Episode 4

Yann Diridollou, Head of Company-Owned Stores, and Arielle Charier, Franchise Director, expertly oversee the entire PADD store network across France.

To celebrate the opening of the 100th store in Nevers, this inseparable duo sat down for an interview.

Company-owned stores vs. franchises: the match is on!

🛣️ Their journey?

🏇🏻 What distinguishes the two networks?

🔗 How do they approach the customer relationship?

What is your respective story with PADD?

AC: A story built on loyalty, since I started in… 1985. I began as a sales assistant in the very first PADD store on Rue de la Cavalerie, while studying to become a psychomotor therapist. I quickly connected with Pascal, and over time he entrusted me with the management of one of the two Paris stores. Later, when the franchise network was created in 2008, I took on the role of Franchise Director.

YD: I come from the horse world and previously managed a stable for Gilles Bertran de Balanda. I met Pascal in 1995 after a first experience in tack retail at Philippe Dyon, where I was responsible for a sales stand at major international European competitions. He suggested the idea of a mobile “truck-store” concept to attend competitions and promote PADD. I jumped on board, and later opened the Rouen store. In 2014, he offered me the position of Commercial Director of PADD.

Franchise or company-owned store: what distinguishes the two networks?

AC: Opening a company-owned store requires significant resources: finding premises, recruiting and training staff, and building local awareness. In the franchise system we implemented, the initial investment is carried by the store owner. Most of the time, this is someone well established locally who naturally attracts customers. To maximize their chances of success, we offer a commission-affiliation model, a hybrid system where franchisees don’t have to finance the stock themselves — a major advantage when launching a business. The first franchise stores opened in 2008 in Avignon, Quimper, Chantilly, and Chambourcy. Today, we have 60 franchise stores.

YD: Alongside this, we operate around 40 company-owned stores, which were opened before we launched the franchise network. Over time, we have focused on modernizing them, introducing a new store atmosphere with updated furniture and warmer lighting. Sales floor space has also evolved, sometimes reaching 800 m², reflecting growing customer demand and the increasing number of product references we offer. Naturally, our investment is higher than in franchising because we handle all HR management for these stores — recruitment, training, and daily support — as well as accounting and financial operations.

What is your respective relationship with customers?

AC: Whether in franchises or company-owned stores, a customer is still a customer. Even though they often come seeking advice, they are much more informed than before. By the time they walk into the store, they already have a specific idea in mind. That means we must be impeccable in terms of training. Our teams need continuous updates in their expertise. The customer should feel that they are speaking not just with a salesperson, but first and foremost with an experienced rider. If trust is established, the customer understands the added value of coming to the store and buying their equipment there. We offer between 15,000 and 20,000 products in our stores, and our teams must be able to talk about all of them with the same level of expertise.

YD: The PADD Academy addresses this need for continuous training. Beyond webinars, sales teams have access to product arguments and insights on emerging trends such as vegan products, animal welfare, safety equipment, nutritional supplements, and outdoor horse gear. They can also rely on the regular visits of our merchandising managers. Their role is to ensure visual consistency across stores, but also to exchange with sales teams, motivate them, and collect valuable customer feedback. Thanks to their deep knowledge of the network, they help store managers understand how to sell more effectively. Another key strength is staff stability. Over time, store teams build strong relationships with their customers. They know the name of the customer’s horse, the competitions they attend, and sometimes even equip several generations of riders. It goes far beyond a simple commercial relationship.

A motto that guides you daily?

AC: Together, driven by the same energy and optimism.

YD: Listen, observe, and share.

PADD in one word?

AC: Passion.

YD: Essential.