The periods of economic crisis are often indicative of the solidity of a business. While certain flickering structures or disappear, other reinforced emerging. This proves that it is possible to build a foolproof economic model. In France, several leaders have already understood that it is not enough to wait until the storm passes, but that it is necessary on the contrary to build a robust business model and create an indestructible company capable of cope with it.
Anticipate crises rather than undergo them
The ability to anticipate economic difficulties is undoubtedly one of the most decisive criteria in the resilience of a business. This anticipation involves a permanent economic watch strategy, which allows you to quickly adjust its activities.
For example, in 2020, during the health crisis, the French group Décathlon immediately adapted its offer by focusing on online sales and click and collect. Thanks to this anticipation, the company managed to maintain its turnover, while its direct competitors struggled to maintain their activity.
For his part, Michel-Édouard Leclerc, CEO of E.Leclerc hypermarkets, has long advocated the constitution of important financial reserves during the fast period, precisely to serenely cross the difficult periods. This strategy has enabled its brand to strengthen its market share during successive crises. This, notably by offering more attractive prices when the economic situation deteriorates.
Diversify its economic model to better resist
Strategic diversification is another essential key to the robustness of a business. Building on a single activity is risky. The French company SEB, known worldwide for its small appliances, has strongly diversified its portfolio of brands and products to mitigate the impact of a drop in consumption in a particular segment.
Indeed, when certain ranges are affected by a decline in sales, others take over, thus ensuring stability in global turnover. Another convincing example, the French entrepreneur Frédéric Mazzella, founder of Blablacar, diversified his activities from the start of the pandemic, by developing an additional insurance of insurance and services associated with shared mobility. This diversification allowed him to maintain regular financial flows, thus ensuring better resistance of the company in the face of the crisis.
Place the customer at the center to retain sustainably
The solidity of a company also involves the deep and lasting loyalty of its customers. In times of crisis, consumers make severe arbitrations. Thus, only companies that have been able to establish a strong and lasting relationship with their customers succeed in maintaining their attractiveness.
In this regard, the French brand Michel and Augustin, famous for its cookies and craft desserts, has been able to create a real emotional link with its consumers. During the 2020-2021 health and economic crisis, this proximity, nourished by transparent and warm communication, enabled it to maintain, or even strengthen, its basic consumer base. In the ready-to-wear sector, the Armor-Lux company has distinguished itself by its qualitative and authentic approach. Its ability to remain faithful to its original values while meeting the evolutionary expectations of consumers has enabled it to cross several economic crises without major difficulty, thus consolidating a lasting and solid relationship with its customers.
Operational agility, an essential weapon
Being able to quickly adapt its resources, its processes and its objectives is essential. The PSA group (now Stellantis) has demonstrated this agility in particular its operational costs in particular and by reorganizing its production chains from the first signs of the 2020 health crisis. Result: a rapid rebound in the resumption of the automotive market, from preserved profitability despite a difficult environment.
This agility was also visible at the French startup Back Market, specializing in reconditioned electronic devices. The company quickly adjusted its offer and accelerated its international development from the first economic turbulence. Indeed, she captured a wider clientele, anxious to save money while being ecologically responsible.
Rely on recurring economic models
Economic models based on recurring income is often much more resistant to economic crises. In France, companies such as Doctolib perfectly illustrate this logic: by putting from the start on a recurring subscription, they ensure regular income, little impacted by economic fluctuations. Thus, despite the difficult context of recent years, Doctolib has seen its results continue to grow, further strengthening its positioning on the market. This economic model of recurrence also benefited actors such as Qonto, the French neobank for them. Thanks to a price offer based on monthly or annual subscriptions, Qonto retains great financial stability even when its customers are experiencing a reduction in occasional activity linked to economic turbulence.
Invest in innovation to stand out in the long term
Finally, innovation remains one of the best ramparts. Companies that position themselves as a pioneer on their market often have a decisive competitive advantage that even continues in times of economic difficulties. The French company Ynsect, the world leader in insect proteins, is a perfect illustration. Thanks to a constant innovation and a unique positioning, the company has attracted significant funding and secure its growth over the long term, regardless of market fluctuations. In a completely different sector, OVHCloud, European leader in Cloud Computing, continues to invest massively in research and development, thus allowing it to maintain a dominant position and to go through the periods of crisis without significant damage to its activities.
A long -term vision: the key to an indestructible business
To create a truly indestructible business, the key lies in the combination of permanent anticipation, reflected diversification, authentic customer proximity, strong strategic agility, a recurring economic model and a continuous investment in innovation. French companies that have sustainably integrate these principles have demonstrated their capacity not only to cross economic crises, but above all to get out of it reinforced. These examples are proof that a strategy thought in the long term and structured around these key levers not only makes it possible to resist economic turbulence, but also to prosper permanently beyond crises.
