{"id":536,"date":"2019-12-24T15:28:21","date_gmt":"2019-12-24T15:28:21","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=536"},"modified":"2026-04-09T01:34:47","modified_gmt":"2026-04-09T01:34:47","slug":"value-gen-stimulant-in-commercial-diligence-processes","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/fr\/insights\/value-gen-stimulant-in-commercial-diligence-processes\/","title":{"rendered":"022\u00a0: Stimulateur de cr\u00e9ation de valeur dans les processus de diligence raisonnable commerciale"},"content":{"rendered":"

L'article d'aujourd'hui dans GRAPH Papers\u00ae est court et simple. Il pr\u00e9sente un processus rapide et des bonnes pratiques pour cr\u00e9er de la valeur lors d'une analyse pr\u00e9alable commerciale\u00a0; un engagement qui pourrait s'av\u00e9rer judicieux pour vos projets.<\/p>\n\n

La plupart des missions d'audit pr\u00e9alable d\u00e9butent par des discussions, et une partie de l'ordre du jour est consacr\u00e9e \u00e0 l'\u00e9valuation des pistes de cr\u00e9ation de valeur commerciale. Au sein des \u00e9quipes d'investissement, nous savons que les \u00e9changes internes se poursuivent souvent tout au long du processus. Pourtant, \u00e9tonnamment, les discussions sur les id\u00e9es de cr\u00e9ation de valeur avec les consultants externes en audit pr\u00e9alable se limitent trop souvent \u00e0 deux moments distincts\u00a0: le d\u00e9but du projet et la fin (c'est-\u00e0-dire la pr\u00e9sentation du rapport final) \u2013 deux r\u00e9unions d\u00e9j\u00e0 surcharg\u00e9es. Nombre d'id\u00e9es qui circulent proviennent des banquiers et des \u00e9quipes dirigeantes en place\u00a0; certaines peuvent \u00eatre pertinentes, mais toutes sont \u00e9galement entre les mains de vos concurrents (c'est-\u00e0-dire les autres soumissionnaires).<\/p>\n\n

Une partie du probl\u00e8me (le fait de ne pas accorder suffisamment de temps d'antenne au sujet pour g\u00e9n\u00e9rer une r\u00e9flexion originale et des tests de r\u00e9sistance) r\u00e9sulte de d\u00e9lais de processus trop courts, mais nous savons qu'une partie de ce probl\u00e8me est due au fait qu'un chef d'\u00e9quipe client n'a pas introduit une intervention qui pourrait radicalement am\u00e9liorer le r\u00e9sultat (et qui ne co\u00fbte rien).<\/p><\/div>\n\n

\n\n

Recommandation<\/span><\/h2>\n\n

Choisissez le milieu du calendrier, m\u00eame pour les projets d'audit r\u00e9alis\u00e9s rapidement, et planifiez un atelier collaboratif avec votre prestataire d'audit externe \u2013 distinct de la pr\u00e9sentation des r\u00e9sultats interm\u00e9diaires \u2013 consacr\u00e9 aux id\u00e9es de d\u00e9veloppement et de cr\u00e9ation de valeur. Veillez \u00e0 ce que la r\u00e9union dure un peu plus longtemps et r\u00e9unissez les meilleurs experts.<\/p>\n\n

Id\u00e9alement, organisez cette r\u00e9union quelques jours apr\u00e8s la r\u00e9union interm\u00e9diaire et demandez \u00e0 tous les participants (\u00e9quipe client et \u00e9quipe de consultants) de venir avec\u00a0:<\/p>\n\n

    \n
  1. Nouvelles id\u00e9es pour g\u00e9n\u00e9rer de la valeur commerciale \u2013 avec des r\u00e9f\u00e9rences d\u2019\u00e9tudes de cas\u00a0;<\/li>\n\n\n\n
  2. R\u00e9flexions sur la meilleure fa\u00e7on de tester ces id\u00e9es nouvelles (ou am\u00e9lior\u00e9es) pendant la p\u00e9riode de v\u00e9rification restante ; et<\/li>\n\n\n\n
  3. R\u00e9flexions sur la mani\u00e8re dont cette id\u00e9e pourrait \u00eatre int\u00e9gr\u00e9e au plan sur 100 jours.<\/li>\n<\/ol>\n\n

    Lors de la r\u00e9union, faites preuve de cr\u00e9ativit\u00e9 et d\u00e9veloppez les id\u00e9es qui ont \u00e9merg\u00e9. \u00c9vitez de vous focaliser sur les raisons pour lesquelles une id\u00e9e ne fonctionnera pas. Concluez plut\u00f4t la discussion en clarifiant les points pr\u00e9cis \u00e0 tester lors de la phase de v\u00e9rification pr\u00e9alable afin de valider ces id\u00e9es. Assurez-vous que les principaux d\u00e9cideurs de l'\u00e9quipe d'investissement adh\u00e8rent \u00e0 la m\u00e9thode, aux objectifs et aux preuves requises, afin de pouvoir \u00e9valuer avec pr\u00e9cision la pertinence des r\u00e9sultats dans un plan d'affaires (ou tout autre processus de planification strat\u00e9gique). Bien entendu, les preuves recueillies devront \u00eatre \u00e0 la hauteur de l'importance accord\u00e9e \u00e0 cette id\u00e9e dans l'offre d'acquisition. Toutefois, m\u00eame si l'id\u00e9e n'est pas prise en compte dans l'\u00e9valuation, cette simple \u00e9tape peut s'av\u00e9rer tr\u00e8s utile pour optimiser le budget allou\u00e9 \u00e0 la v\u00e9rification pr\u00e9alable et \u00e9tablir un plan de croissance pertinent et efficace apr\u00e8s la finalisation de l'acquisition.<\/p>\n\n

    Si votre d\u00e9marche se d\u00e9roule en plusieurs phases, r\u00e9p\u00e9tez cette suggestion de processus \u00e0 chaque \u00e9tape \u2013 et ne l'abandonnez pas si la phase pr\u00e9c\u00e9dente a \u00e9t\u00e9 peu fructueuse. Les r\u00e9sultats s'am\u00e9lioreront g\u00e9n\u00e9ralement au fur et \u00e0 mesure que vous explorerez et d\u00e9velopperez l'opportunit\u00e9.<\/p>\n\n

    Emporter<\/span><\/h2>\n\n

    Ne pr\u00e9sumez pas que l'enqu\u00eateur int\u00e9grera automatiquement cette \u00e9tape \u00e0 l'exercice sans mandat et sans que vous ne la sugg\u00e9riez (ou n'insistiez) \u00e0 ce sujet. Assurez-vous que chaque dollar d\u00e9pens\u00e9 serve non seulement \u00e0 valider la solidit\u00e9 de l'entreprise, mais aussi \u00e0 examiner comment optimiser sa valorisation tant qu'elle est entre vos mains. Faites-en un effort collaboratif\u00a0: cela favorisera l'adh\u00e9sion, l'alignement sur les conclusions et l'enthousiasme pour ce mandat essentiel qui devrait figurer dans tout exercice de diligence raisonnable, et permettra de d\u00e9velopper significativement les opportunit\u00e9s de cr\u00e9ation de valeur.<\/p>","protected":false},"excerpt":{"rendered":"

    L'article GRAPH Papers\u00ae d'aujourd'hui est court et simple. Il pr\u00e9sente un processus rapide et des bonnes pratiques pour cr\u00e9er de la valeur lors d'une analyse approfondie des risques commerciaux, un engagement qui pourrait s'av\u00e9rer judicieux.<\/p>","protected":false},"author":[39],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[53,84],"audience":[],"insight-category":[140],"class_list":["post-536","insight","type-insight","status-publish","hentry","topic-best-practices","topic-value-generation","insight-category-value-creation","author-mark-stein"],"yoast_head":"\n022: Value Gen Stimulant in Commercial Diligence Processes - Matters Graph<\/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:\/\/mattersgraph.com\/fr\/insights\/value-gen-stimulant-in-commercial-diligence-processes\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"022: Value Gen Stimulant in Commercial Diligence Processes - Matters Graph\" \/>\n<meta property=\"og:description\" content=\"Today\u2019s GRAPH Papers\u00ae article is short and simple. 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