“That’s work, they’re not afraid, guys!” » His red cap screwed on his head, Jean-Marie, 69, has his eyes riveted on the large totem which borders the A20 at Cora height. Or rather from Carrefour.
The brand was bought this summer by Carrefour. It is at the beginning of November that the change becomes visible.
Standing in the parking lot, Jean-Marie doesn't miss a bit of Maxence's work. The employee, perched on his basket 20 meters high, is responsible for hanging the new sign.
“We started at 7 a.m., removing Cora’s letters,” explains the site manager of the Enseigne 03 company. “Now, we are going to hang the plaques. The Carrefour logo and letters have already been attached. »
10:20 a.m.: the first plaque is installed. It was the most delicate task. “It has to be straight. It's like wallpaper, if you start wrong with the first strip, you'll finish wrong! », Compares Jean-Marie Wos while trying to drown out the noise of the machines.
In the store, more private labels
150 meters away, behind the glass of his office, Candido Perez, the director of the new Carrefour* takes a regular look at the construction site. When “Carrefour” is placed, he will take a photo. It's an event.
Inside the store too, some things will change, but “not that much,” he assures. The departments, which will generally keep their organization, will still offer 110,000 food products and the large volumes, popular with customers, will keep their place on the shelves. The proportion of distributor brands (Simply, Reflets de France, Carrefour bio, etc.), on the other hand, will change: there were 2,000 under Cora. There will now be 7,000 of them.
“We also launch promotions. With all this, customers will find their way in terms of price,” promises the director.
Unlike the change of signs, the installation of the store's new signage will go unnoticed: “We're going to do it at night.” The change in loyalty cards will be gradual and the director promises it to be painless.
Carrefour Limoges, such is its name, is now aiming for a 15 to 20% increase in its customer base. Cora had 4,000 customers per day.
He was already a director under Cora.
