Give up the international: strategic choice or decline of ambition?
The prospect of an international deployment is still in the majority of growth plans. It embodies a form of entrepreneurial
Stay a non-Tech company in a digital ecosystem: daily arbitrations
The omnipresence of software solutions in production channels, management tools or customer relations may make believe in a switch to
Voluntarily get out of the hypercroissance scheme after a first lifting
The injunction to rapid growth, often reinforced after a first fundraising, stands out as a standard. The expected valuation, the
Create an offer that is not the best but the most credible
Starting to have the most complete product, the most innovative solution or the most efficient service often leads to difficult
Redeem a competitor that is less well: how to transform a liabilities into a lever
External growth operations do not always target high -performance companies. Recupect a competitor in loss of speed, poorly structured or
The incubators who no longer incubate: what alternative to structure themselves?
The time when an incubator passage was enough to credibility an entrepreneurial project is over. As their number exploded, their
Make innovation compatible with a very light structure
Conjugating capacity for innovation and minimalist organization is a strategic challenge rarely addressed without received ideas. Too often, innovative performance
Create a low -volume sales model but with high margin: conditions of success
Breaking with the logic of the volume to favor the margin involves much more than a simple price adjustment. It
The non -linear growth strategies adopted by French SMEs
The idea of continuous, uniform and predictable progression retains a strong grip in representations of corporate growth. However, several French
Merge between TPE: an under-exploited structuring lever
While corporate comparisons are common in large structures, very small French companies (VSEs) French are still few to consider merger