The pure player in motorcycle equipment aims for a turnover of 100 million euros by 2030

Can you briefly remind us of the Motoblouz epic?

Motoblouz will celebrate its 20th anniversary at the end of the year. Today, the company is owned by the Ares Management fund, which is the majority shareholder. Motoblouz was built on the web. It carries out 90% of its online activity, including 14% internationally, in Spain and French-speaking Belgium. Our objective is to grow from around €70 million in turnover to €100 million by 2030. During the health crisis, we gained about 20% growth (€11-12 million) in terms of turnover. We employ 145 people, including 5 in Spain where we have an office. The sales force in stores is about 25 people.

We have two stores: one of 2,000 m² 15 km from our historic paddock in Carvin in Pas-de-Calais and another 200 m² sales area adjoining our warehouses. It allows our customers to have access to the 30,000 references in stock. We sell all motorcycle and biker equipment products, from helmets to stands, including batteries, jackets, gloves, transmissions, parts and accessories.

Some distinctive signs?

We have a dedicated own-brand product team consisting of four designers and a sourcer. These own-brand products are positioned at a price that is generally 20 to 30% lower than the reference Premium products. Our strategy is to focus on customer functionalityso all our products are tested by bikers, including by employees among whom we have many motorcycle enthusiasts. We generate around 16% of our turnover from our own brand products. with large differences depending on the product categories.

We are looking to address audiences that are not necessarily well served by the existing offering. I am thinking in particular of female bikers but also children. For example, we have developed a racing suit for motorcycling on the track specifically for women and children.

At Motoblouz, all professions are integrated, including customer relations. Between 30 and 40% of the calls he receives concern pre-sales. On a weekly basis, we monitor our NPS which is between 72 and 76 and for 18 months we have been qualifying our calls, emails and chat exchanges, so that our internal teams can act in continuous improvement.

What are your areas of development?

The mission entrusted to us by our shareholders is very clear: become the preferred brand of bikers and motorcyclists ⁽¹⁾. What matters to us in this business is to seek out customer value and get them to buy from you and, of course, build loyalty. To do this, either you set prices, and we have Chinese platforms in front of us that are very good at that, or you work on differentiation.

Our growth and development strategy is based on five axes. First, the journey and customer satisfaction as I have just explained it but also the human with the development of internal training courses and programs but also “zigzag” paths. We have a collaborator who worked in logistics and who has now gone from employee to supervisor. She is now in charge of quality management and stands out in the company. We have an employee who is a network administrator but also a part-time farmer. A UX project manager with us is also an entrepreneur. We therefore cultivate the flexibility of the paths for maximum agility. Similarly, we offer employment contracts with 5 days a week in the home office. But it is up to each department manager to determine the rules of the game in their department. NWe are going to accelerate internationally. We reopened a specific site in Italy 8 months ago now. And in July, we are going to launch in the Benelux.

Finally, on the business side, we opened a 550 m store² in Tours haswith a partner who is a former Dafy franchisee. The journey is completely omnichannel. The store is equipped with electronic labels, which allows for an identical display for an optimal phygital customer experience. By 2030, we plan to create between 50 and 100 physical contact points on sales areas of 500 and 900 m² motorcycle or car oriented and in line with our corporate values ​​(passion, fun, competition). We will sell the entire Motoblouz range there.

How are you going to ensure this increase in references?

Currently, we have 130,000 references, including 30,000 in stock and we want to double the number of references offered within two years.. To achieve this, we invested €1.2 million in our logistics two years ago to reduce the arduousness of the work and allow the company to go from 3,000 to 11,000 orders per day potentially. We are fully connected to our suppliers’ stocks. This means that if we have 30,000 references in stock, we can offer more than 100,000 product references in total.the objective being to reach 250,000 within two years across the entire range.

Who are your competitors in the motorcycle equipment market?

We have three levels of competition. The number one in the store and franchise world is called Dafy. Then we have rivals who are present on verticals, the specialists in a particular area of ​​parts and accessories. There is also European competition with big players in Germany in Southern and Northern Europe like FC-Moto ou Louis Moto. And there are also what I call the competitors of tomorrow, that is to say all the Asian or other platforms that can arrive on these markets with great striking power even if it is not their specialty as Temu and AliExpress, for example.

⁽¹⁾ In 2023, nearly 206,000 new motorcycles and scooters were sold in France, an increase of 12.7% over one year (Source: