How Point S is accelerating its global expansion

There is no let-up for Point S Développement: with 389 new centres joining in 2025, the group is covering every corner of the globe, using its master franchise model as a launch pad. This model is one of the pillars of its development. From Sweden to Poland, from North America (Canada and the USA) to China, Africa and South America, Point S is infusing its concept of tyre and car maintenance specialist “into all the markets where we are present”, says Fabien Bouquet, CEO of Point S Développement.
Whether to convert existing networks or win over financial backers, the goal remains the same: a minimum 5% market share per country to establish its legitimacy and profitability. While this goal has been achieved in mature markets, the brand is prepared to take a longer view “in emerging markets such as India, for example”, he says. In China, digital technology rules the roost. The group is recording solid growth there, driven by this digital strategy. In North America, the challenge is twofold: to compete with giants such as Monroe and Mavis Tire (formerly Midas) and to navigate the troubled waters of protectionism. Point S has found salvation in independent franchising and has declared it now has 500 centres affiliated with its concept. “Despite ongoing consolidation of integrated networks in the United States, we see significant potential for growth for independent franchise networks and therefore for Point S”, he says. In South America, after a successful launch in Brazil, the group now has eyes on the rest of the LATAM bloc.

It is impossible to ignore the upheavals caused by the US administration. The customs barriers imposed by Donald Trump have created tensions over stocks and supplies of parts and tyres. While taxes are weighing on new vehicle sales, the aftermarket is proving resilient: equipment manufacturers are absorbing part of the costs, while widespread price increases are offsetting the loss of competitiveness. “Customs barriers will eventually have an impact on the composition of the vehicle fleet if they continue over time,” says Fabien Bouquet.

The strength of the network lies in its international service platform. On the menu: purchases through supplier agreements, an offer through its private label, and incentives to reward members for following the supplier policy on an international scale, IT support (BtoB and BtoC digital tools), fleet support. This is complemented by marketing campaigns and tools (turnkey promotional campaigns, CRM programmes, content for digital media, SEO tools, etc.) and a brand platform with films and visual communications.
Fabien Bouquet emphasises the training aspect, with technical and commercial modules and mystery shopping campaigns to measure compliance with the network's quality standards. But he also adds the aspect of knowledge transfer with the European Campus, which aims to connect the younger generation with those taking over family businesses in the network (see box). “Our regional management teams use this international platform to coordinate and support our networks, making regional adjustments where necessary to accommodate any local specificities,” he concludes.