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Le diagnostic stratégique en PME : les leçons d'une étude de cas

Listed author(s):
  • Hervé Fenneteau
Registered author(s):

    [fre] La stratégie proposée à une entreprise ne peut être constituée d'un catalogue de mesures disparates. Elle n'est cohérente et pertinente que si elle permet de résoudre le problème majeur auquel se trouve confrontée l'entreprise. Pour découvrir ce dernier il convient d'analyser simultanément l'environnement, les ressources de l'entreprise et les buts de son dirigeant, puis d'effectuer une synthèse que ne peut fournir aucune des techniques d'analyse traditionnelles qui sont toutes partielles. La présentation et l'étude du cas de la société Aigoual (qui transforme une matière première d'origine agricole) illustrent l'importance de ce jugement synthétique que l'analyste doit porter dans tout diagnostic stratégique. [eng] Any strategy that may be suggested for implementation in a firm must be more than a catalogue of unconnected measures. A strategy can only be coherent and relevant if it really solves the major problems the firm is faced with. To discover those problems, the environment, the firm's resources and the goals of the company's leader must be analysed jointly. A synthesis of the results must then be made although it will not supply any of the traditional analytical techniques, all of which can only come up with partial solutions. The presentation of Aigoual (a firm which processes an agricultural raw material) and the case study stress the relevance of this holistic approach in any strategic diagnosis.

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    Article provided by Programme National Persée in its journal Économie rurale.

    Volume (Year): 206 (1991)
    Issue (Month): 1 ()
    Pages: 70-76

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    Handle: RePEc:prs:recoru:ecoru_0013-0559_1991_num_206_1_4243
    Note: DOI:10.3406/ecoru.1991.4243
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