Business Management Danone

BUSINESS MANAGEMENT - CONTENTS PAGE introduction3 literature review4 swot analysis4 external factors4 organizational structures5 hofstedes theory5 heathenish elements5 motivation6 danones analysis7 I- strategic analysis7 1- DANONEs industry7 2- swot analysis8 3- exploring new opportunities 11 II- organizational analysis12 1- external factors12 2- DANONEs organizational strucure13 3- home countrys civilization blow15 DANONEs motivational system16 conclusion and recommendations 18 bibliography19 appendices21 - INTRODUCTION We hasten chosen the chemical group DANONE because it is a world-famous leash French group, which is often recognised for its worry wind instrumentership. DANONE is a food-products multinational corporation based in Paris. It is the world hotshoter in fresh dairy products, 2nd in bottled piddle and baby food and European leader in clinical nutrition.Business Management Study GuideBeing a leader in these 4 segments corresponding to the heavy trends of consu mption and deriving to a greater extent than 50% of its turnover from developing countries occupy helped the stem to secure a 6,9 % growth in 2010 diethylstilbestrolpite the down turn of world economy. It is obvious that to be capable to be successful on these highly competitive markets, a smart set owes to apply a good strategy. The group is also support by an utile communication and by a strong involvement in Research and development where they spend 1% of their global turn over.But above all these, with its troubled development in emerging countries often by means of roast ventures and its switch in 2007 of 40% of its activities from biscuits to baby and clinical food, what has been critical to insure its success done these drastic neuters has been the management of the group under the strong leadership of Franck Riboud who observeed, as chairman and CEO of DANONE, to his father Antoine in 1996.Through this study, we shall show how DANONE possesses a real indistinguish ability in truth present in its management and organization and that this heathen stupefy, initiated since the early 70s by Antoine Riboud and enhanced by Frank Riboud, has been key to the company success. - LITERATURE REVIEW * SWOT analysis A strategic planning tool that includes external and internal factors and is utilized by occupationes and other organizations to ensure that in that location is a clear objective defined for the project or venture, and that all factors related to the effort positive and negative are identified and addressed. (Tatum, 2010) The SWOTs process involves four areas of consideration * Strengths characteristics of the business or team that give it an expediency over others in the industry. * Weaknesses are characteristics that place the firm at a disadvantage relative to others. * Opportunities external chances to make greater sales or profits in the environment. * brats external elements in the environment that could cause trouble for the bu siness. apperiodment of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective whitethorn be derived from the SWOTs. External factors fit to David Buchanan and Andrzej Huczynski (5th edition), external factors of a business organization include * Macro-environment factors (PESTLE analysis) identifying the Political, Economic, Social, Technological, Legal and Ecological factors affecting an organization. * Micro-environment factors (Porters Five Forces) * Competitive rivalry * Threat of new entry * Buyer power * Threat of substitution * Supplier power * organizational structuresBased again on David Buchanan and Andrzej Huczynski (5th edition), organizational structure is The format system of task and reporting relationships that controls, coordinates and motivates employees so that they work unneurotic to achieve organizational goals. The purpose of organization structure is, for the first timely, to divide up organiza tional 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 guessYou can read also Portfolio Management QuizzesHofstedes research gives us insights into other cultures so that we can be more than effective when interacting with people in other countries. As it was clearly defined at Alan Godsaves lecture (2011), Hofestedes cultural dimensions are * Individualism People look after selves and nimble family only. * Masculinity dominant social set are success, money, and things. * Power distance Less powerful members accept that power is distributed unequally. * Uncertainty avoidance people palpate threatened by ambiguous situations create beliefs/institutions to avoid such situations. * Time and Relationship dimensions. Cultural Elements According to Bauer and Erdogan (2009) Culture can be understood in terms of seven different culture dimensions, depending on what is most emphasized in spite of appearance the organization. For example, innovative cultures are flexible and adaptable, and they experiment with new thinkings, while durable cultures are predictable, rule-oriented, and bureaucratic. punishing cultures can be an asset or a liability for an organization but can be challenging to change. Organizations may switch 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 * Motivation The cognitive, decision-making process through which goal- enjoin behaviour is initiated, energized, and directed and maintained. (David Buchanan and Andrzej Huczynski, 5th edition) Motivation can be regarded as a broad concept, which includes preferences for get out(a)icular outcomes, strength of effort (half-hearted or enthusiastic) and persistence (in the face of barriers). These are the factors that we gift 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 be founder in organizationally desirable ways. - epitome I STRATEGIC ANALYSIS 1 DANONES INDUSTRY History, harmonise to DANONE official website, www. danone. fr The original company bearing the collective name was founded in 1919 by Isaac Carasso in Barcelona (Spain) as a small factory producing yoghurt initially interchange in Pharmacy. The factory was named Danone, a Catalan diminutive of the name of his first son. Ten years later, the first French factory was built.Also you can readBusiness Ethics ComprisesIn 1967, Danone merge with Gervais, the leading fresh cheese producer in France and became Gervais Danone. A nonher 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 197 0s through a series of acquisitions and mergers, including the 1973 merger with Gervais Danone. The acquisitions initially took the shape of vertical integration, acquiring brewer Kronenbourg and Evian mineral water that were the glassmakers largest customers. In 1973, the company merged with Gervais Danone and began to expand internationally.In 1979, the company abandoned glassmaking. In 1987, Gervais Danone acquired European biscuit manufacturer world-wide 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 Danone, 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 focusing on three product groups (dairy, beverages, and cereals) and divested itself of several activities, which had become non-core.From 1999 to 2006, the group sold it s glass-containers business, its European and Chinese beer activities, its Italian cheese and meat 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 division, including the LU and Prince brands. Also in July 2007 Danone bought the Dutch baby food and clinical nutrition company Numico creating the worlds second largest manufacturer of baby food.Facts 2010 Sales 17 080 meg euros Operational profit 2 578 million euros. Employees 101 000 Factories 159 realness Ranking in the food industry 5th CAC 40 (Paris stock exchange) ranking in capitalization 9th Activities, Brands (DANONE official data and information, on hand(predicate) at www. danone. com) Fresh dairy products with 20 % of the world market (35 % in certain countries) and a presence in about forty c ountries, Danone is the leader on this market. This activity, representing 57 % of the turnover of the Group, recorded an increase of 6,5 % in 2010.The strategy of the Group within the world market of the dairy products is to lean on innovations products centred on service of process your health and on local adaptation of its brands. main brands Danone, first world mark with Danone, Actimel, Activia, Danonino (Small Gervais in Fruits), Vitalinea (Taillefine, Vitasnella or Ser in rough countries), Danacol, Gervita and Dany. Packaged waters This activity, representing 17 % of the turnover of the Group, recorded an increase of 5,3 % in 2010. Main brands Evian (world 1st bottled water), Volvic, Aqua, Bonafont and Font 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, record ed 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 Promotion * A brand more than a company Legitimacy to impose its products. * Master in marketing (copied by Unilever and Nestle). Take advantage of a strong image as specialist of food with health con nonation. The group strengthen its scientific credibility by clinical studies (DANONE institute). * Derive World fame, thanks to Evian, the world famous brand 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 Notoriety Allows a referencing in all distribution channels. The standardization / globalisation of its products allows to answer at universal needs, optimizing their global distribution. Margin of important negotiation market packet and spectacu lar notoriety. Model geographically well balanced with half of the turnover in emerging countries, 10% in the USA and the ministration in Western Europe. Possibility of self-financing in the case of new subsidiaries important financial capacities. Product * Strong capacities of innovation all over the world. * Adaptation to hostile consumer habits. * Benefit from an excellent mastering of its businesses specificity know how to make. * Have at the same time a portfolio of international brands and very robust local positions. Strong authority and loyalty of the consumers to products (imputable to the quality control). Organization * Benefit from a healthy financial structure and a good level of internal growth. * Unique flexible decentralised organisation * The most powerful food Group in the sector of the health. * Intensification of the strategy of growth. * Have competitive advantages (brands, distribution network) unique in 2 businesses (Water, dairy farm products). * WEAKN ESSES Promotion * Sued for misleading advertising. Price * Increase of the level of the prices due to high cost price of raw packaging materials.Place * The policy of standardization of products makes potentially unenviable taking into account the sociocultural differences or the taste differences of the various populations. Product * The policy of standardization is a barrier to operate adjustments produced according to the evolutions of markets or the changes of trend. * The globalization is a difficulty to take into account the strategies of differentiations of the competitors, in particular 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 integrate exogenous elements into its culture. * EXTERNAL * OPPORTUNITIES purpose Opportunities of external growth through Potential foreign partners seduc ed by * The respect and the conservation of the partners corporate culture * The understanding of his culture forward a proposition of common projects * The cultural footbridges in favour of ideas and knowledge sharing. The quality of the industrial and marketing know-how facilitate the co-branding with the other brands on the other markets. hold Expanding market (convenience goods). A large flesh of countries remain to be converted 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 subject and is widely followed and supported by the consumers and the legislation (preventive campaigns against the obesity). * THREATS Offer * Strong direct competition by hard discounters and store brands. Strong competition in the field of the water PepsiCo (Aquafina) and Nestle (Perrier). * Inflationary environment of dairy products. * change magnitude Costs of the communications often involving to part from certain brands. * Anchored in a very competitive system link to the expansion of its market. Demand * Versatility of the demand cogitate to the diversity of the offer on the food market. Influences * Governmental 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 August 2011 DANONE is experimenting its own fast food restaurant 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 home and not outside. (Please, go for picture N2) * Based on web and luxe website (www. webandluxe. com), Evian is also experimenting home delivery in Paris, based on the fact that some customers are reluctant to buy themselves bottle water packs bec ause of their weight.If it works this idea could also be duplicated in major cities. Furthermore Evian claims that it entrust help with its carbon strike as these deliveries are made with electrical cars. * Evian has also undetermined a new website, (www. myevian. com), were customers can buy customized bottles with their name or a specific get out/event engraved with laser on the bottle. (Please, see picture N3) * Savia, a new range of soy-based take out and yogurts, made its debut in Confederate Europe in 2009, and in France Taillefine, the brand that invented light dairy products, launched a new line of crop 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 on that point are four types of political factors potentially affecting Danone * The Danone Amendment that the fr ench government 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 amidst Europe, Asia (most of all china), and NAFTA due to the world frugal crisis. Increased Government campaign for public health against obesity go out be likely to increase the group sales. * Change in the European Union agricultural subsidies will affect strongly the milk producers thus having a strong impact on the European business of Danone. * Economic factors. * Rate of exchange of Euro versus Yuan and Dollar may play a role in the sales of European made products elsewhere but through joint ventures in a human action of countries, this risk/opportunity is downsized for the group. * General slow down of world economy but so far the group has a growth higher than the world average. Increased demand of ruin food product in Asia, India and Brazil with the average standard of living increasing have a pos itive impact. * Increase price of raw materials, due to tightening of supply vs. demand, such as plastic, will have a strong impact on packaging costwhich 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. * Except 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 infant food segment. * On the long run this may also have an impact on the workforce but for the next hug drug Danone work force is relatively young. * Increased awareness of the population of all ages to the positive or negative health effect of food. * Increased demand for sporty 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 growing 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. Greater requirements for recycling of plastic packaging 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 mindless bottle as mentioned before. * Legal factors * The recent case of Danone being sued for misleading advertising on the supposed health benefit of some of its products (Actimel) may have further implications and force it to change substantially its line of communication. 2 DANONES ORGANIZATIONAL STRUCT URE A structure is all the functions and the relations determining formally 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 SYSTEM Danone organization is built in a way to increase tractability and efficiency, optimize integration of employees in the group and facilitate functional, geographical and cultural synergies. It is basically a division type organization. (Please, see picture 4) In the mixed bag of international groups introduced by Howard Perlmutter, Danone is a geocentric firm An equal sharing of power and responsibility between headquarters and subsidiary senior management promoted according to ability kinda than nationality subsidiaries that share worldwide objectives with managers focusing beyond national market interests.In Danone the benefits of cultural diversity, such as knowledge of local customers and business practices, are harnessed for the goo d of the firm as a whole. Local divisions must 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 job rotation, support, awareness, and understanding go alongside training programs, language courses, and cultural assimilation.It is typically a think globally, act locally company. * DANONES berth IN ACCORDANCE WITH HOFSTEDES THEORY * Individualism This dimension is certainly 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 habitual Latin countries is not very high. Furthermo re 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 take that Danone is certainly more feminine. This could explain also that so far the US is not one of Danones main markets because of its strong masculinity cultural component. * Power distance Like most international group with a divisional type organization, power distance 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 status symbols are less evident. However it is also * Uncertainty avoidance Being a group dealing with the food market, the standardization of products, brands, common determine world wide are a way to avoid as much as possible uncertainty. On the other hand the Group has to adapt permly to external elements as we will see in the Pestel analysis so from our point o f view, uncertainty avoidance dimension is medium to high. Time and Relationship dimensions. According to Frank 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 of 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 successful companies are the ones who think simultaneously about the technological change, the contents of the work and the change of the internal social connections in the company. 3 HOME COUNTRYS CULTURE IMPACT * DETERMINING ELEMENTS OF DANONES CULTURE Fi rst 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 commitments all over the world * The openness this value includes various notions such as the open-mindedness, the curiosity and valuing diversity. * The enthusiasm It symbolizes the desire and capacity to take risks and explore new, not to mention the conviction to surpass oneself and to take some pleasure by working. * The humanism DANONE wants to accentuate the fact that the group pays attention to the safety 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 c ome 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 life 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 OTHER The four core values and the French influence 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 bef ore.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 typically 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 source of additional costs and loss of performance. That is why, to DANONE, the motivation of the employees is an imperative condition of the companys growth. The group DANONE often insists on the need of permanent growth to preserve its leaders place on the market. This growth requires consistently an outstanding performance, which supposes that the company can lean on committed employees. Consequently, DANONE insure on a regular basis that the 3 main conditions for optimum employees commitment are fulfilled The company is in sync with its culture and its values He is proud to belong 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 in particular on the autonomy and the sharing between employees We rely on the autonomy 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 around towards his boss, but rather to exchange with his counterpart, wherever he turns out to be in the world, to find the solution. We forged 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 compared with their competitors Nestle or PepsiCo to create 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 hierarchic lines of communication. In 10 years DANONE employees shared almost 1000 good practices with colleagues.The Networking Attitude had made practical information accessible to about 70% of the more than 9,000 DANONE manager s around the world. Best of all these programs, which are conducted within the timeframe of more formal meetings, incurred very little cost and were considered highly successful 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 products rather than sharing exist 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 lots 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 contrary 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 co mpetitors. 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 way 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 floor 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 smart things. First, he directed to companys focus towards health and nutrition. Second, he turned a Western 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 many 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 extended 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. permits manage our companies as much with our heart as with our brain and lets not forget that if earth resources are limited, the mans one are infinite if he feels motivated. We believe that Anto ine 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 Prentice Hall. D. Buchanan A. Huczynski (2010) Organizational Behaviour. 7th Ed. ) FT Prentice Hall. Bauer and Erdogan (2009) Organizational Behaviour. FT Paperback. Internet sources (International and French sources) Tatum, M. (2010). What is SWOT Analysis? 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 Knowledge management Franck Mougin interview. Available at http//ecole. or g/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 Journal du Net (2010). DANONE. Available at http//www. journaldunet. com/danone/ (Accessed 13 November 2011) Web & 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 august 2011 in a shopping mall near Paris. (Available at http//www. lefigaro. fr/societes/2011/07/14/04015-20110714ARTFIG00454-danone-s