This paper is a monograph on the Figaro Group which, since it was bought out by Dassault, has had a strategy of strengthening the brand stemming from the daily newspaper while developing its online audience through new editorial topics. The author highlights the challenges facing press groups that want to reshape their business model on Internet. The Figaro Group is an emblematic example, especially since it acquired CCM Benchmark. Although its new business model has enabled it to carry on financing a large newspaper, it is operating in a context that is making it more difficult to maintain pluralism online.