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This article is a conceptual work on the congruence between the strategies chosen successfully by large companies in general and the implemented strategies by independent restaurant companies in the Swiss Lake of Geneva area. In order to follow the framework set up by Filser (2005), a preliminary study of the behavior and expectations of the Swiss consumer in the restaurant industry was carried out and synthesized in the introduction of the article. Initially, upon the examination of mana-gerial specificities of the Very Small Enterprises, the strategies were established. Subsequently, an inventory of the munificence of the immediate environment was established. Three categories of strategies regularly applied by the large diverse companies were selected : partnership, singularity strategy or “blue Ocean” and mass customization or differed differentiation. After an examination of the characteristics and implications of these strategic decisions on the enterprises, qualitative analysis was performed and the limits of the congruence for the Very Small Enterprises of these three strategies were determined. This stage necessitated the comparison of these three categories of strategies with the principal needs and expectations of the Swiss consumer, with the specificities of the independent restaurant companies and with the principal factors of the environment which influences the feasibility of implementing these three categories. A study of the recent application by large hotel companies such as Marriott or Accor using the same three categories of strategies should enable the validation of these theoretical results in the field within the next few months.

Keywords: Spécificités des TPE PME, Restauration artisanale, Comportement et attentes du consommateur suisse, Partenariat, Stratégie de singularité, « Océan bleu », Différenciation différée

The small and smaller business firms are using specific methods for market research and market development. The specificity is linked with the nature of the entrepreneur, with the environmental features (vulnerability, dépendance, agressivity), with the choice of products and markets. It mainly appears that the SBF has a trade activity based upon the personnal relations of the manager with the customers. The use of marketing mix is unexistant. This paper is inspired by the observation of 37 SBF in 3 different French areas.

This article aims to understand how the use of digital technology and of social media can constitute a new communication tool for heritage site managers and tourism stakeholders. We examined the strategies of tourism actors and professionals, and questioned their uses, practices, and the way they envision the relations to be established with “tourists-consumers.” How can the role of the tourist in the tourist experience be reconsidered through social networks? During this exploratory and qualitative research conducted with stakeholders in the city of Naples, through semi-directive interviews and the analysis of reviews posted on the Internet by visitors to these three sites, three main elements appeared: the diversity of postures and uses, the emergence of discursive marketing enabling stakeholders to refine or even co-construct the proposed offer, and the new role attributed to tourists beyond the usual dyadic relationship tourist actor/visitor.

Keywords: tourism, social media, alternative tourism, social network analysis, tourism experience, co-creation., tourisme, réseaux sociaux, tourisme alternatif, expérience touristique, analyse des réseaux sociaux, co-création.

This study uses the absorptive capacity framework of Zahra and George (2002) to explain how exporting SMEs can achieve higher international financial performance. Based on the survey of 107 SMEs from the steel industry, results show that the impact of export knowledge processing on international financial performance is indirect, depending on the organizational process devoted to export knowledge absorption. The acquisition and assimilation of export knowledge have a direct influence on the export responsiveness capacity of SMEs, which ultimately allows them to derive higher turnover rates and profits from foreign market operations.

Keywords: la capacité d'absorption, gestion de la connaissance à l'export, performance internationale financière des PME, absorptive capacity, export knowledge management, international financial performance of SMEs, capacidad de absorción, gestión del conocimiento de la exportación, realización financiera internacional de las PYME

According to the author, the concurrençai advantages are, theoretically, determined by 5 groups of variables (= external and internal firm conditions) which are : industry features, internal firm resources, wanted goals, the personality of the strategic responsibles and the products / Market strategies. In 1985, a study was made in 8 European countries, among 1135 firms of small and middle scale and coming from three different sectors (Clothing, Agricultural and Food industries, and Electronics). That study showed that companies of small and middle scale use six factors to work out concurrential advantages on markets. These factors are the following ones : skill and fame, marketing potentiality, service and technological skill, financial conditions, creativity and products differentiation and low costs and policy prices. The first factor, that is to say skill and fame, includes the items which can be considered as main factors. The significance of the 5 other factors and their respective elements changes much more according to external and internal firm conditions.

Qui n'aime pas l'idée d'automatiser des tâches routinières, telles que la visite à l'épicerie? Qui ne veut pas recevoir des offres promotionnelles taillées de façon impressionnante selon son profil de consommation? Qui ne veut pas obtenir de l'information supplémentaire sur les produits sans subir de la pression par le personnel des ventes? Tout cela et bien d'avantage est possible avec la technologie ubiquitaire utilisée en marketing contemporain, tel que le marketing interactif et le marketing de proximité. Grâce à cette technologie, à savoir, l'identification par la fréquence radio (RFID) et beacons pour n'en nommer que deux, l'entreprise établit une nouvelle relation avec le consommateur. L'entreprise peut cueillir une multitude de données reliées à l'historique d'achats et de préférences du consommateur. La technologie ubiquitaire augmente la …