Decathlon CEO Arnaud Sauret: "We believe in the bicycle as a mobility solution"

Interview with Arnaud Sauret, CEO Decathlon Germany

TOUR: You started as a salesperson in the first Decathlon store in Dortmund in 1986 and have been with the company for almost 40 years, with stations around the world. Today you are CEO of Decathlon Germany. What connects you with Germany?

Sauret: Germany is more than just a place of work for me, it's a piece of home. My wife is German, we live here, and my Decathlon journey began in Dortmund-Kley in 1986. Back then, as a young sales assistant, I learnt how demanding, quality-conscious and direct German customers are. This experience has shaped me and has accompanied me in all my international stations, most recently in Malaysia. Returning to Germany to manage this strategically important market closes a circle for me personally. And to be honest: Germany is one of the most demanding sports markets in Europe. Those who convince here, convince everywhere.

You used to be a good swimmer and tennis player. Do you now ride a racing bike, gravel bike or mountain bike?

I still swim regularly to clear my head and I still play a lot of tennis. At the same time, I'm fascinated by gravel biking: it's the perfect mix of sporting challenge and nature experience.

You are announcing a massive expansion in Germany - with the bicycle as the vehicle. Why do you believe so strongly in this segment, even though Decathlon only has a 4.5 per cent market share here so far?

For us, this market share shows our great potential. Germany is a cycling nation and Decathlon Germany is already the Decathlon Group's strongest country in this segment, accounting for around 17 per cent of bicycle sales. We believe in the bicycle not only as a piece of sports equipment, but also as the mobility solution of the future. That is why we are consistently investing in the entire ecosystem, including in leasing partnerships such as with JobRad and strong partners in the area of circularity. In February and March, we launched four more stores with our partner Rebike - in Berlin, Munich, Plochingen and Herne. Together with Rebike, we offer high-quality refurbished e-bikes and bicycles in selected stores. Our aim is to cover the entire product life cycle - from initial purchase to refurbishment.

The bicycle industry is in crisis: overcapacity, discount battles, insolvencies. Is Decathlon doing better today because the bicycle share of total sales was previously low?

We are doing better because we have a different business model. We are vertically integrated: We develop, produce and sell our products ourselves. This gives us control over the entire value chain. While many retailers suffered from high stock levels and pressure on margins, we were able to operate in a stable manner. We did not have to sell any products below their value on the market. This stability allows us to invest anti-cyclically and grow while the market adjusts.

Because the competitor "peloton" is weakening - can Decathlon now attack from the slipstream?

We are running our own race, but we are increasing the cadence. Consolidation in the market offers opportunities. Customers are looking for security in uncertain times. With the financial strength of the international group behind us, we can expand our market share. Our aim is not to ride in the slipstream, but to take responsibility and actively help shape the market.

Decathlon wants to grow in Germany in particular. Do you see the greatest potential here - or does your personal connection to this market play a role?

My affinity helps me to understand the culture, but the decision is purely strategic. Germany is the largest economy in Europe and a priority market for us. We are investing over 100 million euros in expansion and modernisation by 2027. We have grown profitably, with turnover rising to 1.17 billion euros in 2024. The potential is huge: we have over 300 shops in France and have just broken the 100 mark here. That shows there is still room for improvement.

Is it true that around 150 new shops are planned in Germany by 2027?

We want to expand our network to a total of at least 150 stores. We currently have 109 shops, having opened our 100th store in Nuremberg in November. Our goal is a simple formula: We want to get even closer to our customers. To achieve this, we are specifically closing the blank spots on the map and increasing our presence.

How do you select new locations? Are existing branches being remodelled?

We have moved away from the sole strategy of "only large spaces on greenfield sites". Today, we utilise a flexible "toolbox" of formats. We are comprehensively modernising our existing, large stores on the outskirts of cities and at the same time going where the people are: in city centres through partnerships with Galeria or Wöhrl and at high-frequency locations such as train stations. We don't wait for customers to come to us, we come to them.

Instead of large stores on the outskirts of cities, smaller shops are to be built in city centres in future. What is the reason for this strategic focus?

The large-format area remains our foundation for the experience and the test areas. For quick needs, for Click & Collect or repairs during lunch breaks, we need the city centre location. Our new stores, such as those at Berlin Central Station or Stachus in Munich, are service centres. This is modern omnichannel: order online, pick up at the station, test the tent or gravel bike in the large store at the weekend. This approach is making us more visible: this is reflected in the fact that the number of visits to our app is also increasing significantly as our stationary presence grows.

Only a limited range can be displayed in a small area - bicycles in particular require a lot of space. How much space is needed to convey variety and emotion?

Emotion is not created by square metres, but by expertise, service and availability. City stores display a curated selection. Digital interfaces give customers access to our entire range. Larger locations with test fleets are available for intensive product testing - for e-bikes, for example.

The German market is strongly characterised by regional specialist retailers. How does Decathlon want to position itself in this environment?

We position ourselves as the "one-stop shop" for sportsmen and sportswomen. We see ourselves as a holistic multi-sport provider. We offer customers not only bicycles, but also clothing, accessories and workshop services from a single source. Service is the key to trust. Our workshops ("Revice project") are a central component of our strategy. Customers who use our services are three times more likely to come back. We want to be the partner that extends product life.

Van Rysel is the premium brand alongside Btwin or Rockrider and the outfitter of the Decathlon-CMA CGM WorldTour team. Should Van Rysel be given more space in the stores in future?

Van Rysel stands for performance at the highest level. As the supplier and owner of the Decathlon CMA CGM professional team, we show that our products can hold their own in professional sport. When a WorldTour team wins races on our bikes, this reflects on the entire range. Van Rysel gets more of a stage because it gives our brand an emotional charge. At the same time, our mission remains unchanged: To make sport accessible to everyone.

You presented a shop-in-shop concept for Van Rysel in Cologne-Marsdorf. Will there be more locations?

The pilot in Cologne was very successful. We are looking to integrate this expert environment into other flagship stores in relevant cycling regions. Customers in the premium segment expect an appropriate ambience and advice at eye level - that's what we offer.

At Decathlon I can get children's bikes for less than 300 euros, but also the professional RCR-F Pro CF for 9,000 euros. How does this enormous price range fit together under one roof?

This is our core competence: we democratise the sport without compromising on quality and safety. Children's bikes benefit from the same safety standards and development processes as professional bikes. Both customer groups have the same requirement: the best product for their budget.

I can also buy Specialized, Trek or Factor racers at Decathlon - direct competitors in the premium segment. Will it stay that way?

Decathlon as a manufacturer is focussing on our own brands such as Van Rysel. At the same time, we have developed Decathlon into an open platform. We do not sell premium bikes from other brands ourselves as new goods, but they come to us via two channels: via external dealers on our online marketplace and via our partnership with Rebike, which brings high-quality refurbished bikes from these brands to our stores. In this way, we offer maximum freedom of choice and promote the product cycle in cycling.

Decathlon is celebrating its 50th anniversary this year. Where and when can cyclists look forward to the first ten new stores?

We have made a strong start to the new year. We have already opened new Rebike stores in Berlin (Alexanderplatz), Plochingen, Munich (Unterföhring) and Herne. A special milestone was the premiere of our first store-in-store concept in the modernised Media Markt in the PEP in Munich (PEP Einkaufscenter Neuperlach). While we celebrated openings on Lake Constance in Friedrichshafen and in Lüdenscheid and Leipzig, further locations in Halle (Saale), Dresden and Oberhausen are imminent. 2026 is a year of intensive expansion - our goal remains clear: to get even closer to athletes throughout Germany.

About the person

Arnaud Sauret's Decathlon story began in 1996 as a sales assistant in Dortmund. Over the next ten years, he built up his expertise in the retail sector and progressed from team and organisation manager to store manager in Germany. In 2006, Sauret then moved to France, where he initially worked for Decathlon's own brand Solognac as Supply and then as Product Manager. He was then Regional Manager at Decathlon France before taking on the exciting challenge of being responsible for the entire product range and production in Russia. For the past four years, Sauret has steered Decathlon's burgeoning growth in Malaysia with tireless vigour and strategic skill as CEO.

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