La construction de la croissance des PME au Maroc

Bentaleb, Chafik; Louitri, Abdenbi

doi:10.3917/mav.043.0077

Cited by 5 publications

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“…Conglomerate integration is particularly present in cross-border transactions with a Moroccan target, unlike cross-border transactions with a Moroccan buyer, where this is rare. (Bentaleb and Louitri, 2011;Tunyi and Ntim, 2016). M&A by large companies were few, even though this type of business is more transparent, particularly in the case of listed companies.…”

Section: Manda In Morocco Between 1990 and 2018 Overview Of Manda In ...mentioning

confidence: 99%

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Mergers and acquisitions in Morocco: reality and perspectives

Ibrahimi¹,

Liassini

2021

IJOEM

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PurposeThe purpose of this article is to address certain gaps and contribute to enriching the literature on mergers and acquisitions (M&A) in Africa; describe the phenomenon taking into account the particularity of the country; address recommendations to public policies and investors and make this article a ground-breaking article on research into the phenomenon of the M&A market in North Africa.Design/methodology/approachWith description and an exploratory intention, the authors develop phenomenon driven research. As appropriate phenomenon driven research, the authors focus on characteristics of Moroccan M&A market. The authors use scientific investigation to provide descriptions and explanations of the phenomena in order to add a new perspective to the M&A literature in North African region. The authors work on the particularity of companies in Morocco, typology of M&A, geographic areas, socio-economic indicators, trade agreements, politics and culture.FindingsUnderstand that the phenomenon of domestic M&A is a phenomenon of big cities and knows the participation of small and medium enterprises. The political variable, the trade agreements and the socio-economic weight of the countries influence the cross-border M&A in to out. Sharing a border and common culture has no impact on cross-border M&A but the history of colonization has an impact.Research limitations/implicationsThe scientific contribution is first an extension of the neoclassical theory on the initiation of M&A operations. Throughout these 29 years of history, the existence of external shocks such as regulations has influenced the activity of M&A operations. Privatization, partial opening of sectors to foreign investment tax incentives have contributed to the realization of M&A operations.Practical implicationsThis paper also has an economic and practical contribution, as it informs about the absence of M&A operation in the agriculture and agri-food sector in Sub-Saharan Africa. This region recognizes a food shortage that will increase by 70–100% between 2010 and 2050 with a strong population growth. The authors also note that regulations, royal directives, influence the activity and geographic choices of M&A. The political variable remains decisive for the cross-border M&A activity between Morocco and Algeria, but encourages acquisitions in countries in West and Central Africa.Originality/valueM&A research in Africa is poor and suffers from several shortcomings; these barriers push researchers to produce fewer papers on this phenomenon. Through data collection, description and explanation, the authors tried to produce a paper focusing on the M&A phenomenon in a country in North Africa. To the authors’ knowledge, no article has dealt with this phenomenon in this country which is known for its strong M&A activity.

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Section: Manda In Morocco Between 1990 and 2018 Overview Of Manda In ...mentioning

confidence: 99%

“…Domestic M&A often involved SMEs, as this type of structure, which is less transparent, plays a major role the Moroccan economy (Bentaleb and Louitri, 2011; Tunyi and Ntim, 2016). M&A by large companies were few, even though this type of business is more transparent, particularly in the case of listed companies.…”

Section: Manda In Morocco Between 1990 and 2018mentioning

confidence: 99%

Mergers and acquisitions in Morocco: reality and perspectives

Ibrahimi¹,

Liassini

2021

IJOEM

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“…In Morocco, small and medium enterprises (SMEs) are a central component of the national economy, which represents nearly 93% of the productive fabric (HCP 2019). They are a real engine of job creation and contribute 40% of private investment and 30% of exports [1]. However, this network of economic actors forms a heterogeneous sector weighed down by a set of obstacles that prevent its full development.…”

Section: Introductionmentioning

confidence: 99%

“…However, this network of economic actors forms a heterogeneous sector weighed down by a set of obstacles that prevent its full development. These obstacles mainly relate to the difficulty of obtaining financing, competition from the informal sector, and in some cases, the lack of managerial skills within these companies [1], [2].…”

Section: Introductionmentioning

confidence: 99%

Adaptation to climate change of Moroccan companies: towards an appropriate climate risk anticipation tool

2021

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In a fragile and unpredictable economic and health context, Climate Change (CC) is emerging as an eminent issue for businesses in Morocco. This planetary scourge is a double-edged issue. It exacerbates the vulnerability of these companies by affecting the supply of raw materials, energy, and water. It can also be an opportunity for companies that opt for innovative mitigation and adaptation solutions to address CC. Today, the tools and approaches for monitoring greenhouse gas (GHG) emissions are relatively standardized and known. However, the methods used to characterize vulnerability and develop adaptation strategies remain limited and little known. To this end, the Climate Expert tool (CE)† has been tested on a panel of Moroccan companies to enable them to characterize their vulnerability to CC and to develop relevant adaptation strategies. A global and detailed analysis was carried out on the evaluation reports, the results of a targeted survey, and completed by a SWOT‡ analysis on the consistency and use of the CE tool. Three groups of interlocutors were involved in this analysis: CE experts, economic operators, and state and project officials. To better plan adaptation measures, this analysis emphasizes the need to move the approach proposed by CE towards an integrated, standardized design. In addition, the implementation of adaptation requires, in particular the setting up of support and advisory instruments and entities in charge of steering adaptation actions within companies. The next stage of this work will be devoted to improving and adapting the CE tool to meet the needs of concrete actions in such companies to deal with CC.

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“…In Morocco, the number of small and medium-sized enterprises has increased considerably since the 1990s, both in terms of statistics and in terms of the diversity of their activities. They account for 29 percent of all Moroccan companies, 95 percent of the national productive fabric, 40 percent of private investment and 30 percent of exports (Bentaleb & Louitri, 2011). Given these indicators, the Moroccan State has placed SMEs at the center of its development policy, aware that they must increase their size (increase the number of employees, diversify their markets, etc.)…”

Section: Introductionmentioning

confidence: 99%

Performance Management of Small and Medium-sized Enterprises in Morocco

Khadija¹,

Mustapha²

2020

BMS

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Sustainable economic growth depends on many factors, the most important of which is the growth of small and medium-sized enterprises. As an independent and indispensable element of a market economy, small and medium-sized enterprises contribute to the structural restructuring of the economy, strengthen regional economic base, increase overall production, creates a favorable environment for the development of competition, creates jobs for a large part of the population and stimulates scientific and technological progress. Despite understanding the value of the human element in achieving success at the organizational level, relatively few SMEs managers pay attention to implementing and using the performance management system. The goal of this paper is to assess the level of performance management tools and techniques used by Moroccan small and medium-sized enterprises in their activities.

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La construction de la croissance des PME au Maroc

Cited by 5 publications

References 0 publications

Mergers and acquisitions in Morocco: reality and perspectives

Mergers and acquisitions in Morocco: reality and perspectives

Adaptation to climate change of Moroccan companies: towards an appropriate climate risk anticipation tool

Performance Management of Small and Medium-sized Enterprises in Morocco

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