2 research outputs found
Cooperative performance measurement proposal (a test with the cooperfic© tool for wine cooperatives in Languedoc-Roussillon)
Purpose: French wine cooperatives show differences of corporate objectives, but also common ones with private wine merchants, as they face a common economic environment. The traditional controlling and financial models do not seem adequate to measure âsustainable social economyâ performances advocated by the cooperativesâ philosophy. The main difficulty is that their specific corporate governance introduces competition between short term maximum payments to their grape suppliers-patrons and long term investment potentials. How, therefore, facing this âcooperative dilemmaâ, should they balance these conflicting objectives, and which performance measurement specificities should wine cooperatives adopt? Design/methodology: In order to try and answer this question, the design of an adapted data base appears to be necessary. It should take into account the apparent antinomy of the cooperativesâ short term and long term objectives, in the context of an economically sustainable development. An original economic and financial measurement model is proposed, and we test it with COOPERFIC?, a decision-aid tool for wine cooperatives, based upon a specially constructed data base in Languedoc-Roussillon. Findings: The exploratory results obtained from the test of an original performance measurement model on an ad hoc sample of wine cooperatives lead to new insights into cooperative performance and to some useful guidelines in terms of cooperative governance. Results show how the conflict between their short term and long term performances could be balanced, in order for this specific type of firm to reach its economic and social objectives Practical implications: A conjoint short and long term economic indicators approach illustrates the necessary balance in the cooperative governance, and constitutes a performance measurement model answering some of these wine cooperativesâ Board and management questions ...French Abstract : Propos: Les caves coopĂ©ratives françaises font apparaĂźtre des points de divergence, mais aussi de convergence avec les nĂ©gociants en vin, en matiĂšre dâobjectifs dâentreprise, dans la mesure oĂč elles font face au mĂȘme environnement Ă©conomique. Toutefois, les modĂšles traditionnels financiers et de contrĂŽle de gestion ne semblent pas adaptĂ©s Ă la mesure des performances dâune Ă©conomie sociale durable, dont les valeurs sont portĂ©es par la philosophie coopĂ©rative. La principale difficultĂ© rĂ©side dans le fait que leur mode de gouvernance spĂ©cifique entraĂźne un conflit permanent entre la rĂ©munĂ©ration maximale Ă court terme des vignerons coopĂ©rateurs et les capacitĂ©s dâinvestissement Ă long terme. Aussi, face Ă ce « dilemme coopĂ©ratif », comment les entreprises coopĂ©ratives viticoles doivent-elles concilier ces objectifs conflictuels et quels types de mesures de performance spĂ©cifiques devraient-elles adopter ? Design/mĂ©thodologie: Afin dâarriver Ă rĂ©pondre Ă cette double question, la conception dâune base de donnĂ©es spĂ©cifique apparaĂźt nĂ©cessaire. Elle se doit de prendre en compte lâapparente antinomie des objectifs Ă court terme et Ă long terme des coopĂ©ratives, dans le cadre dâun dĂ©veloppement Ă©conomique durable. Un modĂšle de mesure de performance Ă©conomique et financiĂšre est ici proposĂ© et testĂ© Ă lâaide de lâoutil dâaide Ă la dĂ©cision COOPERFIC?, spĂ©cifique aux caves coopĂ©ratives du Languedoc-Roussillon. RĂ©sultats: Les rĂ©sultats exploratoires provenant du test dâun modĂšle original de mesure de la performance sur un Ă©chantillon ad hoc de caves coopĂ©ratives conduit Ă de nouvelles perspectives en matiĂšre de performance coopĂ©rative, ainsi quâĂ des conseils utiles ayant trait Ă la gouvernance. Ces rĂ©sultats montrent la façon dont le conflit entre performances Ă court terme et Ă long terme pourrait ĂȘtre maĂźtrisĂ© en vue dâatteindre les objectifs Ă©conomiques et sociaux de ce type particulier dâentreprise. Implications managĂ©riales: Une approche conjointe des indicateurs Ă©conomiques Ă court et long terme illustre le nĂ©cessaire Ă©quilibre Ă trouver en matiĂšre de gouvernance coopĂ©rative et constitue un modĂšle de mesure de la performance rĂ©pondant Ă un certain nombre de questions relatives au conseil dâadministration et au management gĂ©nĂ©ral des coopĂ©ratives.WINE COOPERATIVES; GOVERNANCE; PERFORMANCE MEASUREMENT; INDICATORS; LANGUEDOC ROUSSILLON; FRANCE
Grandir, oui ! Mais comment ? Analyse de la concentration par fusion des cooperatives vinicoles du Languedoc-Roussillon
Cooperatives are a specific type of organization. For a century, they represented an important means of organisational and strategic structuring of agricultural and food sectors in France. By the early 1990s, an accelerated process of concentration is observed between agricultural cooperatives. The purpose of our work is to analyze the concentration process mainly by mergers of agricultural cooperatives. The analysis of 14 wine cooperatives mergers in Languedoc-Roussillon wine between 2004 and 2010 is our empirical application. The main results indicate that there are different types of "process" of mergers: some are done without any backup strategy, while others respond to orders of local policies. Finally, in other cases, mergers are based on real corporate strategic projects to find synergies between the involved cooperatives. ...French Abstract : Les coopĂ©ratives constituent un mode organisationnel spĂ©cifique. Elles reprĂ©sentent un vecteur important de structuration de certaines filiĂšres agricoles et agroalimentaires en France depuis prĂšs dâun siĂšcle. DĂšs le dĂ©but des annĂ©es 1990, une accĂ©lĂ©ration du mouvement de concentration entre coopĂ©ratives agricoles est observĂ©e. Lâobjet de notre travail est dâanalyser le processus de rapprochement (par fusion et acquisition) des coopĂ©ratives agricoles. Le suivi de 14 opĂ©rations de fusions de coopĂ©ratives vinicoles du Languedoc-Roussillon entre 2004 et 2010 constitue notre application empirique. Les principaux rĂ©sultats indiquent quâil existe diffĂ©rents types de « processus » de fusions : certaines sont menĂ©es dans lâurgence sans aucune stratĂ©gie que la sauvegarde dâexploitations en difficultĂ©s, alors que dâautres rĂ©pondent Ă des injonctions des politiques locales. Enfin, dâautres reposent sur de vĂ©ritables projets stratĂ©giques dâentreprise permettant de trouver des synergies entre les structures coopĂ©ratives engagĂ©es.WINE COOPERATIVES; FUSIONS & ACQUISITIONS; LANGUEDOC-ROUSSILLON; COOPERATIVES VINICOLES; FUSIONS & ACQUISITIONS; FRANCE