Capgemini designs and implements a complete transformation program to streamline all channels of the Groupâs retail banking business
“The success of the program was thanks to a joint team with Capgemini working seamlessly.”
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 operations.
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 programâFréquence Clientâto 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 results.
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.