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In many industrial SMEs and mid-sized companies, growth has been built gradually: technical expertise, historical relationships, the leader's intuition, and team commitment. This model works until it becomes fragile. When financial stakes increase, sales cycles lengthen and dependence on a few key customers sets in, failing to structure the sales approach becomes a managerial risk. Structuring is not a matter of formalism. It is a condition for securing long-term growth. When

In many industrial SMEs and mid-sized companies, business decisions are becoming increasingly significant: recruitment, reorganization, investment, internationalization. Yet, these decisions are often made with an incomplete understanding of the actual situation. Understanding before deciding is not a theoretical stance. It is a managerial necessity when room for maneuver is limited and mistakes are costly. Why is business analysis often poorly approached? Faced with stagnant