10 billion in revenue, 30,000 employees, and a plan, a new strategic plan that will project the Fnac Darty group to the horizon 2030. We're going to talk about it, we're going to come back to the Fnac Darty adventure. Léo, I hope to share the ups and downs of every entrepreneur. I don't know if they are the same as those of the scale-ups we receive week after week and year after year on 40 nuances de Next. In any case, a big thank you Enrique Martinez for being with us on 40 nuances de Next. I asked my colleague Sébastien Jean Bello, founder and CEO of The Good Experience, to share this moment with us. I think you're in. Yeah, great. Thanks. Do you have questions? Yeah, I have questions. You didn't prepare notes, huh. So it will be instinctive, like many entrepreneurs. If that's okay with you, we'll discuss all of this right after this jingle.
40 nuances de Next. So this is a plan that's fresh out of the oven, it came out this morning. I've never been so close to the news. That's right. We unveiled it well, and better than at Vivatech, to launch our plan. So we brought together our investors, our analysts, our teams to present the plan, a 2030 plan to bring the group's ambition as far as possible. So I have the teams who gave me some notes because I've been here since this morning, but if you have to unveil it to us live, what are the big milestones and the big directions for 2030 for Fnac Darty?
Actually, coming out of Covid, we made a strong bet to transform the group's economic models towards a model much more oriented towards services, recurrence, subscription, and to operate a transformation towards more sustainable and durable consumption. So we have that, it's easy to say but very hard to do. That's what I was going to ask. And so in recent years, we have made this turn. Today, strengthened by this success, we have 2 million customers already subscribed to us on various programs. We started from almost zero in 2021, so 2 million customers. We have upgraded all our industrial tools: transformations, product repairs. We repair 2.5 million products each year. We have integrated all the issues of the circular economy, second-hand, more than 200 million euros in revenue. With major players in the transformation and sale of refurbished products, and then we reinvested in our industrial tool: stores, e-commerce, multichannel, to make e-commerce a profitable platform at the service of stores, and therefore the investment in the seller. That was the story and for the coming years, thanks to the opening of new countries, we just bought a big operation in Italy, the leader of the Italian market. We will go further with service models, we will open our industrial assets to the industry, what we call B2C, we will propose other companies that can use our infrastructures, our assets for logistics, repair, customer service, stores obviously. Retail media is an opportunity for brands to contact our customers at the time of purchase in our stores, on our platforms. So it's a real axis. And then we come back to the store model. We believe that more than ever, stores have a role to play in the future, a role that will be very driven by experience, interaction, socials, and so we will make a huge investment in the store models for the years to come.
I can't believe you've never heard that retail is dead.
Well, I've heard worse. I've heard that stores are dead, that Fnac is dead, but you know, people who predict the future, it's very easy. And then, it's not that. I told my teams, the future is not written, it's what we are going to do. So needs, customers are there. Contacts, the human experience at the service of customers, is always an advantage. It's a new luxury. The human is a luxury. In the world of intelligence, the human is a luxury. The question is how we can make these models viable, useful, and sustainable. And that's what we are preparing to do in these years. So that's the big question. The answer, how is it? Well, it's 30,000 people daily at the service of an idea, a project very mobilized around the experience, around customer satisfaction on a daily basis at all levels, not just at sales but at service, support, repair, everything we know how to do. We are much more than a store. We are truly a commerce that goes very far in the value propositions for the industry and for the customer, and that's what puts sellers and stores at the center of the game, and everything revolves around.
We actually often tend to want to oppose physical and digital. The idea is to take the best of both worlds for those who have never been, I don't know if there are any, yes surely, who have never been in one of your stores. Just next door, how a seller, until the end, the first seller of the company. But very concretely, this alliance of the two, do you have a striking example for everyone, you know, of what makes the beauty of this alliance? Yes. Actually, we have people know that we are number two in e-commerce in France with our two brands Fnac and Darty, so large audiences and large digital revenues. We are at 23% of revenue on the 10 billion. So that gives us more than 2 billion in e-commerce revenue. That's far from small. But what's interesting is that half of the revenue, customers come to pick up the products in store. So what we call multichannel, omnichannel, etc., and from the store plus stores, that's 90% of the total. So multichannel for us is almost all of our revenue, and that's what makes e-commerce play an important role in driving customers to our stores. So it's fundamental, and that's the profitability of e-commerce that allows us to compete against players that everyone knows, who are other powers but don't have the store experience.
Get ready, I'm going to launch you. Enrique, you were talking about experience, how to sublimate it in store. I have with me Sébastien who is the boss of The Good Experience. So the question is what is the good experience?
Well, no, but I have a question, it's: you're still making a bet that people will always go to stores. I made the same bet, that people will always go to trade shows. But on a smaller scale, we have about forty employees. What were your intuitions and what were you based on to make this decision to say that actually everything will not happen on Amazon, everything will not be e-commerce?
You reminded us, we were all confined during Covid and we said at the time that the store is dead. Again, the store is dead, e-commerce will win everything, and we remember the day we reopened the stores on May 10, and we sometimes had 20-minute queues, and that's when I said to myself, all these people, they waited all that time to come to the store because the stores were closed. There is something much stronger that digital doesn't feed. Digital is an incredible experience but totally flat. I agree. It lacks depth, it lacks human dimensions, it causes a lot of damage to relationships, understanding, humanity. And so commerce is the best we can offer. Obviously, e-commerce is useful and sometimes sufficient, but pure e-commerce, what a shame. So the question is how to put stores at the heart and make the economic models continue to exist, and that's what makes the difference. The countries that have seen all the chains of bookstores disappear, all the physical stores, etc. Frankly, I don't think that helped the industry continue to develop, and even the consumer, of course. Yes, even the consumer, because today there is a richness in our businesses. We are not in food, we are rather in non-food, it's pleasure products. Supply creates demand, stores create demand. You go to a bookstore, you have a good bookseller, he recommends books. You know what? You buy them and you read them. If you have no bookstore near you, no record store, no gaming store, etc., well, you know what? You buy less. So supply creates demand, we buy less, much less, and we make more mistakes. Much less.
And after that, you need expertise. But I believe that digital is very new for us. It's been what, 20 years, 20 years that it has disrupted the worlds, I don't know if it's been that long since the 2000s, and it's not because we have 1 million or 10 million songs in our pocket that we listen to music, we listen to noise. So we must not underestimate, well, white noise to put a baby to sleep can help, it can help, but effectively there is a lot of noise, a lot of noise sometimes that is not. And so the culture industry must adapt to this more hybrid world, digital, physical, etc., but by composing products, experiences, bonds that the physical cannot do. Today, how do you talk about culture, you also talk about new uses, especially on social networks. Yes. At a time when we are going into shorter and shorter uses, where long time, well, we try to fight for it, but it's a mix of both actually. We need to respond to those who want long time and those who want short time. What impact does that have on the distribution of culture? Does it go faster, or on the contrary, does it only refer to a limited number of cultural proposals? No, we don't know, to have a wide diversity of offers, and obviously that doesn't prevent being in the news and knowing how to communicate in short times, and we use all the influence networks and communications because we have to be where people are. We have to be there to sell what we have a strong conviction in, what we must propose. So we have 1 million references of books, 1.4 million references of music and audio available quickly, and we are not content with that. So that people have heard to listen today, we must be able to propose a wide range of offers, and it's not incompatible, the others are not incompatible. I agree.
Um, you mentioned earlier the time of Covid. Um, I think it's the subject of your slap. So, I think that all entrepreneurs experienced a slap for many during this period. What interests me, and wait, I'm going to launch the jingle.
Wow! We didn't make jingles for nothing. But it's the speech that had to be given and how much a speech is prepared when from one day to the next you are going to tell a big, big, big part of the team that we stop.
Yeah. What a moment. Um, actually it was hard because we had to explain to the teams what they did on a daily basis. It wasn't essential. Remember the word essential. And so we had to say, well, even if customers need us, you won't be able to open your stores because it's not considered essential, and fortunately we were able to continue serving, doing service and repair. That, we fought for because they needed that domain, but it was difficult. We had to adapt very quickly with the means of the house to become a full e-commerce pure player. And it was a time when people needed a lot of things because we had to switch to full remote work, school, free time. So people needed everything: printer paper, computers, lots of books. So we had to mobilize the whole company, with part of the team that was not able to help, but all the others mobilized widely. Today, we look back on it with good eyes because it was positive and it allowed real transformations as well. It was very hard.
I have a lot of questions, I see the time flying by, and I'm going to try to fit in as many as possible. There's a question we like to ask the biggest entrepreneurs in France because, you know, it's a success, etc., but we like to remind that it doesn't happen in a snap of the fingers and that the trajectory is also sometimes ups and downs. I'd like to know what prevents an entrepreneur, a leader, from sleeping at night, or at least what keeps them up very late. Subjects that concern them, and we all have them. Whether you're starting your company or running it, I think maybe they're not the same for a company of 30,000 people. What is it today, Enrique, that keeps you from sleeping at night?
