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Our strategy

Crédit Agricole focused its 2010 Group Project on becoming the No.1 customer-centric universal bank in Europe, building on its retail banks and related professions. On 20 March 2014 it presented Crédit Agricole 2016, the Medium-Term Plan (MTP) for the period 2014-2016.

A strategic plan through to 2016

An MTP is a corporate highlight. It encapsulates the strategy of a business, addressing the expectations of equity analysts and investors and allowing them to gauge future profit streams.
Crédit Agricole’s MTP plots the way forward for the next three years, starting from a solid base with two foundations:
• the strength of the Regional Bank model. These mutual cooperative banks are the major shareholders in Crédit Agricole S.A., acting as a network to distribute the products of Crédit Agricole S.A. subsidiaries and contributing 25% of their profits to Crédit Agricole S.A.’s bottom line;
• the commercial and financial efficiency of Crédit Agricole S.A.’s business lines, regardless of whether they are also distribution networks, as is the case with LCL and Cariparma, or specialised subsidiaries such as Crédit Agricole Corporate and Investment Bank, Amundi, Crédit Agricole Assurances and Crédit Agricole Consumer Finance.

By 2016 the aim is to earn net income, Group share, of more than €6.5 billion for the Crédit Agricole Group, and more than €4 billion for Crédit Agricole S.A. Another aim is for the Group to reach a Basel 3 fully loaded Common Equity Tier 1 ratio of 14.0%.
Over the same period the Group will invest €3.7 billion, two-thirds of which in retail banking. The three priorities for this ambitious programme are human resources, technology and cost savings.

A Group in motion, focused squarely on customers

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In a fiercely competitive world, one of Crédit Agricole’s key challenges is to generate added value for customers. The Group’s roadmap is organised around a core priority: satisfying customers by maintaining excellent relationships.
The advent of digital technologies in retail banking has radically changed the way that customers behave. Meanwhile, those same customers are demanding greater support from their advisers. By unlocking synergies between business lines and offering a model that blends human know-how with digital capability, Crédit Agricole is focusing squarely on customers. That same priority applies to specialised business lines, where the aim is to operate and innovate on the customer’s behalf by anticipating needs and cementing loyalty through skill.

Customer-centric universal banking

The customer-centric universal banking model is the template for building an integrated range of banking products and services aimed at all those involved in economic activity, notably individuals, independent professionals, farmers, businesses, local authorities and institutional investors. The model is based on close links between retail banking and the businesses that go with it, particularly insurance, payment systems, credit for all customer profiles, asset management, and corporate and investment banking. Customer-centric universal banking delivers all-round satisfaction. The entire value chain, from production to distribution, is supervised and processes are organised with the customer in mind. The model ensures cost savings by combining the mass distribution power of retail banking with synergies between business lines. It also drives innovation.

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