Podcasts about lectra

Emma talks to Nicolas Favreau, Product Marketing Director for Lectra, about what Industry 4.0 means for fashion, how the industry can achieve higher levels of traceability and transparency, what role AI will play in extracting insights from unstructured fashion data - and much more.For more analysis of Lectra's new announcements, look for a full report on The Interline next week.

Today, we're exploring the transformational power of on-demand production and real-time data in a few different industries with Leonard Marano, President, Americas at Lectra. We'll discuss how these technologies are revolutionizing the fashion, automotive, and furniture sectors by enabling brands to respond rapidly to consumer demands. RESOURCES Lectra website: https://www.lectra.com Register now for the Medallia CX Day Webinar: Building Loyalty: How Top Brands Create Forever Customers with CX. Greg Kihlström will be moderating this discussion with CX experts. Register now (it's free) Don't miss the Mid-Atlantic MarCom Summit, the region's largest marketing communications conference. Register with the code "Agile" and get 15% off. Register now for HumanX 2025. This AI-focused event which brings some of the most forward-thinking minds in technology together. Register now with the code "HX25p_tab" for $250 off the regular price. Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company Learn more about your ad choices. Visit megaphone.fm/adchoices

Today, we're exploring the transformational power of on-demand production and real-time data in a few different industries with Leonard Marano, President, Americas at Lectra. We'll discuss how these technologies are revolutionizing the fashion, automotive, and furniture sectors by enabling brands to respond rapidly to consumer demands. RESOURCES Lectra website: https://www.lectra.com Register now for the Medallia CX Day Webinar: Building Loyalty: How Top Brands Create Forever Customers with CX. Greg Kihlström will be moderating this discussion with CX experts. Register now (it's free) Don't miss the Mid-Atlantic MarCom Summit, the region's largest marketing communications conference. Register with the code "Agile" and get 15% off. Register now for HumanX 2025. This AI-focused event which brings some of the most forward-thinking minds in technology together. Register now with the code "HX25p_tab" for $250 off the regular price. Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company Learn more about your ad choices. Visit megaphone.fm/adchoices

Send me a messageIn this episode of the Sustainable Supply Chain podcast, I had the pleasure of speaking with Lenny Marano, President of the Americas for Lectra, a leading technology solutions provider for industries working with flexible materials. We delved into Lectra's journey from its origins in CAD CAM to becoming an integrated solutions provider for apparel, furniture, automotive, and more.Lenny shed light on how Lectra's technology helps customers optimise their processes from planning through production. He highlighted the pivotal moments in the industry's shift from analogue to digital, explaining how innovations like AI-driven predictive maintenance and on-demand production reduce waste and improve efficiency.We also discussed the profound impact of sustainability on Lectra's offerings, from competitive benchmarking tools that prevent overproduction to material optimisation technologies that minimise waste. Lenny's insights into customer-centric innovation and the importance of managing the digital thread through the value stream were particularly enlightening.For those interested in how technology can drive both sustainability and profitability in supply chains, this episode is a must-listen.Elevate your brand with the ‘Sustainable Supply Chain' podcast, the voice of supply chain sustainability.Last year, this podcast's episodes were downloaded over 113,000 times by senior supply chain executives around the world.Become a sponsor. Lead the conversation.Contact me for sponsorship opportunities and turn downloads into dialogues.Act today. Influence the future.Support the Show.Podcast supportersI'd like to sincerely thank this podcast's generous supporters: Lorcan Sheehan Olivier Brusle Alicia Farag And remember you too can Support the Podcast - it is really easy and hugely important as it will enable me to continue to create more excellent episodes like this one.Podcast Sponsorship Opportunities:If you/your organisation is interested in sponsoring this podcast - I have several options available. Let's talk!FinallyIf you have any comments/suggestions or questions for the podcast - feel free to just send me a direct message on LinkedIn, or send me a text message using this link.If you liked this show, please don't forget to rate and/or review it. It makes a big difference to help new people discover it. Thanks for listening.

Pour cette séance marquée par l'intervention de la Banque centrale européenne, l'indice parisien a terminé sur un repli de 0,27% vers les 8 023 points, avec des volumes d'échanges de 3,16 milliards d'euros à la clôture.Sans surprise, la BCE a maintenu son taux de dépôt à 4% et son taux principal à 4,50%, une décision largement attendue par le consensus avant une première baisse de taux anticipée en juin. Lors de sa conférence, Christine Lagarde, a indiqué que la BCE n'était pas dépendante des décisions de la Fed et qu'elle resterait focalisée sur ce qui affecte l'inflation européenne.Outre-Atlantique, l'indicateur des prix à la production et les chiffres du chômage sont venus apporter un peu de soulagement aux investisseurs, après la mauvaise surprise d'hier concernant les chiffres sur l'inflation.Sur les valeurs en hausse, Publicis prend les devants avec une hausse de 3,08%. Le géant français de la communication a confirmé ce jour, ses objectifs annuels et a dévoilé un solide résultat au premier trimestre, avec une hausse de 4,90% des recettes, portée par ses filiales technologiques.Juste derrière, on retrouve Vivendi, Capgemini et L'Oréal sur des hausses plutôt modérées.En revanche, Edenred est de nouveau lanterne rouge avec une baisse de 2,71%, suivi par les valeurs bancaires avec Crédit Agricole et BNP Paribas qui décrochent respectivement de 1,96% et 1,83%.A noter que Société Générale a fait part aujourd'hui de la signature d'un protocole d'accord avec le groupe BPCE en vue de la cession de ses activités de financement d'équipements professionnels. Le titre franchissait les 26€ en début de séance, mais a finalement terminé à 25,23€.Sur le SBF 120, l'entreprise pétrolière Maurel & Prom est bien orientée avec une hausse de 3,28%. Puis Verallia et Lectra prennent plus de 2%.À l'opposé, Air France-KLM est en repli de 4,29%, puis dans son sillage, on retrouve Atos de nouveau, en baisse de 3,87%.Enfin pour terminer, à la clôture parisienne, Wall Street est mitigé. Le Dow Jones est en repli de 0,55% alors que le Nasdaq prend 0,35%Antoine MORISSE (redaction@boursorama.fr)

Et allez, un nouveau seuil a été franchi aujourd'hui par le CAC 40 qui a atteint 7.800,91 points en séance. Et même si la hausse s'est étiolée en cours de route, l'indice finit tout de même sur un +0,32% à 7.768,18 points et 3,6 milliards d'euros échangés. Sur la semaine, il gagne 1,58%.Aux Etats-Unis, c'est rouge notamment à cause des prix à la production qui ont augmenté de 0,3% en janvier et de 0,9% en glissement annuel, contre respectivement 0,1% et 0,6% anticipé. Une statistique qui tendrait à démontrer, après la publication de l'indice CPI la semaine dernière, que l'inflation ne désarme pas totalement, ce qui ne va pas inciter la Fed à précipiter son calendrier de baisses de taux. Résultat, on a un Dow Jones en baisse symbolique de 0,09% à 17h45 et un Nasdaq qui cède 0,1%. A noter l'action Coinbase qui flambe de plus de 15%, le retour en grâce des cryptomonnaies en fin d'année dernière lui permettant d'afficher des profits bien supérieurs aux attentes.Valeurs en hausseTF1 a fait une bonne audience après des investisseurs après ses résultats 2023. Le résultat net du groupe s'établit à 191,3 millions d'euros, en hausse de 9% par rapport à l'année précédente. Le chiffre d'affaires accuse quant à lui une baisse de 6,7% à périmètre constant, à près de 2,3 milliards.Lectra poursuit sa progression dans la foulée de ses résultats, devant Rexel et VusionGroup.Sur le CAC 40, Eurofins Scientific fait la course en tête devant Safran qui a toujours la post-combustion enclenchée et qui progresse encore de 2,6% et de 18% depuis le début de l'année. Les équipementiers électriques Legrand et Schneider avaient aussi du jus. Citigroup a relevé son objectif de cours de 75 à 85 euros sur le premier et de 175 à 200 euros sur le second. Schneider qui bénéficie également d'un relèvement d'objectif de Morgan Stanley de 168 à 184 euros.Valeurs en baisseClariane est lanterne rouge du SBF 120 devant Renault qui ralentit, après son accélération d'hier, Elior Group et Voltalia.En plus de la marque au losange, on retrouve Vinci, Airbus et Engie parmi les replis les plus marqués.

C'est un nouveau record historique qui vient d'être franchi en séance par le CAC 40 : 7.752,35 points. En clôture, l'indice finit également au top, en hausse de 0,86%, à 7.743,42 points et près de 3,9 milliards d'euros échangés. Le tout sous un flot de publications d'entreprises : Nexans, Pernod Ricard, Renault, Stellantis pour ne citer qu'elles...Aux Etats-Unis, c'est plus contrasté. Côté statistiques, le recul plus marqué que prévu des ventes au détail en janvier (-0,8%) et la baisse inattendue de la production industrielle sont plutôt bien accuellies avec toujours cet espoir qu'elles participent à convaincre la Fed de ne pas trop attendre avant de baisser les taux. A 17h45, le Dow Jones s'apprécie de 0,4% alors que le Nasdaq cède 0,24%. Cisco Systems est dans le rouge de plus de 2% alors que le groupe a annoncé des perspectives décevantes et la suppression programmée de 5% de ses effectifs.Valeurs en hausseAyvens profite de la bonne orientation du marché pour rebondir franchement et finir en haut du podium du SBF 120.Lectra aussi grimpe après avoir pourtant publié des comptes dégradés en 2023 et des prévisions 2025 abaissées, avec un chiffre d'affaires supérieur à 600 millions d'euros, dont 90 millions de chiffre d'affaires SaaS, et une marge d'Ebitda courante supérieure à 20%. Le groupe tablait auparavant sur un chiffre d'affaires supérieur à 700 millions d'euros, dont 10% de chiffre d'affaires SaaS.Ca va bien aussi pour Nexans après des performances "robustes" en 2023 et avoir atteint tous ses objectifs, relevés en juillet dernier. Le fabricant de cables dit aborder l'exercice 2024 avec confiance et prévoit un Ebitda ajusté entre 670 et 730 millions d'euros cette année.Les valeurs de l'auto, Renault et Stellantis étaient pied au plancher après la publication de leurs résultats annuels. La marque au losange a affiché un résultat net part du groupe 2023 de près de 2,2 milliards d'euros. La marge opérationnelle atteint, elle, 7,9%, un record pour le groupe qui va proposer un dividende de 1,80 euro par action, supérieur au consensus des analystes. De son côté, Stellantis réalise un bénéfice net de 18,6 milliards, en hausse de 11% et une marge opérationnelle de 12,8%, après 13,4% en 2022. Le groupe aux 14 marques a proposé en outre un dividende de 1,55 euro par action, en progression de 16% sur un an.Toujours sur le CAC 40, les résultats de Safran ont aussi été bien accueillis : le titre du motoriste prend 4,12%.Valeurs en baisseTous les résultats ne sont pas bien accueillis et c'est le cas pour Verallia, qui publie pourtant des chiffres en nette hausse (marge d'Ebitda de 28,4% en progrès de 2,56 points de pourcentage) mais le bureau d'analyses Invest Securities souligne que les résultats 2023 et les objectifs 2024 sont légèrement inférieurs aux attentes.Atos est à nouveau dans le rouge et ID Logistics et Gecina signent les autres replis les plus marqués du SBF 120Sur le CAC 40, c'est EssilorLuxottica qui était le moins en vue aujourd'hui avec TotalEnergies, Michelin et Airbus.

À l'approche de ce long week-end de Noël, l'indice parisien est resté stable toute la séance dans un climat d'attente en prévision de la publication des données sur l'évolution des prix à la consommation aux États-Unis en novembre.Ultime rendez-vous de la semaine, l'inflation outre-Atlantique a connu un ralentissement le mois dernier, dépassant même les attentes du marché. L'indice a enregistré une baisse de 0,1% sur un mois et une augmentation de 2,6% en glissement annuel, un taux en baisse de 0,3 point par rapport à celui d'octobre.Malgré ces données, la bourse de Paris demeure calme et termine la journée sur un léger repli de 0,03%, atteignant les 7 568.82 points. Comme observé ces derniers jours, les volumes d'échanges restent relativement faibles, s'approchant des 1,9 milliards d'euros en fin de séance.En ce qui concerne les valeurs du CAC 40, Saint-Gobain occupe la première position avec une performance de 0,79%, suivi de près par Airbus, Vinci et TotalEnergies.En revanche, la plus forte baisse de l'indice est réalisée par Hermès qui se repli de 2,56%Juste derrière Téléperformance recule de 1,98% et dans son sillage on retrouve Alstom et Renault.Sur le SBF 120, le promoteur immobilier Nexity progresse de 10,75%, le groupe est en négociations exclusives en vue de la cession de la totalité de ses activités à Bridgepoint, un leader européen de la gestion d'actifs alternatifs, une opération qui contribuerait à réduire l'endettement du groupe, selon le cabinet d'analystes Oddo BHF, qui revoit à la hausse sa recommandation sur le titre.Toujours en territoire positif, Eutelsat Communications prend 3,86% suivi par Orpea et Lectra.De l'autre côté, CGG occupe la dernière place avec une contreperformance de 2,66%.Ubisoft est affecté par les récentes régulations annoncées par la Chine pour les jeux vidéo en ligne, visant à limiter les incitations à jouer et les dépenses d'argent. Le titre a connu une chute de 8% à l'ouverture, mais termine sur une baisse de 1,33%.Et enfin pour terminer, à la clôture parisienne, Wall Street est en hausse, le Dow Jones et le Nasdaq prennent respectivement 0,10 et 0,29% pour le moment. À souligner également la chute de l'action Nike de 10%, après que l'équipementier sportif ait abaissé son objectif de croissance annuelle.Antoine MORISSE (redaction@boursorama.fr)

Mastering Digital Pattern Making with Andromeda Olsen NalumPeter sits down with Andromeda Olsen Nalum, a seasoned digital pattern making expert who's worked with some of Paris' biggest luxury houses including Yves Salomon.  Andromeda's technical expertise spans across Lectra, Browzwear, and Vetigraph and today's episode discusses the nuances between traditional methods and the dynamic realm of digital fashion design. From common designer faux pas to the technical disparities between standard and digital pattern making, we navigate the complexities of these software.Crafting the Future Stitch by Pixel: “If you don't know how to pattern make, knowing a software is not actually going to help you”Pattern making is a craft according to Andromeda. She highlights the importance of precision in digital pattern making, emphasizing the balance between visual aesthetics and technical accuracy.  Listen in to gain practical advice on transitioning to digital workflows, such as recommendations for software choices, training, and the crucial role of hybrid approaches. This is a must-listen for anyone interested in pattern making.Connect with Andromeda on Linkedin: linkedin.com/in/andromeda-olsen-nalum-29a91412a/Support the Show.--------The show is recorded from Beyond Form, a venture studio building & investing in fashion tech startups with ambitious founders. We'd love to hear your feedback, so let us know if you'd like to hear a certain topic. Email us at hello@beyondform.io. If you're an entrepreneur or fashion tech startup looking for studio support, check out our website: beyondform.io

In this episode of the The First Customer podcast, I had the pleasure of interviewing Jake Henry, the CEO and founder of Lectra, a wearables company that aims to revolutionize health care. Jake shared his personal story of how his mom's osteoarthritis and his own hip problems inspired him to create a brand that focuses on prevention rather than treatment. He also tackled how luck and persistence paved the way to his success and how important it is to love what you do so that it wouldn't feel like you have to grind but rather just enjoy the journey you are in right now.Had such a great time with an empowered, young entrepreneur like Jake. Make sure to tune in to this episode!Guest Info:Lectra Technologieshttps://lectratape.com/Jake's LinkedIn:https://www.linkedin.com/in/jake-henry-7496521a2/Connect with Jay on LinkedInhttps://www.linkedin.com/in/jayaigner/The First Customer Youtube Channelhttps://www.youtube.com/@thefirstcustomerpodcastThe First Customer podcast websitehttps://www.firstcustomerpodcast.comFollow The First Customer on LinkedInhttp://www.linkedin.com/company/the-first-customer-podcast/

The clothes we wear, the cars we drive, the planes we fly in, and the furniture in our homes. We may not often think about how these things are made. But that's not the case for Lenny Marano, Lectra president of Americas. “We're a strategic partner to those in the fashion, the furniture, and the automotive value streams,” Marano said. Lectra, a Paris-based technology company, acquired Gerber in 2021. In April, Lectra officially reopened a manufacturing facility in Tolland. The move came after outsourcing manufacturing to Massachusetts in 2018. “Since Lectra bought us, we know that we have a permanent home and we can make long term investments,” Marano said.

In this episode, we talked with Leonard Marano, President of the Americas at Lectra. Lectra provides Industry 4.0 solutions to bridge the gap between the consumer and the factory bringing precision and flexibility to the design to production process. In this talk, we discussed market trends driving Industry 4.0 adoption including mass customization, sustainability, nearshoring, and workforce shortages. We also explored how manufacturing in the fashion industry is evolving its supply chains to differentiate quality, cost, and speed to market. Key Questions:  ●      How does mass customization affect the current market trends? ●      What factors affect people to invest more in technologies that promote sustainability? ●      How do nearshoring and workforce shortages drive automation?

L'avvento dell'Industria 4.0 sta rivoluzionando il settore della moda non solo nei suoi processi industriali, ma lungo tutta la supply chain, dalla logistica alla vendita al dettaglio, dal marketing al design dei prodotti. La digitalizzazione di alcuni processi dell'industria tessile può portare non solo a ridurre i tempi e i costi associati a tali attività, ma anche a ridurre l'impatto ambientale di alcune fasi di produzione. Quali sono e come funzionano questi nuovi sistemi digitali e quali vantaggi offrono alle aziende che li adottano? Ne abbiamo parlato con Fabio Canali, Executive Managing Director di Lectra, società che offre soluzioni di industrial intelligence che aiutano la trasformazione digitale delle aziende nel campo del fashion, dell'automotive e arredamento.

“I don't have time to change how we work. I have too many meetings!” This is an all-too-common lament from our clients. In this episode, a Chief Technology Officer radically improves his organization's performance – and his own happiness – by re-inventing his calendar. Featuring Laurent Alt, Associate Director at BCG, formerly CTO at Lectra and Senior Architect at Dassault-Systèmes.This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

Lectra develops state-of-the-art solutions that combine software, equipment, services and data. Premium solutions and technologies for fashion, automotive & furniture markets worldwide. Industry 4.0 - The 4th Revolution in Production. We also touch on near-shoring and on-shoring. Lectra helps customers plan better so they're not producing. Product that won't sell and they have to destroy it or write it down. Companies now are focused on not just a sustainable process, but producing a sustainable product to last. analyzing sales and understanding what the assortment is and making sure the right assortment is there and the pricing is in line with the competition. Lectra helps clients and their sustainability ecosystem because clients are reducing material waste, reducing labor, and educing electrical footprint of production. Also, this allows for data to be passed with that value stream in an efficient way so there's less waste.

Jour xx mois, François Sorel a reçu Lucile Derly, Cofondatrice d'Arterya, Louis Grignon, Directeur technique de Conscience Robotic, Stéphane Boukris, Président d'Excelsio, Maximilien Joannides, Président d'Odaptos, Pierre Bleuet, directeur de recherche au CEA et Responsable du projet NIR, Yohan Souteyrand, responsable des partenariats industriels au CEA et chef du projet Capot connecté, Patrick Torbey, cofondateur de Neoplants, Julien Hodara, président de Libo ainsi que Daniel Harari, directeur général de Lectra, dans l'émission Tech & Co sur BFM Business. Retrouvez l'émission du lundi au jeudi et réécoutez la en podcast.

Ce lundi 5 décembre, Maximilien Abadie, directeur de la stratégie de Lectra, est revenu sur l'acquisition par Lectra du label Best Managed Compagnie de Deloitte et aborde également les activités de son entreprise, dans l'émission Succès d'entreprise présentée par Stéphane Pedrazzi . Succès d'entreprise est à voir tous les lundis sur BFM Business.

In this episode, I have Jake Henry, CEO & Founder of Lectra Technologies, talk about broad business. More specifically, within the start-up phase. My favorite takeaway from Jake and I's conversation was "persistence closes the distance." Where do I start? How do I find the right team? What is Lectra Technologies? Networking and opportunities? Listen to find out more! Email: hunter.beale24@gmail.com LinkedIn: https://www.linkedin.com/in/hunterjbeale/ If you don't already, follow my Instagram for motivation and updates on the podcast! Relentless College Entrepreneur's Instagram: https://www.instagram.com/relentless.ent.podcast/ Website (Book Recommendations & Productivity tools): https://bealeportfolio.wixsite.com/bealeportfolio/podcast

In this episode, I have Jake Henry, CEO & Founder of Lectra Technologies, talk about broad business. More specifically, within the start-up phase. My favorite takeaway from Jake and I's conversation was "persistence closes the distance." Where do I start? How do I find the right team? What is Lectra Technologies? Networking and opportunities? Listen to find out more! Email: hunter.beale24@gmail.com LinkedIn: https://www.linkedin.com/in/hunterjbeale/ If you don't already, follow my Instagram for motivation and updates on the podcast! Relentless College Entrepreneur's Instagram: https://www.instagram.com/relentless.ent.podcast/ Website (Book Recommendations & Productivity tools): https://bealeportfolio.wixsite.com/bealeportfolio/podcast

Depuis presque deux semaines, la monnaie européenne stagne sous la parité avec le dollar. Une mauvaise nouvelle pour le pouvoir d'achat des Français, mais une aubaine pour les valeurs très exportatrices aux Etats-Unis comme L'Oréal, Pernod Ricard, LVMH, Lectra ou Esker. L'analyse de Thibault Prébay, directeur général adjoint de La Financière Arbevel. Ecorama du 6 septembre 2022, présenté par David Jacquot sur Boursorama.com

La société bordelaise produit des machines de découpe textile, mais pense aujourd'hui plus logiciel que matériel. Et vise l'industrie 4.0 avec ses engins connectés. Voir Acast.com/privacy pour les informations sur la vie privée et l'opt-out.

My guest on today's show is Daniel Harari, the Chairman and CEO of Lectra. Lectra is a 1.5 billion Euro market cap company based in Paris, France. Lectra provides software, automated cutting equipment, and other services that enable customers to automate and optimize the design, development, and manufacturing of many different products. Specifically, the company has built a leading position in the automotive, fashion and furniture categories. Daniel has been the CEO of Lectra since 2002 and has overseen a significant amount of revenue and EBITDA growth during his tenure. Given the company's track record, I was very interested to hear from Daniel about: His background and how he got involved with Lectra; The company's move to more of a Software-as-a-Service or SaaS business model; The rationale for recently making Lectra's largest acquisition ever; Business model elements that allow for high gross margins and customer retention; How the company's culture has evolved over time This episode of Compounders: The Anatomy of a Multibagger is sponsored by Tegus, an innovative and disruptive company that is changing the way professional investors work. For more information, please visit: https://www.tegus.co/  To get all the latest updates about the podcast, see who we'll have on next, as well as watch the video version of the pod, please follow us on twitter at @BenClaremon and subscribe to the SNN Network YouTube Channel at www.youtube.com/snnwire. For more information about Cove Street Capital, please visit: https://covestreetcapital.com/ iTunes: https://apple.co/3xlUvPY Spotify: https://spoti.fi/3jxkxLl Each new episode will be available every Tuesday morning on Apple, Spotify and all podcast streaming platforms. All opinions expressed by your hosts and the podcast guests are solely their own opinions and do not reflect the opinion of Cove Street Capital or any affiliates. This podcast is for informational purposes only, it is not investment advice, and should not be relied upon for any investment decisions. We are not recommending the purchase or sale of any securities. The hosts and guests may be beneficial owners of the securities discussed. You should not assume that the securities discussed are or will be profitable.

Vendredi 8 octobre 2021, BE SMART reçoit Stéphanie Goujon (DG, French Impact) , Frédéric Merlin (Président, Société des Grands Magasins) , Yashak Daas (Cofondateur, Kunto) , Badr Oualadi (Directeur associé, Poly Swan Tech) et Daniel Harari (PDG, Lectra)

Vendredi 24 septembre 2021, BE SMART reçoit Osanna Orlowski (cofondatrice, Collector Square) , Ludovic Rachou (Président, Union des industriels pour la valorisation des Extraits de chanvre) , Amélie Ebongué (Auteure de Génération TikTok, un nouvel eldorado pour les marques) et Daniel Harari (PDG, Lectra)

•   Because you're a fashion educator and you have that industry background, do you have a favorite fabric or textile...Oh goodness, I have several. I love silk, and it's hard for me to come by because it's so expensive, but I love silk, I love just the way it's drapes, I love the way it keeps you cool in the summer and warm in the winter, but... Yeah, that's probably my absolute favorite would be silk, I try to steer clear of some of the synthetic fibers, it's hard with fast fashion, it's hard, but yeah, they're not as comfortable, especially here in North Carolina where it's hot in the summer, wearing some of those synthetic fibers there. Yeah, it's just not as comfortable, but... Yes, silk or rayon. That's another favorite of mine, just the way they drape, I love how that works.(2:21)• When it comes to a fashion and clothing design, what are your first steps when you're looking at your new class... Well, the first thing I would say is, it depends. Like I come from a state that provides me with curriculum and the standards, all of it is spelled out for me, so I've kind of spoiled that way, there are other states that have to make these things up and make their courses up. I found that through the Facebook group that we all collaborate on, and I hear a lot of teachers struggle with that, and especially new teachers, when they're first hired and they're hired to teach all these courses and they're like, Oh my gosh, I have... Now, I don't know what to do, I don't know where to start. So that's what prompted me to write that blog post, because I think a new teacher needs to figure out a way to navigate all that, and so the first thing that you need to do, just kind of figure out, well, if you don't have state standards and you have to develop them yourself. Then you need to do some research, you need to look at... I would suggest looking at other states, reach out to... Reach out on those platforms that we have, the social platforms and just ask people, What are you doing? And once you look at other states, I still look at other states, I wanna know what other people are doing, because one of the constraints I feel when you have a state that gives you the curriculum is you don't have the ability to keep it up-to-date as much as you would like to, if that makes sense, because once a curriculum kind of launched, it's already outdated, especially for fashion, there's a huge area of technologies kind of missing, and it needs to be kind of integrated (6:59)•  An Advisory Board, What is that?   Sure, and I will say when you're building a program, when you have an advisory board and you have that business and industry and colleges and universities behind you, it really gives your program some credibility and that's super important. We wanna make sure students are gaining the skills that they need for when they go on to college, or like I said, into a job. So I really think, and I've heard this from one of the professors at NC State, she was saying that students that learn sewing skills in our classes, they will go further faster than most students because at the university level, at least here in North Carolina, they're not teaching students, all of those skills anymore. So in high school, if a kid can come in knowing how to engineer a garment that's golden, and they're actually teaching their classmates, I think being able to have these people in your back pocket to ask questions, because every year is that things are changing. Fashion is so fast-moving, and if we want to stay current and we want to have programs that are relevant, and we need to have these people in our lives to help us build programs  (16:44)•   Okay, so working in the high school setting, I always have to keep in my mind that our job is to really get kids excited and give them a taste or a sampling of the different topics or different career opportunities in the fashion industry. Funding is huge, and so in order to get, say, computer design programs, some of the leading ones in the industry like Lectra or Optitex, let's say, we can't afford them in the high school level, we just cannot afford them. So I've asked our advisory people, I said, Hey, what can we... What is important? They told us Adobe, Learning Illustrator, Photoshop, those things are going to be key. And those are skills that you can teach at the high school level that students are going to need in order to do some of this work in college or on the job, that's where I'm concentrating some of my efforts is learning some of those skills, so I'm able to do line sheets, let's say, or do some text style design and do some repeats and things like that, that's what I can do through Adobe. Now, Adobe is a beast to learn, and so I can't... can't devote a lot of time to that, so I have to bring in simple things and expose students to some of the simple concepts. (29:04)•  My big passion project, I just launched over the summer, and so I've had a couple of workshops, one on creativity and design, and one on garment Engineering, and my next move this fall is to offer some in the textiles of fibers, fabrics and finishes. And so I want to help teachers, I wanna empower them to be able to develop these programs, to develop opportunities for students to get the skills they need in order to be successful in this industry, but the first step is to empower our teachers... Right, and there's just not a lot of professional development around this area, and I found the things that they do have, they are not effective, and so I've wanted to share all my ideas and to empower teachers and bring professionals into the space provides some insight, an excitement around this area  (35:23)CONNECT WITH BARBARA:• FCS Podcast: https://fcspodcast.com• FCS Tips: https://www.fcstips.com• Facebook: https://www.facebook.com/ConnectFCSed• Twitter: https://twitter.com/ConnectFCSed• Instagram:  https://www.instagram.com/connectfcsed• Pinterest: https://www.pinterest.com/connectfcsedCONNECT WITH Dawn:Email: myfashedu@gmail.comFacebook: https://www.facebook.com/myFashEdu/LinkedIn: https://www.linkedin.com/in/dmmharrison/WHEN DOES IT AIR…SEPTEMBER 22, 2021

Ce mercredi 7 avril, Cédric Decoeur a reçu Antoine Larigaudrie, journaliste de BFM Business, Pierrick Bauchet, directeur général de Inocap Gestion, Bastien Drut, économiste chez CPR AM, Sylvain Lévy-Valensi, directeur des programmes de Radio Immo, Gaël Thomas, rédacteur en chef de Business Immo, Marie Coeurderoy, chroniqueuse BFM Business, Jean-Louis Cussac, trader pour compte propre chez Perceval Finance Conseil, Stéphane Ceaux-Dutheil, responsable du site Technibourse.com, et Nicolas Doze, éditorialiste éco de BFM Business, dans l'émission BFM Patrimoine sur BFM Business. Retrouvez l'émission du lundi au vendredi et réécoutez la en podcast.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we’re here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today, I’m excited to have Yohan from Lectra join us. Yohan, I would love for you to introduce yourself, your role, and your organization to our audience. Yohan Labesse: Hello everyone, I’m Yohan Labesse from Lectra, and I’m very happy to have the opportunity to talk to you about why I really like sales enablement. I’ve been working in sales enablement for 15 years, and my role at Lectra is to be the director of the sales enablement team within the international sales department. I’m based in Bordeaux, where we have our corporate teams. I have a team of 8 people and we have around 200 salespeople across the world. I’m very happy to have this opportunity with the Sales Enablement PRO audience to talk about these topics today. SS: We are very honored to have you join us. In fact, on LinkedIn, you wrote that enablement acts as a liaison between teams such as sales, marketing, and product. I would love to learn from you, how can enablement professionals help to improve the collaboration between those departments? YL: I think it’s one of the main added values of the sales enablement function. If you look in history at why some companies have decided to create sales enablement, one of the main reasons is that in many companies, they have lost the connection between marketing and sales. I have to say that I never faced any internal barriers with being in between sales, marketing, product, and other functions because all of those functions and departments very easily see the added value to having someone that can digest everything and create the content that the salespeople need. Sometimes, it’s very hard for the other departments to know exactly what the salespeople need in the field, and it can be a bit frustrated to create content that is not really used by the field and other salespersons. This is where I think the added value is very easy to see internally by the other departments. Marketing, again, has direct access to salespeople through sales enablement and have only one department they are wanting to speak with. On the other hand, they know that we are doing our best to make sure that the salespeople will use the marketing content they created. So, it’s a win-win situation where it’s very easy internally to get buy-in from different departments because we make life easier for sales, marketing, and all the departments. For me, this one is not really a challenge. It’s something that has been very welcomed at different organizations and companies I’ve worked for. SS: Absolutely. I think that is definitely one of the benefits of enablement. Now, when you go about developing a strategic roadmap for your enablement programs, how do you ensure that the program aligns with the goals and the interests of some of enablement’s key stakeholders? YL: Good question. The way I see sales enablement is that on its own, you cannot have a specific and dedicated plan for sales enablement. Sales enablement is here to make the other plans easier to execute. The way I always create the plan for my team is always to go to the field, go to the sales management first, and also departments involved in the sales process. So, not only the sales team, but all the departments that at some point can influence the sales process. And just ask them what their challenges are, what would they like to improve, and where do they think that sales enablement can help. From here, it’s very easy to build the plan of the sales enablement team and validate this plan first with all the internal stakeholders. It’s always the way I have been building my different plans. It works well in that way, because then all the different departments are involved in designing the sales enablement plan. They can see very easily the benefits of the plan and can recognize themselves and their needs in the plan I’m going to build. As I said, with no interaction with different departments, we don’t need sales enablement. The main purpose of sales enablement is that we need some team, like sales enablement, to gather the input from different departments to improve the selling experience in the end. Again, the easy way to align our goals with the other stakeholders is to first ask the other stakeholders, what do they need, what are their KPIs, their goals, and where we can help. And at the end, it will fit very well with what the sales team in the field also really wants and needs. This is the way I build my program, starting by asking the field and different departments, what do they need? Then, just ask the key stakeholders to validate my plan and then it’s quite easy to execute it. SS: That’s fantastic. Now on the execution side, when you launch enablement programs in the field with the sales reps, what are some strategies to ensure that you are getting broad adoption of your programs? YL: I have a double strategy here. I think the first strategy is to get the key executive sponsorship and make sure that all the content has been validated by the key executives. I’m not speaking about the top-down strategy, I’m speaking about being an internal trust advisor for the sales teams to explain that everything we are going to deliver has been validated by the marketing team, the legal team, the finance team, and so on. Then, they can trust in it, they can reach all of our documents with no doubt, with no questions about the right version of the sales proposals, rules I need to play with, and so on. They know that whatever comes from sales enablement has been first validated, and it’s ready to be shared externally. That’s one side of the strategy. The second side of the strategy is just to be close to the field and spend time with salespeople on a daily basis to know exactly what they need, what they use, what are their pain points on the daily basis. Then, just reprioritize what you think you can change. When you have a couple of quick wins, you will win trust, they will believe in you, they will see that you bring some value to the job. I think the best strategies I have always used are getting the feedback from the field. We have different tactics for that, shadowing salespeople or building some local champions and network where we can get the voice of the field. The second part of the strategy is always come with something that is ready to be shared and to be used with no doubt about the validation and so on. That’s the way we do it here at Lectra. SS: I think those are two fantastic approaches. Now, you’ve mentioned sales leadership. I would love to understand from you how a partnership with sales managers can also enhance adoption of enablement programs. What are some of the ways that enablement professionals can strengthen their relationships with sales managers and really leverage that partnership to improve their initiatives? YL: For me, the sales leaders are the most important internal clients to work with for many reasons. But the two main reasons are that first, they are acting as the key actors to transform the strategy into real life, because whatever the strategy is that you will define, if you have no one or no team to execute this strategy locally, then your strategy will be only a vision. We need a team on the field to transform it into actions. That’s why sales leaders are very important. The second thing is coming back to the way we work as a small team is that you only get one sales leader and under the sales leader you have six to seven salespeople. By only working with one person, you can engage 6 people in the end, and you know that if the sales leader buys your program, you make sure that the salespeople will use it. I prefer to go first to the sales managers to make sure that my program will be deployed easily in the field. Now, to answer your question about the way we work with the sales leaders, I think first is to get the confidence and the trust of the sales leaders. Come first to the sales leaders with some tools and programs to help them. There is always something that works, and that is that with sales leaders, their time is limited. They have plenty of tasks to do – administrative tasks, selling tasks, coaching tasks, and so on. That’s a starting point, if you find a way to help them limit their time or to better manage their effort and energy, you will get their attention and you will win their confidence. I think that’s the first thing to do. The second thing is to get in touch with sales leaders on a regular basis. Listen to them and tell them in a smart way, because they like to be challenged, and it’s a way for them to make sure that you are the expert in sales efficiency because you are you able to challenge them with smart ideas, tools, new ways to do stuff. Again, I think it’s a two or three-step approach. First, you have to gain the confidence, give them something, a quick win — especially on the time. Then, you can challenge them on what they need to change to get better. At the end, if you can really make the connection between your programs and the fact that it will help them to achieve their sales objectives, it will be very easy to work with them. If you still have in mind the final goals at the end of the year, your job is to help them to achieve their sales objectives. It will also be very easy for you to work with the sales leaders. Again, one game-changer is to give them more time to coach the team, to do some deal reports, and spend more time on the selling tasks. If you can remove all the admin task to the minimum, then of course, it will be really easy for you to work with the sales leaders. SS: I couldn’t agree more with that advice. Now, what role does feedback play in your process when you are thinking about designing and implementing enablement programs? It sounds like you work very cross-collaboratively with a lot of departments and a lot of key stakeholders like the sales leader. How do you go about sourcing feedback from some of your key stakeholders? YL: I think you have to mix the way you want to get the feedback. The first way to get the feedback of the programs you launch is a very easy one: it comes from the data. When you launch a new sales enablement platform or when you push for new e-learnings, it’s very easy to see how many people connect on your e-learning and so on. Those are just quantitative data. On top of this, what you also have to look for is more quantitative data and feedback. When you go to the data, you have a good understanding of the usage of your programs, but it doesn’t mean that it was really efficient for them or useful because sometimes they know they have to do it because it comes from corporate. But it doesn’t mean that they really see the value in the field. The second way to get feedback is to just ask them what their feedback is. Again, you can have filters, and it depends on the culture of the company. But sometimes in some companies, they will feel that they have to say what you want to hear. They might be afraid to be very challenging with giving you bad feedback about your program. Getting feedback is good, but I think at the end, the best way to get the feedback is to go in the field, to shadow them, to spend time with them in a customer meeting, in the car when you go back to a client meeting, and so on. When you go in the field with someone, you will always get the right feedback back to make sure that they use the tool, but also that they really liked it, not that they just followed the e-learning because the sales leader said, “you know what guys, I have the pressure from corporate, so please follow the e-learnings because we have to.” What works best for me is to go into the field with the salespeople and just see on the daily basis the way they discuss with their colleagues about your program, the way they use it when they are in a client meeting. In the end, that’s the best feedback you can ever have. SS: Absolutely. I think in-the-field feedback is critical to sales enablement success. This has been a fantastic conversation. In closing, I do want to ask one last question. I think sales enablement often needs to ensure that stakeholders have visibility into the results that enablement is driving. How can sales enablement practitioners go about ensuring that their stakeholders understand the business impact that sales enablement is having on the business? YL: This one is a very tricky topic. When you talk about coaching, training, or providing the best sales content, it’s very hard to connect those activities to the business or to the additional deals you may influence. At the end of the day, you are only part of a very long sales cycle where you influence some steps. So, it is always an indirect impact, which is very hard to make tangible. When it comes to programs on the sales enablement team that leverage new ways to find leads or new ways to close deals – like managing partners or working with consulting firms, all these kinds of programs that really help at some point to close a deal — then it becomes much easier to prove the direct value of sales enablement programming to the business. My advice here is to educate the key executives on all the different steps it takes, especially for a complex sales cycle, to close a deal. When you have done this job, explain the cause-and-effect chain starting from awareness, starting from the leads funnel, the coalition rights, and so on. Then, you can come back to some part of this process to say, “here we are going to improve it to influence the overall sales process.” When the key executives start to understand this breakdown process to close a deal, then they can see the added value of the sales enablement team. When you start to understand the process it takes to close a deal, then they can better see the added value of the sales enablement team. If you do not do this job and just say the very high-level vision with number of sales closed at the end of the year, and enablement programs, and then you see before after. There are a lot of different things on a year basis that can influence the overarching sales plan and achievement. If you do not do this job internally to educate everyone on what it takes to close a deal, you will never achieve this to connect all sales enablement programs to the sales final results. SS: I think that is a fantastic approach, Yohan. Thank you so much for joining us today. I certainly learned a lot. YL: Thank you for the invitation. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic you’d like to learn more about, please let us know. We’d love to hear from you.

Dans “Journal de Bord d’un Patron, un entrepreneur dans la crise”, Philippe Joffard, l’ancien dirigeant du groupe Lafuma, fondé par sa famille et qu’il a dirigé pendant trente ans et développé pour en faire un leader international dans le sport et les loisirs de plein-air, raconte comment la vague née de la crise financière de 2008 a secoué le groupe, le conduisant en 2013 à en quitter la direction.  Fait rare dans un groupe familial, mais Philippe Joffard en explique les dessous dans ce livre, les trahisons, le rôle des banquiers, soutiens puis ennemis, les retournements de situation, les partenaires et les clients, le fonctionnement du conseil d’administration dans la tempête, rarement nous avons eu de tels détails du fonctionnement concret d’une entreprise. J’avais eu l’occasion lorsqu’il dirigeait encore le groupe d’interviewer Philippe Joffard (https://www.labourseetlavie.com/tag/philippe-joffard) sur la stratégie de l’entreprise. Dans ce long entretien, j’ai pris le temps d’échanger avec Philippe Joffard sur cette expérience extraordinaire qu’il a bien voulu partager. L’interview de Philippe Joffard par Didier TESTOT fondateur de la Web Tv www.labourseetlavie.com (Tous droits réservés 2020) Web TV http://www.labourseetlavie.com : Philippe Joffard, bonjour.  Philippe Joffard : Bonjour. Web TV http://www.labourseetlavie.com : On va parler avec vous du Journal de bord d’un patron, votre vie comme entrepreneur dans la crise. C’est le sous-titre, donc on va y revenir ensemble. Vous êtes l’ancien dirigeant de Lafuma, société qu’on avait eu l’occasion sur la bourseetlavie.com, bien sûr, de voir et de parler de stratégie ensemble il y a quelques années maintenant. Dans ce journal de bord, vous revenez sur cette période. Avant de revenir sur le déclencheur de cette crise que vous avez vécue de l’intérieur, vous aviez quand même réussi à faire de cette petite entreprise une entreprise internationale.  Philippe Joffard : Oui parce qu’on est parti d’une PME qui faisait un peu moins de 100 millions de francs en chiffre d’affaires, c’est-à-dire 15 millions en 1984 parce que j’en ai pris la direction générale puis rapidement la présidence, une ETI assez emblématique dans l’univers de l’outdoor, puisqu’on était jusqu’à 270 millions d’euros de chiffre d’affaires ave pratiquement 50 % d’international. Web TV http://www.labourseetlavie.com : Cette période-là quand même qui est la période de croissance, quels sont les ressorts justement pour arriver ? On le sait, en France, on parle beaucoup de ces sujets de PME qui ont peut-être du mal à des ETI, de grandir à l’international. Ce n’est pas facile pour une PME française. C’est quoi les clés finalement pour essayer de réussir sur ce chemin-là ?  Philippe Joffard : La première clé, c’est quand même le plan, c’est-à-dire savoir ce qu’on veut. Je suis arrivé à un moment un peu difficile pour ne pas dire très difficile dans l’entreprise. Donc, la première action que j’ai eue, ça a été l’innovation, enfin le développement de nouveaux produits, de nouvelles lignes. J’ai élargi l’offre de la marque Lafuma qui était une marque relativement fortement connue. Donc le deuxième élément a été l’international et le troisième la croissance externe. Mais à partir du plan, l’innovation et nouveaux produits, nouvelles lignes, l’international puisqu’on a misé sur l’international dès le milieu des années quatre-vingts et avec une forte présence en Asie et puis la croissance externe avec quatre acquisitions, enfin plutôt mes quatre acquisitions en termes de marque ont été majeurs. On a fait d’autres. Web TV http://www.labourseetlavie.com : Vous êtes dans ce secteur du textile et de la distribution, de la grande distribution, mais également de cette production industrielle dont on parle aujourd’hui avec la crise en Chine. On sait qu’il y a une grande production en Chine, donc il a fallu aussi s’adapter à ce marché, à votre marché. Vous étiez une marque française, mais en termes de distribution, en termes de fabrication, il a fallu gérer cette industrie textile. Comment on fait cela ? Philippe Joffard : Alors, Lafuma était textile. On a été parmi les premiers à gérer les délocalisations et parmi les premiers aussi à réenvisager des réinternalisations, une relocalisation. Je m’explique. Donc, on est parti en Tunisie, puis après au Maroc, puis en Hongrie lorsqu’il y a eu la première guerre du Golfe qui correspondait d’ailleurs à l’ouverture des pays d’Europe centrale et dès la deuxième moitié des années quatre-vingt-dix, on est allé en Chine. On y était déjà par l’intermédiaire de notre filiale de Hong Kong qui avait une double vocation, commerciale et sourcing, et on a ouvert une usine à Nanjing. Donc, j’ai bien vécu la croissance de la Chine qui est partie de rien dans le PIB mondial au début des années quatre-vingt-dix. Maintenant, on sait que c’est 16 %. J’ai toujours pensé qu’il allait y avoir une relocalisation pour des raisons très simples qui étaient la capacité que nous avions via l’innovation, via d’ailleurs l’automatisation à avoir des produits dans lesquels la main d’œuvre ou alors à ce moment-là notre valeur ajoutée innovation faisait la différence avec la Chine. On va parler d’ailleurs d’expériences que j’ai eues depuis mon départ de Lafuma et qui montrent que c’est possible. Je vais vous donner un exemple chez Lafuma. Le sac à dos avait été entièrement délocalisé, dans un premier temps en Tunisie puis après en Chine pour des raisons de coûts de main d’œuvre. Inversement le mobilier de camping qui fait maintenant 50 M€ sur ce qui reste de Lafuma malheureusement parce que c’est le seul truc qui grosso modo a bien tenu, 100 % est fait en France et c’est la meilleure rentabilité du groupe avec 14 à 15 % d’EBITDA. Donc, c’est la preuve qu’un groupe peut se développer, ce qui a été mon cas – on reviendra peut-être sur la situation de Lafuma aujourd’hui – peut se développer en étant fortement présent à l’international pour produire et en même temps en gardant une forte présence en France pour fabriquer dans des conditions. Leur produit est fondu absolument partout dans le monde, puisque la part française est minoritaire dans la vente du mobilier de camping. Web TV http://www.labourseetlavie.com : Oui, on retrouve ce sujet innovation au cœur finalement et on le sait pour beaucoup de PME. Si on est sur du moyen de gamme, bas de gamme n’en parlons pas, mais même du moyen de gamme, ça ne suffit pas dans la durée. Effectivement, puisque la Chine aussi monte en gamme. Je discute avec certains acteurs qui sont dans cette industrie-là, qui vendent des robots de découpe par exemple, et la société Lectra pour ne pas la nommer qui dit « on voit l’industrie chinoise qui est en train de monter en gamme aussi. »  Philippe Joffard : Moi, j’ai vraiment vu la Chine passer de l’usine du monde au magasin du monde. Ça reste encore l’usine du monde même si le problème du Coronavirus fragilise considérablement cela. Je pense que l’usine du monde est en train de se rééquilibrer selon la géographie. En revanche, le magasin du monde, ça veut dire à la fois le retail le plus innovant et le consommateur le plus exigeant, il est aujourd’hui en Chine. Si vous regardez le retail, les meilleures idées sont en Chine et le consommateur qui est le plus ouvert à l’innovation, le plus ouvert aux nouvelles tendances, c’est le consommateur chinois. Et ça, en une génération et demie. Pour ne pas dire une seule génération. Web TV http://www.labourseetlavie.com : Justement, on entend parler avec ce Coronavirus de sujets de réindustrialiser, de faire revenir des industries en France, est-ce que c’est possible et qu’est-ce qu’il manque pour qu’on retrouve ce dynamisme d’industrie qu’on a eu ? Philippe Joffard : C’est possible. C’est non seulement possible, mais nécessaire. Tout est en place. La question, c’est uniquement une question de volonté. C’est-à-dire qu’aujourd’hui la plupart du temps, on a les matières premières, nous avons les machines. En revanche, la capacité à mettre en œuvre ça, c’est-à-dire à faire en sorte de sortir les produits qui seront compétitifs dans une fabrication pas seulement française, mais européenne, c’est beaucoup plus paradoxalement les Chinois qui l’ont. Parce qu’eux ont une capacité à penser l’avenir qui est beaucoup plus rapide et efficace que nous l’avons. Donc, c’est une question de volonté. On a un temps court, mais rien que ça, cela vaudrait une interview. Je vous donnerai deux exemples que j’ai vécus récemment puisque j’ai dirigé un groupe de puériculture dans lequel j’ai rapatrié un produit qui était fabriqué en 25 minutes en Chine, qui est fabriqué en 10 minutes en France et le nombre de pièces a été divisé par trois et à ce moment-là, si vous prenez chacune de ces pièces, c’est de l’acier, du plastique et globalement ça coûte le même prix partout. Et donc tout cela est écrasé par le prix du transport, donc c’est mieux en Europe. Et pour les Chinois, en revanche, c’est beaucoup mieux d’acheter sur ce type de produit une signature made in France. Donc, c’est possible. Web TV http://www.labourseetlavie.com : Oui, c’est possible. Il y a une organisation, un savoir-faire quand même. Alors, si on revient sur Le journal de bord d’un patron, votre ouvrage, il y a quand même cette crise de Lehman Brothers bien sûr, la faillite de Lehman Brothers, ce choc mondial. C’est vrai qu’il y a peu d’entreprises qui l’ont anticipé. C’était difficile. Il y avait peut-être des signaux faibles. On parle de ça des fois sur les marchés financiers. Quand c’est arrivé, qu’est-ce qui a changé pour vous finalement ? Parce que vous parlez dans le livre à la fois de l’actionnariat, il y avait un actionnariat familial, mais il y avait aussi d’autres actionnaires, de vos relations avec les banques quand arrive cette crise, mais vous parlez aussi de l’interne en disant que finalement l’interne ne croyait pas trop aux conséquences de cette crise. Philippe Joffard : Oui, enfin d’abord parce que généralement les dirigeants protègent son management. Pour une raison très simple d’ailleurs, parce que ce n’est pas eux qui vont forcément régler le problème, ils vont être dans l’action et il faut qu’ils soient totalement dans les opérations. Donc, pourquoi les embêter avec des problèmes qui sont généralement des problèmes bancaires de financement, etc. ? Il faut mettre la pression sur le BFR, sur la rentabilité, sur la rapidité à transformer les choses, etc., et en étant protégés, ils ont forcément un peu une part d’inconscience par rapport aux risques que peut courir l’entreprise. La particularité de Lafuma, c’est que nous avions fait une acquisition juste avant. C’est-à-dire qu’on a racheté Eider en juin 2008. Et nous avions la particularité, vous vous en souvenez Didier, on clôturait nos comptes fin septembre. Donc, on a été la première ou parmi les premières entreprises cotées en bourse qui n’ont pas respecté un covenant bancaire quelques semaines voire quelques jours après la faillite de Lehman Brothers, donc le monde était à feu et à sang. Bien évidemment on s’est pris plein pot une négociation qui était une négociation relativement, je ne vais pas dire classique et facile, mais on manquait un covenant, on en avait deux, on en a respecté un, on en manque un, ça s’arrange. Mais là ça a été beaucoup plus compliqué avec le quid de l’arrêté comptable, machin, qu’est-ce qu’on fait de la dette. Bref, toute une histoire qui fait que pendant trois mois, plus de trois mois, mais globalement les trois premiers mois ont été particulièrement pénibles. Les six mois après, ça a été un peu plus constructif si je puis dire parce qu’on avait mis en place les solutions, mais je veux dire que ça a été… et c’est ce que je raconte. Je ne vais pas vous dire que je l’avais anticipé, pas du tout, puisque le journal commence en décembre 2007. Je savais qu’on allait vivre une période particulière, mais ça n’empêchait pas que je considérais que la vitesse était majeure, que ce soit dans le développement et éventuellement dans la réorganisation. Donc, quand j’ai écrit ce livre, parce que je voulais pratiquement tous les jours, ce n’est pas tous les jours, mais enfin avoir un rendez-vous avec moi-même pour noter ce qui se passait. Puisque j’avais souvent constaté que soi-même on pouvait changer d’avis. Donc, c’est important de se relire, etc. C’est ce livre qui court sur un an et des poussières et puis après il y a d’autres épisodes qui sont postérieurs à cette période. Web TV http://www.labourseetlavie.com : Justement entre l’actionnariat parce que finalement c’est Lafuma entreprise familiale, 25 % du capital, on se dit en général les entreprises familiales, ça ne se passe pas trop mal, sauf exception. Il arrive qu’il y a des sujets aussi dans les entreprises familiales. Il y a eu des entreprises avec des actionnaires, il y a eu des sujets avec les banques, donc il y a des banques qui dans cette période-là n’ont pas joué le jeu, c’est-à-dire d’accompagner l’entreprise, qui pourraient être des banques historiques ?  Philippe Joffard : On avait un pool de banques classiquement les banques entre elles, c’est la famille Adams. Si on devait clairement, même parfois au sein d’un même groupe bancaire, il peut y avoir des tensions qui sont importantes. La période était tellement particulière que j’ai eu quelques banques que je cite, dont une bien connue, qui ont été particulièrement et inutilement agressive. Il y avait d’ailleurs un paradoxe qui faisait que toutes les… je serai tenté de dire, on avait fait une ...

My professional career started at the age of 14 when I followed the encouragement of my father to start my first venture. While enrolled full-time in college, I worked in sales for AT&T and as a IT consultant with EDS. After graduation from UF with my bachelor’s degree, I joined the Management Consulting practice of Ernst & Young LLP, now Cap Gemini, leading projects in IT Project Management, Post Merger Integration and ERP Implementations worldwide. I then moved to E.piphany, now Infor, as an executive in their Consulting organization leading CRM implementations for Fortune 100 firms before joining Lectra Systems as the CIO and Director of their North America and Caribbean Consulting Organization. In 2003, I left Lectra to start Infinity Business Systems, later renamed Infinity Technology Solutions, a leading IT service provider with operations throughout Florida and Georgia. Infinity provided a complete technology offering for hundreds of businesses, including hardware and software solutions, outsourcing, Managed IT Services, Cloud Solutions, VoIP Telephony, website and software development services. Infinity received numerous awards, including recognition as a Best Place to Work in Florida, 4 time winner of Inc. Magazine’s Inc. 500/5000, a 5 time winner of the 50 Fastest Growing Firms in Tampa, 3 time winner of Best Computer Support organization in Tampa Bay, Orlando Chamber’s Most Outstanding Small Business and Greater Tampa Chamber’s Business of the Year. I led Infinity to success transforming a $24,500 investment into one of the nation’s fastest growing and most successful Managed IT firms before selling Infinity to Zeno Office Solutions in 2012. I am currently the CEO of Cloud Guru. I enjoy giving back to the technology industry thru over 40 speaking engagements per year and consulting with firms on topics related to Cloud Computing, Managed IT Services and Entrepreneurship. I am a dedicated family man that runs his life based on Christian principles. Faith@Work features business people discussing their faith and the impact it has had on their life and work. Please subscribe to our podcast and follow us on Facebook at www.facebook.com/faithatworkradio/ and reach out to our sponsor www.lymerevive.org.

On this weeks episode we sit down with the ladies. What was supposed to be a round table tuned into 4 girls and a guy lol. We get into all the crazy shooting happening in H-Town right now, The Game letting us know he also hit Kim K and Jussie Smollet being attacked in Chicago. Then we hear a real interesting story from Lectra regarding her 10 year old niece that had us all speechless. We end the night with answering some #AskMars #AskVenus questions. Facebook: MarsVsVenus:ThePodcast Instagram: @MarsVsVenusPodcast @Suggaa_T @KingKey89_ @KingDache_ @SheIsTheUniverse @LectrasDynasty

Hey guys, I am noticing the download numbers of my episodes increasing! I want to give a huge thanks to all of you for listening and to the two new Patreon supporters that joined from last episode (Terri & Kathleen) and my older supporters (Keyonna, April and Sergio, and Jennifer). I am going to start something new for Patreon supporters once I hit 20 supporters... if you support $5/month, you will get a bonus horror story every week (I will upload these later for listeners who don't donate so if you can't help out, I don't want you to miss out). This will also mean there will be a bonus episode at the end of the month featuring these bonus episode which will mean two releases in one week. I plan on doing two bonus episodes when I get 40 supporters. If you want to help support this podcast, please go to www.patreon.com/maddmike ... anything will help me keep this podcast going :) I don't make any money from this podcast unless I am fortunate enough to get a sponsor. Thanks everyone and make sure you share my episodes to your friends so we can grow! xxxxxxx These 4 scary stories from McDonald's will make you think twice before leaving your kids in the play place! McDonald's horror stories will never be the same after you hear this episode. Subscribe and turn on notifications!!! ►► http://goo.gl/K3lEWH Writing Credits ****************************** Why I stopped working at McDonald's (MADDMIKE ORIGINAL) Written by Nosnoinipo https://www.reddit.com/r/nosleep/comments/5wf8n5/why_i_stopped_working_at_mcdonalds/ I used to work at McDonald's Written by Companion_Prose https://www.reddit.com/r/nosleep/comments/5ny33e/i_used_to_work_at_mcdonalds/ The weirdo at McDonald's Written by Lectra https://www.reddit.com/r/LetsNotMeet/comments/1k8c54/the_weirdo_at_mcdonalds_aka_the_day_i_lost_some/ Child taker at McDonald's Written by cruleings https://www.reddit.com/r/LetsNotMeet/comments/38n4i9/child_taker_at_mcdonalds/ Music Credits ****************************** Growing Shadows Abyss Composed by Myuu Music https://www.youtube.com/user/myuuji Nature World Composed by Natureworld1986 https://www.youtube.com/watch?v=e9E9j-o1E4Y Visual Credits ****************************** Pictures / Videos Used From Pixabay.com (Copyright Free) Contact Me: ****************************** Email: MaddMikeHorror@Yahoo.com ****************************** Website: www.MaddMike.com ****************************** Reddit Page (Post Stories Here): http://goo.gl/ul1bU5 ****************************** Instagram: @maddmikehorror https://www.instagram.com/maddmikehorror ****************************** Snapchat: @maddmikehorror - UPDATE NOTIFICATIONS ****************************** Twitter: @maddmikehorror https://twitter.com/maddmikehorror ****************************** Facebook Fan Page: https://www.facebook.com/MaddMikeHorror/ Personal Facebook Page: Add me @ Mike Maddson Facebook Group: https://www.facebook.com/groups/1100797863375064/ ****************************** Tumblr: https://www.tumblr.com/blog/maddmikehorror ****************************** Patreon (Donate): http://goo.gl/3uuPTa ****************************** The Scarecast - Podcast: https://itunes.apple.com/us/podcast/maddmike/id1071545581

Lectra Modaris - Drafting a Skirt This tutorial covers the basic techniques needed to drafting a skirt using Lectra Modaris.

Lectra Modaris - Drafting a Skirt This tutorial covers the basic techniques needed to drafting a skirt using Lectra Modaris.