Finance and Business Economies Review

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Analyzing direct marketing policies (tools), and its suitability for application

in Algerian companies.

Messalta Sofiane university of setif 1 Algeria E-mail: messalta@yahoo.fr

Mechri Hasna university of setif 1 Algeria

; Country

E-mail: mechrihasna@univ-setif.dz

Received: Jan 2018 Accepted: Fèv 2018 Published: Mar 2018

Abstract: Nowadays, marketing faces important challenges associated with the emergence of internet, social network media the decline of mass marketing and the high expectations of customers. Among these continuous changes, Companies need to abandon old approaches and address target audiences through new direct marketing media such as (phoning or telemarketing, m_mobile, direct mail, direct response advertising, interactive and on line marketing…).

The purpose of this paper is to provide a review of the development of direct marketing discipline and outline the symbiotic strength it

The research concluded that the use of telephone is the most useful technique used in direct marketing by banks in setif market. And that was followed by the face to face selling, then direct mail, catalogues and finally the internet (e-mail, e_catalogues, e_coupons …).

The research recommended the necessity of developing abilities and possibilities for the companies in the field of the internet and electronic commerce .

It‘s obvious, that Direct marketing in Algeria is still in its introduction stage of development. Using target individual customers approach is still at a minimal level. And most companies in Algeria utilize direct marketing for business-to-business contacts. Keywords: markeing, social neworks, direct marketing, banks.

صخمم : ةيعامتجلاا ةكبشلا طئاسوو تنرتنلإا رويظب ةطبترم ةميم تايدحت رضاحلا تقولا يف قيوستلا وجاوي ءلامعلا تاعقوت ةدايزو يداعلا قيوستلا عجارتو . نع يمختلا تاسسؤملا ىمع نيعتي ،تايدحتلا هذى ةيجاوملو لثم ةثيدحلا رشابملا قيوستلا لئاسو للاخ نم ةفديتسملا ريىامجلا تابمطتمل ةباجتسلااو ةميدقلا تابراقملا ( يمعافتلا قيوستلا ،ةرشابملا ةباجتسلاا تانلاعإ ،رشابملا ديربلا ،فتايلا ربع قيوستلا وأ يفتايلا لاصتلاا . ول ةيمعافتلا ةوقلا ديدحتو رشابملا قيوستلا ماظن ريوطتل ضارعتسا ميدقت ىلإ ةيثحبلا ةقرولا هذى فديت . ةيلاو يف كونبلا لبق نم رشابملا قيوستلا يف ةدئاف رثكلأا بومسلأا وى فتايلا مادختسا نأ ىلإ ثحبلا صمخ دقو فيطس . ةبترملا تنرتنلاا تمتحا اميف ،تاجولاتكلاو ،رشابملا ديربلا مث ،وجول ايجو قيوستلا ةينقت ةرشابم اييمي ةريخلأا . ةينورتكللإا ةراجتلاو تنرتنلإا لاجم يف تاسسؤملا تاناكمإ ريوطت ةرورضب ثحبلا ىصوي ، قيوستلا نأ حضاولا نم يدرفلا فاديتسلاا ةبراقم مادختسا نأ امك ،ريوطت ىلإ ةجاحبو ةيدييمتلا وتمحرم يف لازي لا رئازجلا يف رشابملا طقف تاسسؤملا نيب لاصتلاا يف رئازجلا يف رشابملا قيوستلا مدختسي ثيح تايوتسملا ىندأ يف لازت لا ليمعمل . ةيحاتفملا تاممكلا : كونبلا ،رشابملا قيوستلا ،ةيعامتجلإا تاكبشلا ،قيوستلا .

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لامعلأاو لالما تايداصتقا ةلمج JFBE

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INTRODUCTION:

The global market has changed, the great demand on consumer goods led to the revolution of mass production to fulfil customer wants. Nowadays, there is a surplus of goods and an abundance of places to buy. The customer has become the monarch again, and those financial institutions that do not recognise this change and accommodate their marketing strategy to it, they will face danger of failure.

Marketing used to be applied to the masses. When its poor outcomes outdated it, marketing was then aimed at smaller groupings called segments or niches. Direct marketing is aimed at the individual market (the target market). The dentist‘s office calls to remind you about your appointment. The closest grocery store asks for your card in order to record your purchases. These are all examples of the impact of direct marketing in everyday life. Very quietly and often without much fanfare, the most visible applications of direct marketing have changed the way we go about living, and there is no evidence to suggest that the impact will lessen. In response to all pressure, direct marketing is growing rapidly, and is considered one of the fastest growing marketing approaches during the last two decades. In the European Countries the direct marketing spending is more than 20 billion per year, and the UK accounts for about 12% of the total spend. According to the Direct Marketing Association (DMA) expenditure on direct mail has increased by over 200% in the last 10 years (The Letter box Fact file 2000). While some of the increase is due to inflation in the costs of materials, wages, and postage, part can be attributed to a greater commitment to direct mail.

We are going to answer the following questions:

-What are the most effective direct marketing techniques?

- What is the most important tool of direct marketing used in Algerian banks?

-Who/what should businesses reach with direct marketing materials? -What are the purposes of using direct marketing?

1. Definition of direct marketing

Several definitions are provided for direct marketing but none of them can be called the standard one. Bauer and Miglautsch (1992)1 state: ―It is probable that no one definition will perfectly describe the concept of direct marketing, as different definitions are used for different purposes.‖

A currently accepted definition of direct marketing created and then modified by The Direct Marketing Association (DMA) and published in every issue of Direct Marketing magazine states that: Direct marketing is ―"An interactive system of marketing that uses one or more advertising media to effect a measurable response and/or transaction at any location, with this activity stored on a database (DMAS 2013)2. Bauer and Miglautsch (1992) present the following definition that distinguishes direct marketing from direct mail, direct response advertising alone, direct selling, and telemarketing.

―Direct marketing is a relational marketing process of prospecting, conversion, and maintenance that involves information feedback and control at the individual level by using direct response advertising with tracking codes.

Bauer and Miglautsch‘s definition involves four marketing functions. ―Prospecting‖ means finding new customers to build the files. ―Conversion‖ is to convert individuals who received direct response advertising to customers. ―Maintenance‖, the third activity in the direct marketing definition, means maintaining the behavioural pattern of customers. It includes any analysis or marketing research that helps to enrich the customer file. ―Relational marketing‖ means focusing on developing and maintaining an ongoing relationship between marketers and their customers.

Murrow and Hyman (1994) argue that, although Bauer and Miglautsch‘s definition is very useful to practitioners, it is still not a useful definition to academics. Their judgement is based on the absence of a clearly stated domain for direct marketing, and neglect of the telephone as one of the dominant direct marketing tools.. Technological development may create some new media that may be

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considered as direct marketing tools. TV shop, the Internet, the On-line shop, etc. are some possible tools that may substitute in the near future for the heavy use of direct mail and telephone.

Direct marketing consists of connecting directly with carefully targeted individual consumers to both obtain an immediate response and cultivate lasting customer relationships. Direct marketers communicate directly with customers, often on a one-to-one, interactive basis. Using detailed databases, they tailor their marketing offers and communications to the needs of narrowly defined segments or even individual buyers3.

Today, many marketers build long-term relationships with customers4. They send birthday cards, information materials, or small premiums. Airlines, hotels, and other businesses adopt frequency reward programs and club programs. direct marketing is the use of consumer-direct (CD) channels to reach and deliver goods and services to customers without using marketing middlemen5.

Direct marketers can use a number of channels to reach individual prospects and customers: direct mail, catalog marketing, telemarketing, interactive TV, kiosks, Web sites, and mobile devices. They often seek a measurable response, typically a customer order, through direct-order marketing. Sales produced through traditional direct marketing channels (catalogs, direct mail, and telemarketing) have been growing rapidly, along with direct-mail sales, which include sales to the consumer market, B2B. Direct marketing has been outpacing U.S. retail sales. It accounted for almost 53 percent of total advertising spending in 2009, and companies spent more than $149 billion on direct marketing per year, accounting for 8.3 percent of GDP.

2. Reasons for growth of direct marketing

There are many reasons that lead DM to growth such as:

 Customers‘ time constraints—appeal of investing less time and money.  Increase in niche marketing—close buyer-seller relationships.

 Availability of specialized media—highly targeted to narrowly defined audiences.  Computerized databases—availability of detailed personal or company information.

 Advances in technology and electronic media—increased use of computers, Internet, telecommunications capability, etc. Sophisticated analytical tools are available now that help companies to classify and understand customers better.

 the increasing number of firms. including increased consumer sophistication and individuality and the rise of single person households have resulted in a market place of extraordinary diversity and choice.

 Global business expansion—worldwide growth of catalogs and mail-order businesses, and use of promotional tools to reach a global marketplace.

 High cost of personal selling have led companies to take advantage of direct marketing techniques such as direct response advertising and telemarketing to make the sales force more effective. Direct marketing techniques generate leads that can be screened by outbound or inbound telemarketing.

 Changes in demographics and life style: Vast social and economic changes that have occurred since the middle of twentieth century have been vital contributors to the evolution of direct marketing. Large families are becoming a minority group, the number of working women has continued to increase.

3. Direct Marketing Expenditures

Marketing expenditures are in a state of flux as illustrated by this chart which shows direct marketing leading the pack of media options. Whether you are a park district, department, camp or other organization - you are, no doubt, using direct marketing like never before. In the "olden days" of marketing before Twitter, texting, apps and wikis - direct marketing was often synonymous with direct mail.

Today, however, direct marketing refers to an every expanding explosion of media options and applications. among all marketing expenditure ,total direct marketing expenditures are approximately: Direct mail(26)+internet advertising(16)+customer magazine(6)+doors drops(9)+e_mail(5)+telemarketing(5)+mobile messaging(1) = 68%.

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Source://littleredsbigideas.typepad.com/little_reds_big_ideas/2010/02/direct-marketing-leads-marketing-expenditures.html.

4. TARGET MARKETS AND PROSPECTS

Most direct marketers apply the RFM (recency,frequency, monetary amount) formula to select customers according to how much time has passed since their last purchase, how many times they have purchased, and how much they have spent since becoming a customer. Suppose the company is offering a leather jacket. It might make this offer to the most attractive customers—those who made their last purchase between 30 and 60 days ago, who make three to six purchases a year, and who have spent at least $100 since becoming customers. Points are established for varying RFM levels; the more points, the more attractive the customer6.

Marketers also identify prospects on the basis of age, sex, income, education, previous mail-order purchases, and occasion. College freshmen will buy laptop computers, backpacks, and compact refrigerators; newlyweds look for housing, furniture, appliances, and bank loans. Another useful variable is consumer lifestyle or ―passions‖ such as electronics, cooking, and the outdoors.

The company‘s best prospects are customers who have bought its products in the past. The direct marketer can also buy lists of names from list brokers, but these lists often have problems, including name duplication, incomplete data, and obsolete addresses. Better lists include overlays of demographic and psychographic information. Direct marketers typically buy and test a sample before buying more names from the same list.

5. Elements of direct marketing

There are a lot of tools(forms) and elements7 used in direct marketing and the most popular ones are shown in Figure 2 and discussed below.

The major forms of direct marketing.

direct mail 26% internet advertising 16% magazine display 10% doors drops 9% inserts 7% customer magazines 6% e_mail 5% telemarketing 5% field marketing 5% national press display 3% regional press display 3% raidio 2% television 1% outdoor transport 1% mobile messaging 1%

Marketing expenditures

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FIGURE 2 Forms of direct marketing

4.1. Direct mail marketing

Direct mail is a Direct marketing method in which carefully targeted prospects (chosen on the basis of age, income, location, profession, buying pattern, etc.) are presented with custom tailored offers for goods or services via ordinary mail or email. Marketing firms usually 'rent' lists of prospects from mailing list compiling firms who maintain a large inventory of names and addresses of prospects, divided into hundreds of categories and sub-categories8.

Direct mail is material distributed through the postal service to recipients‘ home or business address to promote a product or service. According to the Royal Mail‘s definition, direct mail is ―personally addressed advertising in the post‖ (The DMA 1995). Direct mail can be one of the most effective methods of direct marketing because of its wide method of delivery range. This element includes catalogues, postcards, newsletters, brochures, flyers, video and audio tapes and promotional items sent via mail or other delivery services9.

Most direct mail is unsolicited. Organisations compile or buy lists of names and addresses, and then send out the mailshot. The mailing list used may be cold, that is, where there has been no previous contact between the organisation and the addressee, or may reflect various selection criteria based on data held about previous or existing customers.

Direct mail is widely used in both consumer and organisational markets. The financial sectors, for example, send out mailshots to encourage people to apply for credit cards, loans, and insurance quotes10.

Direct mail is particularly useful for testing, and for building the long-term relationship with customers as individuals, which marketers are aiming for. With direct mail, marketers can target with great precision, using the information available from a database or what is known about the list they have rented, and they can use personalized printing techniques to add impact.

4.2. Mail order

Mail order involves the purchase of services featured in advertising or selected from catalogue. The basis of the mail order is the catalogue. As a major selling tool, a great deal of thought and effort is required to get it right and tailor it to target market. The main advantages of mail order to consumer are convenience and efficiency and, for some, easy credit. This is especially valuable in areas remote from larger city centres where regular shopping trips are difficult. For the organisation, by avoiding expensive high street locations and associated display and personal selling costs, the opportunity is provided for a wider variety of lower cost offerings..

4.3. Direct response advertising

Direct response marketing, is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for

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more information, placing an order or being directed to a web page.and it may include the following tools: Radio, Television, Newspapers and Magazines

Direct response advertising characterestics

Here are some of the main characteristics:

It‘s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or ―brand‖ marketing – no one will ever know what ad compelled you to buy that can of Coke, heck you may not even know yourself.

It‘s measurable. Since you know which ads are being responded to and how many sales you‘ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment.

It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention grabbing headlines with strong sales copy that is ―salesmanship in print‖. Often the ad looks more like editorial than an ad (hence making it at least three times more likely to get read).

It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market.

It makes a specific offer. Usually the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report.

The offer focuses on the prospect rather than on the advertiser and talks about the prospect‘s interests, desires, fears and frustrations.

It demands a response. Direct response advertising has a ―call to action‖, compelling the prospect to do something specific. It also includes a means of response and ―capture‖ of these responses.

4.4. Telemarketing

Telemarketing can be defined as any planned and controlled activity that creates and exploits a direct relationship between customer and seller, using the telephone. It includes, but is not limited to, all out-bound direct response advertising communications conducted over the telephone using conventional private line or other telecommunication services.

The main benefits of the telephone are as follows:

 It's almost impossible to ignore; hardly anyone can leave a telephone unanswered.  The conversation is two-way; people tell the caller things.

 It gets quick results; within the first 50 calls, an idea can be had of customers‘ reactions; scripts can be modified accordingly.

 It's a terrific research medium.

 Although costly, it should get at least 5 times the response of direct mail. One can use the telephone to check names and addresses and to find out about peoples' reactions to mailings.

There are two popular methods of telemarketing11:

Inbound telemarketing consists of handling incoming telephone calls—often generated by broadcast advertising, direct mail, or catalogs—and taking orders for a wide range of products. Representatives working in this type of telemarketing program normally do not need as much training as outbound reps because the customer already has shown an interest by calling in.

Outbound telemarketing can be aimed directly at the end consumer—for example, a home repair business may call people in its community to search for prospects—or can be part of a business-to-business marketing program. Representatives working on this side of the industry generally require more training and product knowledge, as more actual selling is involved than with inbound operations12.

4.5. Interactive (On line) marketing

Interactive marketing is a rapidly growing online trend moving from a one-sided customer interaction to a conversation. This trend is being propelled by improved Internet technology and the costumer‘s desire for a better online user experience. Customers want a business to address them directly and remember what type of history they have had together. This includes past purchases,

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communication preferences and product interests. It also includes giving the customer power to provide moment-to-moment feedback on products and the company itself.

Example of Interactive Marketing:

One of the biggest innovators in interactive marketing is Amazon.com. They collect and digest past visitor behavior, allowing them to show meaningful information in the present. Amazon offers ―suggested reading‖ selections based off of previous book searches or purchases. This type of online environment makes for a very comfortable and personal shopping experience, leading to longer stays within a site (sometimes referred to as ―site stickiness‖) and more purchases (also referred to as conversions).

4.6.Direct selling

Direct selling is the action of marketing and selling products directly to the consumer in a non-retail environment (i.e. within a home or work location). These products may or may not be found within a typical retail location. There are many different direct selling tactics, including sales made through one-on-one demonstrations, home parties, catalogs, internet, phone or door-to-door sales.

Direct selling is not necessarily direct marketing. Direct selling is when individual salespeople reach out to consumers directly, whereas direct marketing is when a company markets directly to the consumer, bypassing distributors or other middle-men13.

Direct selling is often found in connection with a multi-level marketing environment. This is where the direct salesperson is compensated for personally selling products and for the sales made by people he or she recruited to sell product. This is not to be confused with single-level marketing which is when a sales representative is only paid for the sales he or she personally makes14.

4.7.Kiosk marketing

As consumers become more and more comfortable with computer and digital technologies, many companies are placing information and ordering machines—called kiosks (in contrast to vending machines, which dispense actual products)—in stores, airports, and other locations. Kiosks are popping up everywhere these days, from self-service hotel and airline check-in devices to in-store ordering kiosks that let you order merchandise not carried in the store.

4.8.Catalog Marketing

In catalog marketing, companies may send full-line merchandise catalogs, specialty consumer catalogs, and business catalogs, usually in print form but also as DVDs or online. In 2009, three of the top B-to-C catalog sellers were Dell ($51 billion), Staples ($8.9 billion), and CDW ($8.1 billion). Three top B-to-B catalog sellers were Thermo Scientific lab and research supplies ($10.5 billion), Henry Schien dental, medical, and vet supplies ($6.4 billion), and WESCO International electrical and industry maintenance supplies ($6.1 billion). Thousands of small businesses also issue specialty catalogs.Many direct marketers find combining catalogs and Web sites an effective way to sell. Catalogs are a huge business—the Internet and catalog retailing industry includes 16,000 companies with combined annual revenue of $235 billion (15). The success of a catalog business depends on managing customer lists carefully to avoid duplication or bad debts, controlling inventory, offering good-quality merchandise so returns are low, and projecting a distinctive image. Some companies add literary or information features, send swatches of materials, operate a special online or telephone hotline to answer questions, send gifts to their best customers, and donate a percentage of profits to good causes. Putting their entire catalog online also provides business marketers with better access to global consumers than ever before, saving printing and mailing costs.

6. The major functions of direct marketing

The major purpose of using direct marketing is to achieve a sustainable competitive advantage through effective promotion and an efficient way of selling. However, the literature is characterised by a lack of studies that address this issue, or determine the reasons for using direct marketing in general or what functions direct marketing usually accomplish in particular. However, a few studies have focused on the benefits or reasons for using direct marketing or one of its elements from the supply side. The following is a brief presentation of the findings of these studies.

Thwaites and Shron (1994), in a study of the financial services industry, rank direct marketing‘s benefits based on their value to UK financial services institutions as follows16:

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1. Cross-selling 44%.

2. Lead generation for sales force 28%.

3. Up-selling current and new services to existing customers 24%. 4. Keeping customers sold on product/service 15%.

5. Selling to new prospects 13%. 6. Generation of retail traffic 8%.

Peltier (1994), in a study applied to private hospitals in the United States, identify the four most important objectives of using direct marketing. According to Peltier‘s (1994) findings, these objectives rank as follows:

1. Increasing hospital awareness 70%

2. Lead generation for current programs/services 64% 3. Promoting special events 63%

4. Image enhancement 57%

A survey study conducted by Direct Mail Information Service (1994), on 141 companies selected from the top 3000 UK advertisers by advertising spend and other companies with a turnover between £1 million and £10 million, indicates that there are seven traditional reasons for using direct mail. These reasons are ranked differently across different industries. However, the average rank of each reason in all industries included in the study appeared as follows:

1. Leads inquiries 84%. 2. Customer loyalty 57%. 3. Improve image 56%. 4. Immediate sales 47%. 5. Brand awareness 46%. 6. Upgrade/Cross sell 33%. 7. List/Database building 27%.

According to these studies, the reasons for using direct marketing are different across the sectors in which direct marketing is applied. However, there are some common factors that can be derived from the existing studies. The most significant reasons are mainly either distribution or promotion purposes. For example, reasons such as cross-selling, selling to new prospects, and immediate sales, can be considered as distribution functions. Others, such as increasing awareness, image enhancement, promoting special events, and lead generation for sales forces can be considered as promotional functions. In fact, recognising the role of direct marketing as a form of promotion tool is not a problematic issue. The dominant theme in the literature identifies direct marketing as a promotion tool, (Anderson 1993, Kotler 1998). However, the use of direct marketing as a distribution channel is still not widely acknowledged.

5.1. Direct marketing as a promotional tool

Promotion is defined in the literature as any form of communication used to inform, persuade, and/or remind people about an organisation‘s or individual‘s goods, services, image, ideas, community involvement, or impact on society (Evans and Berman 1992). Direct marketing is commonly identified in the literature as an element of the promotion mix (Schoell and Guiltian 1990, Kotler et al 1998). The promotion mix is the firm‘s overall and specific communication programme, including its involvement with advertising, publicity and public relations, and personal selling and sales promotion. Research has shown several beneficial impacts of including direct marketing in the promotion campaign. For example, according to Bird, a comparison between a promotional campaign including direct mail and one which does not, shows how effective direct marketing is as a promotional tool. The results are that17:

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2. Brand performance shifted dramatically: people were 148% more likely to choose the product in question than similar people who had not been mailed.

3. Advertising awareness leapt: people who had been mailed were 37% more aware of the product‘s general advertising.

5.2.Direct marketing as a distribution channel

Direct marketing is well recognised in the literature as a promotional tool. Research related to the promotional dimension of the approach is widespread. On the other hand, the distribution dimension of direct marketing receives less attention in the literature. However, the use of direct marketing as a distribution channel may play a strategic role in the firm‘s long-term planning. Roberts and Berger argue that direct marketing offers potential in many potential competitive areas, such as changing the basis of competition, strengthening customer relationships, overcoming distribution problems, building barriers against new entrants, and generating new services18.

First of all, a marketing channel (distribution channel) is defined in the financial services, insurance, and travel companies, is the major users of direct marketing as sole distribution channels for some of their services. For example, Direct Line insurance, a subsidiary of the Royal Bank of Scotland, markets its product (motor insurance) direct to the customers by cutting out intermediaries. This strategy allows the bank to avoid paying brokers‘ commissions, to be able to offer the public more personal services, a faster response, and a lower price. In 1985, this new strategy was considered as a ‗new way of marketing motor insurance, which put the company, in the lead position in the UK‘s motor insurance market19.

In conclusion, direct marketing, whether it is direct mail, telemarketing, or mail order, has a distribution dimension. It could perform some of the significant distribution functions (flows). It is a combination of both intermediary and facilitating agent. Although direct marketing may be used in all levels of distribution channels, the particular context influences its role and functions. In the previous discussion, market and product-related variables appeared to be among the determinants of a role for direct marketing. Direct marketing was used commonly as a sole distribution channel in services, while it was being used as only a facilitating agent in industrial markets. In addition, direct marketing was used as a sole distribution channel with standard and simple financial services, while it was used as a supportive channel for complex and high valued services. In all cases, the distribution dimension of direct marketing is recognised as a major function of using the approach.

Geo-marketing

The newest and most complex instrument used in direct mailing is geomarketing. It allows the transposition into graphic representation of the information in the profile of the buyers and its distribution on a map. In communication campaign terms, geo-marketing offers the possibility of decreasing allotted resources through a preliminary analysis and planning. For this undertaking to work, though, two sets of information need to be harmonized: the vector maps of the company that performs the distribution, which accurately show the exact situation of the addresses in the territory, and the information about clients that is desired to be put into the analysis. Let us consider, for example, a hypermarket which is active in various cities of the country, having a database with existing clients and data about their addresses, income, age, etc. By overlapping this data on a vector map, the distribution of customers according to the desired criterion and the dynamics and mobility of customers in the proximity of stores will be highlighted. Also, the attraction zones can be validated, invalidated and given dimension. Thus, the appropriate marketing instruments for future campaigns will be defined, choosing between addressed and unaddressed distribution20.

It can be found that a significant number of customers live on a one kilometer radius around the store, while the density in the 2-5 kilometer radius is only scattered – in this case, it is better for certain campaigns to be announced to customers from the further area by addressed distribution instead of unaddressed, to decrease the allotted budget. In conclusion, geo-marketing allows both the optimization of the communication effort by better allotting resources and the identification of tendencies in the selective behavior of the customers. Geo-marketing also proves its effectiveness outside the sphere of direct marketing, being used to place outdoor advertisements and founding some strategic sale decisions such as establishing the locations of new stores.

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6.Direct marketing and ethical issues

At the forefront of many of the efforts to improve self-regulation has been the Direct Marketing Association (DMA), the oldest and largest organization in the direct marketing industry. In the past few years, the DMA has worked with government in crafting anti-spam legislation (2002), developing plans to prevent telemarketers targeting cell phones (2002), partnering with the American Association of Advertising Agencies and the Association of National Advertisers to release guidelines for e-mail advertising (2003), and working with federal law enforcement officials to stop illegal or unwanted spam (2003). According to the DMA, the following principles should apply to any firm or individual involved in direct marketing in their interactions with both current and prospective customers, suppliers, and other businesses. These principles form the foundation for the DMA‘s Guidelines for Ethical Business Practice. Adhering to the framework means21:

 . a demonstrated commitment to customers‘ satisfaction;

 . clearly, honestly, and accurately representing all products, services, terms and conditions;  . delivering products and services as represented;

 . communicating in a respectful and courteous manner;

 . responding to inquiries and complaints in a constructive, timely way;  . maintaining security policies and practices to safeguard information;

 . honoring requests not to have personally identifiable information transferred;

 . honoring requests not to receive future solicitations; and following both the spirit and letter of all laws.

Direct marketers and their customers usually enjoy mutually rewarding relationships. Occasionally, however, a darker side emerges22:

• Irritation. Many people don‘t like hard-sell, direct marketing solicitations.

• Unfairness. Some direct marketers take advantage of impulsive or less sophisticated buyers or prey on the vulnerable, especially the elderly.15

• Deception and fraud. Some direct marketers design mailers and write copy intended to mislead or exaggerate product size, performance claims, or the ―retail price.‖The Federal Trade Commission receives thousands of complaints each year about fraudulent investment scams and phony charities.

• Invasion of privacy. It seems that almost every time consumers order products by mail or telephone, apply for a credit card, or take out a magazine subscription, their names, addresses, and purchasing behavior may be added to several company databases. Critics worry that marketers may know too much about consumers‘ lives, and that they may use this knowledge to take unfair advantage.

7. Relationship marketing

Relationship marketing is a term introduced by Berry (1983)23 that puts forward that marketers should move away from transactional marketing and build longer term relationships with their customers, focusing on building trust between buyer and seller so that loyalty develops. As a concept, there is little that can be faulted; after all, isn‘t that what all businesses want, loyal customers with whom they want a long relationship?

The idea of relationship marketing was developed by Gronroos (1994) whose opinion was that relationship marketing was all about identifying, establishing, maintaining, enhancing and, occasionally, terminating relationships with customers.

The objective of such relationships, he suggested, is to give mutual benefit through the exchange and fulfilment of promises as well as communication. He went on to say that relationship marketing is the result of applying a set of processes involving interaction, communication, dialogue and value (Gronroos, 2000)(24). Over the last 20 years relationship marketing has been espoused by many in the services and industrial arenas, where it is, perhaps, easier to developer longer term relationships.

The acquisition, retention and nurturing of customer relationships is fundamental to an organisation engaging in relationship marketing. Nurturing the customer is a step along the path to invoking loyalty on the part of the customer. Loyalty is one of the objectives of relationship marketing because a loyal customer may be of strategic advantage to an organization(25).

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II. Practical study

the subject‘ study was a sample of financial institutions in setif. The sample was selected randomly from both private and public sector. However, the population of the study is limited to Setif region(setif,el eulma,ain ernet), because this city is believed to adequately represent Algeria. Setif is considered as a centre for different industries such as agriculture, services, manufacturing and other professional industries, and it is the second city after Algiers in population density with approximately 2 millions inhabitants.

A total of 19 questionnaires were sent to the banks in setif. After employing several methods in order to obtain an adequate response rate, All the 19 questionnaires were returned. Of these 19 responses, 2 questionnaires were unusable. We have used spss v21 statistical package for social sciences in analyzing data.

1. Elements of direct marketing analysis

The main elements of direct marketing that are commonly used are direct mail, catalogue, telephone, face to face, interactive television, and the Internet. The telephone was found to be the most important element of direct marketing used by banks. Over 65% of direct marketing users (banks) believed that the telephone is either an ―important‖ or ―very important‖ type of direct marketing used to market their services. the table below (1) shows the mean (4.01) was the highest among all elements of direct marketing. This is probably due to Record number of mobile phone subscribers in Algeria, a significant increase over the past year, to exceed the number of the country's population, A total number of 39.52 million subscribers. According to the latest statistical authority to control for mail and telecommunication "ARPT", said that the rate of saturation in the mobile market in Algeria, has exceeded one hundred percent rate, and reached for the first time in the history of Algeria ratio of 102.11 percent.

The face to face tool appeared to be the second most important element (mean 3.73), followed by direct mail (3.20) which comes third, the Interactive TV (2.61), then catalogue with (2.18) and the least important being the Internet (1.14). This result reveals that_ unlike the situation in the Western market_ direct mail is not the dominant element of direct marketing. One potential reason for this result is the management‘s mistrust of the mail system. And banks marketers are still not satisfied with the service, and therefore, hesitate to rely on such an approach.

Face to face selling is still have a good position in delivering financial services directly to customers. And that what explain the intensive distribution strategies of those companies. However internet comes in last rank, wich indicate the indifference of those companies regarding internet use in delivering and distributing services.

One of the oldest forms of marketing, catalogues remain a powerful marketing medium, but it‘s role has changed. Where they were once a direct_response vehicle, they now drive consumers to the internet to place an order online. Although catalogues and internet are not well used .

Table (1) Elements of direct Marketing

Variables rank Mean Std. Deviation

Telephone 1 4.01 1.0344 Face to face 2 3.73 1.2029 Direct mail 3 3.20 1.5003 Interactive TV 4 2.61 1.4505 Catalogue 5 2.18 1.6028 Internet 6 1.14 1.1818

Source : (réalisé par les chercheurs) 2. Purposes of direct marketing

We are going to discusses various issues regarding the use of direct marketing tools and policies. It highlights some issues among the users of direct marketing concerning its role, the way financial institutions understand and utilise the direct marketing approach,

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In the first section, users of direct marketing were asked to determine the relative importance of seven purposes for using direct marketing. These seven purposes were looked at from a functional point of view. Each represented a function and a role that direct marketing may be given.

table (2) shows that, although direct marketing was found to be used for many purposes, the distribution functions appeared to be the most significant reason for using direct marketing. Table (2) shows that the first main purpose is making immediate sales (4.02), followed by cross_selling the product (3.85), and then Build customers‘ list (3.62) were the most significant purposes. This results indicate that these companies are still adopting selling _oriented approach instead of marketing oriented approach, this phenomenon was called by Theodore Levitt the marketing myopia.

Purposes that can be classified as communication and promotion role appeared less important. The most significant purposes was found to be enhancing customer relationships(3.21), increasing brand awareness(3.11), and improving the firm‘s image(3.02).

However, Using direct marketing to test the product and the market place was found to be one of the least popular purposes of using the approach. The mean was (2.63) for testing the products and market.

Table (2) purposes of using direct marketing

Variables rank Mean Std. Deviation

generating immediate sales 1 4.02 1.102

Cross-sell 2 3.85 1.222

Build customers‘ list 3 3.62 1.209

establish customer relationship 4 3.21 1.436

Increase brand awareness 5 3.11 1.451

Improve the firm‘s image 6 3.02 .9151

Test the product and market place 7 2.63 1.235

Source : (réalisé par les chercheurs)

3. Disscussion and Conclution

The final results of the empirical work imply that direct marketing in Algeria is still in its early stages of development. The use of the approach to target individual customers is still at a minimal level. Most financial institutions(banks) in Algeria utilise direct marketing for business_to_business contacts.

direct mail is still not the dominant element of direct marketing. However, the most important elements in Algeria being the telephone and fax. An obvious reason for this result is the inadequate mail system in the country.

We can also say that there are several potential opportunities for financial institutions in Algeria to embrace direct marketing. Firstly, the decline of mass marketing is often cited as one of the main factors that makes direct marketing a desirable option for an increasing number of firms. A number of trends in the Algerian market, including increases in consumer sophistication and individuality and the high growth of population that is associated with the rise of small families and households, have resulted in a market place of extraordinary diversity and choice that is unlikely to be satisfied by traditional mass marketing approaches.

In addition, the vast social and economic changes that have occurred since the last decades make direct marketing a desirable potential option for several financial institutions.

Moreover, we should mention the poor banking services and the lack of credit cards sand electronic payment means and inaccurate (not actualized) mailing lists seems to be the serious obstacles facing direct marketers in Algeria. The government should pay more attention to improving the mail system, modernise banking sectors and developing electronic infrastructure, and providing high level of internet flow.

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A database can be built from order transaction records, application forms, warranty cards, questionnaires and surveys, coupons, customer service reports, or requests for information and brochures. Establishing database marketing and a good dataminig system can lead to extraordinary results for both customers and companies.

The banks should focus on building effective relationships with its profitable customers via direct marketing tools such as face to face or personnel selling. And using loyalty schemes and reward their best customers.

REFERENCE

1 Bauer, Connie and Miglautsch, John (1992), ―A conceptual definition of direct marketing‖, Journal of Direct Marketing, Vo. 6, No.2, P: 7-17.

2_{http://www.dmas.org/theworldofdm.html}

3_{Ph kotler,gary Armstrong, principles of marketing, pearson pintice hall,2014,p 472.} 4

Ran Kivetz and Itamar Simonson, ―The Idiosyncratic Fit Heuristic: Effort Advantage as a Determinant of

Consumer Response to Loyalty Programs,‖ Journal of Marketing Research 40 (November 2003), pp. 454.

5_{Ran Kivetz and Itamar Simonson, ―Earning the Right to Indulge: Effort as a Determinant of Customer}

references toward Frequency Program Rewards,‖ Journal of Marketing Research 39 (May 2002), pp. 155.

6

Bob Stone and Ron Jacobs, Successful Direct Marketing Methods, 8th ed. (New York: McGraw-Hill, 2007. 7_{Philp kotler, gary armstrong, principles of marketing, golden edition, pearson education,13}th_{edition 2009, p} 395.

8_{http://www.businessdictionary.com/definition/direct-mail.htmi} 9

Berry, T. Wilson, D, US SBA and Palo Alto Software. On Target: The Book on Marketing Plans. 2004, available at: www.bplans.com/targetonline/.

10_{ahmed alshumaimri,direct marketing in Saudi Arabia,}_{King Saud University – AlQasseem,2002.p21.} 11_{http://www.referenceforbusiness.com/small/Sm-Z/Telemarketing.html.}

12

Read more : Rosen, Judith. "Telemarketing: Pros and Cons." Publishers Weekly. January 11, 1999. And Eisenhart, Tom. "Telemarketing Takes Quantum Leap." Business Marketing. September 1993.

13_{http://homebusiness.about.com/od/marketingadvertising/a/smallbusiness_m.htm}

14_{http://workathomemoms.about.com/od/runningahomebusiness/g/single-level-marketing.htm.} 15

Industry Overview: Internet and Catalog Retailers,‖ Hoovers, www.hoovers.com, accessed August 22, 2010. 16_{Thwaites & Sharon C,}_{Direct marketing in the financial services industry, Journal of Marketing Management} Volume, Issue 5, 1994,p380.

17_{Bird, Drayton (1986), ―Making and holding onto the customer‖, Marketing Week, Dec. 12, P: 63-64.} 18

Robert, M. and Berger, P, Direct Marketing Management, Englewood Cliffs, NJ: Prentice Hall 1989. 19

Fletcher, K, Wheeler, C. Database Marketing: A channel, a medium, or a strategic approach‖, International journal of Advertising, 1991,Vol.10, No.2, P: 117-127

20_{Mihaela Simina Dogan, Direct Marketing An efficient communication tool Tibiscus University, Daliei,} Magazine progresiv, issue 155 october 2012.p 402.

21_{Steve Brubaker, INDUSTRY PERSPECTIVE Ethics and regulation in direct marketing, InfoCision} Management Group, Inc., Akron, Ohio, USA Direct Marketing: An International Journal Vol. 1 No. 1, 2007, pp. 55-58.

22

Charles Duhigg, ―Telemarketing Thieves Sharpen Their Focus on the Elderly,‖ New York Times, May 20, 2007.

23_{Berry, L, ―Relationship marketing‖, Emerging Perspectives on Services Marketing, American Marketing} Association, Chicago1983, IL, pp. 25.

24

Gronroos, C. (2000), ―The relationship marketing process: interaction, communication, dialogue, value‖, 2nd WWW Conference on Relationship Marketing, 15 November 1999 to 15 February 2000, European Journal of Marketing.

25_{Further reading : Mitusis, D., O‘Malley, L. and Patterson, M. ―Mapping the re-engagement of CRM with}

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L’impact de l’utilisation des incubateurs d’entreprises sur la durabilité des

PME Algériennes

Boutellaa Mohamed Centre Universitaire de Mila ; CountryE-mail: mohstrategie@gmail.com

Bendebiche Naima Université de Mostaganem

; Country E-mail: Bend.nana@outlook.com

Received: Jan 2018 Accepted: Fèv 2018 Published: Mar 2018

Résumé :

Les PME constituent dans les économies contemporaines une base motrice de développement socio-économique, néanmoins leur vulnérabilité face à la compétition accrue des grandes entreprises et des multinationales a impliqué l’adoption de quelques dispositifs et mécanismes d’appui dans plusieurs pays, dont l’Algérie, notamment sous une tendance à l’ouverture sur le marché mondial, parmi ces mécanismes on distingue les incubateurs et les pépinières d’entreprises, qui ont pour objectif essentiel l’accompagnement des PE ou des start-up durant leur période de démarrage, en leur fournissant l’incubation, en plus des facilités nécessaires et des divers mesures de soutient, et ce afin de leur assurer une continuité réussite dans environnement devenu de plus en plus compliqué.

Mots clés: Petites moyennes entreprises (PME), incubateur d’entreprises, pépinière d’entreprises, start-up.

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Introduction :

Il a été constaté a travers les expériences étrangères que les petites et moyennes entreprises (PME) apparaissent comme le principal moteur de croissance des économies développées et en développement, notamment en période de récession économique. Elles contribuent a l’amélioration des performances économiques en termes d’emploi et de croissance. Ces unités posséderaient toutes les caractéristiques requises pour s’adapter aux situations de crise : souplesse, dynamisme et flexibilité.

Mais la création d’un tissu performant de PME suppose l’existence, au préalable, d’un environnement adéquat susceptible de lever les obstacles a l’émergence et de développement de ces dernières, ce qu’expliquent les efforts soutenus ces derniers temps de la part des autorités responsables pour le développement et la promotion de la PME.

En effet, depuis quelques années déjà, des actions sont engagées dans le cadre de consolidation de la croissance des PME, ce qui a donné lieu au recours a des instruments de relance économique des PME, c’est le cas d’incubateur (ou pépinière d’entreprises), recommandé aujourd’hui comme solution efficace a la naissance et a la consolidation des petites entités économiques.

En tant qu’instrument de promotion économique, l’incubateur est la phase d’accompagnement du porteur de projet. Il mobilise un réseau de compétences humaines, matérielles et financières. C’est la combinaison du dynamisme d’une jeune entreprise aux ressources dont disposent généralement les grandes entreprises afin de créer une valeur. L’objectif de cette communication est de vérifier dans quelle mesure le recours a l’incubateur, en Algérie, peut contribuer au développement des PME. D’une façon plus précise, elle explique de quelle façon les incubateurs d’entreprises créent de la valeur et participant ainsi a la création des PME, source de croissance économique.

I- Aperçu sur la PME :

1- Définition de la Petite et Moyenne Entreprise (PME):

La définition des PME varie souvent d’un pays à l’autre et se fonde généralement sur le nombre de salariés, le chiffre d’affaires annuel ou le total de bilans de l’entreprise. Selon la définition la plus courante, les microentreprises comptent de 1 à 10 salariés, les petites entreprises de 10 à 100 et les entreprises de taille intermédiaire de 100 à 2

50. Sauf précision contraire, est considérée comme une PME aux fins du présent rapport toute entreprise de moins de 250 salariés, quel que soit son statut juridique (entreprise familiale, individuelle ou coopérative) et qu’elle soit formelle ou informelle. Par commodité, le terme PME est utilisé d’un bout à l’autre du rapport sauf lorsqu’une différenciation par sous-segments s’impose.1

Les définitions de la PME peuvent se subdiviser en deux approches distinctes, d’une part les définitions utilisant des critères qualitatifs également dénommés « critères théoriques, sociologiques ou analytiques »et d’autre part, celles utilisant des critères quantitatifs, appelés aussi « descriptifs » 2.

1-1- Les approches qualitatives :

L’approche qualitative rejoint plus la réalité socio-économique par son caractère descriptif. Les différentes définitions qualitatives de la P.M.E mettent toutes l’accent, à des degrés divers, sur les éléments distinctifs et caractéristiques d’une entreprise de petite ou moyenne dimension. Elles correspondent à une approche de contingence à laquelle on ne peut y échapper.3

Les facteurs de contingence :4 • l’âge

• la taille de l’organisation, • le système technique,

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• l’environnement, • les relations de pouvoir. 1-2- L’âge et la taille :

• Plus une organisation est âgée, plus son comportement est formalisé. • La structure de l’organisation reflète l’âge de la fondation de son activité.

• Plus une organisation est de grande taille, plus sa structure est élaborée : plus les tâches y sont spécialisées, plus ses unités sont différenciées, et plus sa composante administrative est développée.

• Plus l’organisation est grande, plus elle est formalisée. Le système technique :

• Plus le système technique est régulé, plus le travail opérationnel est formalisé et plus le centre opérationnel est bureaucratique.

• Plus le système technique est sophistiqué, plus la structure administrative est élaborée ; de façon précise, plus les fonctionnels logistiques sont nombreux et qualifiés, plus s’opère à leur bénéfice une décentralisation sélective et plus l’organisation utilise de mécanismes de liaison pour coordonner leur travail.

• L’automation du centre opérationnel transforme la structure administrative de bureaucratie en structure organique.

L’environnement :

• Plus l’environnement est dynamique et plus la structure est organique. • Plus l’environnement est complexe et plus la structure est décentralisée.

• Plus l’organisation a des marchés diversifiés, plus elle a tendance à se scinder en unités organisées sur la base de ses marchés (dans la mesure où les économies d’échelle le permettent).

• Une hostilité extrême de son environnement amène toute organisation à centraliser sa structure de façon temporaire.

• S’il existe des disparités dans l’environnement, l’organisation est conduite à créer des constellations de travaux différenciées et à décentraliser de façon sélective vers ces constellations.

Le pouvoir :

• Plus le contrôle externe qui s’exerce sur l’organisation est puissant, plus la structure de l’organisation est centralisée et formalisée.

• Le besoin de pouvoir des membres de l’organisation conduit les organisations à avoir des structures excessivement centralisées.

• Il existe en matière de structure (et de culture) une mode qui pousse les organisations à se mettre au goût du jour, même si ce n’est pas approprié pour l’organisation.

1-3- La dimension humaine :

« La P.M.E est une unité de production ou de distribution, une unité de direction et de gestion, sous l’autorité d’un dirigent entièrement responsable de l’entreprise dont il est souvent lui-même propriétaire et qui est directement lié à la vie de l’entreprise ».5

Le chef est omniprésent et son rôle est déterminant dans la P.M.E. 1-4- Le rapport Bolton :

La définition de Bolton repose sur 3 critères6 :

 Le fait que l’entreprise soit dirigée par ses propriétaires d’une manière personnalisée « participation a tous les aspects de la gestion »

 Une part de marché restreinte7

« manque de pouvoir réel sur l’environnement économique » ces entreprises ont affaire à de nombreux concurrents, manque de pouvoir réel sur l’environnement économique cela est clairement influencé par la théorie de concurrence parfaite.

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1-5- Les approches multicritères : 8

 La petite et moyenne entreprise est identifiée systématiquement à un entrepreneur.  Personnel de direction relativement peu spécialisé.

 Contacts personnels étroits entre les organes supérieurs de direction et les ouvriers, les clients, les fournisseurs.

 Recours à l’autofinancement  Innovation intuitive.

1-6- Les approches quantitatives :

D’après TORRES « La définition de la P.M.E repose sur des fonds présupposés loin d’être variables ».9

La commission européenne définit cette approche comme la combinaison de critères quantitatifs tels que le «nombre de travailleurs, profit net, valeur ajoutée, capital, bénéfice, chiffre d’affaire»

L’union européenne par le billet de l’observatoire européen des P.M.E a essayé en 1992 de retenir les critères les plus pertinents à retenir comme suit :10

 La Très Petite Entreprise « T.P.E » < 09 employés.  10≤ Petite Entreprise « P.E »< 99 employés .  100≤ Moyenne Entreprise < 499 employés.

La commission a redéfini la notion de P.M.E en 1996 dans le cadre d’une recommandation, reconnaissant qu’une entreprise de 500 personnes dispose de moyens financiers et repose sur une bonne structure managériale là distinguant d’une simple P.M.E.

Sont considérées comme P.M.E les entreprises :  Employant moins de 250 personnes.

 Avec un Chiffre d’Affaires qui n’excède pas 40 millions€ soit un bilan annuel n’excédant pas 27 millions €.

 L’indépendance « sont considérées comme indépendantes les entreprises qui ne sont pas détenues à hauteur de 25% ou plus du capital ».

 La petite entreprise :

Emploie moins de 50 personnes, tout en respectant le critère d’indépendance, et dont le chiffre d’affaires annuel n’excède pas 7 millions € et un bilan annuel qui ne dépasse pas les 5 millions €.

 Micro entreprise : ou T.P.E pour « Très Petite Entreprise» : Emploie moins de 10 salariés . Les nouvelles recommandations apportées par la Commission Européenne pour définir la P.M.E ont été établies en 2005 et sont toujours d’actualité :

 Employant moins de 250 employés.

 Avec un chiffre d’affaires inférieur à 50 millions € « Bilan annuel inférieur a 43 millions € ».

2- Aperçu global sur les PME en Algérie :

2-1- Les caractéristiques générales des PME Algériennes :

L’Algérie a connu une profonde mutation économique en passant de l’économie administrée à l’économie de marché à partir de la fin des années quatre vingt. Tout au long de la première période, l’économie algérienne a vécu sous l’emprise de l’entreprise publique de grande dimension sur laquelle s’appuyaient les plans de développement. Ce n’est qu’à partir du début des années quatre vingt dix et dans le cadre des réformes visant la libéralisation de l’économie algérienne que les pouvoirs publics ont commencé à accorder un intérêt particulier aux PME .Cet intérêt s’est traduit par la refonte de tout le cadre institutionnel à commencer par le code de l’investissement adopté en 199311

. Si tôt né, le secteur de la PME doit évoluer dans un cadre institutionnel instable et au même temps faire face au phénomène de la mondialisation.

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En 2001 a été arrêtée la première définition de la PME en Algérie12 . Cette dernière a été introduite suite à la promulgation de la loi 18-01 portant la loi d’orientation pour la promotion de la PME. A partir de là, la création et le développement de la PME, occupent une position de premier plan dans le processus de développement algérien.

Le secteur de la PME est en plein essor si l’on se réfère aux chiffres établis par le ministère de la PME et de l’artisanat depuis quelques années. Bien que les chiffres demeurent faibles comparés à ceux des pays voisins13, le poids des PME dans le tissu industriel national a augmenté considérablement. Le secteur privé est aujourd’hui prédominant au sein de l’économie suite à la libéralisation économique et le démantèlement du monopole de l’état. En effet, à la fin 2011, la population de PME est de 659.309 dont 658.737 privées, l’équivalent de 90% du total des entreprises14

. Cette évolution, montre que l’objectif de promouvoir le secteur privé est atteint et que les mesures d’incitation prises par le gouvernement algérien à cet effet ont apporté leurs fruits.

L’application de la définition de la PME retenue par l’union européenne15 adoptée par l’Algérie et fondée sur les critères quantitatifs, met en exergue la prédominance des très petites entreprises (TPE) dans le tissu industriel national. Cette situation peut être expliquée par l’importance de l’investissement dans les secteurs à faible apport en capital (Assala.K, 2006). L’Algérie présente une répartition inégale des PME et reste marqué depuis un certain nombre d’années par la prédominance d’une douzaine de wilayas sur les quarante huit qui abritent plus de 52% des PME implantées sur le territoire national. En effet, selon le bulletin d’information diffusé par le ministère de la PME et l’artisanat en mars 2012, quatre wilayas à savoir : Alger environ 11,65% du total, Tizi Ouzou , Oran et Bejaia accueillent prés de 27% de la population de PME dan le pays.

Selon le même bulletin statistique, la répartition sectorielle de ces entreprises renseigne sur la présence en force des PME privées notamment dans les services avec 186.157 entreprises l’équivalent de prés de la moitié des PME de statut privé. Suivies par le secteur du BTPH16

et les industries manufacturières avec 63.890 entreprises. Ces chiffres montrent que les PME sont concentrées dans les niches ou des créneaux que le secteur public a délaissés .Bien que cette situation leur procure un certain monopole, elles sont néanmoins confinées pour la majorité d’entre elles dans des secteurs à faible valeur ajoutée17

. Elles sont spécialisées dans la production de biens de consommation courante avec une dépendance par rapport à l’extérieur en matière d’inputs et de faibles potentialités à l’exportation18

2-2- Evolution des PME en Algérie par statut juridique :

A partir de 2000, le poids de la PME dans le tissu national a fortement augmenté ; la densité des entreprises a presque quadruplé, et le nombre de création a plus que doublé. Les statistiques disponibles indiquent que plus d’une moitié, environ 54 % de PME/PMI ont été crées entre 2001 et 2008, suite a l’adoption de la loi d’orientation sur la PME de 2001, soit une évolution totale de 274 178 PME dont 212 120 PME privées.

A partir de 2009, le nombre des PME/PMI privées a connu une évolution remarquable, et ont enregistré un nombre de 586 903 soit un pourcentage de 99,89 % du total des PME, alors qu’en début de 2003, elles étaient de 207 949 entreprises. Cette évolution continue a s’enregistrer chaque année, le nombre atteint 618 615 entreprises (99,91 % du total) en 2010. Contrairement au nombre des PME publiques qui ont enregistré une diminution de 206 entre 2001 et 2011. Par contre, le nombre des artisans a connu une augmentation nette chaque année et a passé de 79 850 entreprises artisanales en 2003 a 126 887 a la fin de 2008.

En matière de densité, le secteur enregistre un taux de dix PME/PMI pour mille habitants (10/1000), un taux qui reste très loin des normes internationales ou le taux le plus faible est de l’ordre de quarante-cinq PME/PMI (45/1000) pour mille habitants.19

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2-3- Rôle et importance des PME dans l’économie nationale :

Le petite et moyenne entreprise joue un rôle important dans toutes les économies, vue sa contribution a la croissance et au développement économique notamment en terme de :

 Création d’emploi ;

 Création de la valeur ajoutée ;

 Contribution au PIB hors hydrocarbures. A- La création d’emploi :

En termes d’emplois, les PME privées apparaissent comme plus créatrices d’emplois comparativement aux PME publiques. En effet, les données du tableau suivant illustre clairement les meilleurs résultats réalisés durant la période 2011-2016, une hausse remarquable des postes d’emplois générés par ces dernières, contre une diminution des postes générés par le secteur public durant la même période. Cette diminution est expliquée par la privatisation imposée par la loi de l’économie de marché. La figure permet d’avoir une vision plus claire des postes d’emplois générés par le secteur des PME/PMI.

L’emploi cumulé enregistré dans les PME en fin du premier semestre 2016 est de 2 487 914 20

contre 2 238 233 en premier semestre 2015 soit la création de 249 681 nouveaux postes en marquant a cet effet un taux de croissance de l’emploi de 11.16 %.

Tableau 1 : Evolution des emplois par type de PME, Type de PME 2011 2012 2013

Nombre Parts (%) Nombre Parts (%) Nombre Parts (%)

PME privées 1 676 111 97,21 1 800 742 97,44 1 869 363 97,59 PME publiques 48 086 2,79 47 375 2,56 46 132 2,41 Total 1 724 197 100 1 848 117 100 1 915 495 100 Type de PME 2014 2015 2016 Nombre Parts (%) Nombre Parts (%) Nombre Parts (%) PME privées 2 035 219 97,74 2 192 068 97,94 2 452 216 98,57 PME publiques 47 085 2,26 46 165 2,06 35 698 1,43 Total 2 082 304 100 2 238 233 100 2 487 914 100

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Figure 1 : Evolution des emplois déclarés par type de PME

Source : Figure établie a partir du tableau 1.

Les PME privées sont donc, responsables de la grande majorité des emplois crées en employant 2 452 216 (salariés +employeurs) en 2016 occupant un taux de 98,57 % du total crées contre 2 192 068 en 2015, avec une évolution qui atteindrait 11.86 %. Quant aux PME publiques elles perdent 22,67 % de leurs effectifs en 2016.

B- Evolution de la valeur ajoutée :

En 1994, la valeur ajoutée qui revient au secteur public était de 1617,4 milliards de dinars soit 53,5 % du total national et celle dégagée du secteur privé était de 1178 milliard de dinars, 46,5 % du total national (Gharbi S, 2011), notant qu’elle a représenté uniquement 40 % de la valeur ajoutée durant les années quatre-vingt-dix 21.

A partir de 1998, les parts respectives se sont inversées faisant passer en tête le secteur privé avec une valeur de 1178 milliards de dinars, soit 53,6 %, par contre la part du secteur public a représenté une valeur de 1019,8 milliards de dinars, soit 46,4 %.22

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