The strategic plan of a newly acquired subsidiary, and its synergies with the group.
The context
Macif has just acquired Crédit Expert. The group strategy department must build the subsidiary’s plan and identify synergies.
The brief
Build the strategic plan with Crédit Expert’s CEO, and the link with the group.
What we did
Thirty-eight days alongside the group strategy department. The diagnostic went after the real cause of the commercial decline, working down from the market and its regulatory frame to the individual performance of advisers branch by branch — which is where most of the gap sat. Then two cardinal priorities, three building blocks for a five-year plan, and the full business case for a new activity: four organisational scenarios, the model selected, its projected P&L module by module, and the conditions for it to be viable.
The impact
A strategic plan shared by the group and its subsidiary, a map of synergies, and a new activity costed all the way to its value-sharing model. In its wake, a second assignment: building a telephone platform.
Structuring and running the post-acquisition transformation plan. Three months, renewed up to eleven.
The impact. Some ten initiatives — growth, margin, cash — run to the end, then the baton handed over internally.
ESG strategy in four months: interviews, double materiality, actionable priorities.
The impact. A strategy the group applies, not a report.
Digital strategy and an app prototype to open up primary care.
The impact. A digital department created straight afterwards.
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