Shri Ram Murti Smarak

International Business School

Broad Area (Marketing)

Proposed Topic- Analysis of customers at Decathlon vs other

retail store

Faculty Mentor’s Name – Mr. Sushil Gupta

Student’s Name – Richa Haswani

(Signature)

Registration No. 19015

pg. 1
 Acknowledgement

I have taken efforts in this project. However, it would not have been possible without the kind
support and help of many individuals and organizations. I would like to extend my sincere thanks
to all of them.

I am highly indebted to Mr. Saurabh Singh (Store Leader) for their guidance and constant
supervision as well as for providing necessary information regarding the project & also for their
support in completing the project.
I would like to express my gratitude towards my parents & member of Decathlon Sports India
for their kind co-operation and encouragement which help me in completion of this project.
I would like to express my special gratitude and thanks to industry persons for giving me such
attention and time.
My thanks and appreciations also go to my colleague in developing the project and people who
have willingly helped me out with their abilities.

Date- 28th June

Place - Lucknow

Richa Haswani

pg. 2
 Contents

1. Cover page 1

2. Certificate 2

3. Acknowledgment 3

4. Executive Summary 4-5

5. Company Analysis
 Company History 6-7
 Company profile 7-15
 Mission 16
 Values 17-21
 SUB Brands 22-23
 SWOT 24
6. Competitor 25-27

7. Research methodology 28-31

8. Analysis 32-40

9. My Experience at Decathlon 41-43

10. Recommendations/suggestions 44

11. Limitations of the project 45

12. Limitation 46

13. References 47

pg. 3
 Executive Summary
INTRODUCTION

India’s sports goods industry is nearly a century old and has flourished, driven by a skilled
workforce. Being labor-intensive in nature, the industry provides employment to more than
500,000 people. India’s sporting goods are popular around the world and have made a mark in the
global sports goods market. The domestic industry exports nearly 60 per cent of its total output.

Decathlon is one of the world's largest sporting goods manufacturers and retailers. Decathlon
opened its first Store in Bangalore, India in 2009. A store dedicated entirely to sports with one
primary objective which is to “Make Sports Accessible to All”.

The Decathlon journey continues even today with 60 Stores across the country and still expanding
to increase the accessibility of every sport and touch every Indian life.

Decathlon is like a sportsman's paradise containing 50 sports and more than 5,000 sport products
under one roof.

Decathlon offers a few essential features which include best value for money and no compromise
on the quality of the product. We also offer hassle- free returns and exchanges dealt by a passionate
team who have the ability to remedy issues without taking much time.

Get closer to your sport and check out the products on decathlon.in
 The Largest Decathlon Store In India!
 The First Ever Decathlon Store In North India!
 Now Open To All In Zirakpur, Punjab (On National Highway 22 (Chandigarh Ambala
Road).
Let's Go & Discover Over 40 Sports Under One Roof!!!

Objectives:-
The objectives of the research are:
1. To find out the different types of customer in decathlon.
2. To find out the present problems faced by customer.
3. To study the satisfaction level of customer towards the existing products and services.
4. To compare the customer of decathlon to the customer other retail store.

pg. 4
Research Methodology:-
Research Design: Descriptive

Methods of Data collection

 Primary data: The primary source includes the regular interaction with the customer,
dealing with the customer, customer handling.
 Secondary data: The secondary source basically consists of company’s official site,
company’s colleague, newspaper etc.

The project is prepared in accordance to the guidelines by my mentor Mr. Saurabh and Mr. Minhaj.

Sample Design:-
 Sampling Method: Random dealing and interaction with customer.
 Sample Size: The sample size includes interaction or dealing with maximum 20-30
customer on working days and 50-60 customer on weekends.

Expected Outcomes:-
 This study will help to understand the types of customer and their needs.

 It will improve the weak area of Decathlon India. The suggestion will be based on market
research which is being conducted by me.

 It will help in increasing the sales volume of Decathlon India.

 It will help the organization to form various strategies and getting the results from
Marketing efforts.

pg. 5
My Experience at Decathlon:

It includes how my experience in the decathlon India store was.

In which department I have worked.
What technical and non- technical knowledge I learn in the decathlon store.

pg. 6
 Company Analysis

Company History

Decathlon started with a store in Lille, France in 1976, founded by Michel Leclercq. It started to
expand abroad a decade later, to Germany in 1986, Spain in 1992, Italy in 1998, Portugal,
the United Kingdom in 1999, China in 2003, India in 2009, Hong Kong in 2013, Malaysia in 2016
and Southeast Asia in 2012 and South Africa, Philippines in 2017 and Australia in 2018. Today,
there are more than 1100 stores in 38 countries. The company employs more than 78,000 staff
from 80 different nationalities.

The retailer stocks a wide range of sporting goods, from tennis rackets to advanced diving
equipment, usually in large superstores which are sized at an average of 4,000m².Decathlon Group
also owns over 20 brands, with research and development facilities all over France to develop the
latest innovative designs, registering up to 40 patents per year. Each brand represents a different
sport or group of sports, with a dedicated product development and design team.
1000+ stores are located globally, in numerous countries.

Online delivery has been introduced in Belgium, France, Netherlands, Hungary, United Kingdom,
Germany, Turkey, Hong Kong, India, Japan, Italy, Singapore, Spain, Brazil, Portugal, Romania,
Ireland, Mexico, Australia, and recently, Vietnam.

In India, Decathlon products can be bought directly through their stores subsequent to change in
India's FDIpolicy and approval for Decathlon in February 2013. In addition to this, Decathlon
products are also available online through their online resellers.

pg. 7
Economic review

Its success has greatly contributed to the decline of independent retailers in France, while the
spread of its own brands has caused great difficulties for traditional manufacturers. 2008 was a
record year for the company as the brand Decathlon had beaten all its competitors on three key
points: margin, market share, and highest turnover per square meter of retail space. It is arguably
the third at a global level. A 2008 survey of 774 catchment areas at the request of the Ministry of
Economy and Finance shows that "for sporting goods, Decathlon is dominant in 92.8% of
zones".This dominant position has the effect of marginalizing its commercial competitors,
including independent retailers.

Competition

In 2009, Decathlon's sector rivals, Go Sport and Sport 2000 joined forces to set up a common
purchasing centre in Switzerland, intended to "pressurize most of the major international
suppliers", according to François Neukirsh, Managing Director of Go Sport, in the newspaper Les
Echo’s. Otherwise, the company does not have significant competition due to their specific target
audience in mass-market retail. Intersport is also a major competitor mainly in European market.

pg. 8
 Company Profile

Decathlon outfits the athlete, be it novice or pro. The company, designs, manufactures, and sells
athletic apparel and equipment for some 70 sports, including cycling, hiking, hunting, basketball,
swimming, running, soccer, and tennis. Its lineup includes roughly 20 private label brands covering
everything from combat sports to skateboarding. The company operates a global chain of over
1,100 retail stores in around 30 countries. France is its largest market, followed by Spain. Stores
also offer tennis racket stringing, ice skate sharpening, bicycle tune-ups, and other services.
Decathlon was founded in 1976 by Michel Leclerc and is owned by the Mulliez family, one of the
wealthiest in France
“MAKES SPORT ACCESSIBLE FOR THE MANY
70 SPORTS UNDER ONE ROOF.”

pg. 9
What we do
Decathlon sell a wide variety of sports products for almost all sports and have a rich product line
Cup for various type of equipment. they have categories their products into ' categories
• Blue products of starting range which are cheaper and are focused on
c a t e r i n g amateur athletes.
• Professionals comparatively higher end products to cater the professional players. About of the
Decathlon products in India are imported. Home products are exclusively delivered
from certain countries only to maintain a strict: quality.

Who are our customers?

Today the purchasing power of) Indian population is increasing gradually and it is the middlecl a s s
section of the society which shows maximum characteristics and effects of
s u c h a growth. We have seen the boom of private taxi services, affordable hotel
services and even apparel brands who carefully price their products in order to attract
the new economically g r o w i n g c l a s s . $ h e m a j o r s o c i e t a l s e c t i o n t h e y c a t e r t o
a r e t h e a m a t e u r a t h l e t e s o r s p o r t s lovers who either do not wish to or cannot
afford to purchase high end sports products and equipment. $his has created a unique
niche market of sports enthusiasts between the cheap and expensive equipment.

Work space Setup

The decathlon warehouse had an open workspace wherein people sit in a hall working on the same
table. This kind of setup has following benefits.
• C o n t i n u o u s a n d e a s y i n t e r a c t i o n b e t w e e n e m p l o ye e s h e l p s d e v e l o p a b e t t e r
i n t e r c o m personal skill.

•This lack of immediate physical boundary enables the employees to exchange

their ideas.

•S i n c e t h e r e a r e n o b o u n d a r i e s a m o n g t h e w o r k s p a c e s i t a l s o s a v e s a h u g e
c o s t o f 0aterial and cut down the movement time.

•I t a l s o s a v e s t h e c o s t o f e l e c t r i c i t y a s t h e a r e a w h i c h n e e d s c o o l i n g o r
l i g h t i n g i s undivided and compact.

•T h e y h o l d a n i n t e r n a l c o m p e t i t i o n f o r e a c h w o r k i n g b a y s w h e r e t h
e g r o u p o f employees compete with each other on grounds of efficiency and cleanliness on
their respective bay

Distribution Channel

pg. 10
Decathlon reaches to their customers through two channelsCcompany own
e d s t o r e s a n d companyFs own website. $his helps the company in the following ways.

•Since decathlon follows reverse logistics, keeping this type of controlled distribution channel is
essential in delivering the value to the customers.

•It also cuts the cost of any middlemen and other overhead costs that comes with it.

Packaging

The company follows two type of packaging in its warehouse for storage standard packaging these
packages are of standard size and are exclusively designed on the basis of fixed dimensions
which is prescribed by default depending on the type of products. Adding to this the company
opted for standard rack sizes to fit these standard boxes which enabled the maximum
utile of space. #on standard packages some products are big and bulky in nature whereas
some have very arbitrary dimensions, such products are packed in nonstandard boxes which may
vary from product to product.

Warehouse Setup

All the items in the warehouse are arranged on the basis of sports which allows easy access of a l l
items as each and every rack is labelled with a unique barcode number
w h i c h g i v e s a precise data of what is where. The warehouse has three compartments and each
compartment has various workspaces.
• T h e 1 st c o m p a r t m e n t h a s a l l t h e l o o s e p i c k i n g s a n d t h e s e s t o r e d i n t h e
s t a n d a r d packages. ince these are the items which are loosely picked they have beenthought
fully arranged at a human reach level. Which means no forklifts are re:uiredin this
compartment.
• Th e 2 nd compartment has all the blue and professional range of products, these are
also stored in the standard packages.

3RD compartment has all the nonstandard packages and these are stored on high racks
which require the use of forklifts.

pg. 11
Product Loading

The warehouse has a state of the art docking system wherein all the stores of decathlon has
dedicated bay which means only products going to a particular store will come to that
bay which removes the possibility of wrong delivery, in fact eradicates any confusion whatsoever.

Safety
Safety has been paid duly notice in the warehouse. There are sepa
r a t e w a l k w a y s a l l throughout the warehouse for easy movement of pedestrians so that do
not hamper the work of other employees as well as it ensures that no employees
accidentally come in unwanted contact of other heavy machines being operated in warehouse.
Here are 9> exits in the warehouse which makes sure the employees have enough
escape r o u t e s i n c a s e o f a n y e m e r g e n c y a s t h e w a r e h o u s e h o l d a t e n d e n c y t o
b u r n d o w n i n 9 8 minutes in case of a fire mishap. So monitor how many people are present in
the warehouse at given point of time they have de d i c a t e d n a m e t a g c o u n t e r w h e r e yo u
a c t i v a t e yo u r t a g w h e n yo u a r e i n . $ h i s t yp e o f monitoring helps in better planning
in the warehouse

Over 11,000 members have joined the Decathlon Creations platform. Whilst most of the users are
French, many are from the 12 countries in which the project has been rolled out.
4 languages are spoken on the website and instantly translated by an automatic program. Textoris
believes it’s essential that everyone be able to express themselves in their own language.

The community of users is invited to take an active part in the creation process. To submit an idea,
it’s very simple: just set up an account – essential so that people can know who is behind each
project – then enter a description, possibly with an illustration or video.

Sports market is a global market which has been growing at an annual average rate of about 2 to
3% for over a decade (Ohl & Tribou, 2004). Due to strong competition, brands are very dynamic
(Chantelat, 2008). They constantly seek better positioning and new ways of gaining market shares
(Bouchet & Hillairet, 2008). In order to do this, these brands put more and more emphasis on
innovation (Hillairet, 2005). Following decades of domination by the major international brands
and a permanent status quo between manufacturers on one side (i.e. Nike, Adidas,...) and
specialized retailers on the other (i.e. in France, Decathlon, Intersport, GO Sport, Sport 2000...),

pg. 12
since the late 1990s, the industry has undergone a significant change. Its structure has been
transformed; new balances and new actors’ statuses have appeared. Sports goods manufacturers
become retailers by developing their own stores networks (i.e. Quiksilver, Lacoste ...), and retailers
become sports goods manufacturers through the creation of sub-brands under their control.
Especially dynamic, these retailers create brand models that compete with the manufacturers, and
through innovation they are able to provide consumers with technical and high-performance goods
at affordable prices. But how do these companies, whose basic trade is distribution, manage to
generate innovations considered as difficult and expensive? How did their R&D departments
become so competitive? Is their innovation and ideas management system the key of their success?
In this paper we are going to examine the case of Europe’s leading company in this sector, the
Decathlon Group , which has a constellation of own brands named “passion-brands”.

The vertical growth strategy of the decathlon group: building a portfolio of powerful and
innovative own brands

We will show how, starting from a vertical growth strategy, the Decathlon Group developed by
creating new specialized brands and by launching a ‘federator’ innovation process as well as an
R&D activity divided by sectors, not as a retailer owner of sub-brands, but as a manufacturer owner
of ambitious and powerful autonomous brands. This strategy led to a dual system of innovation
management, and finally, to a form of “variable geometry” management. This original
organization finds its explanation in the fact that, beside its principal activity of retailer of sports
articles, from now on, Decathlon Group has chosen to embark on a manufacturer’s strategy with
the announced ambition to make its very innovating passion-brands count in the eyes of the
consumers.

In contrast to an external growth scheme based on the creation of a portfolio of strong brands by
purchase / acquisition as most companies usually do on many markets (Ries & Ries, 2000; Aaker
& Joachimsthaler, 2001; Lewi, 2005; Kapferer, 1997, 2006…), the Decathlon Group has invented
a model of business growth based primarily on the development of a portfolio made up of new
own brands . At the same time, the group has developed, its own R&D department, an original

pg. 13
management system of knowledge and innovations. In this way, the Decathlon Group is different
from its main competitors such as Intersport and Go Sport which have not chosen to design and
manufacture their own innovative and strong sub-brands. The latter has many own brands, but they
are not built on characteristics related to technical performance or innovation (Lebrun, 2006).
Today, the Decathlon Group has embarked on an upstream vertical expansion without seeking to
enhance the attractiveness of its sales outlets. By creating specialized brands that directly compete
with international sports brands, the group seeks to control the market from the top (making faster,
better control of prices…), while maintaining its position as a leading French specialized retailer.
As is usually the case with all big international companies, this strategy asserts its wish to “control”
the whole upstream-downstream value chain to ensure better profitability (Aaker, 1996). However,
when one retailer “controls” the whole channel, we notice an impoverishment of its offer along
with a decrease in the number of referrals due to better coverage of its profitable brands. In its
stores that focus on “in-house” goods produced by “passion-brands”, the Decathlon Group retains
much better margins. And, in order to make their conquest of the market successful, each new
passion brand is given an autonomy variable from one brand to another in terms of R&D, budgets,
and human resources.

With a 2007 sales turnover of 4,476 Mde, including 56.60% realized outside of France, with more
than 400 stores and more than 40,000 employees on the payroll, the Decathlon Group is a company
which is involved in a true strategy of “expansion intrapreneuriale” whose mainstay is the
constitution of a portfolio of new brands, not only able to launch new lines of products on the
market but also able to durably transform a whole market segment. In 2008, these new sport brands
were: Quechua, Kipsta, Domyos, Geologic, Aptonia, Inesis, Wedze, Tribord, Kalenji, b’Twin,
Géonaute, Fouganza, Artengo and Oxelo. Each one of them is positioned on a precise sporting
branch of industry: b’Twin, for example, is specialized in mountain bikes and road bikes; Wedze
in boardsport on snow, and Kalenji in walking, running and cross-country running. Together, these
“passion-brands” make the Decathlon group one of the first ten world’s manufacturers of the sector
behind Quiksilver, Nike, Adidas, Timberland, Columbia, Salomon, The North Face and Patagonia.

By giving an autonomous operation and R&D (variable depending on the case) to each “passion-
brand”, the group’s ambition is to acquire specialized brands capable of lasting shine on the

pg. 14
international scene. Each one focuses its resources on a number of priorities and rationalizes the
human and material resources needed to launch innovative goods. As a result, in 2008, no fewer
than 12 new goods were rewarded with several design prizes (IF Design Award; Reddot Design
Award & Design Observer). If the whole competitive advantage of Decathlon was based, until
now, on the attractive prices of its sub-brands (but to the detriment of the performance of the
products), the group’s new objective is a rapid rise in technical performance through its innovative
“passion-brands” with the aim to match exactly the expectations of sports enthusiasts. Even
premium products are being studied, whereas they were previously reserved for specialized and
old brands like Eagle, Lafuma (outdoor) or Helly Hansen (sailing & boating). “The Decathlon
example is interesting to follow for it shows that companies can pass from one policy to another.
For twenty years, the company has been following a single brand policy which, given the success
of the scheme, has created an unexpected effect: the brand is almost ‘soviet’. Everyone wears
Decathlon goods and the brand has become a sign of standardization. With the strong reactivity
that characterizes it, the company decided to change policy overnight and, from now on, to grow
under specialized own brands anywhere in the world” (Kapferer, 2006, p. 185). Finally, the
Decathlon Group follows the strategy of a big company willing to increase its market share by
seeking to enter high margin segments (Michel & Salha, 2005), although it was rather forced to do
so. Indeed, the solution of sports specialized superstores – invented by Decathlon and successful
either in France or in Europe - is a failure in countries where consumer patterns are different. Not
to mention that, on some markets, particularly in the United States, there are situations of quasi-
monopoly on behalf of local retailers (barrier at the entry) which cancel any thought of expansion
of a newcomer, even a big one. Therefore, to become a producer instead of being only a retailer,
has not only been an economic necessity but also a quasi-obligation in order to develop.

On a market where the technicality of the products and the technological progress are powerful
consumption levers, the competitive success of specialized brands will inevitably require the
development of an innovation and creativity management system particularly productive and
efficient. To take up this challenge, the Decathlon Group has implemented pioneering strategies
that are likely to outdo the strategies of leading brands with much higher marketing,
communication and sponsorship budgets. For example, if the “passion-brand” Tribord or Quechua
develops today a policy of new products similar to that of international sport brands, it also chooses

pg. 15
a widening spectrum of customers with sectional positionings, ranging from the first price ranges
(the X-basic swimming goggles of Tribord are sold 3 e) to virtually premium ranges. This rise
reflects a new step in the development of the group brands. At the same time, it is a challenge to
offer consumer goods that are, on one hand, at the best quality-price ratio, and on the other hand,
the result of advanced studies in the field of ergonomics, design, bio-mechanics, physiology or
choice of materials. In order to obtain, for each of its “passion-brands”, products as technically
advanced as those of the best sports brands, the Decathlon Group must seek for the excellence in
its R&D activities, particularly in the innovation process.

pg. 16
 MISSION

“Decathlon's main mission is to make sport accessible to as many people as we can. We would
like to help, inspire and guide you through your sports experiences. We believe that being active
and discovering new sports every day is an important part of a healthy lifestyle. Let's do some
sports together, as together is always more fun!”

pg. 17
 VALUES

Vitality
Vitality is Life, intense activity, energy, drive and vigour. Our employees are full of vitality as
they have, first and foremost, a positive mindset and are bursting with energy. They are
enthusiastic, they love creating and innovating, and relentlessly strive to improve and make things
around them change.
.

Responsibility
Being responsible is about making decisions and making sure they are acted upon. Our employees
are fully responsible for their decisions, both in terms of their team and their customers.
Responsibility is also about anticipating the challenges facing society and orienting our actions
towards sustainable development. And it is also our responsibility to guarantee the safety of our
customers and employees all over the world

pg. 18
 SUB- BRANDS
What makes us unique is that we have our own Brands. We create, design and manufacture our
own products. Currently we have 20 Decathlon Brands, each dedicated to a specific sport.

pg. 19
pg. 20
 SWOT Analysis

SWOT Analysis

1. Stores located throughout the world with 800 stores all over
2. Group is largest sporting goods reseller in domestic market
3. Large variety of sports goods in affordable pricing for all classes of consumers
Strengths
4. Own private label brands to get high brand recall
5. Strong and innovative marketing since years have created a strong brand
retention in the minds of customers

1. Limited global presence as compared to leading global companies

Weaknesses 2. E- retailing is gaining importance but still company has limited presence on the
same

1. Brand building by tie-up with emerging clubs/teams/players

2. Company has opportunity to innovate on technology front to design new
Opportunities
products
3. Creating high brand awareness by exploring advertising media tactically

1. High inflation doesn't give opportunity of cost advantage in competitive

environment
Threats
2.High competition from global and domestic players
3.Threats from other brands who provide goods at lower price

pg. 21
 Competitor
In 2009, Decathlon's sector rivals, JD Sports and Sport 2000 joined forces to set up a common
purchasing centre in Switzerland, intended to "pressurize most of the major international
suppliers", according to François Neukirsh, Managing Director of Go Sport, in the
newspaper Otherwise, the company does not have significant competition due to their specific
target audience in mass-market retail. Intersport is also a major competitor mainly in European
market.

JD Sport

JD Sports Fashion Plc is a multichannel retailer of sports fashion and outdoor brands. The
Company's segments are Sports Fashion and Outdoor. The Company's sports fashion brands
include JD, Size?, Chausport, Sprinter, Getthelabel.com, Kooga, Kukri Sports, Source Lab, Scotts,
Tessuti, Cloggs, JD Gyms and Nicholas Deakins. Its outdoor brands include Blacks, Millets, Tiso
and Ultimate Outdoors. Chausport operates throughout France retailing international footwear
brands, such as Nike, adidas and Le Coq Sportif together with brands specific to the local market,
such as Redskins. Sprinter is a sports retailer in Spain selling footwear, apparel, accessories and
equipment for a range of sports, as well as lifestyle casual wear and childrenswear. Kooga designs
and sources rugby apparel and equipment. Cloggs is an online retailer of branded footwear. Blacks
is a retailer of specialist outdoor apparel, footwear and equipment. It has over 900 stores across a
range of retail fascias.

pg. 22
The letters JD in JD Sports stand for the initials of the many founders of the company, John &
David. In 1981, the company was established by John Wardle and David Makin, trading from a
single shop in Bury. In 1983, the company opened a store in the Arndale Centre in Manchester.In
1989, the first store opened in Oxford Street, London. In October 1996, the company was first
listed on the London Stock Exchange.
In December 2001 it acquired nearly 200 further stores, with the acquisition of First Sport,
from Blacks Leisure Group. In October 2005, it bought 70 stores, from the administrators of
Allsports, whom entered administration in September 2005.[4] In May 2005, Pentland
Group bought Wardle's and Makin's shares for £44.6M; the pair later resigned from the board.[5] In
December 2007, the company bought out Bank Stores, which sold fashion clothing, such as
Firetrap, Alu, and Henleys & Adidas Originals for around £19 M.
JD Sports is the official supplier and sponsor of numerous association football teams, players and
associations. In August 2008, JD Sports announced sponsorship deals
with Bournemouth, Charlton Athletic, Dundee United, Blackpool, Luton Town & Oldham
Athletic. In May 2009, JD Sports acquired Chausport, which operated 75 small stores in France.
In addition, JD acquired the rugby heritage brands 'Canterbury' and 'Canterbury of New Zealand'
as well as 'The Duffer of St. George' and 'Kooga Rugby' brands.
In January 2011, JD Sports acquired Champion Sports for €19.6M, In January 2012, JD Sports
purchased the troubled Blacks Leisure Group from administration for a total of £20 million.In
February 2012, JD Sports acquired streetwear clothing brand FLY53, for an undisclosed sum.The
same year JD Sports acquired a 40% stake in fashion retailer Tessuti, before acquiring the brand
in full in 2016. In February 2013, it purchased Cloggs, a shoe retailer, out of administration
however closed it in 2018.
In 2016, JD Sports acquired Go Outdoors for £112 million.
In 2017 the company saw 30 per cent rise in sales to £2.4bn and its 50 per cent rise in pre-tax
profits to £238m which has been credited partially to growing trends in athleisure
In 2018, JD Sports reached a deal to acquire Finish Line for $558 million.This will expand the
brand's presence into the US and Puerto Rico.

pg. 23
 Kitbag

Kitbag Ltd was founded in 2006. The Company's line of business includes providing computer
related services and consulting.
Kitbag Limited operates as a sports online retailer in Europe. The company offers football boots,
kits, equipment, fashion/clothing, trainers, training wear, and accessories; rugby boots, shirts,
equipment, kits, trainers, accessories, clothing, training wear, and protection products, as well as
team wear and base layers. It also provides replica rugby shirts; and official replica football shirts
from various clubs throughout England, Brazil, Argentina, Italy, Holland, France, Germany, and
internationally. The company was founded in 1999 and is based in Manchester, United Kingdom.
As of February 1, 2016, Kitbag Limited operates as a subsidiary of Fanatics, Inc.

pg. 24
 Research methodology

The methodology describes the process of research work. This contains the overall research design,
data collection methods, the sampling procedure, the field survey method and the analysis
procedure.
Research Instruments
Closed ended and open ended types of questionnaires are used to collect the data.

Research objectives
The aim of conducting this research at Decathlon India in Lucknow is to find out the customer
behavior, sales, customer satisfaction level, products, revenue.
To find out how a retail store work, Find out the merits and demerits in the distribution system.
The following are the objectives of the research conducted:-
1. To find out the customer behavior in decathlon store.
2. To find out the present problems faced by customers.
3. To study the satisfaction level of customer towards the existing staff and customer.
4. To compare the customer of decathlon retail store from the other retail store.

Sample
Sample Size

A small part of anything or one of a number, intended to show the quality, style, or nature of the
Whole specimen.

The sample size covers 20-30 customers in working days in Decathlon India store.

The sample size covers 50-60 customers in weekends in Decathlon India store.

pg. 25
Sampling Procedure
To get the most feasible and accurate results, Simple Random sampling method is used.

Data Source
Data Collection Method

Data were collected by direct communication with the customer, dealing with the customers my
colleagues’ views, opinion is also part of my valuable data.

Primary Data

The Direct talk with the customers, dealing with the customers.

Secondary Data

The secondary data was gathered from the certain reference books. The secondary data includes
both published as well as unpublished sources.
Brochures
Journals
Company magazines
Records
Annual reports

pg. 26
 LITERATURE REVIEW

Within the framework of many and various approaches, much authors have been interested in
innovation processes : from the viewpoints of economic changes and progress (Schumpeter, 1939;
Freeman, 1990; Kline & Rosenberg, 1986; Dosi, 1982; Amendola & Gaffard, 1988, etc.), of social
and organizational changes (Rothwell, 1994; Chandler 1990; Callon, 1994, etc.), or from the
sociological and managerial viewpoint (Crozier & Friedberg, 1977; Mintzberg, 1982; Akrich,
Callon & Latour, 1988; Alter 2000, etc.). But whatever currents and theoretical origins, the
innovation process shows nevertheless a dual permanent feature. First, it is an integral part of the
goods launched on the market, and thus, implicitly, of their success (or unsuccess) with users.
Then, chronologically, the process is always the same: gestation, development and diffusion.

If, in the sports industry, the issue of the diffusion of innovation has been approached under the
technological angle, in particular through the diffusion of new materials (Desbordes, 1998), on the
other hand, the issue of the production of ideas, of creativity and procedures, more generally the
upstream part of the innovation process, has never been studied with specific depth (Hillairet,
2006). Thus, our study will focus on the R&D of the Decathlon Group, especially on how
innovative ideas are created and managed. According to us, the analysis of the innovation
management in this company is part of the prospects of Akrich, Callon & Latour (1988) to make
progress in the art of managing innovations: understanding the mechanisms by which innovations
succeed or fail to develop principles that serve as guide to action. To a great extent, the success of
the Decathlon Group innovations and “passion-brands” depends, first of all, on an excellent
understanding and coordination between the various components of the company involved, but
also on an atypical innovative projects management system.

With regard to the emergence and implementation of innovative ideas, whether at the individual
or the organization level, the genesis of new solutions has always to go through a succession of
identifiable informal and cognitive steps (Deschamps & Ranganath Nayak, 1997) that widely
participate in the mechanisms of creativity (Moles & Caude, 1970; Prost, 1995). This progression
in the upstream part of the innovation process is indeed the core of the discovery step (Ait El-Hadj,
1989) and of the R&D in medium to large organizations, but also the core of the business project

pg. 27
in smaller structures (Burgelman & Sayles, 1986). If this progression depends on the know-how,
the perception, the value systems of the company and on the quality of its innovative behaviour, it
also depends greatly on the ability to innovate of the people involved in new goods development
projects (Robinson & Stern, 2000). Indeed, the steps of creativity that structure the start of any
innovative project are largely determined by the creative skills and behaviours of consumers (Kao,
1989; Amabile, 1988). On the other hand, if it is no longer necessary to prove the role and the
importance of the creativity management in the success of innovations (Heunks, 1998; Fitzgerald,
2000; Brabandère, 1998), does this creativity management constitute a competence factor in the
success of a company? In the case of the Decathlon Group, some indicators appear to be moving
in that direction.

In companies, innovation is driven by a proactive management of ideas that would include three
distinct steps: first of all, a step of fertilization, then a step of sowing of the new ideas, an lastly, a
step of incubation (Deschamps & Ranganath Nayak, 1997). The innovation process implemented
within the Decathlon Group follows this modelling. It also divides into three great steps:
the upstream step (a), the project step (b) and the marketing and communication step (c).

pg. 28
 Analysis

Analysis is a measure of how your product or service falls short, meets or exceeds customer
expectations.

More accurate term than customer experience should be customer obsession. Customers
expect products and services to provide a “frictionless” experience. Companies have to go an extra
mile to meet clients’ expectations.

Both existing and target customers demand a complete knowledge of their business needs. You
should identify and anticipate the problems before they occur, so a switch from reactive to
proactive approach is inevitable.

The first step in customer analysis is to determine what your customer service is missing. The
more details you collect, the more accurate your review will be.

Know thy customer

Customer behavior analysis is all about research and data. You have to understand the needs and
wants of your customers and show how your product will make their lives easier.

pg. 29
Thankfully, you can extrapolate the data you already have to potential customers. In the end, you
should find an answer to the questions – what motivates them to buy your product? How can you
improve interactions with your clients to maximize customer lifetime value?

You should start with an in-depth examination of your current clients’ database. It should
contain demographic data, such as age, gender, or location of your clients. Once again, the power
is in the details. The more you know about your customers’ problems, the more tailored solution
you can offer.

At this point, you’re probably overwhelmed by the amount of information you have to
process. There’s a quick fix to organize them in a transparent and easy-to-read way called
subgrouping. When you split your data, it will be much easier to identify particular problems and
better understand your customers. Both your existing and potential customers expect a
personalized approach and detailed reports are your secret weapon.

Secondly, you have to identify the needs and wants of your clients. To improve customer retention
you have to show how your product or service correlate with the demand of your consumers.

Where Can You Find Information About Your Customers?

The more sources you analyses, the better understanding of your customers will you have. A mix
of quantitative and qualitative analysis is the most business-friendly approach. Start with numerical
data. You have to collect them from scratch or transform the descriptive data into numbers.
Afterwards, in the qualitative part of the experiment, you have to draw conclusions; interpret your
numbers so that you understand the people and situation you’re investigating.

pg. 30
Methods

There’re plenty of ways to gather information needed to conduct a customer experience analysis.
It sounds like a complicated and time-consuming task, but if you deal with your customers on a
daily basis, you already have an idea of what they are happy about and what your product is
missing. The trick is to put all the insights in one systemize document.

Sales and CRM data

When a client buys your product or service, they leave a lot of info behind. They provide you with
demographic data and preferred payment method. Moreover, tools like collect pieces of
information regarding operating systems, landing pages, time spend on your website and many
more.

Talk to your employees

Your employees are helping your clients every day. They know better than anyone which features
are the most valuable and where precisely the pain points are. Organizing this data can not only
help in customer experience review but can also be a starting point for your SWOT analysis.

Conduct a survey

Gather information right at the source and talk directly to your customers. The easiest way to get
in touch with a large number of people at once is conducting a survey. With free tools like Survey
Monkey or Google Forms preparing a questionnaire is almost effortless.

There are, however, some significant disadvantages. Firstly, people tend to provide an answer that
is expected from them, and not what they really think. In psychology, this phenomenon is called
survey response bias; a tendency to answer questions untruthfully or misleadingly. The
respondents may feel pressure to give answers that are socially acceptable.

Another obstacle is not getting enough results to produce viable results. An incentive, like an ebook
or a promo code, will encourage reluctant recipients to reply to the questions.

Quora

Quora is a goldmine when it comes to customer insights. By browsing the questions, you can
identify the pain points and help solve the problems. Quora can also give you a more
comprehensive view of your market segment. There might be queries that were missed entirely by
customer satisfaction team.

If you’re new to the platform, take a look at our post on written by our community specialist, Kuba.

pg. 31
 Professional groups

Specialists are exchanging ideas and looking for solutions to their problems on specialist groups.
You can discover the new application of already existing features, and you’ll get a chance to talk
to your potential clients face to face (or keyboard to keyboard, to be more precise).

Social Listening

The cherry on the top of your customer analysis should be social listening data. What and
where your customers are talking about is an indispensable knowledge. If you set up a project in ,
the tool will automatically collect all the mentions on your chosen keywords. Not only will it help
you react in time to any queries, but it will also add data that Google Analytics or other tools can’t
collect. Think about which will tell you the client’s attitude towards your product. Or filter the
mentions by influencer score to see the clout of your consumers and identify potential Not only
will you better understand your customers, but you’ll also improve your overall marketing strategy.

Social data will provide a more holistic view of consumer behavior. Social media monitoring
adds the personal touch to your analysis, allowing you to engage in more collaborative and
consultative relationship with your customer.

Segmentation

The next step in improving clients’ experience is customer segmentation, which is dividing your
customer into groups with similar characteristics. The segments have to be SAME:

 Specific – the sections should be easily distinguishable. Remember that the end goal is to develop
separate customer experience programs which won’t be possible if the segments are similar. The

pg. 32
 groups have to be big enough to justify segmentation. So, if you have hundreds or thousands of
clients, a segment containing ten customers won’t make any sense.
 Accessible – you have to develop different marketing message to every group, and your message
has to be available to each market segment.
 Measurable – I can’t stress enough the importance of measuring a market segment. If you know
how big the potential market is, you can also estimate the ROI. That way you can focus on the
parts of the market that are most profitable. And that brings us to our last point:
 Economic – if you plan to deliver a separate message to every customer group (and according to
report I mentioned earlier you should), it will generate extra costs. By performing a break-even
analysis, you’ll be able to determine whether your income will exceed the cost and all the effort is
worth it.

Develop Buyer Persona

In the last step, you need to develop buyer’s personas. It means aggregating all the data you
collected and generate an ideal customer. It’s much easier to work with an idea of human being
rather than with raw data.

Your buyer persona should include:

 Name
 Job title
 Demographics (age, gender, location, income, level of education, family size)
 Goals and challenges – what are goals and challenges they encounter daily and how your product
will help them overcome those issues?
 Communications – what communication channels do they use? What language resonates well with
them?
 Influencers – who is the industry leader in their field? Which websites do they visit?

At the end of this process, you should be left with a bunch of insights about the future. You might
have to change the way you think and communicate about your product. Instead of shouting about
a brand new shiny feature, you should focus on how these features deliver solutions to your
existing and potential customers’ problems.

pg. 33
A dual management system of innovation and creativity

If the technical nature of goods directs part of the sports brands innovation process, non-
technological determinants, especially organizational and human capacity to carry out an
innovation project, also play a leading part. They would even be the core of the success model of
the Decathlon Group and its “passion-brands” (Richard & Abdourazakou, 2008). According to
the approach by resourcesand the concept of “core competencies” (Hamel & Prahalad, 1995), it
is possible to reconstruct ex ante an innovation approach. In modelling the act of the company, we
bring out specific organizational skills (Métais, 1997). The concept of resources or strategic assets
derives from the desire to accurately describe the full potential of a company. It allows us to
identify the basic entities which make up the innovative potential of a firm (Dierickx & Cool,
1989; Peteraf, 1993; Wernerfelt, 1984). The resources significantly involved in the success of
innovations must necessarily be used to create some customer value (Barney, 1991; Rindova &
Fombrun, 1999). If they are tangible or inviolable assets belonging to the company (Wernerfelt,
on 1984), they are more or less complex to build - or to acquire – and it sets their power of
differentiation (Grant, 1991). In these terms, the innovation skills of a company will then be
defined as being the capacity to carry out a task or an activity thanks to the good use of
the available resources. However, resources and capacities should not be confused. If a resource
is an observable asset which can be evaluated and exchanged just like a brand, a plot of land, a
licence or a patent, a capacity is not observable (thus necessarily intangible). It can neither be
evaluated nor partly exchanged but only as a whole (Makadoc, 2001). Competences of a company
can be approached under the topic of distinctive competences (Selznick, 1957), that is in taking
into consideration fields where the company in question excels. Consequently, an implicit bond
appears between the resources and the competences (Hofer & Schendel, 1978), insofar as the latter
are, ultimately, a convenient association of the whole entrepreneurial resources. In other words,
the organisational capacity of a company would be determined by its aptitude for the deployment,

pg. 34
the combination and the good coordination of its own resources, competences and knowledge (St-
Amand & Fox, 2004).

According to us, within the Decathlon Group, perfect alliance between the available resources and
the existing competences build all the relevance of its management of innovation system. But, far
from constituting a Cartesian and rigid model, this system takes, according to the different projects
of development of the new goods, different original forms with sometimes fluctuating or surprising
borders; however this does not a problem by virtue of the qualities of the management system!
The commercially successful “passion-brands” goods are not exceptional. The exaltation of all the
resources, competences and capacities of the group towards the concretization of top priority
objectives – launching innovating goods that are, at any costs, commercial successes – will give a
boost to each project. It should be said that the general direction of the group puts its staff under
pressure: the R&D units are expected to concretize ten innovations or so per annum, not less!
Ultimately, four guiding principles dictate the management innovation system implemented by the
Decathlon Group (figure 2): creativity, design management, knowledge management and R&D.
These four principles would seal the cohesion and the interdependence of all the productive and
operational divisions of the group. It is a force of reduction and mutualisation which does not exist
in the competitors’ groups. Incorporating, for example, design-management in the middle of the
growth device of a company is a step that few companies have taken. Wrongly, by the way, because
it not only allows modification of the visions of the company and improvements to its strategy
(Cooper & Press, 1997) and its competitiveness (Trueman & Jobber, 1998), but above all, it allows
the company better to assert its identity (Dumas & Mintzberg, 1989). Moreover, it favours a better
coordination between the various functions of the company and it federates all the actors by
making them work together on the creation projects (Stokholm, 2005) while improving overall
innovation management (Borja & Mozotta, 2003). Lastly, very often, the design seems to be the
first factor of commercial success of the new goods (Cooper & Kleinschmidt, 1987). Associated
with healthy competition between “in-house” projects and strong values such as serendipidity  and
intuition, the four guiding organize the Decathlon Group favourably in its potential aptitude “to
revolutionize” the various segments of the sports markets where it is present. Compared with the
innovations marketed for some time, this system of management seems, obviously, adapted to its
policy of expansion and development.

pg. 35
 Figure 2 - Four guiding principles of the Decathlon Group innovation management system
(source:Richard & Abdourazakou, 2008)

Today, the really innovating companies are those which have abandoned technocratic rigidity and
reconsidered their innovation management system by introducing freedom in it. It is them which,
ultimately, created flexibility of thought and built a culture of innovation “on every floor”
(Ramecourt & Pons, 2001). Transformed by the resources, this flexibility will become a main
organisational capacity to innovate. It will be obtained, in particular, by creating disorder. Indeed,
in a more and more codified, standardized and rigid world, this disorder is privileged by a growing
number of companies in want of innovations (Alter, 2000). But disorder implies that the company
also takes risks (sometimes great risks), the consequences of which are not well known. Besides,
it is for this reason that disorder is normally banished from organizations. Is not disorder
disorganization? It also implies that the company is continuously on the verge of losing control of
everything. It is a border which belongs to the implicit knowledge of the leaders and which is
always very delicate to assess in a reasoned way. For the innovating company, the difficulty is to
know exactly the limit between the acceptable and the unacceptable, to approach it to the nearest
point: to seek a balance between order and disorder. Whether in a stable or an unstable
environment, the innovating company makes these two antagonistic forces coexist in its centre.
The innovations would come mainly from the permanence of this status quo, and it seems that the
Decathlon Group found it if we take into consideration the number of its new goods that have been

pg. 36
commercially successful these last years. Let us quote for example the bicycle b’Twin, the
skis Wedze or the swimming goggles X-base. While developing a competence, the Decathlon
Group also developed an organizational capacity that is registered between the Cartesian
rationality of a traditional management of innovating projects and the disorder characteristic of the
creativity which falls under a kind of creative brainstorming.

Concretely, if the company wishes to do it, it can adopt a “conventional” step when it has the
necessary competences to conclude the development of a new good. Then, the innovation
management system will be fully directed and framed, leaving little space to chance and
uncertainty. On the other hand, if some projects move away from the competences and capacities
available in-house, the management system of innovation can aim to this creative brainstorming,
so as to favour the permeability to environment in order to better stimulate all the inventive forces
of the individuals. The Decathlon Group finally ensures these project-teams a form of creativity
and of directed freedom that, in the course of time, are developed and improved. In these project-
teams, a kind of beneficial collective emulation creates itself as well as a strong tendency to make
emerge new ideas with huge potential. Thus, on one side, there is a prevalence for a rational
type management system and on the other, for a turbulent typemanagement system. Finally, even
if there is a possible risk of scatter, “turbulence” gives birth to exceptional ideas which a traditional
management of innovating projects could never have made emerge. But we have to be careful. If,
at Decathlon Group, the production of ideas can be carried out in a disorganized way, there is
always a supervising authority - the product manager is part of it - which will re-frame the project
if it departs too much from the objectives set by the general direction. Two examples of recent
innovations clarify the specificities of these two management systems at Decathlon Group

pg. 37
 My experience at Decathlon India Store

It was the sunny afternoon of April, 2018. We were getting prepared for the internship procedure
for Decathlon at our hostel premises. I can tell you now, anyone who has not gone through the
sports round of Decathlon recruitment procedure has missed an experience of lifetime!
It all started with official presentation of Decathlon by Saurabh and Minhaj, then an Introduction
round.
I don’t know how, but I got through it and selected for the internship. And guess what, the
Decathlon people were super-awesome to
Conduct the process in sports attire! You can only imagine to walk into an interview room in your
sports tee and shorts and come out of it, bagging a summer internship offer! Well, that’s exactly
what happened to me!

I joined Decathlon-Gomti Nagar store at Lucknow on 16th April. I could tell from the first sight
that it was different from any other workplace! Employees were coming in sports attire, dropping
by and shaking hands with each other, greeting them with a warm smile. I soon figured that it was
part of the awesome work culture and fantastic employee bonding at Decathlon. I met my mentor,
Aanad who briefed me about the company and its values. Not being a sports enthusiast myself,
But I was deeply convinced by Decathlon’s vision to make sports accessible to all and it didn’t
take me long to blend into the sporting culture of this awesome place, making new friends, and
trying out new sports whenever I could!

pg. 38
But make no mistake, Decathlon was not all about playing around and having fun. I was soon
assigned to Domyos- The in house brand of Gyming, Cross training, Yoga, Pilate’s apparels and
accessories of the company. I was expected to manage the sales for these brands for the next two
months, all while working on the assigned summer internship project. That means you have to
work for those straight 9-hour long shifts in which you are not expected to sit for even once (except
the lunch break of course!),

Manage the visual merchandising of your brands, dealing with even the ‘unfriendliest’ of
customers in the friendliest way possible and so on! Trust me, it was not an easy job. But yes, it
made me learn sales in and out in a hard way!

Coming to my summer internship project, I was expected to analyses the type of customer come
in decathlon store. The deliverables included developing a competitive analysis of the customer, a
user analysis for Lucknow, to find the satisfaction level of the customer, and identifying sales
opportunities in Lucknow. I had to analyze every customer, and deal every customer, and try to
fulfill their demand according to their need. We don’t have to convince the customer, we were
there to guide them and spreading awareness to them. The best part of the project was I even got
to go out and try my hands out on the game on a couple of occasions!

The best thing I liked about Decathlon? I already mentioned their awesome work culture. The
other thing is their amazing focus on customer service. ‘Out service than outsmart’ –they truly live
up to their motto. Next is the freedom at work you can have. You are absolutely, and I repeat,
ABSOLUTELY free to do anything to improve your brand’s business. You can set your daily pilot
strategy, manage your layout format, and set your own merchandising display, anything! You are
truly the owner of your brand. You are free to make as many mistakes as you can, as long as you
keep learning from them.

Was there any downside? Well, as they say, with great power comes great responsibility. True
ownership means you are accountable for every minute details of your layout, something as big as
deciding your growth strategy to as trivial as managing cleaning work. No weekend holidays,
rather being in sports retail, you will only be overloaded with work on Saturdays and Sundays. It
can be very demanding at times, and you have to be really passionate to live up to it.

pg. 39
We were 5 who selected in the internship procedure of decathlon. We also get reshuffled from our
department, after working in Domyos I got assigned in Kalenji under the supervision of sunny
Shaw and Sunny das.

In Domyos I was working under the team of 4– Akansha, Sachin, Shail, and Aanad. As I already
mentioned about Domoys the in house brand of Decathlon. Which deal in the area of Gym and
Cross training. I learned about the types of treadmill, static cycle, which equipment is used for
toning the muscles and many more thing. I also had done the gyming so working in Domyos was
fun for me.

And after reshuffling I assigned to the Kalenji department – in house brand of Decathlon which
deal in the Running Shoes, apparels and accessories (If you are a runner you SHOULD have a pair
of Kalenji shoes)!

Trust me Kalenji really work on the technical part the shoes, they focus on the purpose of that shoe
rather than shoes color and design.

After Kalenji, again I assigned to a new department Kipsta – In house brand of Decathlon which
deal in football basketball and their apparels. In this I worked only for 10 days with Abdullah and
Minhaj.

By the time I completed my project work and ended my tenure on 16th June, 201.

I got a real hang of how sales work, how visual merchandising is taken care of in retail outlet, how
a brand commercial policy should be developed and many more. Decathlon was truly a great
learning experience. Add to that, I made some fantastic friends, tried my hands out on
skateboarding.

Overall, it was an experience of a lifetime and a very enriching one. Decathlon- Gomti Nagar you
will be cherished forever!

pg. 40
 .Recommendation / Suggestions

According to above survey there comes some suggestion for the decathlon.
As everybody knows there’s always comes a bad side with the good side. Decathlon also
have some weak point which I have found in there store. Which can be managed by the
man power easily and can generate more sales and revenue and also increase the graph of
customer satisfaction level.

 Choose over media for more awareness and communication with the customer.

 Increase manpower in the department which cover more shares in the store, because
a single person can’t manage the stock and customer at the same time.

 Limited stock or no stock also create the bad impact on the customer, 0% rupture
always needed in the layout.

 No proper guidance also lead to the red face at the time of billing.

 Store is not only run with the customer, Decathlon team is the driver of this chain,
so you better need to take care of the driver.

 Choose hard work, appreciation is the key to generate a productive employee.

 Without proper resources you can’t generate a proper business.

 Less resources, Less Productivity.

pg. 41
 Limitations of the project

Although this research was carefully prepared, I am still aware of its limitations and shortcomings.
First of all, the research was conducted was totally depend on the random selection of the data in
the internship period lasted for eight weeks in Decathlon India Store. Eight weeks is not enough
for the researcher to observe all of the customer and manage to know core of the retail store. It
would be better if it was done in a longer time.
Second, the population of the experimental group is depend on the working days, Third, since there
is no structured questionnaire designed to measure the customer attitude towards the use of
products might give useful information about the impacts of communicative strategies.
In addition, since the assessment of the pretest and post test was conducted by myself, it is
unavoidable that in this study, certain degree of subjectivity can be found. In fact, it would have
been sort of objective if it had been decided by two or three examiners.

pg. 42
 Learning

 I learned what exactly a team works means,

 How to generate sales with your own innovative ideas.

 Type of visual merchandising, managing layout.

 Delivery procedure of a retail store.

 How to deal with different types of customer.

 Building customer relationship for long term.

 How to create sale with proper knowledge of product.

 Knowledge about different types of product in different different department of the

Decathlon India store.

 How the stock is being managed by the department people.

 Sale is much more than earing money and benefits.

 You don’t really have to convince people, you should create awareness people will
convinced automatically.

pg. 43
 References

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tomorrow". news.com.au. 4 December 2017.
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with LogiNext". Business Wire. 28 September 2017.
4. "Decathlon Key Figures". Decathlon Group. Decathlon S.A. Retrieved 15 May 2015.
5. "Decathlon Key Figures". Decathlon Group. Decathlon S.A. Retrieved 15 May 2015.
6. Caruel, Sarah. "Decathlon - Oxylane - Ox'IT". International Internships. Retrieved 15
May 2015.
7. "Decathlon Innovation and Research". Decathlon Group R&D. Decathlon S.A.
Retrieved 15 May 2015.
8. "Decathlon Stores Worldwide". Decathlon Group Stores. Decathlon S.A.
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Retrieved 14 February 2013.
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