Joffrey Gilant – From intern to 250,000 orders: how Esprit Padel Shop has exploded in France

Mind Padel Shop was born in 2020 in the heart of a Lyon club. The shop has now established itself as a structured player in the e-commerce padel in France , with over 250,000 orders shipped , a in-house logistics and a strategy based on the personalised advice In a growing market of 30 to 40% per year The company illustrates the rapid evolution of a sector that is still young but already competitive, between specialized shops , general retailers et international marketplaces .

Interview with its CEO: Joffrey Gilant .

How did the idea of Spirit come about? Padel Shop and at what point did you feel there was a “real” market?

The idea dates back to 2020 within the Esprit club Padel Near Lyon, where I started as an intern. Having just been hired on a permanent contract to manage the club with its founder, Sébastien Cornet, I regularly advised players on their equipment, something I've always been passionate about. But we regularly saw players return to the club with rackets bought from foreign websites, for two reasons: price and selection. The problem was that they weren't satisfied with the service from these sites; the logistics were haphazard, the after-sales service unreliable, and everything was in English or Spanish.

There was clearly a gap to fill: a specialized online shop offering the same level of advice and service as a club. The market was there, and we saw it exploding every month. We felt that padel was only just beginning to take off in France.

For the past few months, we have been operating from new premises of 3,400 m² to support our development and our position as number 1 in France.

Initially, was it a passion project, a business gamble, or both?

Both are 100% my passion, and I don't separate the two. My love for padel is what inspired me to get started. But very quickly, I saw the figures for the sport in France, the speed at which clubs were opening, and I realized it was also a real business gamble. What really convinced me to go for it was the lockdown. We had time; the project had been brewing in our minds for a while. We launched it as a group: my partner Sébastien, David, and Charles, two other club managers who also wanted to develop something online. Pooling our stock at the beginning allowed us to have a slightly more extensive offering from day one.

What were the priorities for the first 6 months?

I did everything myself at the beginning. Creating the website, entering product information, writing product descriptions, creating the first ads—everything. My e-commerce experience was limited to a small poster shop that never really took off, so I was learning by doing. The absolute priority was to create a level of advice and customer experience that was unavailable anywhere else online for padel. We weren't going to win by simply having more products than the major general retailers, so we had to win by focusing on the human element, responsiveness, and service. Therefore, the priority was to be ultra-responsive to every customer request and to provide value, particularly by writing blog articles to help padel players.

What was the first major turning point in development?

The first year validated the concept. But the real turning point came when we realized we could structure a brand beyond just a shop. The first recruitment (Ulysse) marked a turning point for Esprit. Padel Shop, because it marked the beginning of a real adventure. I also remember the first move, which was another major turning point for us. For the past few months, we've been in new premises of 3,400 square meters.

How did you convince the first brands and the first customers?

We had an advantage few others possessed: we came from a club. We spoke to brands with the credibility of on-the-ground experience, not just as e-commerce merchants. And for customers, the argument was simple: we offered advice in French, from people who played padel, with reliable customer service. In a market where most purchases were made on foreign websites, this was a real differentiator. Trust was built order after order, review after review.

What is your method for guiding a player towards a racket?

We always start with the player, never the product. Level of play, frequency of play, type of play, whether more of a defender or an attacker, budget, and even any potential arm pain.

After two years, we started developing selection tools like "El Selector," which helps guide players toward a selection of rackets that suit them by asking them a few questions. Or "El Comparator," a tool that rates each racket from 1 to 100 based on six criteria: power, control, comfort, spin, forgiveness, and maneuverability. This allows players to compare at a glance, and gives our advisors an objective basis for guidance. But the tool doesn't replace human expertise; personalized remote advice It's truly been in our DNA since day one.

What role does customer loyalty play in your model?

Repeat purchases are fundamental to our model. A customer who receives good advice on their first racket naturally returns for balls, grips, bags, and then their next racket. That's why we've invested so much in customer loyalty. Acquisition is expensive, especially with Google's rising costs.

How are the sales distributed?

Rackets remain the clear top seller, representing more than half of our revenue. Clothing and footwear also account for a significant portion, followed by accessories and balls, sold in large quantities but with a lower monetary value.

How does an online padel shop make its living?

It's based on a combination of volume, average order value, and customer loyalty. Volume, obviously—we've shipped over 250,000 orders—but also average order value, which we increase through cross-selling and upselling: someone who comes in for a racket often leaves with balls, a grip, sometimes even shoes. And then there's customer loyalty, which reduces the cost of acquisition in the long run. Service, speed, and customer support are what justify sometimes paying a little more with us than on a foreign website.

Stock or responsiveness: how to decide?

It's a question we constantly ask ourselves. Inventory represents tied-up cash. But in a market growing by 30 to 40% annually, not having the product when the customer is looking for it means losing them permanently. We've chosen to store our inventory and internalize our logistics; it's a truly strategic decision. It gives us control over lead times and the quality of order preparation.

Which cost has increased the most?

Without hesitation, digital advertising. Google's acquisition cost has skyrocketed with the proliferation of players. It's the most painful and least predictable cost. Then there's logistics, which follows the rise in transportation costs. But advertising is truly what changes the game from one year to the next.

How are relationships with brands evolving?

We've gone from being a "new kid on the block being evaluated" to a partner being sought out. We've become a "key account" with most brands, which allows us to receive different treatment.

Are pre-orders risky?

Yes, absolutely. Pre-orders are a gamble on what the market will want in six to eight months. Sometimes we're wrong about a model we thought would be strong but it doesn't take off, or conversely, we run out of stock on something we didn't order enough of. It's a continuous process that requires both data and market instinct.

Have you ever refused to sell certain brands?

Yes. Brand awareness isn't enough if product quality generates high returns or if profit margins aren't sustainable. We prefer to have an offering that aligns with our standards rather than listing everything. Our reputation also rests on the products we recommend.

Who are your competitors in France?

We have several types of competitors: specialist padel shops, large general sporting goods retailers, and marketplaces like Amazon. Everyone plays a different game, but it's all healthy because it pushes us to be better.

What's the most difficult thing today?

The price war is quite difficult to follow because everyone wants to be in the game, and the easiest way to achieve this is to lower prices. To differentiate ourselves, we focus on content, education, and transparency, as well as collaborations with creators like "Le Chiquiteur," "Albano Padel," and Mattis Perrot.

Is foreign competition a threat?

It's primarily a matter of price pressure. Spanish shops often have a very wide range of products and lower structural costs. However, they are at a disadvantage in terms of French-language service, delivery times, and customer relations.

Is the French market mature?

We're progressing at 30-40% per year, so we're still far from Spain's level of maturity. But there will probably be consolidation with fewer but larger players.

Is logistics the key to success?

We made the bold decision to internalize our logistics. It's more expensive, but it's a real competitive advantage in 2026. We control delivery times, quality, and returns.

What is the role of customer service?

Huge. It's often during moments of friction that customer loyalty is forged. If you manage things well, the customer comes back. Otherwise, they leave.

Is the consumer changing?

Yes. The average player is increasingly informed, but branding and design remain important.

How high can the prices of snowshoes go?

We've seen rackets exceeding €400, sometimes even €500. But the bulk of sales remain between €100 and €200.

Diversification: opportunity or gimmick?

Ball subscriptions have potential. Racket testing is interesting. Rentals remain more suitable for clubs.

The most difficult moment?

The first two years, with too rapid growth and constant financing needs, can be critical periods for a company.

The biggest mistake?

Having been slow to structure the organization, recruitment and finance.

A winning bet?

Internalize logistics and focus on content.

If I had to do it again?

Structure things earlier and get in front of the camera from the start.

When did you stop doing everything?

Probably too late. The warning sign is when you can no longer take a step back.

What will the market look like in 3 years?

A larger market, but with fewer players.

International ambitions?

Yes, but this requires preparation, logistical adaptation and an understanding of local markets.

What strategy should be adopted in the face of marketplaces?

They can be useful, but the risk is losing the customer relationship. Our priority remains our own brand and our differentiation through... Service , consulting and loyalty .

Franck Binisti

Franck Binisti discovered padel at the Club des Pyramides in 2009 in the Paris region. Since then, padel has been part of his life. You often see him touring France to cover major French padel events.