La Pérennité Concurrentielle de la Petite et Moyenne Entreprise Camerounaise: Enjeux, Défis et Perspectives

Gnigninikoup Issofa

doi:10.19044/esj.2022.v18n26p145

Gnigninikoup Issofa Université de Dschang, IUT-FV de Bandjoun, Cameroon

DOI: https://doi.org/10.19044/esj.2022.v18n26p145

Keywords: Petite et moyenne entreprise ; pérennité concurrentielle ; coopération concurrentielle

Abstract

La question de la pérennité concurrentielle est aujourd’hui au centre de toutes les stratégies concurrentielles. Longtemps fondé sur une logique transactionnelle qui implique une élimination des moins compétitifs par les plus compétitifs, l’avantage concurrentiel au regard de la réalité économique actuelle semble avoir une assise plutôt relationnelle. Si non comment pouvons-nous expliquer la pérennité concurrentielle des petites et moyennes entreprises face à une concurrence féroce des grandes entreprises dans un contexte de globalisation concurrentielle. Cette étude est centrée sur la compréhension des facteurs qui expliquent la pérennité concurrentielle des PME au Cameroun. Nous avons procédé à travers une analyse qualitative à des entretiens avec des hauts responsables de 18 PME du Cameroun. Il ressort de l’analyse des informations recueillies que l’avantage concurrentiel des PME camerounaises fondé sur des facteurs classiques comme l’innovation, l’accès au capital financier, l’accès au marché est réel. Cependant le paramètre central qui explique la pérennité concurrentielle est relationnel et fondé sur une coopération entre les PME concurrentes. Nous avons mis en évidence trois types de coopérations au sein des PME camerounaises concurrentes: une coopération sociale entre les PME dont les responsables ont des antécédents sociaux ; une coopérative géographique entre les PME ayant un marché commun ; une coopération économique entre des PME éloignées socialement et géographiquement. C’est cette coopération concurrentielle qui fonde l’avantage concurrentiel au plan stratégique par une stabilisation de l’environnement concurrentiel immédiat et au plan opérationnel par la gestion de la clientèle.

The question of competitive sustainability is now at the center of all competitive strategies. Long based on a transactional logic that involves the elimination of the least competitive by the most competitive, competitive advantage with regard to the current economic reality seems to have a rather relational basis. If not, how can we explain the competitive sustainability of small and medium-sized enterprises in the face of fierce competition from large companies in a context of competitive globalization. Our study focuses on understanding the factors that explain the competitive sustainability of SMEs in Cameroon. It emerges from the analysis of the information collected that the competitive advantage of Cameroonian SMEs based on classic factors such as innovation, access to financial capital, access to the market is real. However, the central parameter that explains a long-term competitive advantage is relational and based on cooperation between competing SMEs. We have highlighted three types of cooperation within competing Cameroonian SMEs: social cooperation between SMEs whose managers have a social background; geographical cooperation between SMEs having a common market; economic cooperation between socially and geographically distant SMEs. It is this competitive cooperation that establishes competitive advantage at the strategic level by stabilizing the immediate competitive environment and at the operational level through customer management.

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