Over the next ten years, Quebec could witness a very significant wave of business closures due to the retirement or retirement of the business of a majority of business owners.
Cette pression sur notre économie, couplée à une baisse de la proportion de Québécoises et Québécois désireux de se lancer en affaires, pourrait mener à d’importantes pertes d’emploi et de chiffre d’affaires.
C’est d’ailleurs ce qui a pu s’observer au Japon, qui a dû composer avec une réduction de 21% de son nombre de PME en seulement quinze ans (entre 1999 et 2014). Au Québec, un tel scénario représenterait la fermeture de plus de 50 000 PME avec au moins un employé. Les conséquences d’une telle vague de fermetures d’entreprises seraient dévastatrices pour l’économie de la province. Il est donc crucial que la relève entrepreneuriale québécoise ainsi que les entreprises existantes soient préparées à reprendre ces entreprises et à en créer de nouvelles.
It should also be noted that competition and operating costs in certain sectors of economic activity require companies to reach a larger size and a higher turnover in order to remain competitive and have access to public tenders. For all these reasons, the implementation of programs and public policies that support the emergence of a new generation of entrepreneurs and that facilitate the takeover of businesses, especially as a scale-up strategy for existing businesses, is essential.
Investing resources in measures supporting collective recovery and collective entrepreneurship is in the common interest, especially in the context of an aging population, the growth of social inequalities and the acceleration of the effects of climate change.
Indeed, aiming to increase the proportion of Quebec businesses that belong to the social economy (around 6% currently) is a winning strategy since social economy businesses are on average much more resilient than private companies: 85% of social economy enterprises have been operating for more than 10 years, compared to only 43% for private companies. This sustainability of EES is explained in part by the fact that they stick to the needs of the community and in turn can rely on the continued support of the community they serve, which has a stake in achieving their social mission.
By supporting the emergence and development of collective enterprises, we can therefore stabilize markets, ensure better alignment between the needs of the population and the goods and services offered, and reduce the risk of our Quebec businesses relocating or taking over by interests outside Quebec. Finally, let's not forget that in addition to their territorial roots and stability, social economy enterprises often make it possible to compensate for shortcomings in the traditional market and to meet needs otherwise neglected by private companies.