Capgemini elabora e implementa un completo programa de transformación para racionalizar todos los canales del negocio de banca de particulares del grupo.
“The success of the program was thanks to a joint team with Capgemini working
Sebastien Rohart, Distribution Director, CNCE
Competition in the French retail banking space is becoming stronger and more
sophisticated due to slow market growth in the segment. Groupe Caisse d’Epargne
was looking to revamp its distribution model to adapt to rapid changes taking
place in its sector. CNCE, the national parent bank, had been questioning its
new branch strategy for about a year. New technologies that had begun to surface
in the market allowed greater rollout of self-services to streamline front-desk
Several projects were being conceived to reorganize customer segmentation, empower
new branches with self-service banking technologies, develop call centers, evolve
structures and implement campaign management to drive phone and Internet sales.
The projects offered good potential to significantly impact the Group’s distribution
system. Caisse d’Epargne consolidated all projects into a single program―Fréquence
Client―to address the challenge and drive retail transformation for the Group.
The program had three major objectives:
- increase gross operating incomes by maximizing customer potential
- streamline customer relationships across all channels for optimal profitability
- optimize distribution costs.
Capgemini helped CNCE to conceptualize the program in its entirety by facilitating
several workshops that brought stakeholders of different projects together. Capgemini
helped prepare seminars gathering Presidents of all 30 regional Caisse d’Epargne
branches to validate the program, its rollout strategy and its budget. Effective
tools were deployed to track progress of each project as well as each Regional
Caisse d’Epargne from inception and drive the collaboration required to deliver
The program, successfully implemented in all regional Caisse d’Epargne branches,
won praise from each respective Board of Directors. Due to the heterogeneous nature
of systems at different regions, working from each local Caisse d’Epargne, and
sometimes individual branches, was a critical success factor. Group management
was pleased with the efficiency of the approach which entailed defining the methodology
before rolling it out. It ensured gradual industrialization of the entire process.