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This paper has a dual objective. First, it aims to report the diversity of territorial leverages the company can seize for the development of an anchoring strategy. Second, it takes into account the tensions or resistances that influence the intensity of these leverages. Proposals from research are confronted with the case of a company, SAUR, for whom territorial anchoring is a major strategic axis. We concentrate on Western France with particular emphasis on the regional and local levels. Various territorial leverages are highlighted: the capacity of the private operator to propose a local customized offer through the dual activation of geographic and organized proximity, the local operator's expertise in operating the service, the ability of the operator to fit in the local networks by benefiting from territorial legitimacy, the creation of confidence among contracting parties, and the evaluation by elected representatives of the global economic cost for the territory the departure of the private operator would involve.