{"id":6193,"date":"2009-11-01T11:41:22","date_gmt":"2009-11-01T09:41:22","guid":{"rendered":"https:\/\/www.skills-alliance.com\/?p=6193"},"modified":"2021-10-12T10:49:29","modified_gmt":"2021-10-12T08:49:29","slug":"relance-dune-entreprise-suite-a-son-rachat-a-la-barre-du-tribunal-de-commerce","status":"publish","type":"post","link":"https:\/\/www.skills-alliance.com\/fr\/relance-dune-entreprise-suite-a-son-rachat-a-la-barre-du-tribunal-de-commerce\/","title":{"rendered":"Relance d\u2019une entreprise suite \u00e0 son rachat \u00e0 la barre du tribunal de commerce"},"content":{"rendered":"\t\t
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La croissance externe d\u2019une entreprise ou d\u2019un groupe n\u00e9cessite de la r\u00e9activit\u00e9. Lorsqu\u2019une belle opportunit\u00e9 se pr\u00e9sente, comme par exemple la possibilit\u00e9 d\u2019acheter des actifs d\u2019un concurrent \u00e0 la barre d\u2019un tribunal du commerce, il est indispensable d\u2019avoir un manager rapidement disponible capable de prendre en main ces actifs et de transformer cette acquisition en un succ\u00e8s \u00e9conomique. Ce sc\u00e9nario a \u00e9t\u00e9 v\u00e9cu r\u00e9cemment avec succ\u00e8s par une PME, leader fran\u00e7ais dans une niche du secteur des biens d\u2019\u00e9quipement et dont l\u2019effectif d\u2019environ 100 personnes ne lui permettait pas d\u2019avoir sous la main un manager disponible et adapt\u00e9 \u00e0 la situation. <\/span>\u00a0
\u00a0
Le PDG de l\u2019entreprise fait donc appel \u00e0 un Manager de Transition, le nomme Directeur G\u00e9n\u00e9ral de la filiale nouvellement cr\u00e9\u00e9e et lui donne les pouvoirs financiers et sociaux pour traiter avec l\u2019administrateur judiciaire afin de r\u00e9cup\u00e9rer les actifs, reprendre en mai les \u00e9quipes restantes (25 employ\u00e9s) et remettre la soci\u00e9t\u00e9 en marche. Le Manager est choisi pour sa bonne connaissance de l\u2019industrie des biens d\u2019\u00e9quipements et surtout son exp\u00e9rience de la gestion de crise\u202f et du redressement d\u2019entreprise.\u00a0<\/span>\u00a0<\/span><\/p>

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Les premi\u00e8res commandes de la nouvelle entreprise (machines \u00e0 commande num\u00e9rique et cellules robotiques) \u00e9tant apport\u00e9es par la maison m\u00e8re, le Manager se concentre d\u2019abord sur l\u2019am\u00e9lioration du management. Son travail consiste d\u2019abord \u00e0 redonner confiance aux \u00e9quipes perturb\u00e9es par la liquidation de leur soci\u00e9t\u00e9, la division de l\u2019effectif par deux et des mois de tr\u00e8s faible activit\u00e9. Il met en place un nouvel organigramme et de nouvelles m\u00e9thodologies de travail. Il appara\u00eet tr\u00e8s vite que le d\u00e9faut majeur de l\u2019organisation qui a contribu\u00e9 \u00e0 sa perte est une forte culture technique associ\u00e9e \u00e0 un sens du service au client pratiqu\u00e9s au d\u00e9triment de la rigueur financi\u00e8re. Le nouveau Directeur G\u00e9n\u00e9ral\u202f introduit donc des r\u00e8gles de gestion de projet, inspir\u00e9es de celles de la maison m\u00e8re et de sa propre exp\u00e9rience, afin d\u2019am\u00e9liorer le respect des d\u00e9lais internes et de la part des clients, la ma\u00eetrise des co\u00fbts, la r\u00e9percussion des \u00e9ventuelles d\u00e9rives sur les clients et les fournisseurs et le respect des \u00e9ch\u00e9ances de paiement par les clients.<\/span>\u00a0
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L\u2019absence d\u2019un manager financier dans la soci\u00e9t\u00e9 n\u00e9cessite une forte implication du nouveau Directeur G\u00e9n\u00e9ral dans ce domaine. En relation avec le Directeur Financier de la maison m\u00e8re, il met en place les proc\u00e9dures permettant d\u2019insuffler de la rigueur dans les processus internes et de remonter et traiter les informations n\u00e9cessaires \u00e0 la production d\u2019un reporting mensuel adapt\u00e9 aux capitaux investisseurs principaux actionnaires des 2 soci\u00e9t\u00e9s. Le Manager r\u00e9alise aussi en \u00e9quipe avec le DAF le premier budget de la nouvelle soci\u00e9t\u00e9. <\/span>\u00a0
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En parall\u00e8le, sont lanc\u00e9s plusieurs plans d\u2019actions d\u2019am\u00e9lioration dans les domaines de l\u2019\u00e9conomie sur les achats, des gains de productivit\u00e9, de la formation du personnel, de la s\u00e9curit\u00e9 du personnel et de la s\u00e9curit\u00e9 informatique. Le manager assainit la situation sociale par le d\u00e9part des employ\u00e9s les moins motiv\u00e9s, dont un par licenciement pour faute grave, par la s\u00e9lection d\u2019int\u00e9rimaires qui seront employ\u00e9s ensuite en tant que CDI et par la correction de la grille des salaires qui \u00e9tait incoh\u00e9rente. La gestion des brevets de cette entreprise technologique entre aussi dans la mission du Manager.<\/span>\u00a0
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Le PDG met \u00e0 profit cette p\u00e9riode de transition, pour convaincre son gendre de prendre la Direction de sa filiale. Celui-ci arrive 6 mois apr\u00e8s le d\u00e9but de la mission du Manager de Transition qui se charge en 15 jours de former le jeune dirigeant et de lui transmettre la Direction de la soci\u00e9t\u00e9.<\/span>\u00a0
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Le PDG est tr\u00e8s satisfait par le bilan de la mission :\u00a0<\/span>\u00a0<\/span><\/p>

  • entreprise remise en \u00e9tat de marche,\u00a0<\/span>\u00a0<\/span><\/li><\/ul>
    • r\u00e9alisation et livraison d\u2019une dizaine de machines \u00e0 commande num\u00e9riques et de cellules robotiques,<\/span>\u00a0<\/span><\/li>
    • satisfaction de la plupart des clients,<\/span>\u00a0<\/span><\/li>
    • pas d\u2019apport de cash suppl\u00e9mentaire, malgr\u00e9 un apport en capital initial tr\u00e8s faible, gr\u00e2ce \u00e0 une bonne gestion de la tr\u00e9sorerie.<\/span>\u00a0<\/span><\/li>
    • l\u2019entreprise sera \u00e0 l\u2019\u00e9quilibre d\u00e8s la premi\u00e8re ann\u00e9e<\/span>\u00a0<\/span><\/li><\/ul>

      Faire appel au Management de Transition dans ce type de situation a les avantages suivants :<\/span>\u00a0<\/span><\/p>

      • Disponibilit\u00e9 rapide d\u2019un manager exp\u00e9riment\u00e9 capable de prendre en main imm\u00e9diatement toutes les probl\u00e9matiques de l\u2019entreprise : gestion des affaires, relations clients, reporting financier, organisation, social, …<\/span>\u00a0<\/span><\/li>
      • Souplesse de la dur\u00e9e de la mission : dur\u00e9e initiale de 4 mois, prolong\u00e9e 2 mois.<\/span>\u00a0<\/span><\/li>
      • Pr\u00e9sence d\u2019un Manager ext\u00e9rieur concentr\u00e9 sur sa mission : sans pass\u00e9 dans l\u2019organisation, il remet en cause les habitudes sans \u00e0 priori. Le Manager n\u2019\u00e9tant pas issu de l\u2019organisation du repreneur et concurrent, il joue le r\u00f4le de facilitateur entre les repr\u00e9sentants des 2 entreprises.<\/span>\u00a0<\/span><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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        <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

        La croissance externe d\u2019une entreprise ou d\u2019un groupe n\u00e9cessite de la r\u00e9activit\u00e9. Lorsqu\u2019une belle opportunit\u00e9 se pr\u00e9sente, comme par exemple la possibilit\u00e9 d\u2019acheter des actifs d\u2019un concurrent \u00e0 la barre d\u2019un tribunal du commerce, il est indispensable d\u2019avoir un manager rapidement disponible capable de prendre en main ces actifs et de transformer cette acquisition en…<\/p>\n","protected":false},"author":4,"featured_media":6249,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[180],"tags":[],"class_list":["post-6193","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-experiences-missions"],"yoast_head":"\nRelance d\u2019une entreprise suite \u00e0 son rachat \u00e0 la barre du tribunal de commerce - Skills-Alliance<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.skills-alliance.com\/fr\/relance-dune-entreprise-suite-a-son-rachat-a-la-barre-du-tribunal-de-commerce\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Relance d\u2019une entreprise suite \u00e0 son rachat \u00e0 la barre du tribunal de commerce - Skills-Alliance\" \/>\n<meta property=\"og:description\" content=\"La croissance externe d\u2019une entreprise ou d\u2019un groupe n\u00e9cessite de la r\u00e9activit\u00e9. 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