A washing machine sidelined by a faulty pump, a phone abandoned because its battery is fading, a work computer replaced while it still functions: behind these objects lies a market. But between the environmental promise and a profitable business stand hours of diagnostics, parcels, elusive parts and warranty returns. Making products last is not just about knowing how to repair them: it requires organising an entire economic chain. Looking ahead to September 2026, this operational expertise is likely to separate robust businesses from good intentions.
A market with support, but no guarantee of profitability
The movement benefits from tangible support. In France, the 2020 anti-waste law for a circular economy introduced a repairability index for several categories of equipment. The repair bonus, launched in late 2022 for certain out-of-warranty electrical and electronic devices, reduces bills when customers use QualiRépar-certified professionals. These measures aim to make repair easier to understand and more accessible, without removing the industrial obstacles.
At European level, the 2024 repair directive notably establishes repair obligations for manufacturers of products covered by European repairability requirements. The deadline for its transposition into national law is 31 July 2026. European ecodesign rules applicable to smartphones and tablets since June 2025 also strengthen requirements concerning certain parts and repair information. The economic effects anticipated by September 2026 nevertheless remain projections: a supportive framework guarantees neither cheap parts nor short turnaround times.
Two businesses, two financial equations
Repairing a customer’s device and reselling a refurbished product may seem similar. Yet the risks differ. A repairer primarily sells time, a part and a successful repair. A refurbisher buys an item whose true condition may still be uncertain, finances its restoration, then hopes to resell it before its value falls. This also entails inventory risk.
For the former, margins depend on diagnostics, the proportion of quotes accepted and the number of successfully completed repairs. For the latter, they also depend on the purchase price, the yield from purchased batches and the speed of resale. A phone bought at too high a price does not become a bargain thanks to an excellent technician. A repair that is profitable at the workbench can become loss-making after two callouts.
Spare parts: the real source of leverage
The first bottleneck is often procurement. An unavailable part can leave a device out of action for several weeks, take up space and generate repeated exchanges with the customer. Conversely, stocking every part ties up considerable cash. The challenge is to distinguish frequently used parts from rare components that are better ordered as needed.
The best-organised businesses would do well to limit their initial scope: a few brands, a few product categories and recurring faults. This specialisation helps improve diagnostics, negotiate purchasing terms and build an appropriate inventory. It also reduces compatibility errors, which are particularly costly when a repair involves a callout.
Salvaging components from devices beyond repair can supplement this inventory, provided appropriate testing and traceability are in place. But physically having a part is not always enough: some replacements require a software tool, pairing or a manufacturer-specific procedure. Technical access matters as much as physical access. This is why the right to repair also concerns documentation and software restrictions.
Logistics can swallow the entire margin
A smartphone travels in a small parcel; a refrigerator requires a vehicle, handling and sometimes two people. The costs are very different. For large household appliances, the geographical density of customers becomes decisive: a compact route allows more repairs than a succession of long-distance trips. Remote diagnostics, using photos and precise model details, help technicians set out with the right part.
For smaller equipment, centralising operations makes it easier to specialise workstations and use testing tools. But every shipment adds cost, time and a risk of damage. Businesses therefore need to compare central workshops, local networks and hybrid models. None is universally superior: everything depends on the product’s value, its fragility and the area covered.
Collection is just as strategic. Batches of computers sourced from businesses can be more uniform than scattered purchases from individuals. They make operational planning easier, without guaranteeing good overall condition. They also require reliable data-erasure procedures. This expertise can become a billable service rather than simply a processing expense.
Warranties reveal the strength of the business model
In France, a refurbished product sold to a consumer by a professional seller is covered by the two-year statutory guarantee of conformity. For second-hand goods, the presumption that a defect existed at delivery applies for twelve months. A commercial warranty does not replace these rights. Sellers must therefore factor future after-sales service costs into their pricing from the outset.
An inadequately checked battery or a poorly tested connector can trigger a return, another repair and a second shipment. The apparent margin then quickly disappears. Standardising checks, documenting repairs and making provisions for warranty expenses are productive investments. Cosmetic grading, while useful for sales, can never replace a thorough functional assessment.
The metrics to track before scaling up
Growth can conceal a loss-making operation if returns arrive after sales. To manage the business properly, a few metrics are worth more than a tally of devices saved:
- Margin per device, after parts, labour, transport, commissions and projected warranty costs.
- The first-time repair success rate, which reflects the quality of diagnostics.
- Inventory turnover time, which measures how long cash remains tied up.
- The return rate by model and supplier, to identify problematic batches.
These data also help businesses turn down certain jobs. Rejecting a device that is too badly damaged or a batch with too many unknowns does not mean abandoning the circular economy: it protects the company’s ability to keep handling other products sustainably.
Selling trust rather than a clear conscience
Customers compare a repair with a new product, sometimes offered at a promotional price. They also assess turnaround time, convenience and the risk of another breakdown. An understandable quote, a credible completion date and an identifiable point of contact can carry as much weight as a discount. For business customers, maintenance contracts and service commitments can generate recurring revenue, provided the promised work is priced correctly.
What next? For September 2026 and beyond, the most credible scenario is not one in which repair is always cheaper. It is one of more selective, specialised businesses able to demonstrate their reliability. If access to parts and tools does indeed improve, new activities could become viable. But the decisive advantage will remain very practical: buying at the right price, diagnosing quickly, minimising transport and repairing well enough to avoid doing it again.
