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The distinction among groups within the “SME” category assumes that the enterprises forming these groups have a certain number of common characterizing features.From this perspective and within the framework of this study, we investigate the following issue : within the group of medium-sized businesses, can we iden-tify homogenous types of behaviour in the marketing approach, or do we rather encounter differentiated types of behaviour ? In this paper, we answer that question in relation to two major variables, i.e. the respective influence of enterprise size and profile on observed marketing practices. With respect to size, a minor level of influence can be seen in the informational approach of medium-sized enterprises. In this area, differentiated types of behaviour can be observed, particularly with respect to the level of attention devoted to competitors. The larger firms in this category have a more articulated informational approach than their smaller counterparts. Since this finding is related to the impact of enterprise profile on observed behaviours, this feature clearly differentiates among sub-groups of medium-sized enterprises.

Keywords: Moyennes entreprises, Marketing, Positionnement, Segmentation, Information commerciale, Profils, Tailles, Concurrence

Entrepreneurial autonomy is a major feature of franchise networks that can conflict with the need for integration in an omnichannel marketing strategy. This article relies on practice theory to investigate franchisors' approaches to build omnichannel integration with franchisees. Multi-informant case studies in seven franchise networks highlighted three integration styles that are characterized by an increasing level of autonomy granted to franchisees: a directive style, based on a strong centralization of omnichannel choices and integration by the minimization of franchisees' autonomy; a collaborative style, based on omnichannel coconstruction with the franchisees and integration through its local appropriation; and an empowerment style, based on the empowerment of franchisees over omnichannel choices and trust-based integration.

Keywords: Omnicanalité, Qualité de l'intégration, Autonomie entrepreneuriale, Franchise, Théorie des pratiques, Omnichannel, Integration quality, Entrepreneurial autonomy, Franchise, Practice theory, Omnicanalidad, Calidad de la integración, Autonomía empresarial, Franquicia, Teoría de prácticas

Recent developments have led the governments of Canada to negotiate intergovernmental agreements lowering interprovincial trade barriers. Those agreements include a new element; a dispute settlement mechanism. The dispute settlement mechanism included in the recently concluded Beer Marketing Agreement was inspired by that found in the General Agreement on Tariffs and Trade. This article conducts a comparative analysis of these dispute settlement mechanisms and recommends, on the basis of the international model's experience, refining the process in the Beer Marketing Agreement to ensure an effective dispute settlement mechanism.

International success is closely linked to market knowledge. Small and medium-sized export firms are particularly aware of this problem: their need for information is important due to geographically dispersed markets, when their information systems are very often little formalized, little sophisticated and quickly overloaded. Temptation for a normative speech is then high and a system of management and information system based on recommendations from computer analysis is often implemented.Our problematic is an international performance based on conditions of market information analysis. This article presents a research work describing the informational behavior of medium-sized enterprises which aim at an international development more or less intense.A survey has been achieved, with a methodology based on descriptive methods to highlight features of informational behavior of medium-sized exporters.Two categories of results, stemming from two methodological phases, emerge from this survey:a difference of behavior for information management exists between the few exporter enterprises and the more important ones;beyond a dichotomous appraisal focusing only on the studied sector as exporting more or less than average, it turns out that certain effective enterprises rigourously develop their information resource whereas others prefer to exploit the relational qualities specific to SME's in order to retrieve information and allow anticipation.The conclusion orients the reader toward the validation of the importance of information marketing systems in the SME's but also toward the importance of SME's specificities to unknot the informational paradox evoked in introduction.

Keywords: PME, Information, Développement international

While the low-cost constitutes a market segment well established in BtoC, its development remains more restricted in BtoB. However, its progression in the recent years confirms an increasing interest from both providers and firm's clients for this type of offers simplified at a low price. Especially, the study of low-costers' strategies and the analysis of demand indicate a target primarily concerned by these offers : the SMEs. In this context, this article aims to better appreciate the attractiveness of the low-cost offers from the point of view of SMEs. For that purpose, the approach of the perceived value is mobilized. Following an exploratory qualitative research conducted with twenty-eight SMEs, it must be noted that beyond the degradation of the perceived quality, other potential sources of valuable destruction can exist (emotional, ethical and relational values). Moreover, the sources of value creation go beyond the only perceived monetary gains and concern also the social profits and the perceived non-monetary aspects related to offer. The different effects of the low-cost on the perceived value can be explained by the diversity of stakeholders impacted by the consequences of the purchase, and both by the characteristics of the low-cost offer and those of the buying and consumption context.

Keywords: Low-cost, PME, Valeur perçue, Marché interentreprises, Low-cost, SME, Perceived value, BtoB, Low-cost, PyME, Valor percibido, Mercado de los profesionales