Business Management Danone

strain MANAGEMENT - CONTENTS PAGE introduction3 literature review4 deb star analysis4 external f wreakors4 organisational structures5 hofstedes theory5 ethnic elements5 motivation6 danones analysis7 I- strategical analysis7 1- DANONEs industry7 2- swot analysis8 3- exploring parvenue opport unit of measurementies 11 II- organisational analysis12 1- external accompanimentors12 2- DANONEs organizational strucure13 3- substructure beas stopping point imp procedure15 DANONEs motivational system16 conclusion and recomm devastationations 18 bibliography19 appendices21 - INTRODUCTION We brinytain chosen the assort DANONE because it is a manhood-famous leading cut aggroup, which is a serious deal recognised for its guidance attractership. DANONE is a fodder- w bes multi topic gage found in genus Paris. It is the institution leader in fresh dairy harvestings, 2nd in bottled piss and baby fare and European leader in clinical nutrition. moving in Management Study G uideBeing a leader in these 4 segments corresponding to the heavy trends of custom and deriving more than than 50% of its unit of ammunition all oer from maturation countries use up helped the root to secure a 6,9 % exploitation in 2010 diethylstilbestrolpite the bring turn of origination economy. It is obvious that to be able to be boffo on these mellowedly competitive markets, a anyiance owes to apply a computable strategy. The group is alike supported by an pithive communication and by a rigid involvement in search and development where they spend 1% of their planetary turn over.But above every(prenominal) these, with its fast development in emerging countries a straightforward deal with and through joint ventures and its cast off in 2007 of 40% of its activities from biscuits to baby and clinical food, what has been detailed to insure its success through these drastic changes has been the dole outment of the group under the truehearted leading of F ranck Riboud who succeeded, as chairman and CEO of DANONE, to his military chaplain Antoine in 1996.Through this study, we sh any bespeak how DANONE possesses a real identity very f completely in in its management and organization and that this cultural model, initiated since the previous(predicate) 70s by Antoine Riboud and enhanced by rough Riboud, has been key to the grouping success. - LITERATURE round off * SWOT analysis A strategic cooking tool that relegate ons external and privileged detailors and is utilized by personal line of credites and different organizations to ensure that there is a brighten objective defined for the project or venture, and that only factors related to the effort positive and negative atomic count 18 identified and addressed. (Tatum, 2010) The SWOTs process involves quaternity atomic number 18as of consideration * Strengths characteristics of the business or team that set in it an advantage over another(prenominal)s in the in dustry. * Weaknesses are characteristics that seat the firm at a disadvantage congress to others. * Opportunities external chances to make greater sales or profits in the environs. * Threats external elements in the environment that could cause trouble for the business. Identification of SWOTs is essential because later(prenominal) steps in the process of planning for accomplishment of the selected objective whitethorn be derived from the SWOTs. External factors fit in to David Buchanan and Andrzej Huczynski (fifth edition), external factors of a business organization include * Macro-environment factors (PESTLE analysis) identifying the political, Economic, Social, expert, Legal and Ecological factors affecting an organization. * Micro-environment factors (Porters quintuplet Forces) * Competitive rivalry * Threat of bleak incoming * Buyer power * Threat of substitution * provider power * organizational structuresBased again on David Buchanan and Andrzej Huczynski (5th e dition), organizational structure is The format system of task and coverage relationships that controls, coordinates and triggers employees so that they work together to achieve organizational goals. The purpose of organization structure is, first, to divide up organizational activities and allocate them to sub-units and, second, to co-ordinate and control theses activities so that they achieve the aims of the organization. * Hofstedes TheoryYou back learn as well Portfolio Management QuizzesHofstedes research gives us insights into other civilizations so that we backside be more effective when interacting with people in other countries. As it was clearly defined at Alan Godsaves chew out (2011), Hofestedes cultural dimensions are * Individualism sight look after selves and immediate family only. * maleness predominate companionable entertains are success, money, and things. * Power quad Less powerful members accept that power is distri saveed unequally. * doubtfulnes s revokeance people feel menaceened by ambiguous situations create beliefs/institutions to avoid such situations. * cadence and Relationship dimensions. Cultural Elements harmonize to Bauer and Erdogan (2009) Culture can be understood in hurt of vii different culture dimensions, depending on what is to the gamyest degree indexful within the organization. For example, innovative cultures are flexible and adaptable, and they experiment with new ideas, while stable cultures are predictable, rule-oriented, and bureaucratic. smashed cultures can be an asset or a liability for an organization plainly can be challenging to change. Organizations whitethorn do subcultures and countercultures, which can be challenging to manage. Culture dimensions (the organization culture profile) innovative * Aggressive * Outcome-oriented * Stable * People-oriented * Team-oriented * Detail-oriented * motif The cognitive, decision-making process through which goal-directed behaviour is initia ted, energized, and directed and primary(prenominal)tained. (David Buchanan and Andrzej Huczynski, 5th edition) Motivation can be regarded as a great concept, which includes preferences for recessicular outcomes, strength of effort (half-hearted or en thuslyiastic) and diligence (in the face of barriers). These are the factors that we set about to understand in order to explain our motivation and behaviour.These are the factors that a manager has to appreciate in order to motivate employees to behave in organizationally desirable focal points. - abridgment I STRATEGIC ANALYSIS 1 DANONES INDUSTRY History, according to DANONE authorized website, www. danone. fr The pilot federation bearing the corporal look up was founded in 1919 by Isaac Carasso in Barcelona (Spain) as a down in the mouth factory producing yoghurt initially sell in Pharmacy. The factory was material bodyd Danone, a Catalan diminutive of the name of his first son. Ten years later, the first French fact ory was built.Also you can readBusiness Ethics ComprisesIn 1967, Danone merged with Gervais, the leading fresh cease manufacturer in France and became Gervais Danone. Another branch of Group Danone descended from industrial glassmaker BSN, which was founded by the family of Antoine Riboud. He transformed BSN into one of Europes leading food groups in the 1970s through a series of acquisitions and mergers, including the 1973 merger with Gervais Danone. The acquisitions initially took the frame of vertical consolidation, acquiring brewer Kronenbourg and Evian mineral water that were the glassmakers largest customers. In 1973, the telephoner merged with Gervais Danone and began to expand internationally.In 1979, the club aban through with(p)d glassmaking. In 1987, Gervais Danone acquired European biscuit manufacturing business General Biscuit, owners of the LU brand, and, in 1989, it bought out the European biscuit operations of Nabisco. In 1994, BSN changed its name to Groupe D anone, adopting the name of the groups best-known international brand. Franck Riboud succeeded his father, Antoine, as the companys chairman and CEO in 1996. Under Riboud junior, the company continued to pursue its concentrate on three roughly product groups (dairy, beverages, and cereals) and divested itself of several activities, which had become non-core.From 1999 to 2006, the group change its glass-containers business, its European and Chinese beer activities, its Italian cheese and perfume businesses, and its sauces business. Despite these divestitures, Danone continues to expand internationally in its 3 core business units, emphasising wellness and well-being products. In July 2007, it was announced that Danone had reached agreement with Kraft to sell its biscuits incision, including the LU and Prince brands. Also in July 2007 Danone bought the Dutch baby food and clinical nutrition company Numico creating the do mains second largest manufacturer of baby food.Facts 201 0 Sales 17 080 million euros in operation(p) profit 2 578 million euros. Employees 101 000 Factories 159 land Ranking in the food industry 5th CAC 40 (Paris stock deputize) siteing in capitalization 9th Activities, Brands (DANONE official data and information, available at www. danone. com) unfermented dairy products with 20 % of the demesnely concern market (35 % in genuine countries) and a presence in active forty countries, Danone is the leader on this market. This activity, representing 57 % of the derangement of the Group, save an increase of 6,5 % in 2010.The strategy of the Group within the origination market of the dairy products is to bend on innovations products centred on helping your health and on local adaptation of its brands. Main brands Danone, first terra firma mark with Danone, Actimel, Activia, Danonino (Small Gervais in Fruits), Vitalinea (Taillefine, Vitasnella or Ser in some countries), Danacol, Gervita and Dany. Packaged waters This activity , representing 17 % of the turnover of the Group, enter an increase of 5,3 % in 2010. Main brands Evian (world 1st bottled water), Volvic, Aqua, Bonafont and example Vella Baby food This activity, representing 20 % of the turnover of the Group, recorded an increase of 8,9 % in 2010. Main brands Bledina, Gallia, Nutricia, Nutrini, Milupa, Cow&Gate, Bebiko. clinical nutrition this last pole, representing 6% of the turnover, recorded a 9% increase in 2010. Main brands Nutricia, fortimel, Nutrison http//danone10. danone. com/vignettes/fr/html_danone10/docs/Principaux_indicateurs_2010_FR. pdf 2 SWOT ANALYSIS * INTERNAL * STRENGTHS furtherance * A brand more than a company Legitimacy to confab its products. * Master in trade (copied by Unilever and Nestle). Take advantage of a strong image as specialist of food with health connotation. The group strengthen its scientific credibleness by clinical studies (DANONE institute). * Derive World fame, thanks to Evian, the world famous bra nd of water. Price * Capacity to impose its prices thanks to its notoriety and its image. * Possibility of imposing high prices with regard to the market health connotation. Distribution fame Allows a referencing in all distribution channels. The calibration / globalization of its products allows to answer at universal needs, optimizing their global distribution. Margin of authorized negotiation market portion out and spectacular notoriety. Model geographically well fit with half of the turnover in emerging countries, 10% in the USA and the rest in western Europe. Possibility of self-financing in the case of new subsidiaries master(prenominal) financial capacities. fruit * Strong capacities of innovation all over the world. * Adaptation to foreign consumer habits. * Benefit from an minute mastering of its businesses specificity know how to make. * Have at the corresponding time a portfolio of international brands and very vigorous local positions. Strong trust and l oyalty of the consumers to products (due to the whole step control). Organization * Benefit from a healthy financial structure and a good level of interior produce. * Unique flexible decentralised organisation * The most(prenominal) powerful food Group in the welkin of the health. * Intensification of the strategy of growth. * Have competitive advantages (brands, distribution network) comical in 2 businesses (Water, Dairy products). * WEAKNESSES Promotion * Sued for lead advertising. Price * subjoin of the level of the prices due to high equal price of raw packaging materials.Place * The insurance policy of standardization of products makes probablely difficult fetching into accounting the sociocultural differences or the taste differences of the sundry(a) populations. Product * The policy of standardization is a barrier to stick out to it adjustments produced according to the evolutions of markets or the changes of trend. * The globalization is a bar to take into a ccount the strategies of differentiations of the competitors, in destinyicular at the level of a specific country. * The brands are the main asset of the company.Organization * DANONEs model may be difficult to be accepted over corporate culture and differences of management in various countries. * Difficulties to immix exogenous elements into its culture. * EXTERNAL * OPPORTUNITIES Offer Opportunities of external growth through Potential foreign partners seduced by * The admiration and the conservation of the partners corporate culture * The understanding of his culture before a overture of common projects * The cultural footbridges in favour of ideas and association share-out. The quality of the industrial and marketing know-how facilitate the co-branding with the other brands on the other markets. Demand Expanding market (convenience goods). A large number of countries remain to be born-again to fresh dairy products as well as bottled water (developing countries). Even in times of crisis the most basic needs of consumers is food. Influences * Healthy food became a major cognitive content and is widely followed and supported by the consumers and the legislation (preventive campaigns against the obesity). * THREATS Offer * Strong direct arguing by hard discounters and store brands. Strong disputation in the field of the water PepsiCo (Aquafina) and Nestle (Perrier). * inflationary environment of dairy products. * Increasing Costs of the communications often involving to part from certain brands. * Anchored in a very competitive system link to the working out of its market. Demand * Versatility of the command linked to the diversity of the invite on the food market. Influences * organisational campaigns concerning the health potential problem of excessive consumption of fresh dairy product. 3 EXPLORING NEW OPPORTUNITIES * According to le Figaro website (www. efigaro. fr), since imposing 2011 DANONE is experimenting its own fast food restaura nt and corners in France under the name Danone bar to sale yogurts. If it works the model could be duplicated first in various cities in France and then major cities in other countries where the dairy product are consumed essentially at blank space and not outside. (Please, see picture N2) * Based on web and luxe website (www. webandluxe. com), Evian is alike experimenting home delivery in Paris, based on the fact that some customers are reluctant to acquire themselves bottle water packs because of their weight.If it works this idea could also be duplicated in major cities. Furthermore Evian claims that it pass on help with its blow print as these deliveries are do with electrical cars. * Evian has also opened a new website, (www. myevian. com), were customers can get customized bottles with their name or a specific date/event grave with laser on the bottle. (Please, see picture N3) * Savia, a new range of soy-based milk and yogurts, made its debut in southern Europe in 200 9, and in France Taillefine, the brand that invented light dairy products, launched a new line of fruit desserts in partnership with Andros, a leading fruit processor. www. danone. fr) II organizational ANALYSIS 1 EXTERNAL FACTORS * PESTEL ANALYSIS We redacted this part of the work based on external factorsliterrature review. * Political factors. Up to now there are 4 types of political factors potentially affecting Danone * The Danone Amendment that the french judicature passed in 2005 to protect the group and its minority shareholders from a rumoured take over by PepsiCo * The potential threat of an increase in customs taxes betwixt Europe, Asia (most of all china), and NAFTA due to the world economic crisis. Increased Government campaign for public health against obesity get out be likely to increase the group sales. * dislodge in the European Union agricultural subsidies allow for affect strongly the milk producers thus having a strong impact on the European business of Danone. * Economic factors. * Rate of swop of Euro versus Yuan and clam may play a role in the sales of European made products elsewhere but through joint ventures in a number of countries, this risk/opportunity is downsized for the group. * General slow down of world economy but so distant the group has a growth higher than the world average. Increased demand of better food product in Asia, India and Brazil with the average standard of financial backing increasing have a positive impact. * Increase price of raw materials, due to tightening of proviso vs. demand, such as plastic, will have a strong impact on packaging speak towhich represents a significant part of the product cost in bottled water the growth of water revenues in 2010 was lower than the growth in quantities because of this factor. * Social factors. * eject for Africa the world population is ageing, this will have a potential positive impact on the demand for healthy food (activia and in the richest countries for clinical food but it twill impact adversely the child food segment. * On the want run this may also have an impact on the work oblige but for the following decade Danone work force is comparatively young. * Increased awareness of the population of all ages to the positive or negative health effect of food. * Increased demand for fair trade may increase the price Danone has to pay to milk producer in non-or poorly regulated areas like Africa. * Technological factors New biotechnologies, molecules or proteines may increase the credibility and effectiveness of cosmetic and health food thus giving an edge to Danone which has focussed its strategy on these segment since much more time than its main competitors and have the research facilities to do so. * Environmental factors * The emergence scarcity of good drinkable water may increase the sales of the water division, as it has already been the case in some countries like Spain. great requirements for recycling of plastic pack aging and lowering carbon print may lead to the need of a change in Danones packaging and distribution.They have already thought about it through home delivery of water and reutilisation of empty bottle as mentioned before. * Legal factors * The recent case of Danone being sued for misleading advertising on the supposed health realize of some of its products (Actimel) may have further implications and force it to change substantially its line of communication. 2 DANONES ORGANIZATIONAL STRUCTURE A structure is all the functions and the relations determining positively the missions and the functions which every unit of the organization has to achieve and the modes of collaboration between these units (STRATEGOR, 1993) hierarchy organisation Danone organization is built in a way to increase flexibility and efficiency, optimize integration of employees in the group and facilitate functional, geographical and cultural synergies. It is basically a division type organization. (Plea se, see picture 4) In the classification of international groups introduced by Howard Perlmutter, Danone is a geocentric firm An equal sharing of power and responsibility between headquarters and foot soldier senior management promoted according to ability instead than nationality subsidiaries that share worldwide objectives with managers focusing beyond national market interests.In Danone the benefits of cultural diversity, such as companionship of local customers and business practices, are harnessed for the good of the firm as a whole. Local divisions must(prenominal) identify aspects of diversity that are most important to them and their operations and take the lead in expressing and managing these differences. Discussion, interaction, cross-divisional teamwork and trouble rotation, support, awareness, and understanding go alongside training programs, spoken language courses, and cultural assimilation.It is typically a think globally, act locally company. * DANONES LOCATIO N IN accordance of rights WITH HOFSTEDES THEORY * Individualism This dimension is sure medium-low in Danone. People are expected to do cross-divisional teamwork and loyalty to the group rather than individuals is highly valued. In return each division and functions know that they can count on the others when facing a problem. * Masculinity This is a dimension were the cultural aspect of France and Danones CEO personalities have plaid an important part in Danones culture.The score of France and in widely distributed Latin countries is not very high. Furthermore the fact that an important part of the business is now done in developing countries where this dimension is low have reinforced this aspect. So we would say that Danone is sure more feminine. This could explain also that so farthermost the US is not one of Danones main markets because of its strong masculinity cultural component. * Power outstrip Like most international group with a divisional type organization, power di stance is relatively low to medium.Inequalities among people will tend to be minimised, decentralisation of activities is important, subordinates expect to be consulted by superiors, and privileges and spot symbols are less evident. However it is also * precariousness evasion Being a group relations with the food market, the standardization of products, brands, common values world wide are a way to avoid as much as possible uncertainty. On the other peck the Group has to adapt for good to external elements as we will see in the Pestel analysis so from our point of view, uncertainty avoidance dimension is medium to high. Time and Relationship dimensions. According to brusk Riboud and Myriam Cohen-Welgryn (2011), Danone is looking at the long term A company cannot succeed in the long run if it turns its back on the society it is a part of, if it only looks to its short-term economic gain. . Their strategic move in 2007 when they sold the world N 2 biscuit division in exchange o f infant and clinical food brand is certainly a proof of that. On the other hand Danone is a company strongly engaged in the immediate social wellness of its employee and countries where they have factories.All this cultural and strategic aspect of the Group was well summarized by Antoine Riboud in the 90s The most boffo companies are the ones who think simultaneously about the proficient change, the contents of the work and the change of the internal social bondions in the company. 3 HOME COUNTRYS culture IMPACT * DETERMINING ELEMENTS OF DANONES CULTURE First of all DANONE is a multinational group which wants to share and transmit it own values in all countries where its implanted. Based on DANONE official website (www. danone. om), DANONE has four important values that have to be passed on through their products and their committednesss all over the world * The openness this value includes various notions such as the open-mindedness, the curiosity and valuing diversity. * Th e enthusiasm It symbolizes the desire and capacity to take risks and explore new, not to mention the conviction to spend oneself and to take some pleasure by working. * The humanism DANONE wants to accentuate the fact that the group pays attention to the guard of people and products. Likewise it is environmentally friendly. * The proximity The group pay attention to their customers.Indeed its essential for DANONE to be tuned into the expectations but also the complaints of these customers. In addition as DANONE is a French company there are other values, which come from its home countrys culture First the idea to have a well-balanced diet by eating products of good qualities and with good taste is an important cultural subject for a large number of Frenchs. There is a growing awareness that a bad diet has direct consequences on peoples health, but also major economic consequences in terms of public health costs. Second French have a big craze for the environmentally policy.Indeed since a few years the sustainable development and the ecology are very present notions in the look of everyone. So DANONE tries to convey these same notions through their products as well as within their advertisements all over the world. All these notions are at the core of DANONEs mission. * CULTURE IMPACT ON EACH opposite The four core values and the French trance described here above are a frame in which the team of each division and each country where DANONE is present, have to adapt taking into consideration to their own cultural specificity as mentioned before.In fact it is perfectly in line with the openness value so the model is not rigid. When DANONE wants to open a new market in a country which culture is quite different from its own, they usually do so by incorporating joint venture with strong national partners like they did in Russia (10% of their sales in 2010) or China. The only core value, which they consider as non-negotiable, is humanism. So DANONE is typicall y a think globally, act locally company. 4 DANONES MOTIVATIONAL SYSTEM * COMPANYS MOTIVATIONAL ELEMENTSWe know that a growing gap between the aspiration of the employees and the practices of companies is acknowledgment of additional costs and loss of performance. That is why, to DANONE, the motivation of the employees is an dictatorial condition of the companys growth. The group DANONE often insists on the need of permanent growth to deal its leaders place on the market. This growth requires consistently an bang-up performance, which supposes that the company can lean on act employees. Consequently, DANONE insure on a regular buttocks that the 3 main conditions for optimum employees commitment are fulfilled The company is in set with its culture and its values He is proud to go to a leading group He is certain that his employer assumes the development of his skills. To strengthen the motivation of the employees and their commitment, the group DANONE tries to establish, on a regular basis, a correlation between the practices of management and the growth of the units. To do it, regular questionnaires are submitted to the managers and DANONE, from time to time, widen these survey to its thousands employees. More concretely the group DANONE insists more particularly on the impropriety and the sharing between employees We rely on the liberty of management of our subsidiaries and what we call the networking attitude. It means that, when an employee meets a problem, he has to have the reflex not to turn approximately towards his boss, but rather to exchange with his counterpart, wherever he turns out to be in the world, to find the solution. We risky a series of tools to share the knowledge and exchange good practises for the specialists of every domain (finances, human resources, industry, marketers). (Franck Mougins interview, 2006, available at www. lexpress. fr) ORGANIZATIONAL STRUCTURES EFFICIENCY Since 2002 DANONEs HR, supported by Frank Riboud, has developed several tools to increase efficiency of the organization, based on the fact that they are too small(a) compared with their competitors Nestle or PepsiCo to reinvent the wheel. So they have started knowledge marketplaces and sharing networksto help employees connect with each other and share good practices horizontally rather than relying on hierarchical lines of communication. In 10 years DANONE employees shared almost 1000 good practices with colleagues.The Networking Attitude had made practical information loving to about 70% of the more than 9,000 DANONE managers roughly the world. vanquish of all these programs, which are conducted within the timeframe of more formal meetings, incurred very little cost and were considered highly prospering by 90 % of general managers, according to an internal survey. The HR top management worked also on co-building events where employees from different units within DANONE networked with the goal of creating new practices or p roducts rather than sharing existing ones. http//www. duperrin. com/2008/04/21/comment-danone-fait-de-sa-culture-un-levier-de-performance/) These programs didnt fit in so easily. They required a great deal of energy and preparation from HR and took time to be accepted in some part of the world where discussing serious business issue with lower rank colleagues or wearing costumes- as it was recommended during marketplace events- was foreign to local culture. Despite these first reluctances it does work and the most obvious result is that DANONE start launching new products 3 times faster than its competitors. Franck MOUGIN Benedikt BENENAT/avril 2005/ Danone se raconte des histoires, une version latine du knowledge management/http//www. ecole. org) - CONCLUSION AND RECOMMENDATIONS Frank Riboud, CEO Danone said At Danone we dont talk about strategy, we react to the context around us. For me, its like a Lego box that you buy for your children. They start to play, trying to find a wa y to build the image on the Lego box. At the end of the day, they give up, throw out the box, and put the pieces away. The next weekend you put all the Lego pieces on the storey and then the strategy starts.They try to imagine something. not what was on the box, but what they have in their heads. That is strategy at Danone for me Its Lego. (Harvard business school, 2008) Since he took over in 1996, he did three very briskness things. First, he directed to companys focus towards health and nutrition. Second, he turned a occidental European company into an international organization with operations worldwide. And third, he changed how the organization was managed. He created the expression jeu de jambe, or footwork, which perfectly describes Danones approach to dealing with legion(predicate) issues in a flexible way.With its focus on nutrition and promoting health through four product divisions, Danone appeared to have a clear strategy for the new century. As CEO, Ribouds larger vision increase beyond ordinary customer segments to include promoting health to people throughout the world. In 2011 he acknowledges his fathers, Antoine, vision when he said in 1972 in front of a number of CEO of the biggest French companies Conduisons nos entreprises autant avec le coeur quavec la tete et noublions pas que si les ressources denergie de la Terre ont des limites, celles de lhomme sont infinies sil se sent motive. Lets manage our companies as much with our heart as with our mind and lets not forget that if earth resources are limited, the mans one are infinite if he feels motivated. We believe that Antoine and Frank Riboud leadership and vision and their unique management way have leaded the Group to its success. - BIBLIOGRAPHY Books David Buchanan and Andrzej Huczynski (2004) Organizational Behaviour. (5th Ed. ) FT assimilator Hall. D. Buchanan A. Huczynski (2010) Organizational Behaviour. 7th Ed. ) FT Prentice Hall. Bauer and Erdogan (2009) Organizational B ehaviour. FT Paperback. Internet sources (International and French sources) Tatum, M. (2010). What is SWOT summary? Available at http//www. wisegeek. com/what-is-swot-analysis. htm (Accessed 10 November 2011) DANONE (2011). Our company. Available at http//www. danone. com/en/company/introduction. html (Accessed 10 November 2011) Groupe DANONE (2011). historical background. Available at http//en. wikipedia. org/wiki/Groupe_Danone (Accessed 10 November 2011) LEcole de Paris du management (2005) Danone se raconte des histoires, une version latine du noesis management Franck Mougin interview. Available at http//ecole. org/seminaires/FS1/SEM190/VA010405. pdf/view (Accessed 12 November 2011) LEXPRESS. fr (2006). Donner du sens au travail. Available at http//www. lexpress. fr/emploi-carriere/laquo-donner-du-sens-au-travail-raquo_479442. html (Accessed 15 November 2011) LEFIGARO. fr Economie (2011). Danone sessaie au bar a yaourt. Available at http//www. lefigaro. r/societes/2011 /07/14/04015-20110714ARTFIG00454-danone-s-essaie-a-la-restauration-rapide. php (Accessed 13 November 2011) Le ledger du Net (2010). DANONE. Available at http//www. journaldunet. com/danone/ (Accessed 13 November 2011) entanglement & Luxe digital luxury magazine (2010). Myevian. com la personalisation est aussi chez Evian. Available at http//www. webandluxe. com/08/2010/myevian-com-la-personnalisation-est-aussi-chez-evian/ (Accessed 13 November 2011) Bloc-Notes de Bertrand Duperrin (2008). Comment DANONE fait de sa culture un levier de performance.Available at http//www. duperrin. com/2008/04/21/comment-danone-fait-de-sa-culture-un-levier-de-performance/ (Accessed 14 November 2011) - APPENDICES Picture 1 The first yogurt Danone with a porcelain package sold in chemists in 1928 (Available at http//tourisme. bienpublic. com/90-ans-de-Danone-les-8-yaourts-qui. html) Picture 2 The first Danone bar opened in heroic 2011 in a shopping mall advance Paris. (Available at http//www. le figaro. fr/societes/2011/07/14/04015-20110714ARTFIG00454-danone-s