{"id":296691,"date":"2008-03-03T01:00:00","date_gmt":"2008-03-03T00:00:00","guid":{"rendered":"https:\/\/ac-franchise.be\/de-nouvelles-voies-pour-la-franchise-et-un-salon-pour-sen-rendre-compte"},"modified":"2008-03-03T01:00:00","modified_gmt":"2008-03-03T00:00:00","slug":"de-nouvelles-voies-pour-la-franchise-et-un-salon-pour-sen-rendre-compte","status":"publish","type":"post","link":"https:\/\/ac-franchise.be\/article\/de-nouvelles-voies-pour-la-franchise-et-un-salon-pour-sen-rendre-compte","title":{"rendered":"De nouvelles voies pour la franchise et un salon pour s’en rendre compte"},"content":{"rendered":"
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Parmi les \u00e9l\u00e9ments participant au succ\u00e8s de cette d\u00e9marche entrepreneuriale qu’est la franchise, l’\u00e9volution du fonctionnement interne, le management et la financiarisation des r\u00e9seaux ont initi\u00e9 une v\u00e9ritable dynamique au sein des r\u00e9seaux de franchise. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Face \u00e0 la n\u00e9cessit\u00e9 de s’adapter \u00e0 un march\u00e9 \u00e9volutif et toujours plus concurrentiel, la franchise s’est largement structur\u00e9e. Cette \u00e9volution lui permet aujourd’hui de proposer des business models performants et attractifs. A ce titre, elle s\u00e9duit aussi des profils avec un niveau d’\u00e9tudes sup\u00e9rieur. Des fonctions supports tels que les ressources humaines ou encore la cellule de veille strat\u00e9gique ont \u00e9merg\u00e9. Elles viennent d\u00e9sormais encadrer un r\u00e9seau, maintenir sa coh\u00e9sion et guider la strat\u00e9gie d’entreprise. Le management a quant \u00e0 lui innov\u00e9. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Aujourd’hui, la franchise est davantage tourn\u00e9e vers un management participatif<\/em><\/strong>. D\u00e9sormais, les franchis\u00e9s, qui ont choisi leur enseigne, s’inscrivent dans un v\u00e9ritable projet d’entreprise. L’\u00e9change franchiseur – franchis\u00e9 mais \u00e9galement franchis\u00e9 – franchiseur s’est accru. Cet \u00e9change quotidien et r\u00e9gulier a notamment permis de gagner en r\u00e9activit\u00e9, en adaptation au march\u00e9 et in fine en comp\u00e9titivit\u00e9. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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L’entreprise Phildar illustre parfaitement cette \u00e9volution diachronique. Cr\u00e9\u00e9e par la famille Mulliez en 1903 et franchis\u00e9e en 1956, la mercerie de proximit\u00e9 s’attache en premier lieu \u00e0 conqu\u00e9rir des parts de march\u00e9. La crise profonde et durable v\u00e9cue par le secteur du fil-\u00e0-tricoter impose \u00e0 la marque de repenser l’ensemble de son concept afin de retrouver le chemin de la croissance. Elle m\u00e8ne alors une politique de diversification. Le mix produit, les magasins et le profil des franchises sont revus. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Elle affirme dans le m\u00eame temps de nouvelles normes organisationnelles<\/em><\/strong>. Progressivement, le management hi\u00e9rarchique fait place \u00e0 un management participatif appelant \u00e0 plus de proximit\u00e9 et de dialogue entre les franchises et le Directeur G\u00e9n\u00e9ral. Prenant part aux d\u00e9cisions majeures de l’entreprise, les franchises sont d\u00e9sormais largement impliqu\u00e9es. Les franchises s’approprient ces nouvelles normes car elles y ont \u00e9t\u00e9 associ\u00e9es et elles en per\u00e7oivent les r\u00e9sultats, pr\u00e9cise Enzo Giandomenico, Directeur des services centraux de Phildar. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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B\u00e9n\u00e9ficiant d\u00e9sormais d’une organisation solide, les r\u00e9seaux de franchises multiplient aujourd’hui les voies de financiarisation <\/em><\/strong>: l’emprunt bancaire, les fonds d’investissement, l’ouverture en bourse. Ces apports financiers constituent un mod\u00e8le vertueux car ils cr\u00e9ent une force de d\u00e9veloppement. Ils viennent influencer la strat\u00e9gie (et notamment la prise de risques), les \u00e9quipes et la gouvernance de l’entreprise. Ils permettent en outre aux r\u00e9seaux d’atteindreIls permettent en outre aux r\u00e9seaux d’atteindre une taille critique et plus particuli\u00e8rement de s’exporter. Le 7 d\u00e9cembre 2007, Monceau Fleurs levait 31 millions d’Euros. Ce capital permet au groupe, non seulement de financer son d\u00e9veloppement mais \u00e9galement de rester ind\u00e9pendant, 70% appartenant toujours au dirigeant. Il lui permet en outre de consolider sa participation et r\u00e9aliser des acquisitions. Cette op\u00e9ration a eu pour cons\u00e9quence d’accro\u00eetre la notori\u00e9t\u00e9 de la marque aupr\u00e8s de ses diff\u00e9rents. Aujourd’hui, la soci\u00e9t\u00e9 est consid\u00e9r\u00e9e comme un acteur r\u00e9f\u00e9rent et solide sur le march\u00e9 de la fleur. Plus encore, cette entr\u00e9e en bourse a initi\u00e9 une dynamique positive car l’entreprise a d\u00e9sormais plus de facilit\u00e9 \u00e0 obtenir des pr\u00eats bancaires ou \u00e0 attirer des investisseurs. Ces trois voies de financiarisation, souvent compl\u00e9mentaires, sont tout \u00e0 fait profitables et permettent de multiplier les opportunit\u00e9s. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Vu dans le dossier de Presse du salon Franchise Expo Paris 2008 qui se d\u00e9roulera du 14 au 17 mars, porte de Versailles. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n","protected":false},"excerpt":{"rendered":"

Parmi les \u00e9l\u00e9ments participant au succ\u00e8s de cette d\u00e9marche entrepreneuriale qu’est la franchise, l’\u00e9volution du fonctionnement interne, le management et la financiarisation des r\u00e9seaux ont initi\u00e9 une v\u00e9ritable dynamique au sein des r\u00e9seaux de franchise. Face \u00e0 la n\u00e9cessit\u00e9 de s’adapter \u00e0 un march\u00e9 \u00e9volutif et toujours plus concurrentiel, la franchise s’est largement structur\u00e9e. Cette 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