Credit Agricole

Résumé du document

You are a consultant who has been approached to review and offer a strategic plan to allow 'Credit Agricole' to merge its computer systems in each branch, so that they are all integrated. At the end of the 19th century, the bank was a small company which began with the creation of local funds. The company has been created in order to help farmers to have loans. Today the 'Credit Agricole' is a huge and global French bank which has its headquarters in Paris. Here, we can find some figures to demonstrate the size of this bank: the 'Credit Agricole' is the first banking group in Europe, the company has 31 million customers worldwide; the bank is present in more than 70 countries and it counts for more than 157,000 partners. But we are now in a very aggressive and competitive market where the banks have to find quickly their competitive advantages in order to 'be still to reckoned as competition'. This is why the 'Credit Agricole' needs to integrated its computer systems in all its branches. This strategy will help the company to improve communication, synergy and performance to grow and gain market shares on this industrial sector.

Extraits

[...] See a graph: Appendix n°2. Style: the style of the top management can be divided in two parts: the first one is about the autonomy of workers, of ideas and the second part is about the family's values The SWOT analysis This matrix is used to take a picture of a company and of its environment: it is useful to know quickly the strengths and weaknesses of the organization and the opportunities and threats of the competitive, economical and others environments. [...]

[...] This is also a good point because in finance all become quickly beyond understanding for the customer and the differentiation of each branch helps the client to know what it is about. There is another advantage to have such different and autonomous branch: each staff of each company is really competent in their domain. The weaknesses of this organization Every organization has weaknesses; the Crédit Agricole ones are about the difference between each branch: its strength can become a weakness. [...]

[...] The impacts 10 On the customers 10 On the company 10 CONCLUSION 11 BIBLIOGRAPHY 11 APPENDIX 12 Appendix Appendix Introduction At the beginning of the story at the end of the nineteenth century, the bank was a small company which began with the creation of the local funds. The company has been created in order to help farmers to have loans. Today the Crédit Agricole is a huge and global French bank which has its headquarters in Paris. Here we can find some figures to demonstrate the size of this bank: the Crédit Agricole is the first banking group in Europe (Retail banking), the company has 31 millions of customers worldwide; the bank is present in more than 70 countries and it counts more than 157,000 partners. [...]

[...] These companies are the main competitors of the Crédit Agricole the BNP Paribas, the Société Générale HSBC, the Caisse d'Epargne the Banque Populaire and the Crédit mutuel The French banking industry regroups a little bit less than instituts and more than persons (around of the French active population). For this analysis, I will use four matrixes: the McKinsey 7 the SWOT analysis, the PEST and the Porter five forces. The McKinsey 7S The McKinsey 7 S framework is used to analyze and improve organizational effectiveness of a company. [...]

[...] It is a big data base and as every data bases, the bank will be able to give to the customers what they were expected before they ask for it or even before they understand that are this service or that one which is the best for them. There is another impact on the company: about the employees. As I said in the first part in the weaknesses of the bank is that before the branches were too specialized and the workers could not move from one branch to another without long trainings and readjustment. Now this process will be improved and will be easier. [...]