Action-sheet A1 - Business associations
Creating a business association
The aim and benefits:
Adopting the position of a special point of contact, the aim of a business association is to find joint solutions to the needs of companies located on the same business park.
It has many interests. It represents:
a place of exchange, enabling a social link to be created between companies on the business park, which provides real stimulation for the park, with a feeling of belonging and an improvement in the quality and environment of the park,
a communication tool enabling the public authorities (the business park developer, the local authority, etc.) to be informed of companies’ concerns,
a way of sharing operating costs for companies, in particular as regards services (combined security services, centralised purchasing, joint signage for companies at the entrance to the business park, etc.),
a way of reducing the environmental impacts of companies by pooling/sharing: collective waste management where the mass effect facilitates sub-contracting, shared maintenance of companies’ green spaces, establishment of collective modes of transport to the business park (station-business park shuttle, car sharing database, etc.), etc.
an organisation that opens up new economic opportunities: improved appeal in terms of employment and image, identification of possible synergies between companies on the business park.
The stages
1. Identifying a company to be the driving force
It is essential to identify the head of one of the companies on the business park with the charisma and communication skills needed to bring together a certain number of heads of companies (not too many initially) who are keen to support the scheme. This will be the initial aim.
2. Establishing a charter/agreement
Once a motivated group of companies has been formed, a charter may formalise the aims and workings of the association. This charter details:
- how the business association (also known as the business commission or club) functions: the frequency of meetings, the cost of subscription fees, the conditions for electing the President, Secretary, Treasurer, etc.
- the role of the President, Treasurer and Secretary, possibly making a distinction between active members and supporters.
3. Identifying a shared project
When launching the scheme, it is useful to identify a project that is shared by all the participating companies. Combined security services is a good example.
4. Ensuring extensive promotion for the association and the projects it implements
Promotion is conducted by creating a web site, distributing folders on the park, articles in the local press, non-member company visits, etc.
The keys to success
- Friendliness: meetings should be as informal as possible. Meetings may take place in turn on the premises of companies that are members of the association and begin with a tour of the host company. This rotation enables the association to bind together with a knowledge of the activities of each member. Lunchtime (with a cold buffet, for example) is an ideal time to create a friendly climate for meetings.
- The frequency of meetings: not too close together (the availability of heads of companies being limited) but not too far apart (risk of demobilisation). A frequency of 6 to 8 weeks is a good compromise.
- The presence of the head of the company at meetings. It is important that decision makers are present in order to drive projects forward during these meetings. Should the head of a company be unable to attend, he/she should be represented by a deputy with a knowledge of the association’s projects.
- Symbolic subscription. The financial needs of a particular project may be covered by specific calls for funds.
- The presence of real leaders. The success of a business association depends primarily on the character of its members. It is essential, in particular, that the heads of companies have a desire to work together.
- The presence within the association of larger companies in order to “pull up” the smaller companies, specifically when pooling waste.
- The implementation of actions with a rapid effect during the initial period. Actions requiring the investment of greater human and financial resources should come later.
Barriers
- The lack of a “collective” culture: confidentiality as a cultural reflex, the difficulty of changing habits.
- The difficulty of motivating new members and successors to the posts of President, Treasurer and Secretary.
- The lack of availability of the heads of companies outside their own company.
- Fading away due to a lack of new projects.
- A lack of support from the business park’s public authorities (manager/developer).
- Too many members: in this case, the heads of companies may feel less involved.
