Introduction to the New Year's Financial Law
As the New Year's concert fades away, another sound emerges, more technical and decisive: the implementation of the new financial law in the reality of businesses. Like every year, the 2026 financial law still carries the temptation of quick fixes: rapid revenue, fiscal patches, and a logic of urgency that calms symptoms without always addressing the root cause. However, two levers in this text deserve a closer look: qualified employment and some relaxations that can genuinely reduce friction in exports.
A Positive Signal for Exports
The signal for exports is encouraging: fewer blockages, more fluidity in repatriating revenue, and support for conditioning, particularly for olive oil, which is in line with the goal of increasing value. In other words: less bulk, more value. This may seem like a small administrative step, but it has the potential to be a significant step for margins, resilience, and competitiveness.
The Risk of Invisible Costs
However, an economy is not won solely by opening doors; it can also be lost due to invisible costs that are left unattended. If certain contributions end up increasing the cost of credit, connectivity, and insurance, which are essential for exporters to maintain their rhythm, then the benefits of simplifications can silently disappear in the infrastructure bill. This risk is not theoretical; it is mechanical and relates to a deeper issue than taxation: predictability. A market economy functions better when taxes are transparent, simple, stable, and spread out. When the rules inspire confidence, businesses plan, invest, and recruit. When the rules are surprising, businesses wait, protect themselves, and contract.
The Importance of Confidence
Confidence remains the central pillar: it gives businesses the courage to undertake and advance. This is where the link to our monthly dossier becomes evident. While macroeconomic confidence is discussed in laws, microeconomic confidence is built daily with customers, interaction after interaction, tone after tone, detail after detail. In this issue, as part of our partnership with the ESCDA, we wanted to do more than cover a ceremony: we transformed recognition into a method. We sought to understand, dissect, and translate. What strikes us about the winners is not a one-time achievement but consistency: a customer-centric culture, concrete operational excellence, rituals, indicators, execution discipline, and the shared conviction that the customer is not a disembodied department but the center of wealth creation.
The Key to Customer Relations
The key takeaway, if you only remember one thing, is this: customer relationships are managed like a performance with data and Gen Z codes. Because expectations have changed: reactivity has become the norm, conversational channels have gained ground, and experience is now evaluated in real-time through chats, WhatsApp, messages, or silence. And what about technology in all this? It is neither a gadget nor a showcase. The IA-CRM duo opens a new era: predictive analysis, personalization, real-time orchestration... provided you have the data and governance to go with it. Otherwise, IA only automates the blur. We want this pursuit of excellence to be contagious, almost cultural, in Tunisian businesses. And achieving it in a demanding context gives more credit to those who stay the course.
Conclusion
Finally, because export is a vital necessity for growth and not a luxury, we conclude this issue with Wing4Africa, an accelerator that made a simple, almost radical promise in its sobriety: to make export not a distant horizon but a structured, assumed trajectory. At the heart of it, it's the same battle, from the text of the law to the last point of contact: to push back the fog. To restore clarity, method, and confidence. Because confidence, whether it comes from rules or brands, always costs less than control. And a Tunisia that moves up the value chain, exports better, and serves better is a Tunisia that breathes more freely.
