The development of a business relies on structural choices, not on an accumulation of tactics. In 2024, three factors are reshaping priorities: the regulatory framework for artificial intelligence in Europe, the gradual implementation of electronic invoicing, and a persistent technological adoption gap between large organizations and small to medium-sized enterprises (SMEs). Understanding these mechanisms allows for the concentration of resources on levers that produce measurable effects.
Regulatory obligations that modify development strategy in 2024
Before discussing tools or growth, a company must integrate the legal framework that conditions its maneuvering margins. Two recent texts change the game for French SMEs.
The European regulation on artificial intelligence, known as the AI Act, came into effect on August 1, 2024. Since February 2, 2025, prohibited practices are applicable, and each organization must ensure a sufficient level of competence of its staff regarding the AI systems used. In practical terms, adopting an AI tool without training the teams exposes the company to a risk of non-compliance.
Electronic invoicing follows a similar trajectory. Beyond the simple administrative obligation, it transforms business processes: flow management, cash flow monitoring, supplier relationships. Companies that treat this project as a development initiative (and not as an accounting chore) gain a direct operational advantage in their daily activities.
These two topics are rarely addressed in growth guides, even though they condition a company’s ability to deploy other levers smoothly. A useful resource for structuring these approaches can be found on the Net Work site, which brings together business-oriented content and support.
Adoption of AI in SMEs: diagnosis before investment
AI is everywhere in discussions, much less in the actual practices of small structures. The France Num 2025 barometer, conducted by Crédoc for the Directorate General for Enterprises, indicates that 26% of small businesses used at least one AI tool, compared to 13% in 2024. Usage remains significantly more frequent in companies with 50 to 249 employees than in those with 1 to 4 employees.
This figure reveals a methodological problem, not a lack of will. Many SME leaders purchase a subscription to a tool without having identified the internal process to improve. The result: an additional cost without visible return, and abandonment after a few months.
A structured diagnosis before any purchase
An effective development plan starts with three questions:
- Which process consumes the most human time with low added value (data entry, sorting, follow-up)? This is the primary target for automation.
- Are the necessary data available, clean, and usable? Without structured data, no AI tool produces reliable results.
- Who in the team can lead the integration and train colleagues? The AI Act imposes this competence, so it should be turned into an asset.
The tool comes after the diagnosis, never before. The companies that progress the fastest in 2024 are those that first invest in training and mapping their processes.
Customer strategy: focus actions on retention rather than acquisition
Acquiring a new customer is significantly more expensive than retaining an existing one. This reality is known but rarely translated into concrete actions in SMEs. The dominant reflex remains to multiply acquisition channels (advertising, social media, trade shows) without measuring the repurchase rate.
An underutilized growth lever is to systematize post-sale follow-up. A simple personalized email after delivery, a call at 30 days, a tailored renewal offer: these actions do not require an advertising budget but rather internal organization and a properly configured CRM.
Measuring customer value over time
Commercial development becomes more effective when it relies on a precise indicator: customer lifetime value. This calculation aggregates the revenue generated by a customer over the entire relationship with the company, not just on the first transaction.
Companies that track this indicator naturally redirect their resources. They reduce acquisition spending on low-retention segments and strengthen support on profitable segments. This approach transforms the commercial strategy from a cost center into a predictable growth engine.
Training and skill development: the least visible and most profitable lever
Professional training is often relegated to a mandatory expense. In 2024, it becomes a measurable competitive advantage for two reasons.
The first is regulatory: the AI Act requires that staff master the AI tools they use. Failing to train exposes the company to sanctions.
The second is operational. A team trained in digital tools (CRM, automation, data analysis) performs the same tasks more quickly and with fewer errors. The return on investment from targeted training generally exceeds that of hiring, especially in a tight job market.
- Identify the missing skills relative to the 12-month objectives, not against a generic training catalog.
- Prioritize short, immediately applicable training on the job.
- Measure the impact after 3 months: number of automated tasks, time saved, errors avoided.
A training plan aligned with the company’s strategy produces results from the first quarter. Support mechanisms exist, but the France Num barometer highlights that a large portion of eligible SMEs never submit an application.
The development of a business in 2024 hinges less on the number of activated levers than on the coherence between the regulatory framework, the tools deployed, and the internal skills. SMEs that progress are those that treat these three dimensions as a single project, not as separate initiatives.
