Purpose

If we look at our 25 stories of creating French groups...

Antenne Réunion Télévision, Calliopé, CDE, Chateauform’, Groupe Claire, Groupe Climater twice, Clextral, La Comtoise, CTN, Cyllène, Daco France, Groupe Elen, European Homes, FPEE, LPR, Gesop, Nova Technology, Parcours, Protéines-XTC, Rivard, SENI, Trigo, Viadom…

Whether through an intensive investment program or through Build-up (size, geographical expansion, diversification of offerings, technological inputs), the companies we’ve supported in their resizing all share one common goal.

One common goal – ambition

Before our arrival in their capital, they wondered about the opportunities ahead. For some, it was the time of maturity or transmission. For others, it was a step before entering the next round of expansion with anticipation of far-reaching changes to be made.

The management we’ve supported want to continue the dynamic experienced during the creation of their company, in the launch of new offerings or activities or when opening up international markets and succeed in moving to the next step by being prepared and supported.

The development stages of a company are very well described by Larry E. Greiner in an article published in the summer of 1972 in the journal Harvard Business Review. After a growth phase, every company experiences a period of stagnation then transformation or even crisis of structural growth before the following phase. Each step is often accompanied by an organizational change.

Based on this observation, Bee Up Capital has chosen to support management ready for a new growth cycle by anticipating and revisiting their earlier strategy, adapting and transforming their organisation, recruiting employees in line with the ambitions of the project and accelerating thanks to our three expansion drivers: Build-up, internationalization and intensive investment programs.

For 20 years, in parallel with other French investment funds which invest in profitable companies with strong organic growth (development capital or LBO) or in companies facing difficulties (turnaround), Bee Up Capital has invested in SMEs that are ready to take a new step ahead and need to prepare the ground for their future development.

How many companies are qualified ?

In October 2010, CGPME and AGEFOS PME Rhône-Alpes developed together a survey in Rhône-Alpes called “Paliers de Croissance” (Pillars of Growth) and consulted over 370 SMEs. Over a period of 8 years, on average 30% of them grew slightly and 37% grew but underperformed in their market.

A study by BPI conducted in June 2014 among 635 medium-sized companies enabled the creation of a classification of medium-sized companies according to their performance potential. Based on these criteria, 48% of the sampled companies were medium-sized companies looking to develop their business or consolidate their existing business and 15% of the sampled companies were identified as stars.

In a 2019 study conducted by PwC France “The transition of skills in a digital world”, 78% of SMEs and medium-sized companies surveyed stated that digital transformation (business lines and technologies) is an important or very important issue for their company, but only 10% had really initiated the transformation of their historical business lines. Among the main accelerators and obstacles to transformation, corporate culture and skills are the two accelerators identified as major drivers of transformation.

Whether it’s about taking a step in the life cycle of companies with total serenity or supporting digital and cultural transformation – a key issue at present – Bee Up Capital is the player in private equity which has specialized for over 20 years in transforming companies and supporting them with a financial, strategic, human and organizational approach.

Our long-term approach which focuses on people above all is stringent and success oriented.

Values

Together with management, we represent a team dedicated to the success of transformation and expansion projects.

It’s therefore essential that the managers with whom we’re going to partner know our values which guide us every day in analysis, exchange and decision-making and lead us towards our objectives.

Demanding nature
Demanding nature

We’re demanding with ourselves and also demanding in our aspirations for the companies we support.

Patience
Patience

We aim for sustainability of the groups created by consistent strategy, taking responsibility and autonomy of the teams around the manager.

Analytical ability
Analytical ability

We aim for correctness of analysis and behaviour associated with measured risk-taking.

Courage
Courage

Our managers have the courage to change the size of their company, which implies rethinking the foundations and methods of governance.

Respect
Respect

We encourage mutual respect to promote trust and diverse viewpoints.

Curiosity
Curiosity

We ask questions constantly to move forward and help others move forward. We’re always learning new things.

Seeking harmony
Seeking harmony

We enjoy working together and strive to achieve a balance in our relationships. We value information sharing and mutual assistance.

Commitments

Over the past 15 years, French private equity has incorporated CSR into its investment policy as one of the factors for creating value and has defined Environmental, Social and Governance (ESG) criteria which constitute the three pillars of extrafinancial analysis.

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