Dans le contexte contemporain d’évolution rapide de la distribution et du e-commerce, la recherche s’inscrit dans le cadre d’une problématique générale articulée autour du thème de la distribution multicanal, et s’intéresse notamment au phénomène d’intégration en soulignant l’importance majeure d’une vision globale du management des différents canaux mobilisés par une entreprise. Circonscrite à une perspective BtoB, et positionnée du point de vue de l’entreprise, nous avons tenté de répondre cette question centrale : comment les entreprises industrielles de type multicanal doivent-elles intégrer leurs canaux de distribution ? Les réponses sont apportées par une étude de cas approfondie au sein de la société Nestlé France. D’une part, celle-ci a permis d’identifier et d’expliquer les facteurs exogènes et endogènes explicatifs du niveau d’intégration multicanal obtenu. D’autre part, la coordination relationnelle entre les services du département de la logistique, du commerce / marketing et du système d’information a émergé comme une dimension d’intégration multicanal souhaitable pour l’entreprise étudiée. La recherche souligne par ailleurs l’influence positive de l’intégration multicanal sur la performance perçue de l’entreprise, et identifie les défis à relever en termes d’estimation de l’impact de l’intégration. Il en ressort qu’il est probable que l’entreprise étudiée n’ambitionne pas d’atteindre le niveau d’intégration extrême des différents canaux de distribution. Il s’avère plus pertinent d’atteindre un niveau satisfaisant d’intégration et un point d’équilibre entre le trop et le trop peu d’intégration multicanal en renforçant les avantages actuels. / In the contemporary context of rapidly evolving distribution and e-commerce, this research investigates a general problem articulated around the topic of multichannel distribution. We are particularly interested in the phenomenon of multichannel integration and lay emphasis on the major significance of an overall vision when a company tries to manage its different distribution channels. While adopting a BtoB approach and a business management perspective, this academic work tries to address a central question: how can industrial companies integrate their multiple distribution channels? The answers are provided by a qualitative approach based on an in-depth case study in Nestlé France. The findings of this research suggest a series of endogenous and exogenous factors that influence the level of multichannel integration obtained by a company. Some of those factors, which are associated with the relational coordination across the logistics, marketing and information system departments, could be regarded as a strongly expected dimension for the company under study to establish the multichannel integration procedures. Furthermore, the adoption of multichannel integration appears to create a positive influence on the perceived performance of the company. Some challenges met in terms of estimating the impacts of integration are also identified. Finally, the results indicate that the studied company is probably not attempting to reach the extreme level of multichannel integration. It would be more interesting to reach a satisfactory level and find the point of balance between too much and not enough integration by reinforcing the current advantages of multichannel integration.

This thesis deals with marketing policies, which companies in Mali commonly implement and what should they properly execute to achieve their business goals. It is characterized by access to the use of marketing tools of local and foreign companies, accompanied by his criticism. The thesis has three basic parts. The first part deals with the marketing environment, in which ongoing implementation of marketing activities in Mali is described. This section should help potential companies to understand Malian culture, its demographic structure, economic situation, political system and business environment. The second part deals with the marketing policies, namely production, distribution, pricing and communication, used by local and foreign companies operating in Mali. The third part is devoted to the marketing policies of a particular company, namely Nestlé France, operating in Mali and in France. The company Mali Lait SA was used for comparison. This company also operates in Mali and in the same market sector as Nestlé France.