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Economic models of these two clubs are comparable?

Both charts show the athletes quite similar, even if they were composed at different times. Lyon as Bordeaux also grow dynamically, while carefully managing their capital players. However, the economic potential of Lyon is a notch above that of Bordeaux due to the size of the city. To qualify for status as a major in Europe, must now have a stadium of 50,000 seats, which regularly displays full, hence the importance of the draft stage for Bordeaux and Lyon, with a potential audience as superior to the Lyonnais. Another difference, OL (Olympique Lyonnais) has managed to build a recurrence sport Champion's League, an area where Bordeaux is being established gradually.Meanwhile, 20 to 30 million euros more in a budget generated by the European TV rights, it makes a difference.

Which levers can build the two clubs?

Whether Lyon or Bordeaux, they have little choice to increase their TV rights to show that performance on the European level. This will happen this year because a French club is guaranteed to be in the semifinals of the Champions League fast payday loan no faxing. Another area of growth will require both improved revenue per game. Today Lyon and Bordeaux to generate 50% more revenue per game less than their main competitors. But the real leverage is on the ticket and the additional revenues generated within the stadium.The filling ratio of Lyon is close to the maximum but in the case of the Girondins, it is still important to retain viewers. The rate of filling the Stade Chaban-Delmas this season rose to 85% against 78% in 2008-2009 (full season) with an average attendance of 29,000 spectators.

Why the French clubs n'animent they not periods "mercato"?

The French clubs are not in the position of "market makers". They do not effect sufficient financial resources to attract the players they want. For one simple reason: the players want to move to clubs who have been dreaming when they were children. But Lyon did not like Bordeaux is in this category at the international level, in the 90s.

A symbol: the oven that produced crystal Arques was definitely off last month. He had worked for two months last year. Instead, the site of Blaringhem, 7 kilometers from the headquarters of Arques (Pas de Calais), the electrician private Poweo studying the construction of a power plant. No more crystal, Cristal d'Arques now focusing on DIAMAX a new material just developed, 20% less expensive to produce, more robust and resistant to washing dishes.

The group Arc International (Luminarc, Arcoroc, Pyrex) account such innovations to resume growth. In 2009, the company owned 100% by the Durand family has experienced a drop of 14% of its turnover and, after two years of profits, fell into the red.The operating loss reached 26 million euros for a turnover of one billion.

"2009 was an extremely difficult year, said William de Fougi?res, became chairman of the board earlier this year. The tableware are among the first purchases that consumers mediate in times of crisis. And they head towards the products of entry level where our margins are low or even negative. "The decline in activity was particularly strong in Europe, an area served by the plants Arques, reflecting a decline of 25% their activity.Conversely, a recovery was observed in mid-2009 in the production sites of the group in the United States, the United Arab Emirates and China, who are now "all overheated.

This year, Arc International is pursuing a modest growth, mainly driven by emerging countries, with a stable activity in Europe fast cash online. It's objective is a return to financial balance.

As a result, the restructuring will continue on the site of Arques, which has for ten years bleeding Name: numbers are increased from 12 000 to 6 500 people. After two social plans, management plans already one of 400 people redundant at the end of the year. So far, all departures were held without layoffs, mainly by age measures, outsourcing and support entrepreneurship.The decline in activity last year was dampened by a heavy emphasis on partial unemployment, on average four to five days per month per employee.

Fear of social

Staff representatives are again very worried. After a demonstration and three-day strike in early March for wages and work organization, they fear further downsizing.

"For the first time, our President declared in the works the word" dismissal "is concerned Elizabeth Jacques, Associate CFE-CGC. We expect that we announced in May a third redundancy. "

For William of Fougi?res, one thing is certain, "there is no early retirement" as possible. According to him, "improving productivity at Arques is essential in order to regain our competitive product entry level."Meanwhile, the group is studying the possibility of establishing factories in Latin America or Russia.