Emmanuelle Rivière, GEM MS 2012, appointed general manager of the Grenoble Chamber of Commerce and Industry
Emmanuelle Rivière replaced Bernard Aubert following his retirement. With a DEA in Language Sciences (Montpellier II) and a Master’s in public regional management (Grenoble EM), she began her career in National Education followed by the Isère Department before joining in 2002 the Isère Association of Mayors, which she directed until 2012. After a stint at ERDF, she joined the Grenoble Chamber of Commerce and Industry in 2014 as director of communications and business promotion, followed by director of regional economic activities, and since 2019, deputy general manager.
Antoine Amant, GEM PGE 2017, became director of development at Bureaux Locaux
Antoine Amant started this job in January 2020 and works directly under Audrey Pierson-Blanchard, general manager. With a business degree from Grenoble Ecole de Management (2017), he was previously a Real Estate Advisory associate at Deloitte France (2018-2019), followed by senior Real Estate Advisory associate (2019-2020).
Research: call for participants
Grenoble Ecole de Management is calling for participants to join a research panel for Grenoble’s population. The goal is to carry out regular studies of Grenoble inhabitants who live in one of the 49 communes of the Grenoble Alpes metropolis. Studies will explore topics related to current regional issues. “We chose to study the Grenoble region because it has unique advantages (very dynamic economic activity, nearby mountains…) as well as unique challenges (traffic, basin effect…). This panel will enable GEM to reaffirm its local ties and support the identification and development of solutions for our region,” explains Corrine Faure, a researcher and professor at GEM and the panel coordinator. This panel is created with the support of the Territories in Transition chair at Grenoble Ecole de Management, whose mission is to produce and share knowledge to support an environmental and social transition in the Grenoble region. A scientific committee will be charged with checking the scientific nature of the studies and their respect for applicable regulations related to personal data.
Business climate outlook: a crisis in confidence
The results of the latest business climate outlook by Grenoble Ecole de Management demonstrate that companies around the world are preparing for a period of slow growth until 2021. “A dangerous aspect of this Covid-19 context is the idea that rebooting the economy will only take a couple of months. Companies might wait a long time before re-launching major projects with industrial partners, whose financial stability they’ll want to verify beforehand. We are facing a major shock in terms of confidence, which will impact investment and consumption. The danger is not really the current lack of production, but rather the impact it will have on business relationships. Banks demonstrated they were uncertain about lending after the Lehman Brothers bankruptcy in 2008. Confidence had suddenly disappeared. Why wouldn’t this be the same for companies that have lost turnover and cash flow in this crisis?” explains Philippe Dupuy, associate professor in the department of management, law and finance at Grenoble Ecole de Management.
How are companies adapting to the situation?
The results of the survey are very clear: 56% of US companies reported that they already implemented certain actions to deal with a continued loss of activity. Some of these actions include slowing down investments (31%) all the while reinforcing treasury by implementing measures to reduce company debts (59%).
Companies are also looking to control costs (58%). And finally, many companies are trying to have sufficient cash on hand to compensate for lower turnover. Europe offers a similar picture where 78% of companies are trying to reduce costs, which, for 37% of them, means delaying recruitments.
How to manage resilience: a 100% online program
GEM developed a 100% online program that can easily be adapted to fit a manager’s daily schedule. The goal of the program is to share tools and methods to create positive psychological and relationship contexts for teams to better handle the after-crisis period.
6 key tips to manage clients and employees after the end of the lockdown
In the months to come, refreshing a company’s treasury could be the primary goal for many businesses. In such cases, customer relationships could become an important cost factor that might suffer certain consequences:
- Customer side: deteriorating customer experience and therefore brand loyalty; artificially boosted consumer base at a high cost with low sustainability
- Employee side, and in particular customer relations managers: major stress and demotivation of teams, excessive digital sollicitations, the need for new work methods (social distancing, strong pressure to reduce costs, etc.).
With this challenge in mind, the Association pour le MAnagement de la Réclamation Client (AMARC) and the Executive Education department at Grenoble Ecole de Management have teamed up to offer a series of conferences and discussions about these issues.