Carrefour Express 4.0 changes the approach to neighbourhood stores

Following a trial phase, Carrefour is gradually introducing the Express 4.0 concept across its franchise network. New Express stores will now open under this model, while existing branches will adopt it in stages. For franchisees in Belgium, the main changes are practical: the local neighbourhood will play a greater role in shaping the product range and layout, while existing operators will need to plan for a refit.

The neighbourhood shapes the store

According to an overview published by Start Franchising on 13 November 2026, Express 4.0 rests on four pillars. Carrefour aims to tailor stores more closely to their immediate surroundings, continually refresh products and services, meet customers’ immediate needs and make it easy to move around the store. Technology is also part of the update.

Carrefour distinguishes between three broad store types: rural stores, residential or urban stores, and stores serving passing trade. These categories provide a framework for adapting each store to its location. Operations director Sophie Lerouge explains that the local area is analysed thoroughly before a store’s layout is decided.

For prospective franchisees, this means the choice of location is closely linked to the specific store concept. It is not simply a matter of finding available premises to operate under a well-known brand. The surrounding area also determines how the store is laid out and which needs it must serve.

The announced approach therefore combines a shared format with variations between branches. Not every Express store will have the same local offering, even though operators belong to the same network.

Two zones for different shopping needs

The new layout divides the store into two clearly identifiable sections. The first focuses on food and drink on the go, including breakfast, coffee, smoothies, snacks and takeaway meals. The second is designed for top-up shopping.

This division is intended to help customers find what they need quickly. The range remains smaller than that of a Carrefour Market or hypermarket. The format therefore emphasises convenience and a clearly organised selection rather than matching the breadth of a larger store.

For existing franchisees, this approach to layout has practical implications. Moving to Express 4.0 involves a store refit. The rollout is gradual, and the report gives no network-wide deadline for adapting all existing stores.

Carrefour reports positive experiences among franchisees who have already made the switch. According to the retailer, they are seeing higher sales, more customers, larger average baskets and improved customer satisfaction. No specific growth figures are provided. Carrefour also stresses that results vary from store to store and that the concept alone does not guarantee a return on investment.

Investment still depends on the project

According to the overview, Express 4.0 does not change the core requirements for becoming a franchisee. However, the financial resources required depend on the individual store. Express stores vary considerably in size, from around 80 to 400 square metres.

As a guide, Carrefour cites a contribution from the franchisee’s own funds of around 20 to 25 per cent of the total investment. Specific guarantees may also be required. This percentage is not a fixed entry cost: without the overall project budget, it does not indicate how much of their own money a candidate will actually need.

Financial capacity is assessed early in the process so that Carrefour can guide candidates towards a suitable project. Entrepreneurs should therefore consider the location, investment budget and required guarantees together.

From application to opening in six to eight months

Carrefour says it does not look for a fixed educational or professional background. Entrepreneurial drive, customer focus, commercial awareness, motivation, enthusiasm and pragmatism carry significant weight in selection.

The process begins by finding a suitable match between candidate and location. Screening, approval, work placements and training follow. After receiving the pre-contractual information, candidates are given time to assess the project and prepare a financial plan. The next stages are the finance application and refit work.

From initial contact to opening, the process typically takes six to eight months. This is a usual timeframe, not a guaranteed opening schedule for every store.

Practical advice: when considering an Express project, ask for the local area analysis, full investment budget and refit schedule. Assess projected results against the specific store, rather than relying solely on positive experiences elsewhere in the network.