Cas pédagogiques

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ARES et La Petite Reine... de coeur ?

Laurence LEHMANN, J. KLESZCZOWSKI

2012

Réalisant un peu plus de 7 millions d'Euros de chiffre d'affaires en 2008, Ares est une entreprise d'insertion (EI), c'est à dire une entreprise de production de biens et/ou de services, se situant dans le secteur concurrentiel marchand, mais dont la finalité est d'employer des personnes sans emploi rencontrant des difficultés sociales et professionnelles particulières (ancien détenu, SDF, jeune sorti du système scolaire, ...). Les EI sont une passerelle, un sas vers l'emploi : pour les salariés en insertion, l'EI constitue un tremplin vers l'emploi classique, grâce à un accompagnement individualisé mené en parallèle de l'activité professionnelle. Or, Ares est une EI de grande taille, avec près de 360 personnes en insertion et 70 permanents, et plutôt performante, puisque le taux de sortie vers un emploi ferme se situe aux alentours de 58%, un chiffre bien plus élevé que la moyenne du secteur. Ares est actif dans le conditionnement et la logistique, la sous-traitance industrielle (par exemple dans le tri sélectif), le débarras et déménagement ainsi que le nettoyage écologique de véhicules et est bien géré par son dirigeant, Thibaut Guilly, qui a réussi à combiner efficacité sociale et économique.
Thibaut Guilly a la volonté de faire croître Ares, et de développer de nouvelles activités. En décembre 2008, son ambition est de racheter La Petite Reine (LPR), une entreprise écologique de transport urbain « du dernier kilomètre », réalisant ses livraisons sur un cargocycle, un vélo à trois roues assisté électriquement. Cependant, LPR est une jeune petite entreprise non rentable. De plus, c'est une entreprise « classique », que Thibaut ambitionne de transformer en entreprise d'insertion, une mutation qui ne s'est jamais vue dans le secteur habituellement très hermétique de l'insertion.
Les membres du conseil d'administration d'Ares doivent se prononcer rapidement sur l'opportunité de ce rachat. Les synergies présentées par Thibaut et son équipe, très volontaristes, sont-elles bien réalistes ? La mission sociale d'Ares, pour qui l'activité économique n'est qu'un moyen et non une fin, n'est-elle pas mise à mal à travers une telle acquisition ? Les dirigeants n'oublient-ils pas leur « cœur », leur mission sociale ? Faut-il réellement privilégier la croissance externe, alors que tant de choses restent à faire sur les activités actuelles d'Ares ? Les membres du conseil d'administration s'interrogent et se demandent s'ils doivent accepter ce rachat ou non.

Mots clés : Acquisition, entreprise d'insertion.

GRAMEEN DANONE FOOD LIMITED (A): Creating a social business in Bangladesh

Frederic DALSACE, B. GARRETTE, J.-L. ARDOIN, B. FAIVRE TAVIGNOT

2012

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles
During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR).
Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects.
Cases B and C are short follow-up cases designed to be distributed in class.

Mots clés : Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh.

GRAMEEN DANONE FOOD LIMITED (B): New Directions

Jean-Loup ARDOIN, F. DALSACE, B. GARRETTE, B. FAIVRE TAVIGNOT

2012

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles.
During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR).
Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects.
Cases B and C are short follow-up cases designed to be distributed in class.

Mots clés : Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh.

GRAMEEN DANONE FOOD LIMITED (C): Update

Jean-Loup ARDOIN, F. DALSACE, B. GARRETTE, B. FAIVRE TAVIGNOT

2012

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles.
During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR).
Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects.
Cases B and C are short follow-up cases designed to be distributed in class.

Mots clés : Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh.

Is the LYDEC experience replicable?

R. DURAND, A. JACQUEMINET, S. TOUBOUL

2012

This case describes how a services’ provider, LYDEC, entered the BoP market of Casablanca shanty towns step-by-step. First LYDEC entered as a sole player from 1997, which due to ill-adapted services and unreliable processes revealed to be an extremely costly initiative; then with government and local authorities support from 2005. In the second period, the strong public-private partnership enabled a better adaptation to customers’ need, a higher operational efficiency and limited investment costs. While GDF-Suez is nowadays envisaging replicating the initiative in other developing countries, students are asked to reflect on key success factors of the Moroccan initiative, ones that could be replicated, and issues that could arise in other institutional frameworks.

Mots clés : Bottom of the Pyramid, Essential Services, Public Private Partnerships, Scalability, Replicability

Contacts  

Département Stratégie et Politique d’Entreprise

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Mark DESJARDINE

Stratégie et Politique d'Entreprise (GREGHEC)

Voir le CV

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