the opening of several dozen stores and the creation of 1,000 jobs in perspective

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The Grand Frais brand stores will soon be under the American flag, a purchase worth more than 4 billion euros. And if they put in so much money, it’s to buy a French brand that has found a winning formula. The brand boasts its proximity to producers and takes care of the presentation of each of its fruits and vegetables. It focuses everything on the freshness argument. This is what appeals to consumers. “There are many more fruits and vegetables at the same time, at lower prices and products that seem fresher to us”shares a client. “Usually, I also like going to the market and I think it’s a good compromise”confides another.

These stores are growing like mushrooms in commercial areas: 338 today and the brand plans another 25 openings next year, with more than 1,000 jobs at stake. Grand Frais has managed to shake up mass distribution in a few years, according to an expert. “The shape of the store is a bit unique. And then, there is real know-how, know-how in supply, but also know-how in running the store,” says Yves Puget, editorial director of LSA magazine.

The specificity of Grand Frais is also its controversial social model. All stores are divided into several independent companies for fruit and vegetables, butchery, fishmonger, grocery store or creamery. Each has its own employees, not enough for unions to establish themselves there. “This quite simply means that in the absence of staff representative bodies, there is no social dialogue, no negotiation at all and even less information,” notes Sylvie Vachoux, federal secretary CGT Commerce, Distribution and Services. Today, Grand Frais has become one of the most profitable supermarket brands per square meter.