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Crédit Agricole - business plan

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  1. Credit Agricole, more than 100 years of evolution
    1. History and key data
    2. Business environment analysis (PEST)
  2. Strategic Business Plan
    1. Mission Statement
    2. Strategy Analysis
    3. Ideal State: Key objectives and benefits
  3. Implementation and control
    1. Strategy evaluation
    2. Recording and monitoring

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.

[...] Internal control system for information systems security and business recovery plans: Within the Credit Agricole S.A. Group, the governance and oversight of security and business recovery plans have been adapted to account for changes in the business scope. Projects are closely monitored through the control systems. Physical safety and information systems security is controlled on a regular basis and corrective measures are monitored on an ongoing basis. Permanent controls: Group Control and Audit, which reports directly to the Chief Executive Officer of Credit Agricole S.A., is the highest level of control within the Credit Agricole Group. [...]

[...] Performance: High capacity to adopt - Security to improve international best practices - Bad access to information and (modernization) data Good human resources management - Maintenance A recognized public image A high experiment and know-how Management: Identification of the business Product offer: situation A complete offer : Production and - Business integration and synergy sale of banking products and - Efficiency services A good ability to retain new Human Resources: customers and to develop businesses - Staff training Recruiting qualified staff Multi channel: CA has the project to consolidate Respect of the Law: the - Copyright and intellectual payroll systems used by the three property rights entities, in order to be able to provide information for the 40,000 employees. [...]

[...] The acquisition of Indosuez bank allowed the creation of 2 specialized units: - Indocam in 2001, Credit Agricole Asset Management, resulting from the regrouping of Indosuez Asset Management subsidiary company from the Indosuez bank and Segespar, Management Company of Credit Agricole. - Credit Agricole Indosuez, gathering the teams of the Caisse Nationale de Credit Agricole and Banque Indosuez, banks of international and great number of customers. 1999: Acquisition of Sofinco and an initial share in Credit Lyonnais. 2001: Reincorporation of CNCA as Credit Agricole S.A., which was listed on the stock exchange on 14th December 2001. [...]

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