Strategie de diversification des p. M. E. Mesure et analyse - le cas de p. M. E. Du secteur laitier -
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Abstract EN:
From a proposition of a measure of the diversification adapted to the small enterprises and with informations obtained from 22 small enterprises of dairy industry, a typology of diversification behavior of these enterprises has been drawn and the determinants of these behaviors have been analysed. From this typology, it appears in particulary that the small enterprises, visited, oriente their diversification according to their evolution stage : firstly towards the national markets and internationale markets and after towards the technological competences, foundation of the product diversification. From the analyse of the determinants of these types of diversification behavior, it appears that the size can play a stimulative part and not inhibitive like it seems do it for the large enterprises. The values of the entrepreneurs seem effectively play a part in the diversification of the small enterprises but this must be relativisated. The objective of growth not seems to be more the attribute of the small enterprises that are diversified than those which are specialized. The lack of significative link between the nature of controle, reduced here to the opposition private society cooperative society, and the diversification must be also noted.
Abstract FR:
A partir d'une proposition de mesure de la diversification specifique aux pme et sur la base d'informations recueillies aupres de 22 pme du secteur laitier une typologie du comportement de diversification de ces entreprises a ete degagee et les determinants de ces comportements analyses. Il ressort de cette typologie que les pme rencontrees orientent leur diversification selon leur phase d'evolution : d'abord vers les marches nationaux, puis internationaux et ensuite vers les competences technologiques, fondement de la diversification produits. De l'analyse des determinants de ces types de comportement de diversification, il ressort que la taille peut jouer un role de stimulateur et non pas innibiteur comme elle semble le faire pour les grandes entreprises. Les valeurs et attitudes des dirigeants semblent certes intervenir dans le comportement de diversification des pme mais leur role doit etre relativise. L'objectif de croissance ne parait pas etre davantage l'apanage des pme qui se diversifient que celles qui sont plutot specialisees. L'absence de liaison significative entre la nature du controle, ramenee ici au clivage societes privees societes cooperatives et la diversification est egalement a noter.