Notre contribution a pour objectif de proposer une instrumentalisation dynamique du modèle des 3 E de Robert Paturel (1997) en l’appliquant au phénomène de la reprise d’entreprises en contexte tunisien. Les méta-variables du modèle que sont l’Entrepreneur (E1), l’Entreprise (E2) et l’Environnement (E3) sont déclinées en sous-variables pertinentes pour l’objet d’études. Leur mesure s’appuie sur un questionnaire exploité auprès de 65 repreneurs d’entreprise tunisiens. L’analyse factorielle et la classification hiérarchique qui sont conduites sur les variables nous amènent à proposer une nouvelle typologie des repreneurs d’entreprise en mettant l’accent sur les freins à la reprise qu’ils perçoivent. Ces derniers situés dans l’espace euclidien figurant le modèle des 3 E, différent selon les profils et ouvrent donc la voie à des accompagnements différenciés des repreneurs potentiels.

Learning outcomes The learning outcomes are as follows: identify how tools and frameworks of strategic management can be applied to understand the evolution of the timeline of a firm; analyse the core competencies and weaknesses of a firm and understand their relevance in strengthening the competitive advantage of a firm; and design appropriate business models that are grounded in an integrated strategic analysis. Case overview/synopsis The case series traces the attempts of Nisrine Khalifeh to save her family’s ailing Lebanese artisan micro-enterprise that produces handmade glass blown jars, jugs and cups. Despite their unique traditional know-how in glassblowing, The Khalifeh struggle to survive since the early 2000s until today in a context of a growing concurrence by more competitive glass products. After each triggering event faced by the Khalifeh firm, Nisrine’s exploits opportunities offered to her in an archaic business model approach that provides short business solutions. Nisrine seems not to realize that her business approach is just keeping her family business from dying today instead of tomorrow while keeping it on the verge of going under. Facing an additional dilemma, she is challenged to realize how competitive and sustainable the Khalifeh business model is, and which actions she should take to withstand the competitive threats. More sustainable business options exist to this traditional micro-enterprise which carries a strong growth rate potential if sustainable business models are developed and deployed using key tools and frameworks of strategic management analysis. Complexity academic level Undergraduate Business Students, Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.