PSB revamps Mrówka’s image with rebranding of nearly 800 outlets

Grupa PSB Handel S.A. is launching a rebranding programme covering almost 800 outlets in Poland. The new logo and visual identity will be introduced not only at Mrówka stores, but also across the group’s other formats. The change forms part of its 2026–2028 strategy, which combines network growth with a “federation of owners” model: independent business owners using shared standards, technology and purchasing arrangements.

Changes will cover all PSB formats

According to a report published by Franchising.pl on 28 October, the rebranding covers every format and outlet in PSB Group. Its scope therefore extends beyond a refresh of the Mrówka brand alone. The programme brings together both its DIY stores and outlets operating in other parts of the network.

The figures provided cover 420 Mrówka and Mrówka Express stores, 80 Profi outlets, and 274 Centra Budowlane building centres and PSB Express outlets. That makes 774 locations in total, described in the project announcement as almost 800 outlets. This is an important distinction: the figure for the overall rebranding programme is not the number of stores trading solely under the Mrówka brand.

PSB Group’s growing network reaches 90% of Poland’s counties, known locally as powiats. The visual identity refresh therefore concerns an organisation with a broad geographical presence, rather than a single format being tested in selected locations. At the heart of the announced change are a new logo and visual identity, introduced through a joint initiative across the group’s different operations.

Rebranding as part of the 2026–2028 strategy

The image refresh forms part of PSB Group’s 2026–2028 strategy, announced in February 2026. The October rebranding announcement therefore represents another step in a previously outlined development plan, rather than a separate initiative limited to the appearance of its outlets.

The group’s key objectives include expanding the network to 1,000 outlets and securing a 20% share of Poland’s building materials and DIY market. Both figures are strategic targets. They should not be read as the current store count or a market position already achieved.

It is also important to distinguish expansion from the rebranding itself. The visual identity change covers the existing network across all formats, while the 1,000-outlet target describes its intended future scale. Refreshing an outlet’s image does not mean opening a new store. When assessing progress against the strategy, these are two separate processes, even though both support the group’s overall direction.

A “federation of owners” combines autonomy with collaboration

PSB’s strategy envisages developing a model described as a “federation of owners”. It is based on independent business owners retaining their autonomy while benefiting from shared standards, technology and purchasing power. Under this approach, a common brand supports collaboration between owners rather than replacing their independence.

This is particularly relevant to Poland’s franchising community and those considering entering the market. PSB’s example addresses a key issue for partner networks: how to combine a local business owner’s independence with the benefits of belonging to a larger organisation. The announced strategy places both elements side by side — owner autonomy and shared tools and standards.

However, the term “federation of owners” describes organisational principles, not detailed terms of cooperation. It should not be treated as a substitute for examining a specific agreement. For a business owner considering joining the network, it remains important to establish how the stated independence translates into day-to-day decisions and what obligations arise from the shared standards.

The rebranding adds another dimension to this model: the entire network is to adopt a new visual identity, even though its strategy emphasises the independence of the business owners within it. A shared image and owner autonomy are therefore presented as elements of a single approach to growth.

What the change means for business owners

For the franchising community, PSB’s announcement is primarily an example of modernisation across a large network of collaborating business owners. Its significance goes beyond a new logo: the rebranding is linked to a strategy, growth targets and a defined approach to the relationship between the group and outlet owners.

When assessing similar projects, it is worth separating three issues: the network’s current size, the scope of changes at existing outlets and future expansion targets. In PSB’s case, these are the 774 outlets listed in the breakdown, rebranding across all formats and a strategic target of 1,000 outlets, respectively. Keeping these distinctions clear helps avoid confusing modernisation with an increase in store numbers.

Practical takeaway: before joining a network or adopting a shared visual identity, establish the scope of the changes, how costs and responsibilities will be allocated, and how common standards will affect the owner’s independence. Stated autonomy is an important starting point, but a business decision should rest on the specific terms of the agreement.