Economy: “Our role is to educate those who want to lead the country tomorrow,” launches Francois Aserin.


The National President of CPME Francois Aserin was in Dijon on Thursday, April 14th. Between the two rounds of the presidential election, he answered the following questions:Dijon information..

François Aserin was traveling to Cote d’Or on Thursday, April 14, 2022. Before going to the Château de Thoron, he hosted a conference on the adaptation of businesses and professionals to the new challenges of the French economy. CPME met a member of Côte d’Or CPME at the AVS Communication in the Capnoll district of Dijon.

A representative of a small business answered a question fromDijon information About the role of CPME in this period between the two rounds of the presidential election.


VSE-SME, “significant weight”

What is the meaning of this meeting with CPME 21 members?

“My role as National Chairman of CPME is to keep in touch with its members. I am very happy to have a business leader at work. Here, AVS, a great company with young leaders full of talent and courage. I’m in communication. Like a transmission belt, I’m here to listen. Then I appreciate the support and encouragement I need to provide to them and to them to give them a perspective. It’s an opportunity. “

You reaffirm the interest in the CPME white paper announced at this year’s elections …

“We have actually worked on the corpus in the areas of economy and society. Make sure that different candidates take into account the reality of VSEs and SMEs that actually make up our country’s economy. There were 76 suggestions to do.

There are 1.85 million companies in France with at least one employee. Of these, you only have 1,500 large companies. You can see that the number of VSEs and SMEs that mesh the territory is very large. They make up 99% of the number of companies, and it is this backbone that needs to be listened to.

Business leaders own them very often and they put their internal organs in it, sometimes their family, they are close to their employees. Social ties are important, the economic weight is considerable, and we must have a favorable environment for these companies.

Pay attention to the credibility of the promise

How does CPME “listen to itself” in a situation where only two candidates can carry out your proposal during the two presidential elections?

“First, in each of the remaining two camps, we will find some of the 76 measures we are taking. Our role is not only to educate those who want to lead the country tomorrow, but also to be candidates. To educate members about the reality of any of the programs, and rely on CPME in the territory to contact legislative candidates who want to go to parliament.

Each voter and each member votes as desired, but in the area of ​​our economic and social capacity, each candidate for this election (including before the first round) is in favor of TPE and SME. .. For everyone’s benefit. But beyond promise, we are practitioners. Promises must be credible and must be viewed carefully. We can promise a lot, but without the ability to fund them, it’s unreliable.

Historically, CPME has not required either candidate to vote. Meanwhile, we are here to emphasize the program. As for the National Rally, even though Marine Le Pen’s speech targets VSEs and SMEs, this aspect of program reliability and funding is lacking today. On the side of Emmanuel Macron, we’ve heard more about ecology and social issues, but fewer companies.

There are entrepreneurs and entrepreneurs. VSE-SME is not a large company with a reduced model. Very often in discussions, I talk about CAC 40 often, but I’m not an entrepreneur who is close to the reality of the field or employees. It doesn’t matter if the candidate can turn left. Our subject is that entrepreneurs are essential to public debate and know how the environment can be more favorable to him.

Ten days before the second round, discussions are imminent, but much can still happen.

“We are always struggling to find the skills we need.”

What difficulties do you hear about entrepreneurs in your area, and what are the main issues CPME has to carry?

“Companies were fairly well supported by government, especially country-guaranteed loans during the crisis, and it’s starting to be repaid by businesses. But today, you have three major problems. I have.

Some companies that had a viable economic model before the crisis have been struggling to repay PGE for four to five years in a booming market.
To go beyond that, you need to move on to credit mediation, which also means making the company the default. It is enough to say that we are losing a lot about the potential of the company’s actions. We are seeking a detailed analysis of these companies so that they can further expand their PGE redemptions.

The second difficulty is inflation galloping. In a highly competitive market, many companies deny margins and ask about business models.
Inflation can’t be stopped, but governments can talk to energy people and stay on top of bills that go beyond financial outcomes. If you don’t do anything, you may be losing money and should stop production.

The third point is that you are always struggling to find the skills you need. Young people have a future and are performed on several levels, especially in orientation. It needs to be managed in line with national education.
And we need to be more wise in vocational training. We manage to train, but we do not always attract the interest of our employers. We believe that employment is ready for operation. 84% of trained people find a job thanks to it at the end of training. Especially in Paul Amplois, we have to go in this direction on a large scale.

The last aspect, again, is to make people want to go to work rather than be taken to the community. And it’s about unemployment insurance reform.

“We need an environment that is vulnerable to risk.”

What are the strengths of a company that projects itself for the future?

“First, everything goes through men. The quality of men will be the innovative company of tomorrow. In order for us to upgrade our business, everything must be upgraded, and above all, people. That’s right. It’s a matter of training.

Second, there must be an environment that encourages risk-taking that business leaders take for others. We must encourage them. However, it turns out that the culture of small businesses is not enough and does not exist much. Looking at the law, the standards imposed, it is an avalanche of additional obligations, often accompanied by penalties, and is more compulsory than incentives.
We would like to set up a small business test to see if this standard is applicable for 6 months, according to a panel of 100 companies in the major sectors. Today we need to set standards and pay attention. I’m scared to see the European standards in Brussels being taken over by the French government.

We are well aware that production methods need to be decarbonized, but the timeframes and methodologies used tell us that we are completely off the mark. And don’t get the wrong target. Companies are volunteers and partners in the process. “

Nevertheless, did we quickly forget that the company is suffering in the midst of a crisis?

“They were often helped that it was true and that activity as a whole is important to this day, but let’s not forget their debt.

Three things to make an entrepreneur sleep like a baby: a complete purchase order, positive cash, and a nice atmosphere in the box. And then the Ukrainian invasion comes. Assessing the impact is much more complicated. There is still a big cloud in front of me. It’s not a mess, because you never despair, but you need to be solid.

Interview with Alix Berthier
Photo: Alix Berthier