Le Point est fondé, en 1972, par des dissidents de l 'Express qui refusaient de participer à son évolution en magazine partisan. Six journalistes et trois gestionnaires imaginent alors un newsmagazine à la française où les faits auront la place prépondérante. Après les difficultés du lancement, c'est le début d'une succes story de dix ans avec des ventes en hausse constante et un magazine qui s'installe dans le monde médiatique. Au début des années 1980, la situation se complique : les premiers fondateurs quittent le journal, les ventes stagnent, l'actionnaire majoritaire vend ses parts. Le magazine tente la diversification de son activité aussi bien dans la presse que dans l'édition, la réalisation ou l'informatique. sans succès. Le modèle économique initial, fondé sur l'apport de la publicité, commence à s'éroder et le magazine se maintient surtout grâce à la fidélité de son lectorat. Les années 1990 marquent un tournant. L'actionnariat est continuellement modifié avec l'incorporation du Point dans des structures beaucoup plus grandes. La direction tente une rationalisation des coûts et se libère des multiples filières coûteuses. L'arrivée d'une nouvelle équipe en 2000 change le contenu et le contenant. L'objectif n'est plus la force de l'information mais l'augmentation des ventes. Ainsi, c'est l'analyse des différentes étapes de l'histoire de cet hebdomadaire que nous étudions pour comprendre comment le newsmagazine des années 70 a pu prendre les tournants de l'évolution de la société à l'aube du XXIème siècle. / Le Point was created in 1972 by dissenting members of l 'Express, who wanted to oppose the magazine's evolution towards an ideology-based press. These six columnists and three managers imagined a French-style newsmagazine mainly focusing on facts. After a somewhat difficult launch, Le Point soon skyrocketed to engage in a ten-year success story, propelled by ever­rising sales and a growing market position, which ultimately made it a reference in the media landscape. At the beginning of the 1980s, the magazine's situation began to prove problematic: with the founding members leaving the team, sales started to stall and the main shareholder decided to sell his participation in Le Point. In response to this crisis, the new editorial team made an attempt at a diversification in the firm's activities, engaging in editing, as well as in computer science or in film-making, without much success. The initial business plan of the magazine, based on publicity income, was also beginning to falter; the magazine actually only sustained by the continued trust of its historical readers. The 1990s constituted a turning point for the magazine. During this period, the share ownership evolved rapidly and in a very unstable manner, with the magazine being often incorporated in various big structures and firms. New managing directors decided to sharply cut costs and to spin-off from the unprofitable activities in which the former team had engaged. With the arrival of yet a new team, the newspaper itself began to evolve, in terms of editorial content and of presentation. The pursued goal of this new strategy was to increase the sales volume, rather than to focus on news significance. We will therefore study, in this research. the many steps involved in the story of this weekly newspaper, so as to understand as a whole how the newsmagazine model, inherited from the 1970s, adapted to the various evolutions implied by the entry of society in the 21st century.