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The Junior Enterprises are unaware of the crisis. Despite a difficult economic environment, they display a very insolent health. Present in schools and universities, student associations such as dee managed companies had in 2011 a turnover of 8 million euros, up 14.5% compared to 2009, the year 2010 was marked by a high consolidation. Last year, no fewer than 2300 companies have sought the services of Junior Enterprises 160 French members of the National Confederation of Junior Enterprises (CNJE), which promotes the concept and the brand "Junior Company".  

Created more than forty years in order to bring the teaching of the business world, these associations Act 1901 and non-profit professional nature consist only of student volunteers perform consulting and service delivery for clients with very different profiles. "This can range from a business plan for a self-contractor, charged 1,000 euros for a qualitative study of several months for a large group, billed 30,000 euros," said Lamia Bennani Toulouse Flight's Junior Council, voted Best Junior company in France in 2011 by the CNJE.

The university is catching up

These associations have indeed lower social charges due to their special status, allowing them to offer rates up to four times lower than those offered by a traditional provider. "Besides the attractive rate of our services, it is also our expertise which is trusted," said Adrian Vasse, Chairman of the EDHEC Junior Etudes, which has seen its turnover double between 2009 and 2011 to 220,000 euros. A view shared by Matthias Brottier, the president of the CNJE, for whom "it is the concept itself is pleasing. Our members are dynamic and provide a fresh, innovative and pioneering customers. " Their microstructure and quality of association allow Junior Enterprises to be responsive, flexible and personalized service and differentiate themselves from large consulting firms.

Contrary to popular belief, the Junior Enterprises are not just about the areas of finance and engineering. They cover a wide field of activity that both of agronomy at the optical, pharmacy to graphics through the mail. Long reserved for schools, universities are fast catching up. Under the plan "Student Entrepreneurs" launched in September 2009 to publicize and develop contractor status in universities, Valérie Pécresse, Minister for Higher Education at the time, wanted to be created a "junior business "in each of the 83 French universities with the help of CNJE. Three years later, the number of junior students has almost quadrupled from 11 to 40!

Among them, the Sorbonne Junior Council, created in February 2010 into the fold of the School of Management at the Sorbonne (Paris I) and sponsored by the Education Minister Luc Chatel. During his first year, she made 10 missions including one for Air Liquide. "It's a relatively small but very honorable for a first year," said Francois-Xavier Renault, its president. The Group Tollens paints, which uses the Junior Company for a mission, declares himself "satisfied" with the quality of the mission carried out and skills emerged.

A concept taken abroad

An experience that allows students to practice the teachings they receive and identify the problems of the company while being paid. Not to mention the professional network that is built up over the missions. All assets which may be valued at the time to enter the workforce.

At a time when the political struggle to stop the rise of youth unemployment and with its experience, the CNJE intends to participate in the debate. Club Junior Enterprises, its think tank, has published a white paper last March bound for presidential candidates to improve the employability of graduates through ten proposals.

A business model that has proven to the point of export beyond our borders. Founded in 1992 on the initiative of CNJE, the JADE federates European Junior Enterprises. In 2012, there were thirty Junior Enterprises in Germany, 25 in the Netherlands, as in Italy, Switzerland 8 or 3 in Romania. And proof that we never stop learning, corporate universities also on the rise.

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At least two lean years ahead of world trade. After the 5% increase in volume recorded in 2011, already far removed from 13.8% in 2010, the growth of international trade in goods and services will fall 3.7% this year, predicts the World Trade Organization (WTO).

This slowdown shows that "downside risks remain high and that we are not out of the woods," warns its director general, Pascal Lamy. It reflects not only the crisis in the eurozone, where the risks of recession are not excluded, but the consequences of the tsunami in Japan and floods in Thailand, which disrupted production chains across Asia.

Even in China growth stalled. The World Bank has revised its forecast for Thursday GDP growth (GDP) of 8.4% to 8.2% this year. And if HSBC says the country will "rank among the top ten global markets by 2050," the bank regrets that "consumption is slow" and that "external demand remains weak."

However, it is developing countries that should benefit most from world trade in 2012, with exports and imports respectively up 5.6% and 6.2%, against 2% and 1.9% for developed countries . But the WTO, who hopes a recovery in the economy of the United States and Japan, fears and weaknesses of Europe too much of a rise in commodity prices.

"Trade restrictions"

The Geneva-based organization is little more optimistic for 2013. Although it contains the growth of international trade will rise to 5 installment payday loans.6%, with growth of 7.2% of exports of developing countries and 4.1% in developed countries. At the same time imports are projected to increase by 7.8% and 3.9% respectively. But this is little more than the 5.4% average annual increase recorded over the last twenty years. No room for complacency.

And it is certainly not sufficient to preclude the temptations of nationalism from a number of countries and the risks of a return to a more or less creeping protectionism. Pascal Lamy sees no protests yet openly declared. But he fears that "trade restrictions" appear and are "undermining the benefits of openness" in international trade. It is imperative "to revitalize the trading system to prevent such a scenario happens," pleads the Director General of the World Trade Organization.

Yet it was precisely the mission that had set the negotiations on the Doha round to liberalize world trade up. Unfortunately, begun in 2001, they are still deadlocked. And increasingly threatened by the proliferation of free trade agreements signed over the world without the WTO.

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By launching a "pico" that can creep into his jeans pocket, Sagemcom, already number one in Europe, hopes to boost sales. Last year it sold 225,000, a growth of 75%.

"We estimate that the global market should be increased tenfold by 2015 to reach 5 million units sold," said Nicolas Denis, Director Sagemcom documents. He said the ultimate. "Rather than looking at more video on the screen of his phone, kids can project onto a wall, table … their image in large, up to 3 meters diagonally," he adds. To give more visibility to its pico, Sagemcom decided to market them under the Philips brand. "We have a licensing agreement with Philips brand which has an international reputation," says Nicolas Denis. A contract that allows the Dutch, in addition to the payment of interest, maintain the brand recognition among the general public.

The pico-projectors can also be connected to some digital cameras, a PC or a tablet. But for Sagemcom, use will be primarily related to smartphones. Even if they could be the main competitors of pico-projectors. Samsung has launched the Beam, a smartphone with integrated pico. For its part, Sony has built into a camcorder. They also arrive in cameras and nothing precludes a tablet with a pico-projector arrives one day in this market.

To compete with this type of product, Nicolas Denis put on two assets: the battery of these devices – the image projection is very energy – and the brightness of the projected image, still relatively low when it comes from a smartphone. This last consideration is specificity in Lumens. The latest addition to Philips displays SamgemCom-30 Lumens, it is two times more than a smartphone. This allows to see the image without needing to be in the dark. "There is a demand for pico projectors, as there is for USB. It depends on the degree of expected performance, "said Nicolas Denis, who also builds on the innovative capacity of Sagemcom. For proof, Dragone's latest is also a USB port (patented). What limiting cables to transport and adapt perfectly to the side "pocket" of the object!

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One million dollars per day, or 750,000 euros. Such is the cost of operations by Total to plug the leak on board its platform Elgin, North Sea, said Monday its chief financial officer Patrick de la Chevardière. Added to this bill a loss of $ 1.5 million each day (1.12 million) which corresponds to the cessation of production from fields adjoining the Elgin and Franklin, for a total cost estimated to about 1.9 million euros. These two deposits, located 240 kilometers off the coast of Aberdeen in Scotland, representing 2% of the total hydrocarbon production.

The company was still awaiting the green light Monday from the British authorities to dispatch technicians on the platform, removed a week earlier. Total will begin simultaneously on the one hand, to "kill" the leaking wells at the platform, out of the water, and, secondly, to drill two relief wells Faxless payday loans. If the first operation, "relatively easy", according to Patrick Chevardière, successful, drilling (at least 100 million euros and six months of work) will be useless.

According to Total, gas, mainly methane, disperses quickly in the air. Only 7m3 of condensate (light oil such as gasoline) are currently prevalent in sea Greenpeace, arrived on Monday with a vessel area, intend to verify these statements.

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Tension mounts between Opel workers and their U.S. parent, General Motors (GM). The unions are still hoping to be able to bend GM, when approaching a crucial supervisory board, scheduled for Wednesday, during which its European subsidiary must submit a proposal for the closure of two plants in Europe. In a letter to the chief executive of Opel, Karl-Friedrich Stracke, unions representing 40,000 employees in the twelve production sites in Europe – in Germany, France, Britain, Italy, Austria, Poland, Spain and Hungary – say they will refuse any negotiations with management on wage cuts, which make competition between sites.

"Dear Mr. Stracke we will conduct any negotiations with you at the local level," they write according to an excerpt of the letter published by the Frankfurter Allgemeine Zeitung. The unions are responding to requests by management at each plant separately. Opel claims including greater flexibility in work schedules, a waiver of premiums for weekends and worked an abandonment of wage demands. The sites do not bowing to these guidelines should not expect to be selected for the production of new models, according to Peter Thom, head of production at Opel.

30% reduction in production capacity

Karl-Friedrich Stracke said a few days ago that he would respect the commitment not to close any site before the end of 2014. According to German media, GM is preparing to announce a reduction of about 30% of production capacity. The project would include the closure of sites in Bochum, Germany (3200 employees) and Ellesmere Port, UK (Vauxhall factory, 2100 employees) payday loans lenders. And relocation destinations in the cheap production costs: Poland, China, Korea, Mexico.

GM operations in Europe have lost billions of dollars over the past decade and plant closures is seen by the world number one automotive and investors on both sides of the Atlantic as crucial to restore the group's profitability in the region.

Between seven and ten plants in too

But unions are headwind against this strategy, claiming that GM could increase profitability by increasing sales or by locating more production in Europe. "GM repeats regularly with excess capacity equivalent to 500,000 cars a year, we have two factories in too, and the new manufacturing manager visited the sites one after the other by playing against each other," said Thursday a union representative of the supervisory board at Opel.

"We know the main points of the strategic plan could be presented Wednesday: he plans to plant closures and no growth for the company," he added. "If it is voted, the entire union side will vote against this plan." For Dan Akerson, Managing Director of GM Europe's automotive sector has a total of between seven and 10 plants in too. The closure of one or two sites by GM could therefore increase the pressure on his new French ally, PSA Peugeot Citroen, for it is committed on the same track.

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Despite a second half which was to fear the worst, business failures were flat last year compared to 2010 when they were increased by 20% between 2007 and 2009.

According to a study by Deloitte and Altars, 58,195 companies have experienced serious difficulties in 2011. A decrease of 1% compared to 2010. 18,518 were placed in receivership. 39,677 direct into liquidation.

These figures are significantly higher than pre-crisis, during the period 2000-2007. "The failure level is impressive," says Martine Rivet, magistrate from the Commercial Chamber of the Tribunal de Grande Instance, Strasbourg cited in the survey Deloitte-Altares.

Areas heavily affected are the retail, grocery stores and food processing. The building also continues to suffer. Companies that have the highest increase in defaults are those with less than six years of existence (31,813 procedures) and companies conducting more than 50 million euros in turnover. Geographically, most of the failures are concentrated in the Ile-de-France (20%) in Provence-Alpes-Cote d'Azur (11%) and in the Rhone-Alpes (10%). The momentum of the second half of 2011, 2012 promises to be difficult. In January and February, 10,889 companies were placed in receivership, liquidation or judicial safeguards against 10,294 in 2011 and 9724 in 2010 over the same period.

March, "the heaviest month"

Companies with more than 50 employees are the first victims with a 42% increase compared to January-February 2011. Mars will be a good barometer to know the trend of the year. "This is traditionally the heaviest month for the number of firms in difficulty," Thierry Millon analysis, design manager at Altares.

The crisis has sometimes served as a catalyst to speed falls predictable. Some companies in fact knew of the difficulties for several years, due to insufficient capital and a fall in profitability for a long time. Others could no longer compete with their competitors. "The competitiveness of the French economy needs to be asked," concludes Vincent Batlle, a partner at Deloitte.

In transport, many small companies have thrown in the towel, victims of declining sales, rising fuel prices and foreign competition. German companies have cut jobs in Alsace, where they had settled in the 1980s, to turn back to Germany. "These companies were looking for a cheaper production base and an opening on the French market. Today we are witnessing a counter-movement, "says Claude master-Maxime Weil, court administrator in Strasbourg. In Marseille, the commercial court only deals with records of small businesses because the industrial base has weakened.

The coming months could be very difficult for LBOs (leveraged buy-out) purchased with funds that are struggling to repay their debts.

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Who will be the big loser of the arrival of Free Mobile? While Orange, Bouygues and Vivendi have just published their annual results and must submit his Free Thursday, the operators have their accounts.

In only six weeks, Free Mobile would have earned 1.5 million customers, according to estimates by Stéphane Richard, CEO of France Telecom. Free for now refuses to confirm.

But everyone sees what he lost. Orange said 400,000 of its customers had left for Free Mobile. Bouygues Telecom, a quarter of customers since January parties have joined Free Mobile or 134000. SFR did not elaborate, but analysts said it could provide around 300,000 customers Free Mobile.

500,000 net new subscription

It remains to evaluate clients lost by MVNOs, network operators without these, like Virgin Mobile, La Poste Mobile, Auchan Telecom, etc.. "Some of these operators have lost heavily at the start of Free Mobile. While some have reacted very quickly, it was to stop the bleeding. They have de facto acted as shock absorbers for Orange, SFR and Bouygues, "said one analyst.

MVNOs with models based on commitment and with a strong distribution network suffered the least. And NRJ Mobile, which has 90% of customer engagement in and benefits from the network of bank branches CM-CIC, has limited the damage. The operator that displays 1.1 million customers continued to win in January, before losing around 5,000 in February. "Ultimately, MVNOs may have lost between 200,000 and 300,000 customers," said one analyst.

Summing up all these figures, Free Mobile would have earned about a million customers in the market in its various competitors. The remaining 500,000 would net creation, that is to say, new subscriptions. Given its attractive price, consumers who already have a subscription and can be subscribed to the offer 2 euros (EUR 0 Free for subscribers) as a second subscription or subscription relief.

One thing is certain: the fierce competitive battle was triggered not leave room for all operators and everyone is fighting for its survival.

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Galeries Lafayette and Casino are at war over control and recovery of Monoprix, they each own half the capital. Philippe Houze, president of Galeries Lafayette and Monoprix, explains for the first time its views on the subject.

LE FIGARO. – Why have you started the process of selling your stake in Monoprix?

Philippe Houzé. – In March 2011, I proposed Casino to renew our partnership for three years. After my numerous reminders, the group let me know the end of September it could grant me one more year. This proposal is a totally inappropriate. I realized that Casino wanted to settle in Monoprix and consolidate the company to 100% in its accounts, without paying the price. Our group can not agree to see and leave the company he founded and directed the last eighty years. If he wishes to take control, Casino has a purchase option at the price of expertise together with a control premium of 21%. He does not want to exercise it. Under these conditions, we have to consider the sale, but the evaluation not be taken as the exercise of our put option.

How do you explain that your participation Casino evaluates to 700 million euros, when you consider it to 1.95 billion?

Our estimate is based on the uniqueness of Monoprix. Fifteen times Ebitda, is the acquisition value of the Dutch Hema, the company that has the profile most similar to ours. Our multiple is only 11. As for the valuation of Monoprix Casino, it is very worrying. It is based on a McKinsey report that completely destroys Monoprix saying the group is not equipped to cope with the arrival of supermarkets in the city center and the emergence of e-commerce and its textile business not resist. If Casino do believe that Monoprix is ​​only five times its EBITDA, it leaves me president, I will continue to ensure value creation for shareholders.

Why did you refuse to pass on to Jean-Charles Naouri President of Monoprix?

Wednesday, Casino changed the course of the Board in order to begin, less than an hour later, a communication sequence cleverly orchestrated. In fact, Casino resulted in not being able to present a candidate for President of Monoprix and so was fatal to any other solution than my renewal.

But if Jean-Charles Naouri was a candidate, you would have refused

.

Can you imagine the Galeries Lafayette to accept the head of Monoprix a president who does not believe in the future of the company and who would have all the means to redeem us to devalue our participation at lower price?

Is divorce inevitable?

The attitude of Casino reinforces our idea that it is impossible to continue with a partner in total conflict, which promotes an MTP totally degraded. At the annual meeting of its branch patterns, Casino asked the Deputy CEO of Monoprix not to present his strategic plan, though approved by Jean-Charles Naouri … The current situation is not feasible in the long run. It is damaging to Monoprix, its customers and employees. This conflict affects a major Monoprix and its 20,000 employees fully dedicated to the company. If Jean-Charles Naouri does not accept the values ​​and philosophy of Monoprix, does not comply with the specificity of this format, the company will not resist.

Are you ready to negotiate?

We do not seek to negotiate. We want to return to legality, that is to say, enforce the protocol and allow JP Morgan to evaluate independently Monoprix. Casino tries to block this process. I was reappointed for one year as President of Monoprix. The statutes allow me to be extended four more times. I assume all my functions. Our goal is that Monoprix is ​​run by people who believe in the company, its officers, its values, and are determined to make it succeed. Casino will not, by devious means, take control of Monoprix, because the company would be hostile.

Are you still willing to buy out Casino in Monoprix?

Wednesday, Galeries Lafayette reiterated their offer on Feb. 10 at Casino redeem its share to 1.35 billion euros. I'm surprised that this proposal was not presented to the Board of Casino, I'm a member and including Galeries Lafayette are the third largest shareholder. Jean-Charles Naouri assured me that the offer would be discussed at council Monday. We have the means to finance the offer, if accepted.

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Just arrived in Brussels Monday afternoon, Christine Lagarde has distributed the good report was expected of her: "Greece has clearly made major efforts … Now, we need others to do so efforts, and International Monetary Fund (IMF) is ready to work on these bases. "But the CEO was well refrained from giving any indication of the magnitude of the amounts that the Fund might have to put in the pot.

Curiously the German Jörg Asmussen, one of six board members of the European Central Bank (ECB), had announced yet for granted: "We Europeans are waiting (IMF) participate again in height third of the new program "(130 billion euros). This is totally excluded, it says in the entourage of the patron saint of the IMF.

Gone are the days when Dominique Strauss-Kahn had established de facto, in spring 2010, a totally new principle, that the IMF would participate in up to one third in terms of aid to Greece and Ireland and Portugal, the Europeans providing the other two thirds. This rule was applied to the latter two countries, but not quite to Greece where the IMF in assistance loans was only 27%.

And for good reason. It was noted in Washington that the loans in Athens have already exceeded the usual ratios: a country can not receive aid exceeding ten times its share capital to the IMF, according to an unwritten rule but was consistently observed for more sixty years. However, the facilities already enjoyed by Greece reach a multiple of 25.

Accountable

Second difficulty, according to the Wall Street Journal on Monday, the latest "Report on the debt sustainability" would show that by 2020 the ratio was 129% instead of 120% which are considered the maximum allowable. If teams Fund refuse to confirm the risk of skidding, the better to reaffirm that it is imperative that the limit of 120%.

Christine Lagarde, more than ever needs to be accountable to all its 187 shareholder countries, including the United States, which have veto power. While Tim Geithner, U.S. Treasury Secretary, said Sunday that "the United States encourage the IMF to support the agreement (European)". But this does not mean that his country is ready to increase the capacity of the Fund.

The Deputy Tim Geithner even said last Thursday before the Senate, he was no question that Washington is participating in the strengthening of the IMF, including Christine Lagarde has officially set the bar at $ 500 billion. Remember that this project all the countries of Southern Europe that the IMF might have to rescue them.

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