BSI Luxembourg ASBL
Château de Wiltz
Yacouba Diallo has a degree in Sociology from the University of Ouagadougou - Burkina Faso. He received a Master of Business Administration (MBA) from Université Internationale- Groupe Hautes Etudes Commerciales et Informatiques (HECI), a Master in International Trade and Global Marketing from EENI GLOBAL BUSINESS SCHOOL, SL. Tarragona (Spain) and Ouaga2 University (Burkina Faso), as well as a Diploma of Specialized Higher Education (DESS) in Management of Microenterprises from the International Center for Applied Higher Education (CIESA), Edmundston, New Brunswick (Canada).
Mr. Diallo has a diverse professional experience of over 20 years in the implementation of rural and agricultural development projects and programs, the last 15 years of which have been devoted to advisory support, promotion of private and public investment in the development of agricultural entrepreneurship. After an experience working in his native country, Burkina Faso, he began a career at the regional level. Working in Mali since July 2016, he currently holds the position of Director of Value Chain Competitiveness within the framework of the Feed the Future Project - USAID cereals Value Chain, having spent more than three years in the West and Central African Council For Agricultural Research and Development (CORAF / WECRAD) in Dakar, Senegal, where he held the position of expert in Agribusiness and Marketing.
Business model des PME à l’exportation de mangues fraîches du Burkina Faso et intégration au marché européen.
[Business model of SMEs for the export of fresh mangoes from Burkina Faso and integration into the European market.]
With the rapid development of international trade, the global market is a reality that affects all companies of all sizes. The global economy has undergone major changes that have transformed domestic trade into global trade. A company can be present anywhere in the world. This also concerns small and medium-sized enterprises (SMEs) in African countries, which are given opportunities to integrate into the international market.
The European Union (EU), with a population of 370 million is the largest market in the world with approximately 40% of world market shared of merchandise. The EU market is very dynamic and attracts even countries that were not traditionally exporters to this market and that contributes to increase the level of competitiveness. For African countries, whose main engine of economy is basically small and medium-sized enterprises, the international market offers opportunities to increase their exports. But for SMEs, the international trade environment remains very complex and uncertain with important constraints to face. They compete with large companies and this contributes to increasing their precariousness on the international market. While a number of SMEs are able to resist and sustain themselves, many are forced to withdraw for lack of adaptability.
To contribute to the understanding of the fact, the question is what is the business model of SMEs that can successfully integrate and maintain themselves in the international market? To answer this question, the research focused on the cases of Burkinabe SMEs exporting fresh mangoes to the European market.
Our research is based on an analysis of the explanatory factors that contribute to the integration of SMEs into the European market, starting from the cases of Burkina Faso. The research adopted a qualitative methodology based on multiple case studies.
The research has led to the identification of the determinants of integration and the maintenance of SMEs exporting fresh mangoes from Burkina Faso to the European market. For market integration, factors related to SMEs professionalism, the quality of products and services, the local anchorage of SMEs and their ability to mobilize resources and skills have been highlighted. Whereas, fort their maintenance into the export market, the most significant factors the research highlighted are the following: the partnerships developed, the loyalty and trust established with the partners, the contractual commitments and the regularity of supply into the international Market.
The research proposes an integrated business model of African SMEs to integrate and maintain themselves into the international market. The Proposed Business Model is structured around three main components: (i) Local anchoring and organizational capacities of the SME, (ii) Alliances and synergies of values developed and, iii) Client mix-values proposition. These major components are themselves constructed from lower-level sub-elements. The research therefore develops managerial implications applicable to SMEs already on the market or wishing to enter the international market.