Brand Story
Founding background
Founder: One of the founders, Max Trey, was born in Paris in 1913. His father was a counter supervisor at Printemps Department Store in Paris. He himself participated in the Spanish Civil War in 1936 and founded the small purchasing group "New Economy" in 1951. Another founder, Andre Esser, was born in Toulouse in 1918. His parents were wholesale merchants. In 1935, he joined the French Socialist Youth Organization SFIO.
Original intention: In 1954, Max Trey and Andre Esser each held 50% of the shares and jointly formed FNAC, the "National Managers Purchasing Federation". The initial business was selling cheap cameras, hoping to bring camera technology into thousands of households.
Founder: One of the founders, Max Trey, was born in Paris in 1913. His father was a counter supervisor at Printemps Department Store in Paris. He himself participated in the Spanish Civil War in 1936 and founded the small purchasing group "New Economy" in 1951. Another founder, Andre Esser, was born in Toulouse in 1918. His parents were wholesale merchants. In 1935, he joined the French Socialist Youth Organization SFIO.
Original intention: In 1954, Max Trey and Andre Esser each held 50% of the shares and jointly formed FNAC, the "National Managers Purchasing Federation". The initial business was selling cheap cameras, hoping to bring camera technology into thousands of households.
Development history
initial development: In 1966, FNAC began offering discounted merchandise to non-members and opened a second store in Paris. In 1974, the group's business expanded to audio-visual products, home appliances and sports equipment. In 1980, FNAC was listed on the Paris Stock Exchange with a public offer of 25% of its shares.
Acquisitions and expansion: In 1994, FNAC merged into the PPR Group. Since then, the chain group has developed rapidly, with substantial growth in turnover and number of chain stores. In 1999, FNAC opened its first Asian branch on Nanjing East Road, Taipei City, Taiwan, with the Chinese name "Fayake". In 2006, the French parent company sold all its shares to Shin Kong Mitsukoshi and withdrew from the Taiwan market.
Split and transformation: In 2013, Kering (formerly PPR) spun off FNAC into an independent company. In 2016, FNAC merged with Darty to become Groupe Fnac Darty. In 2017, Fnac Darty started an online advertising business and also launched Fnac Mastercard.
initial development: In 1966, FNAC began offering discounted merchandise to non-members and opened a second store in Paris. In 1974, the group's business expanded to audio-visual products, home appliances and sports equipment. In 1980, FNAC was listed on the Paris Stock Exchange with a public offer of 25% of its shares.
Acquisitions and expansion: In 1994, FNAC merged into the PPR Group. Since then, the chain group has developed rapidly, with substantial growth in turnover and number of chain stores. In 1999, FNAC opened its first Asian branch on Nanjing East Road, Taipei City, Taiwan, with the Chinese name "Fayake". In 2006, the French parent company sold all its shares to Shin Kong Mitsukoshi and withdrew from the Taiwan market.
Split and transformation: In 2013, Kering (formerly PPR) spun off FNAC into an independent company. In 2016, FNAC merged with Darty to become Groupe Fnac Darty. In 2017, Fnac Darty started an online advertising business and also launched Fnac Mastercard.
Business philosophy and characteristics
democratization of culture: The core business philosophy is "cultural democratization", allowing everyone to have access to culture. For example, the French Youth Singers Festival was held in 1968, which created a group of successful French composers and performers.
Employment Features: Most of the employees employed are intellectuals with a certain vision. They can not only introduce products to customers, but also participate in inventory and purchasing management.
product testing: It has a testing center to evaluate the technical quality, ease of use, price and "cost-effectiveness" of the product, and displays the results to customers. Unsatisfactory products will be blacklisted.
cultural activities: There is a "Cultural Center" in the store, with gallery and auditorium spaces. A large number of cultural and literary events are held every year, such as the "Book Fair" and the "Fnac Novel Award".
democratization of culture: The core business philosophy is "cultural democratization", allowing everyone to have access to culture. For example, the French Youth Singers Festival was held in 1968, which created a group of successful French composers and performers.
Employment Features: Most of the employees employed are intellectuals with a certain vision. They can not only introduce products to customers, but also participate in inventory and purchasing management.
product testing: It has a testing center to evaluate the technical quality, ease of use, price and "cost-effectiveness" of the product, and displays the results to customers. Unsatisfactory products will be blacklisted.
cultural activities: There is a "Cultural Center" in the store, with gallery and auditorium spaces. A large number of cultural and literary events are held every year, such as the "Book Fair" and the "Fnac Novel Award".
Today, FNAC has become a leader in the distribution of culture, leisure, technology products, home appliances and other fields in Europe. Its business covers France, Belgium, Portugal, Spain, Switzerland, the Netherlands and other countries and regions, and provides consumers with a variety of products and services through physical stores and online malls.
Mission and values
mission6: Committed to becoming a leading multi-category professional retailer in the electronic and cultural products market, providing customers with high-quality products and services, focusing on customer satisfaction, product quality, innovation and sustainable development.
values
democratization of culture1: The core value is to give everyone the opportunity to be exposed to culture. By organizing activities such as the French Young Singers Festival, it has shaped many French composers and performers and promoted cultural development.
Knowledge and expertise1: Hire intellectuals with a certain vision as employees. They can have an in-depth understanding of the store's collection of books and cultural products, provide customers with professional introductions and selection suggestions, and help spread culture.
mission6: Committed to becoming a leading multi-category professional retailer in the electronic and cultural products market, providing customers with high-quality products and services, focusing on customer satisfaction, product quality, innovation and sustainable development.
values
democratization of culture1: The core value is to give everyone the opportunity to be exposed to culture. By organizing activities such as the French Young Singers Festival, it has shaped many French composers and performers and promoted cultural development.
Knowledge and expertise1: Hire intellectuals with a certain vision as employees. They can have an in-depth understanding of the store's collection of books and cultural products, provide customers with professional introductions and selection suggestions, and help spread culture.
Business management philosophy
Efficient decision-making and collaboration3
Efficient decision-making mechanism: Establish a clear strategic planning and goal-setting process, and the leadership maintains a keen insight into the strategic direction to achieve clear and efficient decision-making.
Department collaboration: All business departments collaborate closely and share information to ensure smooth internal and external communication, allowing the company to respond flexibly to market challenges.
data driven3: Pay attention to the role of data in decision-making, use the analysis of market trends, customer behavior, etc. to achieve accurate decisions, and also rely on data analysis to improve efficiency in aspects such as inventory management.
Supply Chain and Customer Relationship Management3
Supply chain optimization: Establish close partnerships with suppliers to ensure timely supply of products.
Customer first: Build a membership system, use advanced CRM systems to manage customer information, and provide personalized services and recommendations to improve customer satisfaction and stickiness.
Efficient decision-making and collaboration3
Efficient decision-making mechanism: Establish a clear strategic planning and goal-setting process, and the leadership maintains a keen insight into the strategic direction to achieve clear and efficient decision-making.
Department collaboration: All business departments collaborate closely and share information to ensure smooth internal and external communication, allowing the company to respond flexibly to market challenges.
data driven3: Pay attention to the role of data in decision-making, use the analysis of market trends, customer behavior, etc. to achieve accurate decisions, and also rely on data analysis to improve efficiency in aspects such as inventory management.
Supply Chain and Customer Relationship Management3
Supply chain optimization: Establish close partnerships with suppliers to ensure timely supply of products.
Customer first: Build a membership system, use advanced CRM systems to manage customer information, and provide personalized services and recommendations to improve customer satisfaction and stickiness.
Social Responsibility and Sustainable Development Concept
social responsibility3: Actively participate in public welfare undertakings and support the development of cultural undertakings, such as setting up a "cultural center" in the store and holding a large number of cultural and literary activities such as book fairs to enhance the company's social image.
sustainable development6: Pay attention to environmental protection, adopt green measures in procurement, packaging, transportation and other links, and plan to achieve goals such as reducing carbon emissions by 30% in 2025 to promote sustainable development.
social responsibility3: Actively participate in public welfare undertakings and support the development of cultural undertakings, such as setting up a "cultural center" in the store and holding a large number of cultural and literary activities such as book fairs to enhance the company's social image.
sustainable development6: Pay attention to environmental protection, adopt green measures in procurement, packaging, transportation and other links, and plan to achieve goals such as reducing carbon emissions by 30% in 2025 to promote sustainable development.
Innovation and development attitude
Continuous innovation5: Encourage employees to innovate and continuously introduce new products, services, and management to adapt to market changes and enhance market competitiveness. For example, we plan to invest in technology to create innovative in-store experiences and integrate augmented reality and virtual reality technologies.
digital development6: Strengthen digital applications and improve online business levels and user experience. Its e-commerce sales have accounted for about 37% of total sales, and it plans to achieve 20% online sales growth every year.
Continuous innovation5: Encourage employees to innovate and continuously introduce new products, services, and management to adapt to market changes and enhance market competitiveness. For example, we plan to invest in technology to create innovative in-store experiences and integrate augmented reality and virtual reality technologies.
digital development6: Strengthen digital applications and improve online business levels and user experience. Its e-commerce sales have accounted for about 37% of total sales, and it plans to achieve 20% online sales growth every year.
