Extract
[...] They have no prior positioning. -Reduced initial cost: Startups are born with the principle of low production costs to grow faster and thus increase their profit margin. In fact, they start with little staff, and without their own office, many start in shared offices (coworking). 1. Developing and evolving economic model The economic and evolving model of start-ups is based on their classification, based on their field of activity. It is thus that Tegaoua & Chouam (2023) distinguish 8 types of start-ups: - FinTech: "refers to the start-ups and technological innovations that are created and implemented in the banking and financial services sector" - InsurTech: "refers to the start-ups that are created and implemented in the insurance sector"" - FoodTech: "refers to the start-ups related to the food sector"" - AgroTech: "refers to the start-ups created in service of the agro-food sector""" - BioTech: "refers to the start-ups that are created and implemented in the biotechnology sector""" - GreenTech: "encompasses the technological innovations related to environmental protection and sustainable development""" - Big Data: "refers to the start-ups that are active in the sector of data management and digital data analysis""" - LegalTech: "refers to the start-ups that are created and implemented in the sector of law and legal documents""" So, we will review the economic and evolutionary model of start-ups based on their classification: i-Cas of FinTech: based on the conclusions of Blanc (2017) where he states that: "Fintech are a threat to banks if they neglect them and do not want to digitize their economic model. [...]
[...] With limited resources, start-ups need time to grow and therefore, focus on long-term growth. 3. Integration of non-financial aspects of performance (innovation, customer satisfaction, etc.) As mentioned in part "start-ups need to measure and manage organizational performance" (Essid, 2009). They need to rely on "RSE indicators to measure overall performance." Today, start-ups need to embrace everything in an equitable manner, both financial and non-financial aspects. Management control integrates aspects such as innovation, customer satisfaction, research and development, etc., all of which frame their long-term strategies. 4. [...]
[...] Routledge. Aureli, S. (2010). The introduction of innovative performance measurement and management control systems: the role of financial investors and their acquired companies. In Performance Measurement and Management Control: Innovative Concepts and Practices (Vol pp. 81-114). Emerald Group Publishing Limited. Bedraoui, B. (2022). Management Control and 'Business Intelligence' What relationship? For what future?Geopolitics and Geostrategic Intelligence, 4(1), 219-255. BENNANI, H., RECHIDI, N., & NAFZAOUI, M. [...]
[...] These aspects and characteristics that will be imposed may not match the editorial line of the start-up that is being absorbedExtract from an interview, DAF) In the opinion of the DAF, the merger of a startup only makes sense when the valuation of this startup would be improved to exceed a high percentage of the potential future benefits. In the event of a merger, the founders and employees of the startup risk seeing their shares lose value. The acquiring company can pay in cash and shares. [...]
[...] It seems that in complex and dynamic organizations, the problems of management control and human resource management seem to be the most linked around common issues.' 1-Method ABC (Activity-Based Costing) The ABC (Activity-Based Costing) method, or activity-based costing, is a cost management approach that accurately assigns costs to products, services, or customers. It is based on three main steps: identifying activities, assigning costs to activities based on resources consumed, and calculating cost objects using cost drivers. In a behavioral approach to management control, the ABC method plays a crucial role. [...]
