The document summarizes strategic management training conducted in France as part of the STeP project. It provides background on the Chambre de Métiers et de l’Artisanat de Vaucluse, the regional trade and crafts chamber, which administered the training. Survey results found that most craft businesses in the region had no defined strategy and lacked training resources. The training in strategic planning was piloted with economic officers and two craftspeople in September-October 2015. Feedback indicated the modules were sometimes too theoretical and that case studies and professional training would be more useful, especially for craftspeople.

1. Strategic Management Training
in France, Main Findings
Conference of STeP- Strategy Training e-Platform
project (2013-1-TR1-LEO05-47550)
Chambre de Métiers et de l’Artisanat de Région,
délégation Vaucluse
www.step.ybu.edu.tr
Ankara, 14/09/2015

2.  Public Agency set up in 1937
 Administered by craftsmen
 35 members (business managers, social leaders and working
spouses)
Chambre de Métiers et de
l’Artisanat de Vaucluse (CMAR 84)

3.  human and technological know-
how in the broad sense
 producing goods and services (250
professions in the trade directory)
 dimension of proximity
 business management depends
completely on the business
manager (less than 10 employees)
Trades and Crafts definition
in France

4.  Representing interests of the 15 000 Vaucluse trades
and crafts companies towards state policies
 Insuring promotion of Vaucluse trade and crafts
 Managing actions in favor of enterprises economic
development
 Giving advices and technical assistance
 Contributing to local development
Missions

5.  Company Registration Centre & Trades and Crafts Directory
 Economic Development department
 Training department & Decision-Making Support Centre
 Centre for training apprentices
Departments

6.  72,8% : no specific pre-defined strategy
 51% : no sufficient resources in terms of
training and support
 => Craftsmen are interested in the subject
/need training and information
Survey: Main results

7.  Motivations to invest in training on strategy
development or strategic planning :
› 64,9% : to increase my profitability
› 49,5% : to compete with my competitors
› 41,8% : to develop my sales
› 34,7% : to extend social networks
› 33,7%: to improve business processes
Motivations

8.  Dates: September 2015
 Name of trainer: Anne-Myrtille RIVOAL
 Place of training: Regional Craft chamber of Provence Alpes Côte d’Azur,
Vaucluse delegation
 Attendees of the training session :
 Economic development officers of the Craft Chambers of Vaucluse
We made the choice not to organize a classic training session. Each economic
development officers has a large academic background and an enough
experience with SMEs to not need for support
All officers have large knowledges of SMEs and each of them have also a
specialty : food safety, art sector, health and safety, marketing, ...
 2 craft persons : Mrs Valérie Martin and M. Jean Gallon
We propose to some craftsmen to visit the platform in order to test the modules
Piloting in France

9.  4th of september 2015: economic department
meeting and presentation of the platform. Each
agent was regularly informed about objectives and
progress of the platform construction
 24th of september: training sessions with Valerie
Martin
 1st of October : email sent to economic development
officers with online modules
 7th of october: training session with Jean Gallon
 8th of October : feedback from officers and craftmen
Piloting in France

10.  The modules are sometimes too theoretical.
› A business leader could have difficulties to
recognize and apply the modules to his
individual situation . Therefore need for concrete
situations (case studies).
› Training with a professional is necessary.
› Distance learning is not always the best way for
craftsperson.
 For an economic development officers, the
modules sometimes need some more detail
› The book is a good help for this public
Main conclusion of piloting in
France

11. Some pictures