Sensemaking as market driven innovation in Lorraine contemporary manufacturing industry

GRADUATION THESIS
SENSE-MAKING AS MARKET-DRIVEN INNOVATION IN
LORRAINE’S CONTEMPORARY MANUFACTURING INDUSTRY
Presented on 01/12/2018
To obtain the ICN Grande Ecole Diploma (with master’s degree)
by
Mr. Marco FONTANA
Under the direction of
Professor Nicolas BATTARD

Graduation thesis - Degree ICN Grande Ecole 2018
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Sense-making as market-driven innovation in Lorraine's contemporary manufacturing industry
Thesis Summary
French industry suffers from a strong image deficit in recent years. Companies closing
down their production sites and firing off are making the headlines on national and regional
news. (RICARD & BORNE Adrien, 2014). However, the French industry benefits from a positive
dynamic, adapts to societal expectations and needs and innovates. In 2017, 125 plant openings
were registered compared to 90 in 2013. In addition, plant closures decreased from 204 in 2013
to 100 in 2017. (MALIGORNE, 2018). Also, 591000 companies were created in France in 2017.
This is 7% more than in 2016, yet already the highest level since 2010, and the highest level ever
recorded by INSEE. (BONNETETE, 2018). This new entrepreneurship in the contemporary
manufacturing industry faces a double challenge: to stand out and make a difference versus the
historic manufacturing industry while successfully developing and sustaining their activity in a
highly competitive and globally competitive global market crisis. A multi-layered strategy
encountered is sensemaking. It includes a corporate and ethical dimension and a business
dimension with specific marketing and product strategies. This post-crisis strategy is a corporate
innovation and by its nature allows the emergence of various subsidiaries innovations on the
layers addressed. It is by means of these innovations in the mode of operation and the strategic
corporate and business vision of companies that we find this differentiation and this
dynamization of the economic fabric facing the historic French manufacturing industry. This
strategy, which I define as market-driven, creates a bond, sympathy and even commitment and
changes the behavioral perception of the consumer.
Key-Words
entrepreneurship, contemporary industry, manufacturing industry, success factors, sense-
making, Lorraine, brand, territorial roots, product marketing, innovation

Acknowledgment
As part of my research and the writing of my graduation thesis, I benefited from the help,
advice or support of a few people I would like to thank today.
First to Adeline DAVIDE who supported me, motivated, accompanied in this adventure
that turned out to be more complicated than expected.
I thank my parents who know how to guide me in the right direction when the paths
intermingle and fade.
To my friends, doctoral student Brieuc BERRUET and future physiotherapist Aurélie DOS
SANTOS for their advice in the writing of a graduate thesis, I send them my warmest thanks.
Finally, I would like to thank my tutor, Professor Nicolas BATTARD who guided and advised
me and allowed me to find an interesting research subject that corresponded to me personally.

Table of Contents
1 Literature Review and Theoretical frame...........................................................................4
1.1 The French industry and French Fab................................................................................ 4
1.2 The problems encountered.............................................................................................. 6
1.2.1 Image and notoriety ................................................................................................. 6
1.2.2 Funding and promotion problem ............................................................................. 6
1.3 Key success factors for new manufacturing industries ................................................... 8
1.3.1 A wise bag of resources............................................................................................ 8
1.3.2 Entrepreneurial sensemaking capability .................................................................. 9
1.3.3 Empirical research tracks........................................................................................ 11
2 Research methodology.....................................................................................................13
2.1 The research methodology in the theoretical frame..................................................... 13
2.2 Qualitative study structure ............................................................................................ 14
2.2.1 The target of the study........................................................................................... 14
2.3 The composition of the interview.................................................................................. 16
2.4 Method of analysis adopted: fusion type synthesis and criticized analysis .................. 16
3 Sense-making as differentiation strategy of the Lorraine’s Contemporary industry ......17
3.1 Territorial anchorage as a component of the sense-making strategy........................... 18
3.1.1 Definition of territorial anchoring .......................................................................... 18
3.1.2 Territorial anchoring for entrepreneurs................................................................. 18
3.1.3 Revalorization of the French industry notoriety .................................................... 20
3.1.4 Limits....................................................................................................................... 21
3.2 Product & Services Strategy as a component of the sense-making strategy................ 22
3.2.1 Product strategy within the studied brands........................................................... 22
3.2.2 Revalorization of the French industry notoriety .................................................... 23
3.2.3 Limits of the product strategy on the sense-making strategy ............................... 23

3.3 Brand and storytelling as a component of the sense-making strategy..........................25
3.3.1 Brand Equity and Storytelling..................................................................................25
3.3.2 Storytelling as an informational vector of the brand..............................................27
3.3.3 Limits of the brand and storytelling on the sensemaking strategy.........................29

Graduation thesis - Degree ICN Grande Ecole 2018 1
Introduction
It is a recurring phenomenon, which is found in all the economies accessing to a
developed country step and which was initially considered as a normal phenomenon: The
deindustrialization. Before the crisis of 2008, in a concomitant way, while the merchant service
industry is rising and hiring, the employment (-36% between 1980 and 2007 or 1.9 million jobs,
and the contribution to GDP1 (24% in 1980 vs. 14% in 2007) continuously and significantly lower
(Demmou, 2010). Indeed, various factors from the life cycle of industries and their willingness to
develop in a highly competitive global market are responsible.
First, some of the industries’ jobs and activities have been to the service sector. The aim
of this approach is to increase the effectiveness and profitability by using specialized
subcontractors. This strategy is responsible for the reduction of 25% of industrial jobs over the
period 1980-2007 (Demmou, 2010) and whose impact would have been reduced between 2000
and 2008 (Rignols, 2016).
The second factor in deindustrialization is the organizational and structural change that
underwent the French Industries with the continuous improvement of productivity. Among the
loss of jobs recorded between 1980 and 2007, 30% would be due to these deformations
(Demmou, 2010). Technological advances that allow the increase in the productivity have
allowed a reduction in the workforce in companies, lower costs, a margin retained for a lower
price, and therefore a higher demand in theory: The increase in productivity was not translated
by new demand. Indeed, in developed countries, the additional profits made by the increasing
productivity allow a restructuring of the expenditure of the population for the benefit of the
services. Finally, more recently, between 2000 and 2007, progress has been accentuated and job
destruction accelerated: 43000 jobs destroyed per year between 2000 and 2007 vs. 21000
between 1980 and 2007 (Demmou, 2010).
Finally, the third factor is the development of foreign competition, particularly in Asia.
Opening markets and enhanced trade have promoted the competition. In addition, some
markets benefit from significant comparative advantages, such as substantially cheaper labor
1
GDP: Gross domestic product (PIB in French)

costs in Asia, or legal provisions surrounding more blurred working conditions and/or Less
controlled. The acceleration of trade between 2000 and 2007 would be the cause of the abolition
of 28% of jobs (Demmou, 2010).
In forty years, the manufacturing industry declined by nine points (KALANTZIS & Thubin,
2017). Deindustrialization that began in the years 80 has been accentuated by the crisis of 2007-
2009, according to the same factors:
First, the downs of employment and value added in the industry were the first indicators.
A fall in prices did not increase demand for industrial products. Companies, subject to a loss of
income have lost all financial leeway (EUDELINE & Sklénard, 2012).
Then, the production of manufacturers product lines has reduced In France in the years
2000 for medium and high-tech products (Rignols, 2016). Indeed, the lack of sufficient funds in
research and development and the capacity of exporting companies has not allowed the
production and renewal of technology products (ARTUS, 2016).
A consequence of this context aforementioned is that French industry suffers from a
strong image deficit in recent years. Companies closing down their production sites and firing off
are making the headlines on national and regional news. (RICARD & BORNE Adrien, 2014)
However, the French industry benefits from a positive dynamic, adapts to societal
expectations and needs and innovates. In 2017, 125 plant openings were registered compared
to 90 in 2013. In addition, plant closures decreased from 204 in 2013 to 100 in 2017.
(MALIGORNE, 2018) The dynamics of creating traditional companies is also very strong with a
growth in the number of companies never reached in 30 years. Indeed, 591000 companies were
created in France in 2017. This is 7% more than in 2016, yet already the highest level since 2010,
and the highest level ever recorded by INSEE. (BONNETETE, 2018)
Finally, through this positive dynamic appears several small new manufacturing firms with
significant growth that show similarities in the product management strategy or in the
communication way: “Bonne Gueule”, “le Slip Français”, “Ceramiq Wear”, “In’Bo”, “Moustache
Bikes” or “Opercule”. These companies, manufacturing Start-Ups companies, are making a
peculiar and unusual bond with the consumers through strategies, values and through a strong
distinctiveness that is reflected in all the activities of the company. (Bettiol, Di Maria, & Finotto,
2012) Those values, strategies and distinctiveness all seemed to be influenced by human

responsibility and by a post-crisis societal phenomenon through which each individual of the
society is seeking for meaning: this is sense-making. (Weick, 2015)
The research contributes to highlights an entrepreneurial strategy that echoes
contemporary sociological expectations. It is a strategy at the heart of the entrepreneur’s project
and motivations on a French geographical space with the weak industrial sector. In addition, the
research contributes to highlights the impact of this entrepreneurial motivation on the
company's various strategic and operational layers.
Through empiric research, in this emergence context of French contemporary manufacturing
industry in front of the dying historic one, we will study the framework of the French
manufacturing industry today, to understand its weaknesses, its organization, and its general
running.
Then we will study, by the example of the Lorraine manufacturing industry post-2008, the
distinctiveness, the specificities and the key success factors of those manufacturing start-up firms
and how they use sensemaking as an innovative strategy driven and unformulated by the
consumers, in order to grow and to sustain on a complicated global market. In order to carry out
this research, we will first define the research methodology, then in a second time, we will
analyze the results.

1 Literature Review and Theoretical frame
The first part of my work is dedicated to defining the framework of my research, the interest
of my subject, the terms and the issues. In the context of closures of factories, redundancies,
takeovers of French companies by foreign investment groups or funds, the question arises from
the sustainability of our industry, its national mesh, its propensity to innovate and its investment
capacity. In the shadow of the French Tech, our industries are discreet. And yet, young
manufacturing industries, are emerging and innovating, like digital start-ups.
At the same time, the institutions organized themselves. Labels and investment fund have
been created supported by BPI France: after the French Tech appeared more recently the French
Fab to support and value the French manufacturing industry.
These young companies are trying to exist in an unfavorable social context, through
innovations, made in France and Know-How, passion and meaning.
1.1 The French industry and French Fab
The Bpifrance officially launched in October 2017 the French Fab. Cousin of the French
Touch and the French Tech, it aims to (re) enhance the French industrial sector, touched since
the 80 years by strong deindustrialization, and more recently by an image tainted of layoffs, plant
closures, and acquisitions.
In addition, the French industry is evolving in the shadow of its cousin, the French Tech.
French Tech is a Label set up at the end of 2013 by Fleur Pellerin to mobilize and promote French
digital ecosystems. Initially, the funds allocated to this label were 200 million euros for speed the
growth of French companies and 15 million euros to reinforce the attractiveness of France
internationally.
Four years later, Emmanuel Macron, the current French president allocates 10 billion to
enhance these Companies. Indeed, the label works, it attracts foreign capital, and the
metropolises are organized: Lille, Lyon, Paris, Bordeaux, all accompany their start-ups on all
plans: financial (guaranteed to credit), tax (exemptions from taxes), economic, advice,
accommodation. Contests are also created to encourage creativity and accomplishment and
reward the best projects, allow them to finance the launch of the activity.
So, in the shadow of the start-ups, stars of the economy, industries resist, innovate and
invest. New activities are launched locally (In ' Bo and Blue Skis in the Vosges). With no public

investment to initiate their activities without enough guarantees to Banking organizations,
contractors are looking for private investors, business Angels, or choose the crowdfunding, which
allows them to remain masters of their activity. Unlike Germany, most SMEs and ETI In France
redistributes profits in the form of dividends. In Germany the KMU, similar to the ETI in France,
for the majority have no shareholders, and reinvest their profits in the development of the
company: it is Rhine capitalism. By a system of foundations, German companies work together,
support each other, and thus protect themselves from mergers and acquisitions. This system
increased confidence between the different economic actors, and a long-term goal of
achievement and of general interest (Kraft, 2012).
However, since 2009, and with the new societal trends related to the importance of
rational consumption, organic and equitable products, retro products, industries rethink their
strategies. In fact, new product strategies are being set up: Brands relocate (PSA) and capitalize
on French know-how and French Touch. In addition, their communication strategy evolves: We
talk about passion and know-how, history and emotions. Micro-breweries whose market is
exploding plays this card of passion and craftsmanship that is more and more pleasing to the
consumer.
Overall, brands go up in range and play their comparative advantages. It is the model of
the luxury industry which is declined by the brands, with great emphasis on the Storytelling, the
know-how, the emotions, and innovation.

1.2 The problems encountered
1.2.1 Image and notoriety
However, the French industries do not enjoy always a good image with the public and
financiers. In fact, over the years, the media have by too insisted on plant closures, layoffs, and
repurchases by foreign investment groups and funds (Tradonline, 2017). Recently, France was
accused of not knowing how to keep its industries during the takeover of Alstom by the German
company Siemens (LEXPRESS, 2017). And yet, over the last few years, France has bought more
German companies than the other way around. And if the French industry is currently dismissing
more than hiring (in question, increasing productivity and foreign competition), PSA, for example,
is recruiting. The new product policies of the group operate and please nationally and
internationally, thanks to the higher end products, inspired by the German car model and by
registering more carefully in the current trends of consumption and aesthetics. Thus, the
production site of Sochaux recruits to be able to suit the increasing demand.
And if previously the French margins were inferior to the German competitors, note that
under the governance Carlos Tavares, Peugeot's profitability is better than that of Volkswagen
and Renault in France.
The French industry is also in the shadow of the French Tech, strongly put forward since
its launch in 2013 under the Government of President François Hollande. Modern infrastructure
and services flourish in favor of digital and innovation. Emmanuel Macron also announced an
investment fund of 10 billion euros in favor of French tech, as well as a French Tech Visa to
promote and facilitate the reception of foreign start-ups (Gallon, 2017).
French start-ups now have new ways to start and develop. However, most of the financing
offer in France comes from the Bpifrance. Thus, after some stages of development, young digital
companies go on expatriation to benefit from a more interesting fiscal, legislative, financial or
economic framework (Alexandre, 2016).
1.2.2 Funding and promotion problem
While the digital ecosystem is supported by French Tech, the French industry was until
October 2017 neglected. Since that date, the French Fab label has been created by the Bpifrance
and aims to enhance the industrial and manufacturing sector in France, using communication
elements, financial aid funds, and advice (Tradonline, 2017).

Will this label enable the French industry to be revalued in public opinion, and to promote
the creation and development of new innovative industries?
At the same time, in Lorraine, new industries are being created, financed by the
crowdfunding in the absence of adequate funding funds. Benefiting from an incubator and a local
accommodation in Golbey in the Vosges, the company In'Bo created in 2013 sells wood products:
eyeglasses, skateboards. It put on French know-how in the field of wood. Spectacles, present in
250 opticians of France are the flagship products (Gourdon, 2017). The newest Blue skis
company, also financed by the crowdfunding, has been selling high-end wooden skis since this
year. Moustache Bikes, Lorraine company of electric bikes with a resolutely retro style created in
2012 is an example of French success. Le Slip Français put on textile products Made in France
high-end quality and storytelling and a very developed communication. The promotion of the
products is mainly on Facebook using Posts Sponsored and plays on the virality of its publications.

1.3 Key success factors for new manufacturing industries
In this context of structural and organizational changes in the manufacturing industry, as
digital continues its development, the question arises of the nature of the key factors of success
of this industry, factors which apply as much to the first stages of the entrepreneurial project. ,
only to a young company that is in a development or growth phase, then a mature company that
wants to adapt to the societal and economic context. In the context of this memoir, I identified
several key factors of success at the origin of the most beautiful success stories:
• Fair use of available resources,
• Creation of meaning and retro trend
• CSR 2and ethical policy
1.3.1 A wise bag of resources
This first key factor of success seems obvious, especially during the launch and development
phases of an entrepreneurial project, but it is important to specify the resources that it is
necessary to create a modern manufacturing company.
Here are the resources that interest us in the creation and development of a young company:
• Financial resources
• Human resources
• Physical resources
At the creation of a professional activity in France, the entrepreneur benefits from various
and varied aids, granted by the local, regional or BPI France; these mainly concern financial aid
for creation, business accommodation in business incubators or offices made available, as well
as professional advice on strategic, operational, logistical and financial fields, etc. These grants
are the first financial, human and physical resources that the entrepreneur can integrate into his
project.
However, until October 2017, most of the effort was focused on digital companies with
the French Tech device. In addition, the offer is wide, and the entrepreneur should select all the
aid he can claim.
2
“Corporate social responsibility is a self-regulating business model that helps a company be socially accountable.
To engage in CSR means that, in the normal course of business, a company is operating in ways that enhance society
and the environment, instead of contributing negatively to them.” (Chen, 2019)

Interestingly, some young companies, including In'Bo and Blue Skis near Epinal in the
Vosges, or Sainte-Cru in Colmar in Alsace, have not sought to benefit from these aids, and have
found other ways to finance the launch of their activity and its development or benefit from
hosting their production or their office.
1.3.2 Entrepreneurial sensemaking capability
The second key success factor that interests us is the creation of sense with organizations.
Firstly, sensemaking was defined by Karl E. Weick in the sociology of organizations as a post-crisis
interactive process of individual awareness and action in every type of organization. Through this
process, the individual gives meaning to his action through a causal effect and makes the link
between his actions, his values, and his motivations. Sensemaking is thus a process of causality
anchored temporally both in the past and present. It is both a purpose and feedback. (Weick,
2015). The observation of French manufacturing industry demonstrates that this process appears
in consumers as well as entrepreneurs.
Furthermore, sensemaking as an entrepreneurial strategy appears in various channels of
the company (Hopkinson, 2001) as the production, the territorial choice, the product or the
communication. Initially presented as a marketing strategy to respond to the environment and
market (Neill, McKee, & Rose, 2007), we can observe sensemaking as more than a marketing
strategy, but an organizational process push by the entrepreneur in his business plan through all
the strategic layers. (Bettiol et al., 2012)
In the SMEs of Loraine contemporary manufacturing industry, sensemaking seems to
appear in three main channels: territorial anchoring, product management, and brand
management.
Through territorial anchoring, the company is creating a bond with the consumer, rebuild local
industry tissue, revalorize the industry, create interaction with the other institutions, and can use
the local comparative advantages. (Bousquet, 2014)
Through product management, the company is linking its territorial anchoring to the product
strategy. It creates also distinctiveness by know-how, materials or innovations.
Through brand and storytelling, the company tells a story to the public and the consumer, its
history, its know-how, an anecdote, the passion that drives it. Thus, she establishes a link with
her audience and sometimes her environment. There are many ways to tell a story for business:
by its products, know-how, packaging, prices, and many others.

Through all those strategies, sensemaking reaches consumers and influence him. (Neill et
al., 2007) The influence of the brand is graduated and called "Gradation of the influence of a
brand" by the Mercator (Baynast, 2017)
Take the example of “Bleus Ballons Skis”, a young company that I will study its creation
and development. This young industry based in the Vosges manufactures skis in a noble material
strongly present on the sector: wood. She works her essences and plays on the beauty and
natural characteristics of the wood, product and flagship sector of the department. Through
these choices of implementation and production, as well as through its communication via social
networks, “Bleus Ballons Skis” demonstrates his passion for wood, for the Vosges and for alpine
sports. The company, through its communication, corporate choices and product strategy, tells
its choices and gives them meaning, so that consumers can position the brand other than the
price alone, and understand its DNA.
In addition, a properly executed storytelling is also important as it can touch the consumer
on what matters to him, such as his social satisfaction, his interest in ecology, or his passion for
retro products. This also allows Apple or brands such as Mercedes to post high prices for goods
EVANGELISM
ATTACHMENT
PREFERENCE (PERCEIVED
SUPERIORITY)
CONSIDÉRATION
KNOWLEDGE
NOTORIETY

received because considered fair, because consumers are ready to put this price, said
psychological price3.
It is therefore appropriate after this brief development of the key factors of success
estimated for a young company in the manufacturing industry to go further in research by now
developing the launch, development, growth of innovative and original companies, which anchor
his environment and try to tell something to his audience. There is also the question of practices
that are not well developed in France or new ones that could be at the origin of new key success
factors for companies, such as the development of clusters4 or foundations according to the
model of Rhenish capitalism, a key element of German performance. with the Mittelstand, seen
earlier.
1.3.3 Empirical research tracks
In the light of the theoretical frame and literature review, what really are the key success
factors in the French contemporary industry, and how are they important? What are the new
strategies and innovations of new companies? How can they create differentiation and a new
dynamic? What makes them success to reach customers? What makes them create sympathy
and commitment? What are their resources to find a place in an unstable and globally
competitive sector? In only one sentence; how the new industrial post-2008 crisis firms are
succeeding, in a deindustrialized geographic region, to grow, create differentiation and
commitment?
This is followed by my documentary research, and my field trips and qualitative study,
highlighting thoughts as to what makes the young companies in the manufacturing industry
successful.
3
Psychological price, also known as the price of acceptability, is a component of price setting. This technique is used
to determine the price that the largest number of potential customers find acceptable for a given product or service.
https://www.marketing-etudiant.fr/cours/p/prix-psychologique.php
4
Anglicism that could be translated as "agglomerate", a cluster is, according to C. Ketels, "a group of companies and
institutions located in the same specific geographical area and interdependent https: //www.move- it.eu/fr/quest-
ce-quun-cluster

• The offer of start-up aid would not necessarily be effective, not necessarily interesting for
manufacturing start-ups, which are the descendants of traditional manufacturing
industries, in this case, the accommodation possibilities and the support of BPI France.
• What seems to be the success of the manufacturing industries today is their meaning-
making and storytelling, particularly about the product's history, materials, use and
integration into the user's everyday environment. but also, the manufacturer and the
factory, as well as the passion he can release.
• The development of clusters, foundations or local ecosystems would reduce the
competitive and economic pressure of competitors and business conditions on the
participating companies.
The study will focus on the example of Lorraine contemporary manufacturing industry, a
mediatized region to be strongly affected by deindustrialization.
According to our readings, I have done a conceptual model to illustrate my thinking about
how Sensemaking is working and create differentiation in the French manufacturing industry,
and especially the Lorraine contemporary industry as a frame of research and example.
1. Sense-making is an entrepreneurial strategy
2. Sense-making influences multiple layers in the entrepreneurial project
3. Sense-making is a motivation but also a way and an end
SENSE-MAKING
ENTREPRENEUR’S
MOTIVATIONS
ENTREPRENEURIAL PROJECT
BRAND
STORYTELLING
TERRITORIAL
ANCHORAGE
PRODUCT STRATEGY
STRATEGY OF
DIFFERENCIATION

2 Research methodology
This part will define the methodology adopted for this research. First, I am going to present
the interest of this methodology compared to the study of the previous theoretical framework.
Then, in a second phase, I explain the method used for the collection of qualitative data in order
to answer my research problem: the target, the study type and the analysis method chosen.
2.1 The research methodology in the theoretical frame
The contemporary manifesting industry is not a defined model. Even the sense-making is
something new in marketing strategies, not very well-known. In fact, we speak often about
corporate social responsibility, ethics, and eco-responsibility. Yet, the sense-making may include
all these notions and more. It is a « The theory developed by the American psychologist Karl
Emmanuel Weick and which aims to explain the creation of meaning. Working on crisis and
disaster situations, he analyzes the possibility of loss of bearings and the interactions that occur.
It is in this context that the individual builds meaning. He concludes that the company's purpose
is not to make sense as such but to provide the ecosystem, the common framework within which
it will be possible for each individual to build meaning. » (e-Marketing, 2017)
During the previous part of this study, we understand that the historic French manufacturing
industry was suffering from:
• Lack of image and notoriety
• Deindustrialization and shutdown of production sites
• Lack of funding for development strategies.
• Global and furious competitiveness
In this context, it appears that the contemporary industry is seeking for creating differentiation,
creating or energizing the French economic ecosystem, using the comparative advantages and
resources at their disposal.
• French Touch: Know-How and Made in France
• Financial, funding and counsel’s supports
• Distinctive product strategy
• Create a local dynamic and ecosystem: collaboration and partnership
• Sense-making through brand, social expectations, and passion

To understand the motivations of entrepreneurs to act according to this new model that pushes
social responsibility further in its field of influence, in order to understand how this strategy
applies to the economic fabric of Lorraine, and in order to understand the comparative advantage
that it brings as much as the added value perceived by the consumer, it seems to me adapted to
go to meet the actors of this contemporary manufacturing industry Lorraine, created after the
2008 crisis. This method aims to understand how sense-making create an ecosystem in which
everyone has the possibility of making sense.
2.2 Qualitative study structure
My qualitative study of some actors in this sector and this economic fabric aims to highlight
the differentiation strategies within corporate and business strategies and the connection with
the entrepreneur(s) motivations. Furthermore, the objective is to demonstrate the strategic
choices linked to sense-making: territorial choices, brand strategy and product strategy.
For this purpose, I will draw an identity card for each of the companies encountered,
including its corporate model, its industry, its market position, its origin, its size.
Using the VRIN model, resources are registered in categories: physical, financial, human,
organizational, technologic and notoriety. To enrich this study and its goal, the study will search
to demonstrate the previous conceptual model. So, elements and choices will be checked as
innovations and patents, comparative advantages, differentiation, business model, territorial
choices, financial choices, brand and product strategies, PESTEL study, marketing strategy and its
mix-marketing, …
In order to meet the objective, I opted for telephone interviews or face-to-face interviews
lasting from 25 minutes up to 1 hour 10 depending on the actors and the course of the interview.
The interview is then transcribed in broad outline under the identity card of the company, map
completed with the new information obtained.
2.2.1 The target of the study
The qualitative study was conducted exclusively on entities in the Lorraine manufacturing
industry. The companies participating in this study were all created after 2008. The study focuses
primarily on the Vosges department, historically important industry and recognized but
deindustrialized since and where the long-term unemployment rate is very high, with the highest
average unemployment rate in the whole of Lorraine. (9.5% average unemployment in the

Vosges, and 11.9% in the Saint-Dié area in the 2nd quarter of 2018). The department of Vosges,
however, remains one of the most industrialized departments in France, despite the difficulties
of two sectors: the industrial and construction sectors. (Vosges Matin, 2018)
5
Four local companies were selected, and interviews were organized with their entrepreneurs:
Opercule Moustache Bikes In’Bô Bleus Ballons Skis
Beekeepers-brewers Bikes manufacturer Wood products Wood sport articles
Maxime CLASQUIN,
General Manager
Gregory SAND,
General Manager
and ICN Alumni
Quentin Le Jannou,
Manager
Jean-Yves Rollet, CEO
5
(INSEE, 2019)

2.3 The composition of the interview
I opted for a semi-directive interview in order to obtain extensive and developed
discussions with the interviewees, so the guiding questions are essentially open. The goal is to
start a discussion and let the respondent speak freely and obtain personal answers, personal
values and behaviors as well as unformulated motivations.
The generic questions that were generally asked are available in the Appendices part.
Depending on the respondents and the information I found about them, questions were added
and specified. (Cf. Appendices – Interview)
2.4 Method of analysis adopted: fusion type synthesis and criticized analysis
The interviews will be first transcribed in appendices. Important ideas and information will
be highlighted alongside the identity card of each of the entities studied. In a second step, I will
synthesize the information studied by emitting a critical analysis of the redundant and interesting
elements recovered, this in the theoretical framework previously studied and in order to define
the common components of the differentiation strategies of contemporary young companies.
The aim is not to define a typical business model or a contemporary entrepreneurship model,
but to start by defining the components of a strategy common to these young companies in the
contemporary industrial sector in Lorraine.

3 Sense-making as differentiation strategy of the Lorraine’s
Contemporary industry
A common strategy of differentiation of recent manufacturing companies in Lorraine and
the rest of France is the sense-making. Whether it is the Slip Français, l’Atelier Particulier, Bonne
Gueule or the companies studied in Lorraine, all ride the French Touch and the new ethical,
human or eco-responsible expectations drawn by French society. While Corporate Social
Responsibility almost expresses a duty, is standardized by the ISO, presents itself as a technique
and tends to become an important consumer need with respect to its consumption, sense-
making has a more human and social but also marketing sense. The term is in fact initially used
by the psychologist Karl Emmanuel Weick studying the sense-making through crisis and disaster.
If we consider the sense-making as a marketing strategy, it complements CSR's corporate
strategy and translates the company's eco-responsible, social and ethical ambitions. The
approach is diverse: beyond respecting contemporary values internally, the sense-making aims
to create meaning in the strategy and operation of the company and communicates externally
on this strategic position.
Using constructivist and empirical thinking, having defined the research methodology, it is
interesting to define and then study the importance of this market-driven differentiation strategy
for entrepreneurs and its practical realization.
This strategy, adopted by young manufacturing companies, can be broken down into three
particularly interesting components observed during this study: territorial anchoring, product
strategy, and brand strategy.

3.1 Territorial anchorage as a component of the sense-making strategy
3.1.1 Definition of territorial anchoring
Territorial anchoring is a practice related to Corporate Social Responsibility. According to
the definition of ISO 26000, an international standard aimed at helping organizations to build a
CSR policy that considers the components of sustainable development, “territorial anchoring is a
process and a result of interactions between business and territory, based on the collective
creation of common, specific and localized resources, allowing a long period of sedentariness of
a company” (Bousquet, 2014).
The territorial anchoring is a factor of the creation of interactions within the local fabric
on which the company is implanted or is implanted, perpetuates the activity and reinforces the
local economic fabric by sharing of resources, partnerships, collaborations. The consequence is
the creation of clusters 6within an ecosystem7. The component entities of this ecosystem develop
a network of interdependence and exchanges: informational, physical, material, intangible,
financial and human.8
The territorial anchoring, an important element of a CSR strategy, is broken down into more fields
of study related to the social sciences:
• Localization on the territory, the proximity with the local institutions which
dynamizes the territory and with the networks.
• Collaboration and resources from anchoring, non-imitable and non-transferable
• The function: the intention of a strategic nature to benefit from this or that
advantage for the company, its vision, and its strategy.
3.1.2 Territorial anchoring for entrepreneurs
During meetings, interviews or qualitative research carried out on some contemporary
manufacturing companies in Lorraine (see appendices), there appear some strong similarities on
6
Cluster or agglomerate: group of companies and institutions located in the same specific geographical area and
interdependent in the supply of a set of products and / or services
7
Ecosystem: a set formed by a community of entities in interrelation within and by the environment
8
NB: Clusters and ecosystems bring French capitalism closer to Rhenish capitalism and the system of foundations in
the German economy

the resources of the companies (model VRIN) or their strategic model concerning the territorial
anchorage.
First, there is a human link important for each company. Either the founders are Lorraine
or Vosges and are attached to their territory, or even returned to undertake after studying and
working elsewhere; or in the case of In'Bô, the founders are from all over France, studied at Epinal
and found resonance between their values and the Vosges territory.
In addition, the companies surveyed benefited from the comparative advantages of
Lorraine or Vosges, such as the department's resources, know-how or atypical architecture.
Primary sector
resources and know-
how
Comparative
advantages as axes
of product
development
Support
organizations and
territorial dynamism
Geographical
location
• the Vosges
wood industry for
In'Bô or Bleus
Ballons Skis
• the
beekeeping sector
for Opercule
concerning the
production of the
products.
• Ski resorts
and an environment
conducive to
outdoor sports as a
product
development axis
for In'Bô,
Moustache Bikes,
and Bleus Ballons
Skis.
• An
environment
conducive to
agriculture and
beekeeping
• Pole of rural
excellence “Terres
et Hêtres”, local
incubators,
incubators,
networks of
entrepreneurs and
local Business
Angels.
• Financial aid
• Provision or
flexible rental of a
production site
The proximity to
Germany, Belgium,
Switzerland and
openness to the
Netherlands or
Denmark as an
international
development axis
In the case of Bleus Ballons Skis which is with Opercule the youngest company of this
analysis, the company only starts its first interactions with the actors of the local economic fabric
after having worked on the design of their product: local communication put forward by another
local company.

There is also a strong consistency between the values of each brand, its range of products
and their choice of territory. The comparative advantages and the territorial resources available
to the companies allow them to conceive a coherent and legitimate policy for the customers.
All the companies surveyed thus express a strong territorial anchorage and a desire to
boost the sector, to maintain a responsible and coherent production with the local fabric. This
strategy allows companies to optimize the development of their business, sustain the activity and
demonstrate to observers and consumers consistency in strategy and the importance of the
ethical axis.
3.1.3 Revalorization of the French industry notoriety
During this research, we realized the image deficit suffered by the French industry. In fact,
in recent years, the French manufacturing industry has relocated its production abroad in search
of better yields, it has closed factories, dismissed and deserted rural areas, or even participated
in the hyper-centralization of the region. The economy in a single French island, the Ile de France.
Today, with the 2008 crisis and the search for the meaning of the population, the
urbanization of France is reversed in favor of a growing ruralization.
With it, the public is looking for French know-how and skills that are part of an eco-
responsible, local, ethical and sustainable approach, concomitant event with a new rise of
nationalism in France.
In this context, new companies in the manufacturing sector are emerging with strategies
of territorial anchoring, the creation of meaning and ethical thinking in line with consumer
expectations. These new industries settle locally and coherently between their activity, their
personal and professional interests and the resources of the host territory. It is these new
entrepreneurial approaches in the local area, as opposed to the development or survival
strategies of the historic industries, which contribute to the revaluation of the French
manufacturing industrial fabric. Finally, this territorial anchoring that brings meaning to the
consumer is a competitive advantage on which the studied brands communicate: “Made in
France”, “Made in Vosges”, "Je vois la Vie en Vosges", local know-how, local raw materials, ...

3.1.4 Limits
Although the territorial anchorage of a company brings many benefits to it, one must also
consider the limits of this strategy.
Indeed, the territory and the ecosystem does not systematically provide all the resources needed
to achieve the key success factors of the company, according to its strategic corporate, business,
innovation or development.
In fact, some of the companies surveyed are sourcing from other French territories, or even from
European territory, for certain resources, types of resources or quality that the company cannot
find on its territory. This is the case of Bleus Ballons Skis which is supplied with fibers and resins
of Martigues and European edges and soles bought from French dealers, whereas the wood
comes from the Vosges forests.
On the other hand, the financing necessary for the development of the companies studied
does not come only from own funds or from aid from the institutions of the territories and
networks of companies. In'Bô and Bleus Ballons Ski both used crowdfunding on the Ulule
platform.
In addition, the companies studied sometimes collaborate with other actors, often local,
but for reasons of coherence of values and vision, some are brought to collaborate with foreign
actors in the Vosges territory see French. This is the case of In'Bô in particular, which collaborates
with French outdoor sports teams on international competitions or international trips.
Finally, when a company is to develop internationally, it is obvious for it to seek new foreign
economic actors in the Vosges with whom to collaborate.

3.2 Product & Services Strategy as a component of the sense-making strategy
3.2.1 Product strategy within the studied brands
“Product strategy is often called the roadmap of a product and outlines the end-to-end vision of
the product and what the product will become. Companies utilize the product strategy in
strategic planning and marketing to identify the direction of the company's activities.”
(CARNRITE, 2018)
The product strategy is at the origin of all the companies questioned. It is through the product
that the brands studied have developed their activity, have registered in the local economic fabric
and developed their history and their brand values. The product strategies studied corresponded
to 3 elements: (THEUS, Andre, 2017)
• Market needs (Segmentation, targeting, and positioning)
• The key, differentiating and innovative elements (key features) of the product
• Business objectives
Each of the companies studied started the activity and thought the general strategy around
the idea of a differentiating product or specificity:
In'Bô Moustache Bikes Blue Ballons Skis Opercule
Glasses (leader
product) and outdoor
sports articles
(flagship products)
made of wood and
natural fibers
electrified and neo-
retro bikes (leader
and flagship product)
Wooden skis (leader
and flagship product)
Vosgien organic
honey products
(leader and flagship
product)
In each case, the strategy responds to market expectations and/or trends:
• The trend around raw design and less machining: industrial design, raw wood,
modern and contemporary design
• Soft and electric mobility policies in France and Europe
• The societal trend around natural products, healthier, organic, eco-responsible,
ethical

In each case, the target of the companies studied is broad, wishes to address the greatest
number, and a target that seeks meaning in its consumption. Moustache Bikes started with a
range targeting urban uses and then expanded its range to cover all uses. The desire of the brand
is to allow as many people to practice this activity through the contribution of electrical
assistance. Only Bleus Ballons Skis, much younger and with a slower pace of development is
currently targeting a particularly small niche clientele: skiers looking for a good differentiating
and affordable product.
Finally, with the aim of offering a high added-value to the consumer, in addition to the
differentiating elements previously discussed concerning the products, the brands develop
"unexpected" services for the consumer. This is the case of Moustache Bikes, which relies heavily
on hospitality and customer service, on customer experience and satisfaction.
3.2.2 Revalorization of the French industry notoriety
In a context of ecological and social crisis, the population is seeking meaning and research
brands with a strong ethical policy and socially responsible products.
Faced with imported products, the opacity of large productions and luxury brands, in the face of
relocated companies degrading the living conditions of foreign populations through inhumane
and polluting production, contemporary companies provide a solution.
With an eco-responsible product strategy, ethical and anchored on the territory, young
brands rejuvenate the aging image of the French manufacturing industry and especially the
Vosges industry. They thus make it possible to improve its image and its notoriety.
This vision of an ethical and eco-responsible product strategy is carried by each of the companies
studied.
3.2.3 Limits of the product strategy on the sense-making strategy
However, the importance of the product strategy and its impact on a CSR and sense-making
strategy must be qualified. If, as we have been able to understand it before, the product strategy
is at the heart of the entrepreneurial projects studied, and if the product is the central element
(we do not study the world of luxury), the only strategy produced, even perfectly executed, does
not allow one to create meaning. Furthermore, all these companies are playing in red oceans
with a high number of competitors.

These young companies in the manufacturing industry that are designing qualitative,
innovative and differentiated products would not have the success and growth that is theirs if
they did not have a branding and communication strategy. Indeed, consumers would not
perceive the values and aura of the brand and would not be able to understand the product. They
would not be able to understand the meaning and added value of the brand for them. We will
discuss the importance of the brand in a company of the contemporary manufacturing industry
Lorraine in its strategy of sense-making.

3.3 Brand and storytelling as a component of the sense-making strategy
3.3.1 Brand Equity and Storytelling
The brand is an essential part of the business. It is itself composed of a promise, a strategic
vision, the DNA of the brand and creates value. For the consumer, the brand is a contract of trust,
a promise and reduces the perceived risk. It is also a facilitator of the buying process and a vector
of the influence of values and identity for the consumer. (Design of the Offer and Innovation,
Christine Kratz, ICN, 2017).
As we have seen previously, this influence of the brand is graduated and called "Gradation
of the influence of a brand" by the Mercator (Baynast, 2017).
The objective of young contemporary companies is to facilitate the understanding of the
observer, to enable him to apprehend as quickly as possible the added value for the consumer,
the DNA of the brand, and the promise. Thus, the consumer can quickly develop a preference for
the brand observed. Keller speaks of "brand equity": it is the added value that the brand can
bring to the product. This includes products, communication elements, history and self-identity.
EVANGELISM
ATTACHMENT
PREFERENCE (PERCEIVED
SUPERIORITY)
CONSIDÉRATION
KNOWLEDGE
NOTORIETY

To identify the components of a brand and understand the factors that lead to a gradation
of the brand in the consumer, we can use the Kapferer identity prism:
Source: Kapferer J.N (1988). Maîtriser l’image de l’entreprise : le prisme d’identité, R.F.G Nov.-
Déc p 76-82
Using this method and this approach "Capital-brand", we highlight a personality and a
culture close to all brands studied. Indeed, all share common values of territorial anchoring, eco-
responsibility, and innovation. And all the companies studied have a similar "personality":
dynamic, sporting and innovative companies.
Thus, these young companies participate by their brand in a strategy of sensemaking with
the values of territorial anchoring, eco-responsibility, and responsible innovation:
BRAND
PHYSICAL
Origin, component,
material, immediate
referent
PERSONALITY
Characters, way of
expression, person
CULTURE
System of values
legitimizing the
services or the
product
MENTALIZING
Buyer's report to the
brand or company
and its products
REFLECTION
Target built by
communication
(different from
actual target)
RELATIONSHIP
Speech set up by the
brand

umbrella brand brand range Brand range Brand range wishes
to become an
umbrella brand
“Vosgien” wood
products, produced
in the Vosges in an
environmentally
friendly way; sports
products and
innovative and
differentiating
products; co-
branding.
Bicycles made in the
Vosges, incorporating
technology of electric
assistance, and an
atypical neo-retro
look; Sports
products; R & D and
conception of almost
the whole bike.
sports products; skis
made in the Vosges
with local wood, in a
concern of
sustainable
development and
according to an
innovative design.
Eco-friendly bee
products and
products in the
interests of ecology
and sustainable
development;
territorial anchoring;
co-branding; atypical
production and
disruptive products.
This search for meaning is initially expressed by the founders of these companies who are
passionate in their respective fields and wished to transmit and share this passion and the
inherent values, as we have been able to understand it as we go along. analysis. Companies tell
us a story from the first approach with their brand.
This search for meaning is initially expressed by the founders of these companies who are
passionate in their respective fields and wished to transmit and share this passion and the
inherent values, as we have been able to understand it as we go along. analysis. Companies tell
us a story from the first approach with their brand.
3.3.2 Storytelling as an informational vector of the brand
Indeed, we notice between these different brands a meaning through the name retained.
Indeed, we know that post-crisis brands seeking to create meaning develop retro or neo-retro
products and choose elements that speak to consumers who have this expectation of meaning.

In'Bô Moustache Bikes Blue Ballons Skis
means "made in wood" in
Vosges language and
represents the importance of
the material for the founders
and their anchoring in the
territorial culture
"Moustache" is a reference
to the mustache shape of
handlebars common in the
'60s to '80s.
The brand is a reference to
the Vosges Mountains,
known as the “Ballons des
Vosges” and the famous blue
line of the horizon formed by
the mountains, very dear to
Jules Ferry, a native of the
city Saint-Dié-des-Vosges.
The brands studied tell us a story within their brand name. The Opercule name does not
exactly have a sensemaking strategy but is still particularly explicit on their food and bee
products, the operculum can designate a package of jars or bottles, but also the film of wax that
bees work to form the alveoli.
Not all brands studied have the maturity or level of development to have a storytelling
strategy. However, there is still a strong intention from the founders of the companies studied
to communicate on a passion, a mode of conception, on values, on their history, on their vision
or their wishes.
Reseller’s animation
with wood, skis and
snowboard
decorations in wood:
an example of
“Grands Opticiens”
shop in Nancy;
history and values of
the brand on the
website; the design
method and the
selected materials.
History and values of
the brand on the
website; Resellers
are ambassadors of
the brand; Outlets
arranged to highlight
the brand and its
attributes.
Communicates via
the container
A website explaining
their history, their
values, the design
method, and the
selected materials.

The objective of storytelling, whatever its form, is to allow the observer to understand the
brand, to understand what makes it special and the added value it brings to the consumer. Brands
need to communicate so that their atypical and contemporary values are understood and
differentiated from historical industrial brands.
It is also through storytelling that the brand will increase its influence and allow the consumer
to evolve on the gradation pyramid of a brand's influence. This mechanics can be drawn by a
diagram of the evolution of the feeling towards the brand.
3.3.3 Limits of the brand and storytelling on the sensemaking strategy
Although branding and storytelling are components of importance to start-ups in the
contemporary manufacturing industry that want to find a place in an ultra-competitive market,
they are not enough and must be put into perspective.
First, branding and storytelling, which are intangible and non-transferable components,
must be based on tangible components. In all the cases studied, branding and communication
are based on specific and tangible actions such as territorial anchoring and a specific product
strategy. The whole is coherent: In'Bô, for example, communicates on the importance of
materials and wood products manufactured design according to a traditional method on the
Vosges territory. The counterexample is the green-washing carried out by certain brands, whose
communications and packaging design appears to be ecological and yet is not. For example, they
use colors commonly associated with ecology and nature such as green or blue, use
environmentally related names, or work on package design to mislead the consumer.
In addition, the communication and storytelling done on a young brand evolve over time
with small touches, as the range, brand development strategies and societal trends evolve.
However, it is important for the brand to maintain consistency, to remain true to its values so as
not to lose the consumer. Evolution as a differentiation from the top often practiced in the
Preferences
Emotional
attachment
Commitment Fidelity

automotive industry takes for example years before being understood by the greatest number,
between 5 and 15 years depending on brands and strategies (cf. Audi, Peugeot).
Finally, communication about the brand and its values may not be targeted to consumers
of the products. The brand can be inspired by the luxury model and create institutional
communication as a vector of emotions to reach a larger number of consumers.

General conclusion & Perspectives
According to my documentary research, and my field trips and qualitative study, I have
been able to study, demonstrate and develop my initial thinking as to what makes the young
companies in the manufacturing industry successful : First, the offer of start-up aid would not
necessarily be effective, not necessarily interesting for manufacturing start-ups, which are the
descendants of traditional manufacturing industries, in this case, the accommodation
possibilities and the support of BPI France. Then, what seems to be the success of the
manufacturing industries today is their meaning-making and storytelling, particularly about the
product's history, materials, use and integration into the user's everyday environment. but also,
the manufacturer and the factory, as well as the passion he can release. Finally, the development
of clusters, foundations or local ecosystems would reduce the competitive and economic
pressure of competitors and business conditions on the participating companies.
This new entrepreneurship in the contemporary manufacturing industry faces a double
challenge: to stand out and make a difference versus the historic manufacturing industry while
successfully developing and sustaining their activity in a highly competitive and globally
competitive global market crisis. (KALANTZIS & Thubin, 2017) Entrepreneurs set up dedicate
strategies to meet the key success factors that are theirs: territorial anchoring and fair use of
locally available resources; creation of meaning, retro trend and storytelling; CSR and ethical
policy. (Bousquet, 2014)
Sensemaking is a multi-layered strategy. It includes a corporate and ethical dimension
and a business dimension with specific marketing and product strategies. This post-crisis strategy
is a corporate innovation, and by its nature allows the emergence of various subsidiaries
innovations on each layer. (Bettiol et al., 2012)
These innovations on the market are varied and in our study framework could be atypical
manufacturing processes, new product designs, or disruptive product specificities. Innovation
has also manifested itself in the production place choice and in the ability of contemporary
companies to create a link in the local economic fabric. Through their interactions with local
actors and institutions, the companies studied contributed to the construction and dynamization
of clusters within the Vosges economic ecosystem. This territorial anchoring, the corporate mode

of operation on the new manufacturing entrepreneurship in Lorraine, differs from the French
historical industrial model and gives the change to Mittelstand, the key to German performance
and their foundation system (cf. Bosch). Finally, innovation has manifested itself through strong,
contemporary storytelling and brand values. In fact, the marketing strategy of the companies
studied focused on shared values and passion, ethics or sports in response to market
expectations and trends. It is expressed by the branding and the institutional communication and
product of the brand and its vector of emotions.
It is through these innovations in the operational model and in the strategic corporate
and business vision of companies that we find differentiation and dynamization of the
contemporary manufacturing industry facing the historic French manufacturing industry.
Finally, this decomposition of sensemaking, multi-layered strategy, highlights
components expected and sought by consumer trends and research of post-crisis contemporary
meaning: ethical policy within companies, differentiated products and brands, territorial
anchoring and Made in France. It is the coherence between sense-making strategy and
contemporary societal trends that allows a match between the brand and the consumer. This
strategy, which I define as market-driven, influences the state of the consumer on the brand
gradation, creating bond, sympathy and even commitment and changing the behavioral
perception of the consumer. (Baynast, 2017) Through this entrepreneurial strategy, giving an
answer to economic and social expectations, those SMEs are contributing to improving the image
and notoriety of the French manufacturing industry.
This positive momentum in the manufacturing industry Lorraine is it done to last? We can
ask ourselves the question of its longevity in the medium- and long-term course.
Moreover, the importance of large manufacturing industry worldwide is not to be taken
lightly and must be considered to ensure the sustainability of our industry. We need to think
about strengthening our industries, or about ambitious development strategies, which I think are
sometimes lacking in local companies that are promising and with strong know-how.
Lastly, this research has provided some insights into the way in which the public institutions,
such as BPI France and the French Fab and French Tech labels, provide aids and support. In
practice, the companies questioned are not satisfied with these aids, cannot benefit from them
or criticize the difficulty of obtaining them. In addition, the sustainability and development of

start-ups are as important as the support for their creation. Their support and their development
on the international market against the giants of the industry should not be neglected.
The contribution of this thesis appears to be original and interesting because it is addressing
an innovative entrepreneurial strategy, driven by tangible and intangible sociodemographic and
economic factors. In addition, it helps to understand the atypical strategies implemented by
these young companies in the manufacturing industry, contributing to their good development,
growth and to the reconstruction of damaged manufacturing industry.

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RICARD, M., & BORNE Adrien. (2014, octobre 24).
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Appendices
1- Company cards
BLEUS BALLONS SKIS
CARD IDENTITY
Governance Auto-entreprenariat
Industry Industrie agroalimentaire
Market position Challenger
Origin Vosges (France)– 2017
Size 2 personnes
VRIN Model
Physical
resources
Machines et matériel de production
Location du lieu de production
Financial
resources
Fonds propres et financement
participatif Ulule
Human
resources
Connaissances et compétences
différenciantes, bagage technique
Technologic
ress.
Fort savoir-faire Peu tangible et peu
transférable
Organizational
ress.
Process de production singulier Tangible mais inimitable
Notoriety Marque disruptive et attaché au
territoire Vosgien
Intangible et difficilement
imitable
Produits : Skis haut de gamme (construction « sandwich »)
Filière d’approvisionnement courte : bois vosgien et matériaux techniques français.
Business Strategy: Stratégie hybride differenciation+niche.
Corporate Strategy: Resource-based Strategic Options, adding value and distinctiveness.
Development strategy: Prescriptive model with national business development and product
development.

Stratégie de différenciation : skis « haut de gamme » personnalisés en bois apparent, avec fort
ancrage local et politique écoresponsable et citoyenne.
Financement : Financement participatif par Ulule, environ 5000€ récoltés.
Blue Ballons Skis mise sur une stratégie de distinction avec de fortes compétences clés, une
entreprise ancrée localement, écoresponsable.
Synthesis of the short interview
L’objectif de la petite marque Vosgienne est de produire des skis en bois d’une qualité égale aux
ténors du marché. Les tests prouvent qu’ils ont réussi leur pari et conçu un ski résistant, léger, et
haut de gamme par sa construction.
Leurs skis sont en bois et personnalisables. Ils sont conçus selon la méthode haut de gamme dite
« sandwich » qui consiste à superposer les différents matériaux puis à les presser ensemble. Le
procédé dit de stratification qu’ils ont mis au point leur permet même d’intégrer au sein même
ski un graphisme personnalisé, tout en garantissant toutes les caractéristiques qui peuvent être
attendues d’un ski haut de gamme : précision, légèreté, maniabilité, robustesse et dynamisme.
Blue Ballons Skis privilégie un mode de production éco-responsable avec une filière
d’approvisionnement courte : bois Vosgien, fibres et résines de Martigues et carres et semelles
européens.
Ainsi, la marque propose un produit différencié par rapport à la concurrence, un produit vosgien,
Made in France, haut-de-gamme, personnalisable et éco-responsable.

BRASSERIE OPERCULE
CARD IDENTITY
Governance L’Opercule Société par actions simplifiées
Industry Industrie agroalimentaire
Origin Vosges (France)– Mars 2017
Size 3 personnes
VRIN Model
Physical
resources
Financial
resources
Fonds propres
Human
resources
Connaissances et compétences
différenciantes
Technologic
ress.
Fort savoir-faire Peu tangible et peu
transférable
Organizational
ress.
Process de production singulier
Collaborations et partenariats
Tangible mais inimitable
Notoriety Marque disruptive Intangible et difficilement
imitable
Produits : Brassage artisanal de bières spéciales
Filière d’approvisionnement : Matières premières locales : Miel bio Ruchers de la Principauté de
Salm (Vosges), cafés Canton (Granges-sur-Vologne - Vosges)
Business Strategy : Stratégie de différenciation, bières brassées de façon artisanale avec un fort
ancrage local, et des produits sélectionnés pour leur éthique
Corporate Strategy: Resource-based Strategic Options, adding value and distinctiveness; and
Environmental based options with diversification, product development, market penetration and
development
Development strategy: Prescriptive model with national business development and product
development.

The Opercule brings added value to these products with this strong differentiation of its products
and its brand, a human company bringing meaning to the brewing sector with an old-fashioned
artisanal production, and local products of quality and economy. officials. In addition, the
brewery wishing to become a producer of a full range of brewery products is already anchoring
and boosting its environment with collaborations and partnerships with players in the local
economy.
INTERVIEW :
Retranscription de l’interview – 45 minutes + 1 heure
Les deux associés ont effectué des études en Ecologie, à l’issue desquelles ils ont travaillé chacun
dans deux des plus gros bureaux d’études sur l’Ecologie de France. Cependant, leur travail
consistait en la rédaction de rapports et ne leur permettait pas d’exprimer leur passion de
l’écologie, de la nature et de l’artisanat. Amateur de bières et brasseur amateur, Damien
FROMENT-PERREY propose à son ami Maxime Clasquin de se lancer sur une activité portée sur
l’agriculture et notamment l’apiculture. Ainsi, ils peuvent satisfaire leur envie de s’impliquer
personnellement et à leur manière sur ce qui les passionne et sur l’écologie.
Ils ont l’opportunité de travailler avec les Ruchers de la Principauté de Salm, une production
apicole vosgienne et réputée. En collaboration avec les propriétaires bientôt à la retraite qui leur
transmettent leur savoir-faire, Damien et Maxime installent leurs propres ruches, une production
100% biologique.
Originaire des Vosges et amoureux de leur région, les deux associés sont ainsi revenus
entreprendre sur le tissu économique local, et se sont installés à Senones, petite ville de la
Principauté de Salm avec l’opportunité de collaboration avec les Ruchers de la Principauté de
Salm.
Apiculteurs – brasseurs, leur objectif est de développer leur activité par les composantes de
l’apiculture : miel, propolis, cire, gelée royale. Ils ont pour projet de développer leur gamme de
produits à base de miel sous différentes formes : hydromel mais aussi produits cosmétiques.
Aujourd’hui, leurs bières refermentées au miel 100% bio est leur marque de fabrique.
Damien définit leur cible de manière assez large comme étant les consommateurs du Grand-Est
et les touristes. Alors que les enseignes de la grande distribution souhaitent commercialiser leurs

produits, l’Opercule souhaite conserver un réseau de distribution court dans les petits
commerces de la région.
Damien et Maxime souhaitait lors de la création de l’entreprise, s’implanter localement et faire
vivre le tissu local. Ayant le souci du contact et de la compréhension du marché, ils ont passé
quelques temps à visiter et à rencontrer d’autres brasseurs dans d’autres départements.
Ne souhaitant pas ouvrir le capital à des investisseurs pour le moment, ils n’ont pu bénéficier des
aides de la CCI, de la BPI France et de la French Fab. En effet, Damien et Maxime souhaitent se
développer à leur rythme, en travaillant avec les acteurs et institutions locaux et conserver leur
autonomie. Ainsi, ils ont conçu leur business plan avec l’aide de l’association Alexis, un « outil
régional d'aide à la création, au développement et à la transmission d'entreprise depuis 1982 »9.
Ils sont également membres d’autres réseaux comme le Club entreprises de la Vallée, de la
Société des Brasseurs Indépendants et du CAP 88.
Leur bâtiment de production devait normalement sortir de terre avec l’aide de la Communauté
d’Agglomération de Saint-Dié-des-Vosges. Cependant, après deux ans d’attente administrative
alors que les plans et ressources étaient prêts, le chantier n’a toujours pas débuté. Ne pouvant
se permettre d’attendre, les deux associés trouvent une autre solution : un contact dans un
réseau local leur met à disposition un bâtiment, temporairement ou indéfiniment selon leurs
projets.
Pour 2019-2020, l’Opercule a pour projet de consolider l’activité alors que leur croissance est
toujours à deux chiffres. Les deux associés souhaitent également développer dans ce laps de
temps une eau de vie de houblon appelée « fleur de bière » avec pour référence le whisky, et un
hydromel, une boisson fermentée faite d’eau et de miel.
L’Opercule souhaite également développer l’activité touristique autour de sa production apicole
et brassicole, en ayant pour référence le succès de la Confiserie des Hautes Vosges. Ainsi,
l’entreprise souhaite développer des visites de la production, puis développer une activité de
« Brewpub » à l’américaine, des brasseries ouvertes au public avec un service bar.
Pour 2019-2020, l’Opercule va embaucher une 3ème personne et cherche à s’associer avec
d’autres structures locales.
Les deux associés, Damien et Maxime ont à cœur de favoriser le contact humain et le
développement territorial travers la création de produits innovants, biologiques et artisanaux.
Même s’ils ne se considèrent pas comme une « start-up » avec un taux de croissance incroyable,
9
Alexis, http://www.alexis.fr/

c’est ainsi que ces deux associés, diplômés d’un Master en Ecologie considèrent innover et
dynamiser le tissu économique local.
Rentabilité prévue pour 2019 – 2020, souhaitent pouvoir à cette date se verser un salaire.

IN’BO
CARD IDENTITY
Governance Société à responsabilité limitée
Industry Industrie bois, papier, carton
Origin Vosges – 2013, statuts deposes en 2016
Size 3 associés et 10 salariés
VRIN Model
Physical
resources
Financial
resources
Fonds propres, importantes capacité
d’endettement
Human
resources
Competences et experiences
complémentaire
Peu transferable
Technologic
ress.
Brevets, fort savoir-faire Peu tangible et peu
transférable
Organizational
ress.
imitable
Products: Lunettes en Bois, Skateboards, Vélos en bamboo, Snowboards et Skis
Identified strategies
• Corporate strategies: Differentiation on environment-based options (R&D, new
products, new segments) and resources based options (adding value and distinctiveness:
the atypical architecture of the organization, reputation, and high innovations).
• Business strategies: Hybrid strategy: Differentiation (technic AND marketing) and Focus
(electric bicycles)
• Development strategies: Prescriptive process, International business development
Synthesis
In’Bô is betting on a differentiation strategy. The differentiation is as much about the technique
(the characteristics of the products and the SAV) as about the brand (notoriety, commitment).

The company relies on innovation, local roots, brand and differentiated product as a key success
factor.
The motivation of the 5 initial associates is to propose atypical wooden products, in an eco-
responsible and contemporary approach, by means of an innovating, natural and modern
product, associated with a young, sporty and dynamic branding. Finally, the desire to join and
boost the local industry was strong for the associates.
Transcript of the meeting
In’Bô est une entreprise fabriquant des produits de sport et de mode en bois ou en fibres
naturelles. Imaginé en 2013, le projet est le fruit de l’imagination de 5 associés ingénieurs et
passionnés de sport de glisse venant des 4 coins de la France et diplômés de l’ENSTIB à Epinal
(Vosges), l’école nationale supérieure des technologies et de l’industrie du bois.
Membre des réseaux Outdoor OSV (industriels des sports Outdoor) et d’Eurosima (industriels de
la glisse), In’Bô est suivie par le PeeL, le pôle entrepreneurial de l’Université de Lorraine avant
d’être intégrée à la couveuse Pacelor pendant 3 ans. Le projet est alors également soutenu par
le Pôle d’excellence rurales Terres et Hêtres, un organisme du Pays d’Epinal chargé de valoriser
la filière bois.
La marque se différencie avec un style naturel, une production locale haut de gamme et Made In
France, avec une forte composante éco-responsable. Le bois provient des Vosges évidemment,
et le procédé de fabrication notamment pour les lunettes est un procédé de lamellé-collé à neuf
plis pressés.
En 2014, l’entreprise enregistrée aux Voivres (Vosges), bénéficie de 300m² d’atelier à leur
disposition à Bains-les-Bains et cherche à se développer sur différents fronts :
• Développement de la gamme de produits
• Diversification des produits en bois
• Rencontres sur les salons professionnels et ouverture à l’international (Allemagne, Suisse,
Pays-Bas)
• Amélioration de la productivité

Cette même année et afin d’acquérir les premières machines et débuter la fabrication, In’Bô
lance une campagne de crowdfunding via Ulule : 60000 euros sont récoltés, soit 6 fois l’objectif
initial. Le succès de cette campagne démontre alors l’intérêt du projet.
A partir de 2015, le développement de l’entreprise s’accélère :
• Equipe de fatbikers internationaux équipée de vélo In’Bo
• Sortie de la couveuse en 2016 et dépôt des statuts
• Deviennent rentables cette même année
• 350 opticiens revendeurs en 2017
• Equipe de surfeurs équipés de fat-bikes pour longer les côtes
• Un film documentaire par une équipe de fat-bikes
• Collaborations
• Visite de Français HOLLANDE à l’ENSTIB en 2017, celui-ci est impressionné par le vélo
In’Bô en bambou.
• Nouvelle gamme ciblée de lunettes
Présents sur les salons mondiaux de l’optique comme le salon SILMO à Paris, In’Bô vise
aujourd’hui une croissance de 40% à l’horizon 2020, une quinzaine de salariés et un chiffre
d’affaires de 1,5 millions d’euros. Des recrutements sont prévus, avec un investissement récent
de 200000€ en production notamment afin d’améliorer leur autonomie. Une diversification et
un développement de la gamme sont également au programme.

MOUSTACHE BIKES
CARD IDENTITY
Governance CYCLE ME Société par actions simplifiées, TANDEM EAG est la holding
Industry Industrie du bicycle
Origin Vosges (France)– juillet 2011
Size + 90 personnes
VRIN Model
Physical
resources
Financial
resources
Fonds propres, importantes capacité
d’endettement
Human
resources
Competences et experiences
complémentaire
Peu transferable
Technologic
ress.
Brevets, fort savoir-faire Peu tangible et peu
transférable
Organizational
ress.
imitable
Identified strategies
• Corporate strategies: Differentiation on environment-based options (market
penetration, product development, diversification, and market development) and on
resources-based options (adding value and distinctiveness: the atypical architecture of
the organization, reputation and high innovations)
• Business strategies: Hybrid strategy: Differentiation (technic AND marketing) and Focus
(electric bicycles)
• Development strategies: Prescriptive process, International business development,
Investments in R&D and in production facilities
Synthèse

Moustache Bikes is betting on a hybrid split differentiation + niche strategy. The differentiation
is as much about the technique (the characteristics of the products and the SAV) as about the
brand (notoriety, commitment). The company relies on innovation, local roots, brand and
differentiated product as a key success factor.
The motivation of the partners Gregory and Emmanuel are to open the cycling to the greatest
number, in an eco-responsible and contemporary approach, by means of an innovating and
modern product, associated with a young and dynamic branding. Finally, the desire to join and
boost the local fabric was strong for the partners, both from the Vosges.
Retranscription de l’Interview par Gregory SAND
Moustache Bikes est une aventure qui a débutée en 2011 à la suite de la rencontre de Greg et
Manu (Gregory SAND et Emmanuel ANTONOT), mis en relation par un expert-comptable en
commun. Travaillant sur le projet depuis un appartement, les deux associés sont tous deux
originaire des Vosges et y sont particulièrement attachés. Tous deux sont également passionnés
de cyclisme. Ayant la volonté d’entreprendre, et considérant que le vélo à assistance électrique
(ou VAE) ouvre la pratique du vélo au plus grand nombre, Greg et Manu créent Moustache Bikes
en juillet 2011, en référence aux guidons en forme de Moustaches.
Initialement basés à Rambervillers dans les Vosges, ils déménagent rapidement à Golbey (88), où
ils louent un bâtiment de l’agglomération. Celle-ci leur apporte une grande souplesse sur la
location du dit bâtiment : Moustache Bikes bénéficient initialement de 450m², puis un mois plus
tard, la ville leur loue 500m² de plus, et à l’été 2018 la production occupe 3500m². La ville n’a pas
cherché à louer le reste du bâtiment, et a permis à Moustache Bikes de se développer, lui évitant
ainsi de multiples déménagements. C’est durant l’été 2018 que Moustache Bikes déménage sa
production sur un espace plus grand.
Concernant le thème des aides et du financement, Greg et Manu n’ont bénéficiés que de petites
aides financières, de 4 à 15000€ maximum de la part de la région notamment. Mais les
démarches sont longues, fastidieuses et n’aboutissent pas toujours, pour des sommes
relativement faibles. L’entreprise était éligible aux aides de la French Tech, mais les démarches
ont pris beaucoup de temps et la lourdeur administrative était telle que quand ils ont pu
bénéficier de la French Tech, leur chiffre d’affaire venait de dépasser le plafond exigé par le label.
Greg a considéré que son métier n’était pas d’aller chercher des financements publics, mais bien
de produire des vélos, de développer les gammes et de vendre.

Les deux associés n’ont d’ailleurs pas souhaité ouvrir leur capital à d’éventuels investisseurs afin
de préserver leur indépendance.
Comptant aujourd’hui 90 employés, Moustache Bikes réalise près de la moitié de son chiffre
d’affaires à l’étranger (45%), en Europe et en Amérique du Nord. Ce n’est pas moins de 27000
vélos qui sont assemblés quotidiennement dans leur unité de production.
Moustache Bikes bénéficient de stratégies pour chacune des composantes de l’entreprise :
stratégie produit, stratégie marketing, stratégie financière et stratégies commerciales en France
et à l’export.
Leur cible initiale était les usagers urbains, avec une gamme portée sur la Mobilité et le City
tracking. Aujourd’hui la gamme Moustache Bikes couvrent l’intégralité des usages, tout en se
présentant comme un constructeur de cycles premium. L’objectif de leur gamme est d’amener
les non-usagers de cycles au cyclisme et à cette forme de mobilité douce grâce à l’apport de
l’assistance électrique.
Selon Gregory SAND, l’avantage concurrentiel de Moustache Bikes est la cohérence autour de la
marque :
• Marque innovante, dynamique
• Importants investissements en R&D, sur tous les éléments composants le vélo en incluant
la technologie.
• Une politique commerciale sélective : des magasins formés sur la gamme et les
spécificités Moustache Bikes, magasins qui sont de véritables ambassadeurs de la
marque.
• Une qualité de construction premium, des vélos assemblés individuellement, avec soin.
• Importance du SAV et du client
• Marque implantée localement, et qui souhaite le rester
La marque a également une manière marketing particulière pour communiquer avec son public
et sa cible : moderne, dynamique et transparente.
Dans les années à venir, Moustache Bikes va continuer d’innover, à travailler sur de nouvelles
familles de produits. Greg et Manu souhaitent continuer de développer leur production dans les
Vosges tout en développant leur présence et leurs ventes à l’international où le potentiel est fort.

PROJET NANCEIEN DE PEPINIERE CULTURELLE ET CREATIVE
Rencontre avec François Glet, en mars 2018, chargé de mission.
A Nancy, les anciens abattoirs seront reconvertis en un lieu dédié à la création et à l’innovation,
proche du pôle Lorraine Tech, à l’image du totem de l’écosystème numérique en chantier à Lyon
qui réhabilite lui aussi un ancien bâtiment industriel. Le site réhabilité officialisera la fin du
chantier Rives et Autre Canal, et se présente comme un véritable lieu de vie ouvert aux habitants,
à l’image du campus ARTEM.
Il y a en effet un besoin de rencontres, un besoin de moyens pour l’entreprenariat culturel et
innovant.
L’objectif de ce lieu et cette entité est de favoriser l’émergence de projets innovants
pluridisciplinaires, ceci en collaboration avec différentes entités Nancéiennes comme ARTEM ou
la French Tech. Le site se veut être un Hôtel de projets.
Le site sera une vitrine de l’aménagement de la ville de demain, avec un espace de détente et
coworking proche cœur de ville, avec différentes installations (paddock, poudrière, laboratoire
d’image, recyclothèque, cantine).
Le projet doit répondre à des besoins en hébergement, en rencontres et en matériel. Il a pour
but de proposer des modes économiques et développement différents (économie de la
réciprocité, recyclothèque, …).

Sensemaking as market driven innovation in Lorraine contemporary manufacturing industry

Sensemaking as market driven innovation in Lorraine contemporary manufacturing industry

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