The Casino group has begun a new phase in its transformation process, adopting the name Plesio to strengthen its position in the neighborhood retail market.

The rebranding, announced on October 20th, seeks to reflect the strategy developed since 2024, following the profound financial and operational restructuring of the French group.

The name Plesio, inspired by the Greek term associated with proximity, aims to reflect a new vision of retail, more focused on the daily needs of consumers, the relationship with local communities, and the adaptation of commercial formats to different territories.

The change applies to the group's corporate identity and not to its seven brands, which will retain their names and commercial positioning.

Proximity replaces large formats as a priority.

The new identity embodies a strategic shift that began in 2024, when Casino proceeded with the sale of hundreds of supermarkets and hypermarkets as part of its restructuring process. The group then focused its activity on smaller chains, neighborhood establishments, and the development of franchising.

The Renouveau 2030 strategic plan establishes three priority areas: everyday food purchases, ready-to-eat meal solutions, and new services designed to make consumers' lives easier. The strategy reflects the intention to respond to changing consumption habits, including the demand for convenience, speed, and establishments closer to places of residence or work.

For Philippe Palazzi, CEO of Plesio, the change represents a new stage in the group's development, based on a conviction: the future of commerce lies in proximity. He intends to accelerate the implementation of new commercial concepts, strengthen takeaway meal solutions, and expand the range of services, while simultaneously providing more support tools to franchisees.

Seven insignias maintain their own identity.

The adoption of the Plesio brand will allow the group's identity to be distinguished from the Casino brand, which will continue to operate in the French market. The seven brands will maintain autonomy in how they position themselves with consumers, benefiting from resources and skills shared at the group level.

This organization aims to accelerate the modernization of establishments, facilitate the development of new formats, and strengthen the ability of networks to adapt to the characteristics of different local markets.

Monoprix will continue to develop an urban offering that combines food, convenience, and other consumer categories, while Franprix maintains its positioning in the neighborhood food retail market.

Naturalia will retain its specialization in organic products, and Cdiscount will continue to represent the group's e-commerce business.

The Casino, SPAR, and Vival brands will play an important role in territorial presence, including commercial formats aimed at residential areas and smaller towns.

Franchising gains importance in growth.

Strengthening the franchising model is another pillar of the transformation. Plesio aims to increase its support capacity for independent merchants operating under its brands, providing commercial, operational, and business development resources. The goal is to combine the scale of a large distribution group with the flexibility and local knowledge of franchised operators.

This approach also seeks to adapt establishments to new consumption occasions, namely through the development of ready-made meals, fast food solutions and complementary services.

The modernization of stores and the expansion of commercial concepts will therefore be accompanied by a strengthening of shared skills between the different networks.

The group comprises approximately 6.500 establishments.

Plesio presents itself as the leading convenience retail network in France, with approximately 6.500 stores and 25 employees. In 2025, the network's turnover reached €12,5 billion, according to indicators released by the group. This figure corresponds to the retail network's turnover and should not be confused with the company's consolidated revenue.

With a history spanning over 125 years, the former Casino group seeks, through its new identity, to reinforce unity among its different brands and give greater visibility to its development strategy. The Plesio name will begin to be progressively introduced in internal and external communication materials. The formal change of the company name will be submitted to shareholders for approval at the next general meeting, scheduled for 2027. Until that approval, it is important to distinguish the adoption of the new corporate identity from the legal change of the company name.

Transformation reflects new priorities in European retail.

Plesio's investment comes in a context where various European operators are increasing their investments in proximity formats, convenience services, and ready-to-eat food solutions. Carrefour, for example, recently announced a 13% growth in comparable sales at its convenience stores in Spain, demonstrating the dynamism of this segment in the Spanish market. Although the strategies of the two groups are distinct, both highlight the importance attributed to adapting retail formats to consumer needs.