International Headlines and Stories

 

The Citroen DS 5 of the newly elected president has not only brought joy to Peugeot-Citroen on Tuesday. The leaders of Bosch, which manufactures the electric motor and power electronics for PSA's hybrid vehicle, took pride in the choice of Francois Hollande. "Our site of Saint-Ouen is our global competence center in the area of ​​hybrid vehicles," welcomed Maugis Guy, president of Bosch France.

The group is an industrial giant of the Rhine, which weighs 51.5 billion euros in turnover in 2011 and employs 300,000 employees. In the Hexagon, has 25 sites and employs 8,200 people. Last year, the French subsidiary has made EUR 3 billion in revenue, of which 1.3 billion were exported. The French activity was slightly higher (+3%), despite the difficulties of the automobile industry. "We are logically affected by the fall in the number of vehicles produced in France in recent years," says Guy Maugis.

Attractiveness of the site "France"

This growth at the global level as in the French branch, comes from new products marketed by the group. And development is made possible by the emphasis on research investments (4.6 billion globally) as in the industrial (3 billion euros). "In France, the group has invested over 350 million euros for the past five years to upgrade its industrial base," adds the French official.

These investments were made away from the controversy that surrounded the site of Venissieux, in the Rhone, in 2004. Bosch had then seen 35 to 36 hours working time in return for an investment of 20 million euros at the time for the manufacture of diesel injection pumps. "This agreement finally allowed to employ 500 people in our factory for seven years," Guy is justified Maugis.

Posing as the "Ambassador of France to the parent," the leader welcomes investment in recent years. Because the site "France" is in competition with all other countries where Bosch is represented. For Guy Maugis, if France is suffering comparisons in terms of labor costs, it benefits from the quality of its infrastructure, training and inventiveness. However, he regretted "the unpredictability of tax regulations and social situation" and the low visibility of social dialogue, sometimes "surprising and even confusing."

Social dialogue that can sometimes be successful. The site of Venissieux, again, was again converted. Today, part of the factory is specialized in the assembly of photovoltaic panels. "The plant is running close to capacity, although the sharp fall in prices in 2011 prevented for the time being profitable, explains Guy Maugis. However, we are confident of having the wherewithal to impose on us in this area. "

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Five months after the launch of Autolib ', the system self-service vehicles do not meet again a great success, far from it. Although the number of subscribers grew, but it remains inadequate. It rises this month to 15,000 people, 00 of which only 5 signed an annual subscription, others have chosen packages in the week or day. The cars were used 118,000 times since December.

The businessman Vincent Bollore, whose group provides vehicles and charging stations, expects 30,000 annual subscribers at the end of the year. But to be profitable, Autolib 'must have 80,000 users on the car twice a week for a period of just under an hour. The group has indeed invested 100 million euros starting in the device, plus 100 million annual operating costs (including 900 people have been recruited to the call center and stations).

Financial side, the businessman Breton is optimistic. At the launch of this system of electric cars, self-service in the Paris region, beginning in December 2011, he estimated it would take seven years to break even. "It is possible that this is earlier," he said Wednesday. The infrastructure can be rapidly deployed in 46 communities of Ile-de-France, including Paris, while the number of stations has doubled since the start, reaching 500 stations in May. It must still be multiplied by two (1050), by October. The number of electric cars is made available to him from 250 to 1740 and is expected to climb to 3,000 by the end of the year.

In late April, the Bluecar Bolloré also ranks the leading electric car registrations in France (982 copies), before Nissan and Mia, a market it is true stammering (1595 cars). Bolloré would however expect a year of operation to take a real first assessment, but also business technology fast payday loan no faxing. Electric batteries, particularly temperature sensitive, "have passed the severe cold, but not yet the hot summer," he says.

For now, this service attracted a rather young audience: half of subscribers between 18 and 35. Unsurprisingly, 70% of users have no car. More difficult to explain: 75% are men.

Little vandalism

Degradation related vehicles, hiccups were encountered the first time, "but we managed to eliminate the defects of youth," he assured Vincent Bolloré. The bumpers have been replaced by such material more resistant. The precedents décrochaient easily as motorists unaccustomed to automatic transmissions, may tend to confuse the brake and accelerator. Mirrors, knobs of power windows and door loading were also changed. Moreover, the cars have yet to paint, which avoids the risk of scratches and lighten the car by 5 kilos (an economy that enhances autonomy). In total, Autolib 'account from 20 to 25 claims per day.

So far, however, "very little" acts of vandalism have been deplored, welcomes Vincent Bolloré, contrary to what was observed for self-service bikes Velib '. The most spectacular incident, three cars were burned in Créteil in the Val de Marne.

To attract new subscribers, Autolib launches a monthly fee of 30 euros plus 6 euros per half hour of use. The annual fee amounts to 144 euros plus 5 euros thirty minutes of driving.

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For once it is not Airbus which organizes the festival, but ATR, the second aircraft manufacturer based in Toulouse, in the shadow of European giant. Equal subsidiary of EADS and Italy's Finmeccanica, the manufacturer of regional aircraft propeller book on Thursday, Air Nostrum, Iberia subsidiary of Spanish, the thousandth machine out of its assembly site.

A symbolic milestone for ATR's plans to increase its production by 60%, to 54 aircraft per year in 2010 to 70 this year to reach 80 to 90 per year by 2014. At the same time, its turnover has to go from 1.3 to 2 billion.

Consequently, extensions are underway on the site and "hundreds of jobs will be doubled," said Filippo Bagnato, ATR CEO. ATR employs 1,000 people in Toulouse and in 6000 made working in France and Italy with subcontracting. Sitting on a record backlog representing three years of delivery, ATR new ambitions: "it is possible to reach the 2,000 aircraft delivered within ten to fifteen years," says the president.

China threat

To listen, you almost forget that the company, founded in 1981 with the launch of the ATR 300, narrowly escaped death in 2004 with a backlog of five aircraft. The manufacturer was the victim of the craze for jets that, throughout the 1990s, have conquered the regional aviation market while surfing a bit expensive oil.

"Our shareholders have been clear. They did not put the key under the door but had to hold ATR not to lose money, be in equilibrium. We therefore reduced the size of the company. It was that or death, "recalls Filippo Bagnato. ATR gathers her remaining strength to attract new customers. "We had to sell the plane three times to the airline, to subcontractors who were reluctant to invest and banks." ATR increases its range and benefits of soaring oil prices which increase operating costs of a regional jet. Propeller airplanes take their revenge. This is the slaughter. Only Canada's Bombardier and ATR survive, but not Saab, Fokker, Dornier, Jetstream, Fairchild … The airlines have their accounts: in the same journey, the "turboprop" consumes two times less fuel than a jet.

Despite its success, the manufacturer remains vigilant. The turboprop market is promising – with a projected delivery of 3,000 units from 50 to 90 seats in the next 20 years. It arouses desires. ATR expects a reaction which should give Bombardier a successor to its Q-400. He is also concerned about competition from China. "China has had limited success with the M 60 which is nothing more than an evolution of a Russian aircraft. But it launched a 70-seat aircraft and is considering a 90-seat aircraft, "said Filippo Bagnato. The M 700, a copy of ATR according to experts, is being developed. It is expected on the market within three to four years.

To stay ahead, ATR continues "feasibility analysis" on a larger aircraft with 90 seats. The development of a new propeller device costs twice cheaper than a jet – less than $ 2 billion. But the decision belongs to EADS and Finmeccanica.

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Purpose wants to be known among city dwellers. The chain will open its first home furnishings store in the capital during the week of May 7, on the prestigious Avenue Wagram (XVII), next to Roche Bobois. This is the second City goal, brand created two years ago to lead the offense group in major cities. The first of its kind since late 2010 is installed in the mall Domus Rosny-sous-Bois (Seine-Saint-Denis). A third is scheduled to open in late June in the mall Cap 3000 in Nice.

Covering an area of ​​between 1000 m2 and 1500 m2, the City Purpose are two to five times smaller than the stores Aim at the periphery of towns. The entire range of Purpose can not be presented. As Conforama, with its sign of downtown Confo Deco Goal has chosen to focus on the organization of living, bedrooms and kitchen. "Our products, all contemporary, are adapted to small spaces. They will be at very affordable prices, as the Parisians today lack a tender other than the high end, "said Berengaria Lamboley, marketing director of Purpose.

If the appliance will not be exposed in the shop of Wagram, customers will still buy coffee machines, refrigerators and vacuum cleaners via touch screens. Or through tablets which vendors will be equipped. Purpose The City of Wagram offer innovative services, such as animations to lunch fast payday loans. "We also deliver free in the evening between 8:00 p.m. and 11:00 p.m., in central Paris and the Hauts-de-Seine," says Regis Schultz, CEO of the group.

A third sign referred

Offensive Purpose does not stop there. Regis Schultz prepares to unveil, in July, a third store format, with a dedicated teaching. Located in the "middle rurban" (catchment areas from 30,000 to 40,000), these stores will be "Aim small, with a comprehensive range of approximately 1500 m2, and are for those who do not want to buy a 40 km washing machine, "explains Bérangère Lamboley. Eight stores of this type are planned this year. These openings will bring to 219 the total number of stores owned by the brand of furniture.

Goal is now the third French player, with a market share of 10.3% in 2011, still far behind Ikea (17.8%) and Conforama (14.5%). For sale by its owner Goldman Sachs, Colony Capital and OpCapita (former Merchant Equity Partners), the group like five French investment funds. Shareholders give hope to the sign for 450, or 500 million euros, valuing the company at about six times its Ebitda (80 million euros in 2011).

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Nestle will soon be able to give free rein to its ambitions on the Chinese baby milk market. After several months of a tight battle with its main competitor, Danone, the Swiss have been selected by Pfizer to buy its infant nutrition business, the Wall Street Journal. The agreement could be signed before the end of the month.

The amount of the transaction be around ten billion. "This operation has a real strategic sense for Nestle, said Andrew Wood, analyst at Sanford C. Bernstein, because it deals with good grades and good markets and is performed at a reasonable price. "Nestle has maintained through his status as favorite, because of its financial muscle and posture. He chose to go it alone, while Danone had allied his forces earlier this year with the U.S. Mead Johnson. The French had indicated during February to be interested only in "certain assets, certain brands in some countries," adding that he was not on the verge of acquiring a structuring of the type of Numico in 2008. It might have sinned, according to some experts, by his lack of enthusiasm on this issue. The alliance with Mead Johnson made it more complex to build a competitive offer.

Assets to be sold

Danone, however, could catch up. For competitive reasons, Nestlé will indeed be compelled to give up certain activities, including Mexico, Southeast Asia or South Africa. Danone will then compete with Heinz. The king of ketchup, which carries 11% of its sales with child nutrition, waived bid for the branch of Pfizer, but he is interested in potential sales, particularly in Latin America. Nestlé is about to offer a real nugget, who made last year $ 2.1 billion in sales (+15%). Activity following the acquisition by Pfizer in 2009, the Wyeth for $ 68 billion. Pfizer had announced its intention last summer to focus on the heart of its business. Officially, the pharmaceutical group was still hesitating between an assignment and a split.

Returning to the child nutrition branch of Pfizer, world number five in the sector, with over half of its business in emerging countries, Nestlé could catch up in China. With the SMA brand, Pfizer is already comfortably installed, with 6.7% market share.

Arrived late in the Middle Kingdom, the group of Vevey occupies only the eighth (3.7% market share), behind Abbott. But this market dominated by Mead Johnson, which are born each year 16 million babies, weighs 7 billion. It is set to double by 2015, according to Euromonitor. Number 3 in China, Danone sells more boxes of Dumex baby milk in France. In a rapidly growing market, the cards of infant nutrition are about to be reshuffled in the coming months.

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Projects are multiplying in the ultra-low-cost, became a major issue for the automobile. For proof, German Volkswagen, which earns huge sums yet with its premium brand Audi, does not intend to abandon this segment to rival Renault-Nissan. "The group has a portfolio of cars down to the Up! We lead a discussion to develop a vehicle that would be located below. It would not be proposed under the Volkswagen brand, but would a new name, "confirmed Thursday Martin Winterkorn, CEO of Volkswagen, during a press conference in Paris. The goal is to get off rates lie between EUR 5000 and EUR 7000 to meet demand in some markets. "In India and China, there is undoubtedly a potential market for cars located below the Up!" Says the boss of VW. For now, the cheapest car sold by VW Polo in India is at about 7000 euros, which is expensive for local consumers. The German previously banked on its partnership with Japan's Suzuki, leader of the Indian market – which it owns 20% – to develop an appropriate offer, but relations between the two groups became execrable.

For its part, Nissan, Renault's ally, announced Tuesday it would rise again from 2014 Datsun brand, abandoned in the 1980s. With this new brand, whose prices will be "affordable" (around 500,000 yen, euro 4600, according to Japanese press), the Japanese initially target India, Russia and Indonesia.

"Today, our entry into the Indian market, it is the Micra", sold around 6,000 euros, "or, below that price, it remains more than 40% of the market. It is necessary that we can offer something to those customers "who can not spend more, recently emphasized Gilles Normand, Nissan's vice president, referring to the creation of a true" product line " instant credit report.

For its part, Renault launched the project of a car ultra-low-cost, which aims to compete with the cheapest models in the Indian market, as the Tata Nano to 2,500 euros. Internally, we talk a car from 3500 euros, to be launched by 2016.

Logan too expensive

Renault certainly has its Logan platform, sold under the brand low-cost Dacia in Europe. She pulls the international growth, particularly in Brazil and Russia, thanks to models like the small Sandero or 4 × 4 Duster (which are not considered in these markets as low-cost). But "for countries like India," this platform is "too expensive", "therefore, we will look for cheaper platforms", called ultra-low-cost, explained last month, Carlos Ghosn, the Renault boss Nissan. This new platform will also serve to Africa or South America.

While sales are declining in Europe, the ultra-low-cost has become a vital gateway to the volume in some markets up sharply. The Indian market, which reached 2 million cars last year, could double or even triple in the coming years, according to Renault-Nissan

Indonesia (900,000 sales last year), where Nissan will more than double its production capacity to increase it to 250,000 cars per year by 2014, also represents a market full of promise.

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Seen from France, in its presidential campaign when it comes to rescue of ailing industrial sites, the remarks by Sergio Marchionne, the boss of Fiat-Chrysler, on the European car should react. For him, there is no alternative but to radically reshape the European car factories.

"The industry faces overcapacity of about 20%, especially on small cars, pulling prices down: this is why almost nobody makes money in Europe. This inability to sell all the products we sell, that's exactly the problem faced by the United States in 2007-2008. But there, American manufacturers have closed 20% of their capacity and, now, they win money, "says Le Figaro who is this year president of the Association of European manufacturers (ACEA).

The same evils, the same remedies. The boss of Fiat-Chrysler considers it necessary to remove the 20% in Europe of excess production capacity, more than 3 million cars, which could, according to experts, lead by a dozen plant closings. "We have no choice, launching this adjustment process and then start again from scratch on a sound basis. It will be painful for twelve months, but let's do it! "

The picture that Sergio Marchionne to the situation of the European car is "horrible". He expects this year the market fell for the fifth consecutive year, "5%". And sees no recovery before 2014, and again, at a speed not "crazy." "Meanwhile, we must build on this interval to restructure and get the full benefits of the restructuring when the market recovers."

"It would be the best thing that could happen" because the area in 2008 missed a "huge opportunity" to "streamline" its operations.

According to him, "it is for Europe to support this transition, because, individually, the governments of various countries will not do." Sergio Marchionne noted that in France the state has helped manufacturers provided they do not close plants, while the "U.S. has rather pushed to restructure two groups during their bankruptcy." We must now a "coordinated effort" at European level so that "the pain is shared" so "rational".

With redundancies

"If Europe stops this restructuring, the manufacturers will not invest enough to modernize their production and move upmarket," he says.

Europe could also establish a "financial support mechanism" to cope with redundancies. Anyway, it will take a "social welfare system provides the transition," so as to give the "care and attention" to the employees concerned. Leaves, he hopes, that the industry gets back to hire when it will be healthier.

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Jerome Chartier is UMP, a member of the Finance Committee.

LE FIGARO. – You've looked at the cost of the quinquennium. What is your assessment of this work?

Jerome Chartier. – We have a collective duty: a constant reminder that the expenses that shall be implemented after the presidential election will still have a fiscal impact after fifty years. Nicolas Sarkozy has not inherited a country virgin 30 years of debt! For example, we still have not finished paying the bill for 150,000 additional officers hired by Francois Mitterrand in 1981 and will continue to assume in the budget settlement of their pension for many years yet. A majority of the degradation of our deficit since 2007 is related to the consequences of decisions taken ten years or thirty years ago, and nobody can deny. Today, when Francois Hollande speaks to hire 60,000 more teachers, it is not an expense for five years only, to 2.5 billion euros as encrypted in its assessment. They would be hired for forty-two years, and it will then pay for their retirement. It is actually 120 billion euros of financial liabilities would weigh substantially on warrants after 2017. That's what a discourse of truth budget. And the deafening silence of Francois Hollande on this reality weighs heavily in his campaign.

Ultimately, what is the cost of this five year period?

In a book dependent, two journalists were obviously looking for a slogan, a five-year 500 billion-and then tried to justify it. This method of working alone demonstrates the total lack of seriousness with which we entered this debate. This hoax has fizzled. The Court of Auditors, in particular, has brought back to reality, which recalls that sum more than half (52%) of the current deficit is a direct legacy of past decisions. She also said that the crisis explains almost 40% of our deficit, to the extent that it has reduced our revenues sharply by almost 50 billion euros in 2009. It has spawned at the same time, like all European countries, the exceptional increase our spending in 2009 and 2010 from 46 billion to protect the French and preserve their jobs guaranteed approval cash loans.

The government's choice to do so would contribute 10% to deterioration

.

The reality is that ever a term of five years had produced so few new unfunded expenses. The economist Henry Sterdyniak, department director at the OFCE, says the same thing. A study just published it is very clear in late 2006 to late 2012, the French public debt would increase by 620 billion euros. It breaks up this way: 275 billion from interest payments, 310 billion from the economic crisis, including 30 billion stimulus policies implemented in 2009-2010, and 60 billion of tax reduction policies some of which are directly related to the crisis. He adds, and it is rare to be said, that the restrictive policies of public spending (fewer officials, non-revaluation of wages, rigorous management of social benefits …) allowed the other hand save 55 billion euros. Conclusion-and it's not me saying it-the responsibility of head of state and government in creating the deficit is greatly reduced at best to 35 billion euros. For the record, it was exactly the estimated cost of the program of the candidate in 2007! And no one can suspect of belonging to Henry Sterdyniak the campaign team of Nicolas Sarkozy.

How do you respond to those who tell you that it is 35 billion too?

35 billion that is exactly the amount of large loan, which finances the structure of French growth in the future, and promises of jobs that go with. Rarely has a presidential term has been provided the opportunity to invest in the future: higher education, research, attractiveness for industrial relocation with the removal of business tax, pension reform … Many of the decisions taken were not included in the 2007 program and the direct result of the crisis. The French now believe that they are healthy decisions for the future of France.

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Starbucks is more determined than ever to tackle Nespresso. The U.S. coffee chain announced the launch before next summer vacation an espresso coffee machine equipped with a high pressure extraction system. The high-end system, called verismo, was designed in partnership with the German group Krüger. It will work with the Starbucks brand capsules.

Verismo will, initially, sold online, in a selection of chain restaurants and in specialized distributors, while the United States, Canada and "certain international markets." No details were given about the distribution strategy of the capsules (the Internet, in supermarkets …) and their prices.

"France is one of the markets under consideration, such as England or Germany in Europe, said Olivier de Mendez, director of marketing France. But for now, the agreement concerns only the U.S. and Canada. "

"The coffee segment fastest growing"

This launch marks a new stage in the desire for conquest driven by Howard Schultz, CEO of Starbucks, which took over the reins of the company in 2008. Recently asked by Le Figaro (our editions of March 3), he did not want hidden stick as closely to the expectations of customers, wherever they are. In town, in malls, but also "in stations, airports, restaurants, trains and hotels."

The founder will therefore also continue to their home, with this offer premium caps, a growing market. "This segment is the one with the strongest growth in the coffee sector," explains Howard Schultz. "At group level, this is an important innovation that allows people to replicate the Starbucks experience at home, says Olivier de Mendez. The machine will make espresso, latte, coffee and coffee filters lying. "" We now have the opportunity to reach millions of consumers, "commented Jeff Hansberry, in charge of developing distribution channels.

Years ago that Starbucks is trying to sell his coffee out of his own restaurants. A strategy not so easy to implement. The chain, which was allied with Kraft to sell coffee in bags in supermarkets, became angry with the giant global agribusiness and broke the partnership.

Record results last year

In March 2011, Starbucks announced an alliance with the first Keurig and Green Mountain in the machinery sector and pods. This agreement resulted in development since November Keurig machines offering drinks Starbucks in grocery stores and supermarkets. 100 million pods were sold, according to Starbucks. But Keurig machines are low pressure, which does not allow them to make espresso. They offer five different varieties of coffee, but only filter, and two teas.

The announcement of the new agreement between Starbucks and Krüger caused a plunge in stock prices from Green Mountain this weekend. The boss of Starbucks has yet assured that this partnership remained "solid". The stock market especially liked his strategy of moving upmarket. Last year, the company announced record results, and she is determined to put a boost in Europe.

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In the sports world, too, women were honored today. Gathered in Barcelona for the Global Sports Forum around a round table on women and sport, many iconic figures in women's sport (Conchita Martinez, Natalia Via Dufresne, Maria Vasco …) are back on the steps, the determinants and difficulties in their careers.

Difficulties that often go for female athletes on the side of the portfolio. As in a traditional business, where wage differences between men and women reach 20% in favor of men, women athletes are often less rewarded for equal performance. Less publicized, women's sports breaststroke often much less money than her male counterpart. For example, the Blue French football earn on average between 1500 and 2000 euros per month, against 42,000 euros for a player in Ligue 1, which thus is not necessarily at the international level. Therefore, the ability of an athlete to match the income of her male counterparts to take over its ability to sell its image among brands, to improve athletic performance.

Brands begin gently female sponsorship

However, "few sponsors invest in women" analysis Yannick Puaux, founder manager of Hamaé Council payday advance. "Their resources are not sufficient to consider it not to work after their sporting career. In the end, nothing very different to male / female ratio in ordinary society where, to access the same professional status, at the same level of professional remuneration or benefit from the same quarry, we must do more than men. "

As for event organizers, attitudes are changing, however slowly. In recent years, the tournament at Roland Garros and Wimbledon distribute the same earnings for men and women, or about 1.2 million euros for the tournament winners of the Porte d'Auteuil, and those in the capital in London. Faced with these ad hoc efforts, inequality remains a persistent problem that continues once hung up the cleats. "The conversion of women is also more difficult, says Yannick Puaux. They must keep a job more often in parallel and be concerned for their retirement earlier. "

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