Since taking over New Tone, company that specializes in prototyping and perfume bottles in the manufacture of architectural models, Eric Fiessinger has doubled its turnover.

The photograph is misleading. Because of the crisis, the number of sellers of business tends to fall. And paradoxically, the amount of potential buyers increases. According to the CRA (Sellers and buyers of business), the market recovery for each year some 17,000 businesses, structures 5 to 100 employees. But if we look closer, the association estimated in its last transmission Observatory, that “the open market of the external transmission of SMEs represents about 7,000 companies per year.” In times of economic restraint, the buyers are motivated by financial opportunities strongest. Ceding side, we tend to play more of the shows.

Result, both sides of caution. On the menu: longer discussions between the parties, extended observation phases, audits and negotiating better lined tighter. “I studied very carefully about thirty records and met the final five bosses,” recalls Eric Fiessinger, now head of New-Tone , a company specializing in prototyping and perfume bottles in the manufacture of architectural models. Since taking over this small office in Paris with 20 employees in 2005, the former head of Pernod has doubled its turnover to € 5 million and hired six new people.

start-business

Structural changes in perspective

“With the crisis, we must strengthen expertise, or even change them,” Judge this pattern in direct style. For him, the entire morphology of the industry who have been affected by the crisis. “There are fewer small and large DIY industrial workshops focused and strengthened,” analyzes the boss of New Tone.Structural changes that occur naturally in times of economic crisis and the need to anticipate in the event of recovery. Upon redemption of the company, Eric Fiessinger had a lawyer and an accountant to set up auditing. “Vendors often lack maturity, they need to be accompanied by a professional.

The problem is that they pass into the hands of technicians type accountants who are totally devoid of strategic vision and whose role, unlike some banks, is limited to management of the business arithmetic. ” In the end, too many files planted lack of coaching well calibrated on the same business a company director. And if the crisis favored the emergence of a new breed of buyers for coaches?