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The men will have no excuse. Useless to try to escape the drudgery of shopping by invoking the broadcast of a football match on television. In partnership with Sky TV operator, the giant British retailer Sainsbury's has started testing a new generation truck that allows customers to shop without fear of missing their favorite television programs.

The trick? These trucks are equipped with a support which can be integrated into a digital tablet iPad and speakers. A self-charging solar battery to allow the tablet to never fall behind. The user – must however bring their own iPad – can then install the Sky Go, which allows it to follow the programs offered by the Sky group's channels, in particular the five sports channels Sky Sports.Support for the tablet is attached to the front of the truck at the site usually reserved for child seats. And to avoid accidents of trucks, everything has been thought. They are equipped with a sensor that emits an audible warning when a client caught up in their screen gets too close to another truck.

"A practical and innovative gadget»

The creator of the Sky Go cart, Ian Burgess of the company Setwo Designs, said in a statement it had successfully met the "challenge" to "create a gadget that is both practical and innovative."This experiment, conducted in a single store Sainsbury's in West London, she is likely to be widespread throughout the UK? When asked about his intentions Lefigaro.fr, the distributor has been very discreet about the success of this test to its customers, as well as its intentions to deploy or not this concept to all its 934 outlets.

In France, the testing of Sainsbury's creates a limited interest in the supermarkets. Auchan, which has developed an application for the iPhone, then declined on the iPad, does not count for much install the tablet on his truck in the store. "We have no specific project for the iPad to date, but our research and development teams are closely monitoring these developments," says the distributor is instant credit reports.As for the Casino, he questioned the economic model of such an offer, which requires a significant investment to equip the truck. "This concept is interesting if it allows for example to integrate advertising," said Stéphane Bout, director of information systems group.

There is also the question of interest to consumers. The use of new technologies is not a guarantee of success. "An offer based applications for mobile phones or tablets should provide information and personalized services," says Stéphane Bout. "The goal is to meet customer expectations." To see, therefore, if the "gadget" proposed by Sainsbury's Rave.

The truck "smart" hard to take off

If the test is not processed in the UK, it could well be in China.The phone operator SK Telecom announced the launch this summer of a test in a supermarket chain Shanghai Lotus. In this store, the carts are equipped with a touch pad with which customers can synchronize their mobile phones. This time, it is not for customers to watch TV while walking on the shelves, but to receive "advice for shopping, information about products and promotions on the moment," said SK Telecom in a statement.

The adventure of the cart "intelligent" began long before the arrival of the iPad. As noted by the Telegraph, there are already in the United States carts that warn the customer when there removing the "junk food", these products considered harmful to health. In 2008, TNS Sofres conducting a study on the "Future Store".The survey found that less than 35% of consumers surveyed in France said they were interested in the concept of intelligent truck, against 70% in China, 60% in Spain and nearly 50% in the United States. The iPad, which Apple sold 9.25 million copies worldwide in the second quarter of 2011, may well make this concept more attractive.

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Many companies have awarded the famous "dividend premium against" backwards. And in fact, the amounts paid are far from the expectations of the government, says a study by Deloitte from the first returns of negotiations in companies. As Labour Minister, Xavier Bertrand, was on the table before the payment of a premium of 700 euros per employee in companies that have paid dividends on the rise, the real turn around more than 300 euros. As for the maximum amount paid, it tops out at 600 euros.

Two reasons. The first is that the premium desired by Nicolas Sarkozy to "restore the purchasing power of employees in times of recovery," has been perceived by most companies as an additional constraint than an opportunity to motivate their troops.The premium has indeed added to the devices sharing the existing value, such as profit-sharing, mandatory for companies with over 50 employees who make a profit. "This is even more disturbing that the incentive for the prisoner has recently been tightened," says Emmanuelle Rivez-Domont, a lawyer in employment law at the firm Jones Day.

The other factor is the economic context. "Uncertainty room makes companies cautious," says Philippe Burger, a partner at Deloitte. The evolution of the economic situation is also evident throughout the negotiations. "Before the trouble was and he threw in the financial markets, companies thought given bonuses of around 500-600 euros payday loans guaranteed no fax. Today, the discussions revolve more around 150 euros to 200 euros per employee, "says Philip Burger.The crisis reduced the premium to a trickle.

Wage increases slightly affected

Some companies, such as Rhodia, were more generous than others. But it should not enjoy these raw numbers, without putting them in connection with the incentive policy, participation or wage increase of the company, the consultant warns. "Some companies had the tools to share value added very generous, and that worked well. Explain what they have paid premiums less important, "said he.

The study also brings its share of surprises. The dividend premium against does not seem to negatively impacted as wages were concerned that the trade unions. While most companies recognize that its influence is not neutral, only 10% of them say they have reduced the envelope increases the amount of the premium.And they are more than 60% to estimate its impact on wages has been small.

Companies have until 31 October to agree on the amount of the premium, or they are liable to criminal sanction. Evidence that firms do not rush, only one in two has already ended its negotiations on the subject. "Given the mandatory nature of these discussions, and urgency, companies are simple, says the consultant. They also generally a fixed amount equal to each employee. But if the premium is sustained, they could eventually refine their criteria for distribution. "

The case of the fraudulent trader at UBS will ultimately cost his position to the Director General of the Swiss bank. The institution announced in a statement Saturday that the departure of Oswald Grübel. "Today, the UBS Board of Directors has accepted the decision of Oswald Grübel, Group Chief Executive, to retire from office. The Board asked Sergio Ermotti to assume this interim position. This appointment is effective immediately, "said UBS.

The board of directors of the group was convened in plenary session Friday in Singapore. Initially, Oswald Grübel had yet to defend him. According to press Helvetic, he had to enjoy a visit to the Singapore sovereign fund GIC, which holds 6.41% of UBS, to ask the Board of Directors of the bank vote of confidence.He wanted to get his approval to remain in power until early 2013 and to complete the restructuring of the banking and wealth management at UBS.

Oswald Grübel, CEO of UBS. Photo Credit: Steffen Schmidt / ASSOCIATED PRESS

"The train is France," exclaimed Nicolas Sarkozy on Thursday Auxon where is the new TGV station in Besancon on the new Rhine-Rhone, whose commissioning is scheduled for 11 December. The president, who had taken the TGV exceptionally Thursday, recalled the commitment of his predecessors that allowed France to become thirty years ago a pioneer in the field of high speed. "The train belongs to no, to any faction, the train is France," he judged. Accompanied by the former deputy mayor of Belfort, Jean-Pierre Chevenement, he placed himself above the political divisions in praise of a common heritage. "Investing in the TGV is the future, a future that we will not see necessarily," Sarkozy continued.

Preserving the territorial balance

To reassure the railway, with which the president was to speak in closed session during part of the trip, he exclaimed: "We will invest as ever," welcoming the four sites are launched simultaneously. "Never has our country had known that, and we must continue," he added. In fact, only three sites are actually involved: the Rhine-Rhone, including two of the three branches are not built, the LGV Bretagne-Pays de Loire, whose completion is scheduled for late 2016, and finally the LGV Sud Atlantic Europe, the Tours-Bordeaux section to be completed in 2017 cash till payday advance. However, the circumvention of Nimes and Montpellier has not started.

The president warned of possible critical investment phagocytosed by TGV train.The development of the "must not be at the expense of trains regional balance," he asked. Fear belied by the extent of work planned by 2015 to renovate the existing rail network: 13 billion euros will be spent. As for the trains to balance the territory, created last December to keep a forty unprofitable lines (Coral, Intercity, and Téoz Lunéa), they are partially funded by the activity TGV. Mere announcement of the day, creating a fund to modernize the railway, along the lines of that which was created in 2009 with the ISP to support the automotive industry including OEMs."We're going to work – government, companies and networks – for that French industry continues to gain market share." He added that to remain competitive with competitors from Germany, Spain and even China, the French industry had to restructure. "The state can not ignore the future of networks that fail if they do not have a powerful help of the state to innovate."

For his arrival in France, Banana Republic offers a prime location: the Champs-Elysees. At the bottom of the avenue, sunny side, work has just begun. The Gap Group, owner of the sign, hoping his inauguration in early December naviral Admiral Paris, next to the shop and in front of the Adidas Abercrombie & Fitch.

"After the success of our new stores in London and Milan, we found the right time and the right location for us to launch in Paris," says Sonia Syngal, who oversees Gap's European operations. On two floors and 1,500 square meters, the brand of "affordable luxury" – as this group – will present its Ready-to-wear for men and women in chic and classic style, at prices close to those of Sandro and Maje , signs in French of the moment.In the mid-dresses (from 85 euros) and trench coats (from 189 euros), guests will find the same accessories and care products.

With a multilingual concierge and personal stylists, "This store has the ambition to become a major destination for Parisians and visitors from France and abroad," says Stephen Sunnucks, President of Gap International Group.

Born in 1978 in the United States, five years later bought by Gap, Banana Republic is still little known on this side of the Atlantic. Since October 2010, the French and the inhabitants of 24 European countries can also purchase the pants and shirts of the brand on the Internet. But the first European Banana Republic store was opened in early 2008 in London, in the shopping of Regent Street.Five other outlets have been opened since Britain, and other launches are planned this year and in 2012. Banana Republic has also planted a flag second in Italy last November. The store in Milan is a great success by group, who does not wish to provide figures. He expects the same home in Paris, but it is "too to think about other openings in France," said Sonia Syngal, which has not yet finalized the launch of marketing operations.

Seven new countries by the end of the year

Struggling in its home market for years, Gap, which also owns brands Old Navy, Piperlime and Athleta, setting internationally to find a second wind. Only 20% of $ 14.7 billion in sales in the group of clothing last year came from abroad.By the end of 2013, this share should be increased to 30%, counting both the activity of physical networks Gap and Banana Republic and that of its other subsidiaries on the Internet.

In late June, the group had shops in 34 countries and could be delivered in 114 countries. "We enter seven new countries by the end of the year, the highest number for a single semester ever," said Glenn Murphy, CEO of Gap, in the presentation of interim results .

The panic would still blow time on banking stocks on an exchange. In any case, what predicts Frederic Oudéa, CEO of Societe Generale, in an interview with Journal du Dimanche. The latter ensures that "nervousness can last at least until early November," that is to say at the time of publication of third quarter results.

This period will provide an opportunity for banks to prove to investors that they are doing well. Starting with Societe Generale, whose share price has further declined by almost 16% last week."We will have the opportunity to communicate to the market that the bank has no liquidity problems, its activity is healthy and that its investment capacities are intact," says Frédéric Oudéa, who had made similar remarks after that his institution has been a rumor about his health.

Wait and see

According to the head of the French bank, the sector is the first victim "of downward revisions of global growth prospects" and "doubts about the debt of the euro area". Markets therefore expect political decisions from the United States, France and Germany. But these "slow" because of the elections in these countries prepare themselves."You can see a waiting period," warns the leader then.

This will be even greater that there is a lag time between taking a political decision and its implementation, said the head of Societe Generale. For Europe in particular, "the area in need of economic convergence, integration of tax policies. That will not happen as fast as the markets want. "

According to Frédéric Oudéa, global stock markets in any case "slipped into excessive pessimism." The fear of a global recession, which shook investors, moreover, has no place: "What we see confirms our expectations. The second quarter marked a break. We said that growth in developed countries would be moderate. Things will balance but it will take time. "

No takeover bid for SocGen on

In this interview, Frederick Oudéa also ensures that the bank he heads will not be the subject of a takeover bid, despite the sharp drop in its share price. "I see no looming strategic move," said he. "It will happen in Europe if the bank nothing is happening in Europe at all. Industry consolidation will not intervene if the situation does not change. There should be no movement before attending two or three years. "

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Asian stock markets found the way to the rise on Monday. After the extreme volatility of the previous week, investors will decide to follow the bouncing of European and American markets. The Nikkei index of Tokyo Stock Exchange has thus concluded the day on a rebound, from 1.37% to 9086.41 points. The broader Topix index has returned 1.16% share to close at 777.12 points.

The Tokyo Stock Exchange was shaped in the early morning hours. The course of the Japanese currency gave him a break by staying roughly stable against the dollar, the ticket to turning throughout the session around 76.90 yen. The principals in Tokyo were also pleasantly surprised just before the opening of evolution by the numbers of gross domestic product (GDP) of Japan in the second quarter, which showed signs bode well despite the severity of the shock collected after the earthquake of March 11.

The archipelago has suffered from April to June the third consecutive quarter of decline, gross domestic product (GDP) declined by 0 instant payday loan.3% over the previous three months. This decline of 1.3% annualized, but well below that expected by economists, and most of them hope an upturn in the summer.

Moreover, time was also optimistic. The Stock Exchange of Hong Kong and Shanghai respectively gained 2.98% and 1.21%. Exchange Syndey advanced 2.64%.Seoul and Bombay were closed due to holiday.

Oil up

Oil prices were also up Monday morning in electronic trading in Asia in the wake of the Asian stock markets, but the gains are likely to remain limited because of persistent concerns about the state of the global economy, analysts said.

In morning trading, a barrel of "light sweet crude" for delivery in September gained 22 cents to 85.60 dollars. That of Brent North Sea crude for September delivery took 27 cents to 108.30 dollars.

LE FIGARO. – In March, you have confirmed your strategic plan. You present today a major restructuring program. What happened a few months?

Antoine Frérot. – We must accelerate the transformation of Veolia to a new model. Circumstances require. Our strategy has not changed in three months: we want to regain profitable growth. To achieve this, we must be more selective by focusing on industries and geographies well chosen rather than spread ourselves too thin, and generate an ability to maneuver by selling assets less attractive and reducing costs. The first results are there, but insufficient, he must go further and faster. The world has changed since January. Problems related to the financial structure of local government and sovereign debt of countries of southern Europe have worsened.They depress the economy and weigh on the purchasing power. Among the consequences, the pressure on the prices of water contracts in France is increasing. Moreover, the tensions in North Africa have had an impact on our business.

How will formalize this acceleration of the reorganization?

We operate in 77 countries and carries 79% of Veolia's sales in eight of them. We decided to give some to focus on 40 countries. In many countries, we carry less than 30 million euros in turnover. We will leave less than 10% of our business. Veolia is a global, but it is not intended to be present in every country in the world. We will leave some countries of southern Europe and northern Africa, and dispose of marginal activities.The dispersion of administrative costs and control excessive.

The group did he not been arrogant in its expansion?

Between 2003 and 2007, strong global growth has been the opportunity to expand into new countries. Central Europe and Asia, we did not know it would work so well. Other activities are less well developed. Only those who do not take risks do not make mistakes.After this expansion phase, we are in a phase of digestion and concentration, although there are also some great opportunities for profitable growth in a difficult period, provided to be extremely rigorous in their selection.

What are your priorities?

We want to develop expertise on rare occasions when the demand and profitability are strong in areas where our critical mass allows us to increase our business without additional structure. These include, for example, combined heat Poland, waste treatment in England and wastewater treatment in Central Europe. By focusing on what we know how and know less than our competitors do, we will maintain strong profitability.I would add that we want to develop our own, without additional debt.

Do you think the executive committee now has the same vision of the company. This was not the case before?

In new era, new team. With the pressure on prices, our cost reductions are insufficient. We must go further, which is difficult without changing the organization. Management must be mobilized to achieve our goals: to remove a layer in the organization, change the map of our business units and restructure our seats. This acceleration of the implementation of our strategy is the next step. Veolia must be more than ever in battle.

What is the impact of your savings plan in France?

In France, where we make 39% of our business, we must strengthen our management. Our seats are too numerous and sometimes redundant, they must reduce.We will also review the organization of our teams in our division for water efficiency.

Could you get a capital of Dalkia?

It depends on the strategy of our partner. My feeling is that EDF is now the job of energy efficiency.

The transport activity is less profitable than others. Can you speed up your withdrawal from this sector?

We already share this activity with a partner, CDC, and the proposed initial public offering is to provide the means for its development without mobilizing financing of the group.

All these measures are not they also a way to settle the age Proglio?

No. They have one goal: preparing the future of Veolia.

"There are two ways to bring artists in a festival. It depends if you have money or if we have not. " Here's how CEO François Floret and coprogrammateur Festival Route du Rock in Saint-Malo (from 12 to 14 August 2011), summarizes the difficulties faced by the organizers of summer music festivals at the time to place their programming. Because the area is changing for ten years.

Faced with the collapse of record sales, artists tend to want to catch up on their live performances. In recent years, the stamp of a headline average doubled from 100,000 to about 200,000 euros concert . Two years ago, the claims of artists such as rock bands Radiohead and the Arcade Fire could reach 500,000 euros a night delivery. A luxury that the Route du Rock, after more than 20 years of existence can not afford.Especially since the philosophy of the festival "has always been focused on the discovery of new talent," says its director.

A total of 340,000 euros per year are devoted to the artistic, or just over 19% of the annual budget of the event. Festival Rock en Seine in Paris (from 26 to 28 August 2011), this percentage reached 33% on a budget of 6 million, for a festival attendance of 105,000 in 2010.

Few artists have their own agents

To perform their scenes, organizers go through the special agents of the artists. But in most cases, they must go to production companies (the "turners") who sell the show, usually including travel, by winning 15% of the sale. Remains the responsibility of organizing the cost of hotel and catering.The financial balance of a music festival, big or small, is always delicate balance between inflation of stamps and need for headliners known to attract an audience often more sensitive, especially in times of crisis, to "safe bets".

Especially as competition from large foreign festivals like that of Open'er in Gdynia (Poland), heavily sponsored and line art more variable, contributes to the inflation of the claims of artists and the business side of an event. This year's Route du Rock will receive about 17,000 spectators to reach its equilibrium point. To get to lower costs artistic, the organizers can sometimes rely on the recognition of certain groups. This was the case last year, where the rock band The National has made a financial investment for their third participation in the Route du Rock, who has made known in France in 2005.But these returns elevators are rare, "artists tend to quickly forget their ideals of youth" deplores François Floret.

Artistic expenses under pressure

More confidence in the festival of the summer Vaour (Midi-Pyrenees), the artistic budget does not exceed 28%, 5% for the music (about 10,000 euros). Again, the trend in the price of contracts bought production companies are on the rise. No need to be an international star in setting its prices. "We can see, especially for groups that have no problems selling dates, says Sylvie De Sousa, in charge of music programming of the festival that drew in 2010, 18,000 people in nine days. Those who have more difficulty selling their shows make an effort. " The average cost to the organizers groups received between 800 and 1300 euros per service.And the festival should be more attention to his artistic expenses, some concerts are free.

Finally, the last festival that highlights specific financial issues, the uniqueness of the service provided. Artists to bring only one date is in fact a greater financial effort, where the organization of a tour allows you to spread fixed costs over several dates. A show to 1500 euros per day on tour will be up an average of 4000 euros for a single date.

Theater festivals are much more subsidized

In terms of theater festivals, the financial efforts of the programming is even greater. "Music festivals generate more ticket revenue for those plays, because they mobilize a public far more numerous. Which is also the case for ancillary revenues (bar, derivatives).In the end, the part flow from music festivals, especially the general public is much stronger, "said Jonathan Fox, the head of the theater program of the festival Vaour. In addition, the confidential nature of the discipline is also in this sense, although of lesser importance.

On the other hand, the troops come for several performances, which smooths the cost over several days. Ultimately benefits of a theater festival like the summer of Vaour range from 500 to 3000 euros, "the notoriety aspect of the company also playing its role," says Jonathan Fox. By comparison, a one-man show in Paris like the comedian François Rollin costs between 5,000 and 10,000 euros. These characteristics explain why the sector is generally far more subsidized. For example, 22% of the budget of the festival of the summer of Vaour comes from public subsidies.

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Click on the thumbnail to enlarge the graphic.

France no longer has the means to cover its territory lines of high speed trains. This is the conclusion arrived Herve Mariton, MP (UMP) of the Drome, in a draft report on the transport infrastructure and presented Wednesday at his colleagues in the Finance Committee in the Assembly.

The debate on the economic viability of all-TGV "is not new. Already in 2007, the pomp of the opening ceremonies of the Eastern line was barely hidden its financial equilibrium. Since the profitability of the branch TGV former cash cow of the SNCF, has steadily eroded in the accounts of the company.The state has passed him by a logic of economic recovery – in 2008-2009, when the lineup of the Grenelle environment – an imperative of budgetary discipline.

And then shortly after Christmas 2010, a Strasbourg-Portbou train took him 26 hours to complete his journey, revealing in full light the glaring lack of investment in maintenance of the existing railway network, may be sacrificed for thirty years the construction of TGV lines.

Deriving from Grenelle, the national blueprint for transport infrastructure (Snit) yet still sees the big picture. In 2030, he plans, believes Herve Mariton, projects that cost a total 260 billion euros, including 166 billion for new developments. The state would take 86 billion to his office.In short, "the total expenditure exceeds by far the means" available.

Example Tours-Bordeaux

For Hervé Mariton, we must make choices and to concentrate subsidies, where Snit conspicuous by its "lack of prioritization. Regarding the new TGV lines, four projects are already committed, for a total cost of 17 billion euros. These include line Rhine-Rhône (Strasbourg-Lyon), largely financed by local and will be inaugurated in early September, the second phase of the TGV East, Britain and the link-Pays de Loire.

The fourth line, Tours-Bordeaux, offers a good illustration of the debate. Of all the examples studied by Herve Mariton is one that offers the best prospects for revenue, up 55% of its investment plan.Yet the financial closing of the transaction, led by Vinci, skates for weeks.

Is it really necessary in these conditions to complete the Bordeaux-Toulouse, Poitiers, Limoges, Paris-Le Havre and other Roissy-Picardie, in short these thirteen other projects in the Snit, more or less begun, and whose total cost is estimated to 86 billion euros?

Herve Mariton questioned. No financial solution will not in fact compensate for insufficient traffic. The public-private partnership which, as in Tours-Bordeaux, involves a dealer (here Vinci) is a financing technique, not a revenue generator.And the ticket price – already felt by consumers as higher than suggested by European comparisons – can not be a more significant adjustment variable.

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