Crédit Agricole - business plan

Résumé du document

With regard to time, the financial establishments are confronted with a double need for the implementation of business continuity services and solutions:

The customers of the financial institutions have direct access to the information systems, in particular, via the development of the multichannel accesses (agencies, telephone, web and so on). Due to the high demand, by a great number of heterogeneous users and channels, these systems must be available 24 hours a day and 7 days a week under optimal conditions. The system of such solutions is an assurance of quality of service rendered to the customer and can become an important competitive advantage. An unavailability of the system will convey a bad image to the customer.

The aim of the legal framework (national regulations) is to impose and install advanced solutions in the banking sector, as well as give assurance with respect to continuity of operations and the information systems. It sometimes becomes difficult to preserve and protect a data file.

Technical solutions and powerful methodologies were developed to implement this type of projects.

This report presents the concrete case of Credit Agricole and gives a progress report on the operations and solutions of the development concerning the computer system.

At the end of the 19th century, there was a need for agricultural credit in France after the crop failure and the government asked Credit Foncier to establish a department especially for agriculture and this led to the formation of Credit Agricole. Credit Agricole was formed to finance the agricultural sector with longer and more flexible appropriations.
The Credit Agricole built its firm starting from the base, with the support of the government. The firm became financially independent in 1967 and it was incorporated in 1988.

Based on the methods of the small "societes de credit agricole (Agricultural Credit Societies)" a law was proposed to organize personal and short-term rural credit by the Chamber of Deputies which was later named as the Local Banks.

The willingness of the farmers to vote for Republic III to support small families and the efforts by the Minister of agriculture: Jules Meline in November, 1894, led the way to the establishment of Credit Agricole. The law authorized the constitution of local cases of agricultural credit between the agricultural trade unionists that engaged their responsibility according to the principle of mutualism.

1920: Establishment of the office "National du Credit Agricole (National Credit Agricole)", which later became Caisse Nationale de Credit Agricole (CNCA) in 1926.
During the 1920s, National du Credit Agricole was responsible for rediscounting the short term loans and also for the distribution of treasury loan funds of regional and local societies.
1945: Federation Nationale du Credit Agricole was created.

With respect to the mechanization of agriculture, the Credit Agricole intensified the collection to supplement the resources from the State.

The Credit Agricole became the financial tool of the laws of agricultural orientation of 1960 and 1962 and provided the social and economic balance to the French peasants to face the other sectors of the economy and face the competition in the common market.

Extraits

[...] 1894: Birth of the Crédit Agricole : Creation of the first “sociétés de crédit agricole”, later named Local Banks. The will of Republic III to stick the vote of farmers by supporting the family small-scale farming and the efforts of the Minister for agriculture Jules Méline lead to the vote of the law of November birth certificate of the Crédit Agricole: the law authorizes the constitution of local cases of agricultural credit between the agricultural trade unionists, which engage their responsibility according to the principle for the mutualism. [...]

[...] The third objective of the company is the improvement of its reactivity, so that it can adapt more quickly to the evolutions of its environment and reduce the impact of the unexpected results. For Crédit Agricole, computer system has been of primary importance for several decades. After having consolidated its treatment in back office in the years 1980, Crédit Agricole attacked the management of the client relationship and there, the work of homogenisation of the means of contact is far from being completed. [...]

[...] This study uses various business analysis techniques such as PEST Analysis, Porter's Five Forces, SWOT Analysis we studied these models during the course. It is a question in this file of carrying out the Strategic Business Plan of the leading European banking group, Credit Agricole. This case uses mainly the recourse to the search of information on Internet. All sources are listed at the end of this document in the “List of References”. Introduction In a tense competing context, the financial establishments are confronted with a double need for the implementation of service continuity solutions: The financial establishment's customers have more and more access directly to the information systems, in particular via the development of the multichannel accesses (agencies, telephone, Web Increasingly solicited, by a great number of heterogeneous users and channels, these systems must be available 24 hours a day and 7 days a week under optimal conditions. [...]

[...] Moreover, Credit Agricole has a targeted strategy of expansion outside France, in more than 70 countries. The Credit Agricole's purpose is to deliver value for money by reducing cost, improving compliance, simplifying processes, raising service levels, reducing risks and developing successful relationships. An integrated system is designed to offer Credit Agricole lower total cost of ownership, and strong performance. Credit Agricole can use an integrated system to get more value out of legacy systems and can reduce the cost of operations and consolidating servers. [...]

[...] Other reforms extend the field of competences of Crédit Agricole (widening of the rural zones) at the same time as it reduces its tax advantages. Deep institutional changes, 1988-2001 Law mutualising the CNCA, which became a limited company owned by the Regional Banks and the Group's employees. The crucial moments Crédit Agricole S.A. is a leading player in France and Europe in retail banking and related businesses such as consumer credit, specialised financial services, asset management, private banking and insurance. External growth: With the “universalization” of the markets and economies, the banking landscape is in full evolution. [...]