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Strategic partnerships: driving innovation and growth

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Strategic partnerships: driving innovation and growth In a changing economic environment, strategic partnerships are crucial for companies seeking to expand their business. These collaborations enable them to pool resources, accelerate innovation and exploit market opportunities with limited risk. Unlike mergers or acquisitions, they preserve the autonomy of both parties while maximizing synergies. 1. Why opt for a strategic partnership? An alternative to external growth When external growth, via acquisitions or mergers, is not an option due to financial constraints, legal risks or a saturated market, strategic partnerships become the alternative of choice. These alliances provide access to complementary resources and skills, share investments, and enjoy the benefits of collaboration without the responsibilities and complexities of full integration. Example: Booking.com and Klook To expand its range of local activities, Booking.com chose to partner with Klook, a leader in tourist activities. This collaboration enabled Booking.com to diversify its portfolio without having to develop a specific “activity” infrastructure in-house. Example: Sabre and Google Sabre, a specialist in travel technology solutions, entered into a partnership with Google to integrate artificial intelligence into its airline capacity management tools. This enabled them to modernize their systems while limiting development costs on a new perimeter. Complementarity to overcome internal limitations Strategic partnerships are also invaluable for filling specific gaps without the massive investment that would be required for a start-up or acquisition. For example: Example: EasyJet and Dohop To develop its “Worldwide by EasyJet” service, EasyJet collaborated with Dohop, a flight connection platform. Thanks to this partnership, EasyJet was able to offer connections to long-haul flights without having to create a complex interline infrastructure. Example: Amadeus and Stripe Amadeus teamed up with Stripe to integrate innovative payment solutions into its systems. This has enabled travel agencies to enhance the customer experience without each player having to invest individually in payment technologies. Pooling and access to innovation For companies seeking to innovate, partnerships provide rapid access to cutting-edge technologies and proven methodologies, without the need for costly research or integration phases. Example : Amadeus and Microsoft Rather than investing heavily in cloud infrastructures, Amadeus has teamed up with Microsoft to deploy SaaS solutions for airlines. This partnership enabled them to benefit immediately from Microsoft Azure’s cutting-edge technology, while concentrating on their core business. 2. The importance of structured processes Identifying and framing objectives A successful partnership depends on clearly defined objectives. As part of their collaboration, Expedia Group and Marriott International defined the integration axes to offer an optimized hotel room distribution platform. This partnership has enabled Expedia to benefit from an enriched inventory, while allowing Marriott to better target its customers and optimize its revenues thanks to increased visibility across distribution channels. Process alignment The collaboration between Air France-KLM and Accor Hotels for the Flying Blue loyalty program demonstrates how a partnership can improve upstream and downstream processes. By sharing data on customer behavior and integrating their rewards systems, the two companies have strengthened customer loyalty while optimizing digital and operational infrastructures. Cultural alignment: the glue that holds alliances together Cultural differences between companies are among the most frequent causes of failure in strategic partnerships. Misalignment can lead to misunderstandings, loss of team motivation and, ultimately, failure to achieve objectives. Example: Uber and Lime In their partnership for shared mobility solutions, Uber and Lime set up joint committees to ensure effective coordination between teams. Focus on people: the key to success in strategic partnerships Strategic partnerships in the tourism sector are not limited to financial or technological aspects. Their success also hinges on human factors, which are essential to ensure lasting, effective collaboration. Challenges relating to corporate culture, team integration and shared leadership need to be anticipated from the outset to ensure smooth execution. Example: Booking.com and Klook In their partnership around tourism activities, Booking.com and Klook set up cross-cultural workshops and cross-training programs to align sales and technical teams. A common organization was set up, where teams integrated collaborative routines and defined a division of responsibilities as if they were a single entity. This approach streamlined processes, strengthened collaboration and stimulated shared innovation. 3. Gradual integration to avoid friction The integration of a strategic partnership requires a progressive and structured approach to ensure its success. At IMPACT CONSULTANTS, we support companies at every stage of this process, whether they are exploring avenues for growth, structuring alliances or considering a strategic merger. Our aim is to provide a sustainable and agile alternative to complex acquisitions, maximizing the benefits of strategic partnerships. 4 Gradual integration to avoid friction : Step 1: Diagnosis and identification of strategic opportunities Before embarking on a collaboration, we carry out an in-depth diagnosis to identify additional development avenues tailored to our customers’ ambitions. Analysis of internal strengths and weaknesses to determine real needs Assessment of market and sector trends to define strategic priorities Proposal of an adapted strategy to rapidly access growth levers Step 2: Mapping and finding strategic partners Finding the right partner is essential to the success of a collaboration. We help companies map potential players according to their objectives. Targeted search: Identification of players matching the company’s commercial and strategic ambitions Aligning visions: Validation of potential organizational, financial and cultural synergies Initial negotiations: Structuring a mutually beneficial and balanced partnership framework Step 3: Commercial partnership as the first step in an M&A merger Rather than initiating an acquisition directly, we can encourage a structured commercial partnership as a preparatory phase. Small-scale testing: Set up collaboration on a specific market or product to assess synergies Ongoing evaluation: monitoring results and making the necessary adjustments to optimize processes and maximize mutual benefits Exploration of M&A opportunities: If the partnership proves successful, further consideration may be given to a strategic rapprochement Stage 4: Operational and commercial support We go beyond simply structuring the partnership by acting as a true growth partner: Setting up back-up sales forces to accelerate partnership development Training and support for internal teams to ensure smooth, lasting integration Structuring shared governance processes for effective collaboration Beyond processes and figures,

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How to ensure the success of an IT project ?

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The art of reconciling needs and constraints for the success of complex IT projects Interview with Hélène Millet – Associate Partner IMPACT CONSULTANTS with a high experience in complex IT projects & data management Flavie Picart: Today, more and more companies must reconcile business needs with IT implementation constraints to succeed in their transformation projects. That’s the case especially in the airline industry. Can you explain how these projects are supported? Hélène Millet: Those complex projects require a go-between between the actual business and IT (developers, architects, security, network.) This person/team is sometimes called IMO (Information Management Officer) or AMOA (I could not find an actual translation for that acronym! -no comment), or business analyst, or even SME (Subject matter expert). The exact content of tasks and perimeter of responsibility may vary, but in any case, this go-between role is key in projects involving complex IT systems, such as implementing a new inventory system or migrating a data platform. He/she acts as a mediator, bridging the gap between the business team (BT), users or representing the users, and the IT project team, responsible for the technical execution, such as development and/or integration. He/she acts a little like a food critic; the BT has a clear vision of what they want, while the IT team and its project manager (PM), the “chef,” must turn this vision into a tangible product. The IMO ensures that communication between these two roles is seamless and that technical constraints are accounted for while meeting strategic goals. As a food critic too, he/she might also challenge the vision, or the implementation constraints, contributing to the alignment of all stakeholders. Flavie Picart: Could you give us a more tangible example to illustrate this role? Hélène Millet: Let’s take the example of an airline deploying a new reservation system. Millions of transactions and euros are at stake. Executives want an intuitive tool that makes it easier to optimize revenue, while technical teams focus on data security, server architecture, and algorithm efficiency. These different perspectives can clash, so alignment is essential. This is where IMO comes in. We translate the strategic needs of executives into terms that technical teams can work with and, conversely, simplify technical constraints for executives to enable them to make informed decisions. The IMO role goes beyond technical translation; it may also include drafting functional specifications, budget oversight, cross-team coordination, and testing supervision. Flavie Picart: You have extensive experience managing tech projects in the airline industry. Could you share some of the projects you’ve worked on? Hélène Millet: I’ve had the opportunity to work on PSS (Passenger Service System) migration projects for airlines like Luxair’s and Air Tahiti’s and a few others. As mentioned, these projects are complex, requiring coordination of multiple internal and external teams over several months: defining needs, managing RFPs, selecting providers, executing the project, and addressing transition risks. IMO is involved in every step, especially in supervising the migration project itself: defining requirements, finding gaps and validating outcomes through testing to ensure alignment with expectations. Meeting deadlines and budgets is usually the project manager’s domain, but IMO can handle this as well, depending on project size. In the specific case of reservation/inventory systems (PSS) migrations, the work peaks during the “cutover” night where all stakeholders sit together—essentially a heart transplant, plugging out the old system, plugging in the new one! It’s quite an experience (laughs). Once the technical project is completed and validated, another task kicks in: change management. Implementing a new solution isn’t just about deploying a tool; it’s about helping teams use it optimally. IMO assists with project communication, training, and even team reorganization if necessary. Flavie Picart: You mentioned drafting functional specifications. Why is that a crucial step? Hélène Millet: It’s really key. These specifications are almost like a contract: they precisely outline project expectations. IMO ensures that all business needs are well-represented and that technical specs align with these functional requirements. Flavie Picart: You also mentioned coordinating various stakeholders. How does IMO ensure all parties remain aligned throughout the project? Hélène Millet: IMO acts as an interface, smoothing communication between business and technical teams, ensuring everyone understands the goals and works towards the same outcome. This starts early with RFP management, tool selection, and solution setup. Once the project is underway, he/she supervises testing to ensure the solution functions as expected and meets identified needs. Flavie Picart: In your view, what distinguishes IMO from traditional project management? Hélène Millet: IMO is unique in his/her ability to harmonize both business and technical needs. While a project manager focuses on deadlines, costs, and delivery, IMO’s main topic is the content of the project: what the project wants to achieve, what it can achieve. He/She understands (and challenges) each stakeholder’s perspective. For example, with Afidium, a recent client: they aimed to develop a new product without a clear understanding of customers’ real needs. I worked with technical teams to clarify their proposals and translated this information for clients to validate the project’s direction, ensuring the new product would meet genuine needs (and thus have a market). Flavie Picart: How do you see the role of IMO evolving in an increasingly digital world? Hélène Millet: this interface is becoming more essential, especially in fast-evolving industries like aviation, where every mistake is costly, and margins are tight. IMO ensures seamless technological transitions. At Impact Consultants, we serve as facilitators, guaranteeing that projects progress while aligning business needs with high-quality technical standards. We help companies navigate these transformations by minimizing risks and maximizing the value of deployed solutions. We help companies navigate these transformations by minimizing risks and maximizing the value of deployed solutions. An interview of Hélène Millet – Associate Partner – with Flavie Picart. Partagez cette page

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EUMO 2024 – What priorities for mobility?

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EUMO 2024 – What priorities for our mobility? Which forms of collective mobility should be promoted and subsidized? In France, public budgets allocated to passenger mobility represent a significant portion of spending by local authorities and the State. In 2023, more than 40 billion euros were dedicated to mobility, a figure close to the spending on National Education (around 60 billion euros) and public health (over 100 billion euros). However, investment in mobility infrastructure requires considerable, ongoing funding, the returns on which are often visible over the long term. Around 25 billion euros are financed by local authorities, largely concentrated on public transport infrastructure in major conurbations. The State contributes 15 billion euros via subsidies for rail, road and bicycle transport. However, these funds mainly benefit the major metropolises, leaving many suburban and rural areas without suitable solutions. Transport Minister François Durovray recently stressed the importance of pragmatic, cost-effective solutions tailored to people’s real needs. Speaking at EUMO 2024, he stressed that “we need to find solutions that don’t cost too much and that are carbon-free”, while emphasizing the optimization of existing infrastructures and alternatives such as carpooling and express coaches. He also added that priority should be given to transport that offers a real alternative to the private car, particularly in rural and suburban areas. Rethinking collective mobility for areas in needPeri-urban and rural areas, home to almost 40% of the French population, are faced with a crying lack of suitable transport solutions. In rural areas, 70% of journeys are made by private car, creating inequalities and exacerbating environmental problems. The development of subsidized car-sharing, for example, represents an interesting opportunity. Initiatives such as Mobicoop have demonstrated their effectiveness, with an average occupancy rate of 3.5 passengers per vehicle, reducing pressure on roads and CO2 emissions. Targeting home-work journeys Home-work journeys, which involve 19 million employees in France, are a strategic priority. Outside major cities, the private car is still used for over 65% of these journeys. Initiatives to encourage home-work car-sharing, such as the Covoit’ici project, have already reduced traffic jams by 25% on certain peri-urban routes. What’s more, employer mobility plans set up by certain companies have helped reduce home-to-work journeys by 10%, thanks to solutions such as telecommuting or car-sharing. Solutions for people with disabilities In France, 12 million people live with a disability, but only 60% of public transport infrastructure is adapted to their needs. The development of services such as G7 Access Taxis and on-demand transport systems for people with reduced mobility offer improved accessibility, but these services remain costly and not widely available outside major cities. Additional subsidies for these solutions would help meet growing demand. Promoting shared and flexible modes Shared and personalized transport solutions, such as shared VTCs or autonomous shuttles, are a promising avenue for more sustainable and inclusive mobility. In Toulouse, for example, the Navya program’s autonomous shuttles carried over 100,000 passengers in 2023, while reducing operating costs by 20% compared with traditional bus systems. Focus on the Grand Est region The Grand Est region is a prime example of the challenges and opportunities associated with mobility in France. By 2022, the region has allocated over 1.2 billion euros to mobility, including 600 million euros for public transport infrastructure. However, much of this investment has been concentrated in urban centers such as Strasbourg and Metz, leaving rural areas relatively underserved. Initiatives such as the Fluo Grand Est network, which brings together several intercity lines and regional trains, show that efforts are being made to improve mobility. For example, 18 new lines were opened in 2023, better connecting suburban areas to urban centers. However, solutions such as carpooling remain under-exploited in the region, with only 2% of home-to-work journeys made by carpooling. The city of Nancy has taken initiatives with shared VTCs and autonomous shuttles, which have shown promising results, with operating costs 25% lower than those of conventional bus routes. The Grand Est, like the rest of France, faces major mobility challenges. The State and local authorities must continue to subsidize mass transit solutions while promoting more flexible and inclusive models, such as car-sharing and shared transport, in order to meet the diverse needs of citizens while limiting environmental impacts. An article written by Paul de Rosen. Sources : – Ministry of Transport, statements by François Durovray at EuMo 2024, Strasbourg – Grand Est annual report, 2023 – Covoit’ici, results 2022 Partagez cette page Ajoutez votre titre ici

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Paris 2024 Paralympic Games: An ultra bonus

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Paris 2024 Paralympic Games: An extra BONUS The Paris 2024 Olympic Games are proving to be a resounding success in many respects. With the Paralympic Games in full swing, what lessons can we draw in terms of hospitality and services for people with disabilities? What ‘extra’ services are there for people who have that ‘extra something’? What will be the main legacies of these Games for this special and much-needed fraternity? Accessible infrastructure: more than an adaptation, a transformation During the Olympic Games, Paris demonstrated its commitment by making 80% of its sports facilities accessible, compared with only 30% previously. This tangible progress enabled thousands of disabled spectators to enjoy the event in optimum conditions, in particular with access ramps, reserved parking spaces and adapted toilets. These achievements go beyond mere technical requirements; they embody a genuine transformation of the city, where inclusion is a visible reality. The success of these initiatives proves that universal accessibility can become a standard in all major cities and major events. Inclusive mobility: A revolution in transport Efforts to improve mobility for people with disabilities during the Games were marked by concrete and effective initiatives. In particular, the RATP achieved its goal of making 100% of bus lines accessible, and 60% of metro stations were adapted. These improvements enabled people with reduced mobility to move around freely and take full part in the festivities. The fleet of adapted taxis has also been increased by 25%, providing a valuable alternative for those who need one. There has therefore been a move towards adapted services combining several modes of transport for people with disabilities, enabling complete journeys from one end to the other for them and their carers. Technology for inclusion: concrete innovations The Paris 2024 Games were fertile ground for technological innovation in support of inclusion. The official mobile app, equipped with real-time guidance features, made it easier for disabled people to get around the Olympic venues. Bluetooth beacons installed in more than 70% of public places have enabled precise guidance, reducing barriers to mobility. This application not only made the Games experience more accessible, but also laid the foundations for the wider use of technology for inclusion in other urban contexts. Ezymob technology has also been deployed in certain venues and transport systems, enabling people with visual or mental disabilities to be guided ‘to their seats’. Services and assistance: A stronger ‘helping’ human welcome One of the most remarkable elements of the Paris 2024 Olympic Games was the human commitment to people with disabilities. With 10,000 volunteers specially trained to assist them, people with reduced mobility were able to benefit from special attention. These volunteers, present at all the Olympic venues, provided invaluable support, illustrating true fraternity in action. Dedicated reception, rest areas and specific information points created an environment where everyone felt respected and supported. A lasting legacy: fraternity and cooperation to perpetuate The legacy of the Paris 2024 Olympic Games in terms of accessibility and fraternity will not end with the end of the competitions. The improvements that have been made are intended to bring about a lasting transformation not only of the city, but above all of people’s minds, by setting new standards for inclusion. The advances made during these Games will benefit over 500,000 people with reduced mobility in the Île-de-France region in the long term. This legacy shows that major sporting events can be catalysts for profound social change, leaving a lasting imprint on the city and its residents. Above all, there is the issue of fraternity and cooperation with people with disabilities to maintain and develop. Sport appears to be an ideal vehicle for this, building on the momentum of the Games. In partnership with responsible stakeholders such as national sports federations, including the Union Nationale des Sports Scolaires, which brings together and organises all school sports at a time when differences and handicaps between pupils appear to be fundamental and very difficult to live with. Impact Consultants in the carers’ camp! The Impact Consultants teams are motivated by the challenge of growth through inclusion and fraternity embodied by the Paralympic Games. It is perhaps the best motivation of all to seek positive experience and performance for those who vitally need it. To use a well-known terminology, we position ourselves as ‘helpers’ of these solutions and technologies, which need know-how and support to establish themselves and develop in a market that at first sight seems narrow. This is the work we have done for Ezymob and Hexowheel, dedicated technologies, and for Padam Mobility, an adapted technology. An article written by Paul de Rosen and Flavie Picart. Partagez cette page

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M&A Trends: A Revival Wind Sweeping the Market.

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M&A Trends: A Revival Wind Sweeping the Market. Mergers and Acquisitions (M&A) are a key driver of economic transformation and can be seen as a barometer of global financial health. Their frequency and scale can also reflect the confidence of businesses and investors in the economic environment. They mirror economic dynamics, innovation trends, and entrepreneurial strategies in response to global challenges and opportunities. Historically, periods of crisis have often seen a decrease in M&A activities, followed by recoveries marked by strategic consolidations across various sectors. After hitting a low of $1.2 trillion in 2009, the global volume of mergers and acquisitions has consistently exceeded $2 trillion annually since 2014, despite yearly fluctuations. This pattern repeated with the COVID-19 pandemic, which caused a general slowdown in economic activities, exacerbating uncertainties and complicating the valuation of companies, crucial aspects for M&A decisions. In 2020, global mergers and acquisitions declined by 9.7% to reach $2.2 trillion, down from $2.4 trillion in 2019, thus illustrating the significant impact of the pandemic on this sector. To illustrate the influence of the economic environment on M&A activities, the example of the hospitality industry is particularly telling. In 2019, this industry saw a significant reduction in transactions, highlighting the direct impact of economic conditions on M&A decisions in this sector. Indeed, the significant impact of the COVID-19 pandemic on the hospitality industry was manifested by a dramatic drop in revenues, which fell by 46% in 2020 to reach $198.6 billion. This contraction directly affected the mergers and acquisitions market, making assets far less attractive due to their marked depreciation. Concurrently, the sharp decline in valuations led to an estimated 30% decrease in the global GDP of the United States, with considerable financial losses amounting to $2.7 trillion. Major hotel chains also suffered significant financial losses, with companies like Wyndham Worldwide and Marriott International experiencing revenue declines of 36% and 75%, respectively. 2024: A New Momentum? With forecasts for rate cuts in the United States and a stabilized financing environment, conditions seem ripe for a revival in M&A activities. This revival is seen as essential for global economic transformation. Key Drivers for M&A Recovery: The Role of Inflation and Interest Rates: Improved financial conditions, driven by slowing inflation and anticipated interest rate cuts, play a key role in the resurgence of M&A activity. Catch-up in Transactions: A catch-up effect from transactions not completed during the Covid years, or any period of economic instability, is also expected to contribute to market revitalization. Strategic Adaptation of Businesses: Companies, facing the need to transform their business models, see M&A as a crucial strategic tool for complementarity or diversification. CEOs and private equity funds are seeking ways to rapidly create value. Emerging technologies, decarbonization strategies… M&A is seen as the quickest and most effective means to adapt and transform in response to market changes. M&A continues to shape the future of industries globally, with the tourism and online mobility sectors in the crosshairs for new strategic and innovative opportunities. Are you ready for M&A? Coming soon: – The secrets to a successful M&A strategy. – A close look at Travel and Travel tech operations. – Towards consensual integration plans. Each topic promises insightful revelations to successfully navigate the complex landscape of M&A. IMPACT CONSULTANTS and your external growth. Impact Consultants, Alexandre Veau and Flavie Picart. References: PricewaterhouseCoopers. (s. d.). Global M&A Industry Trends 2022. PwC. https://www.pwc.fr/fr/publications/fusions-acquisitions/global-manda-industry-trends-2022-strategie.html PricewaterhouseCoopers. (s. d.-b). Global M&A Industry Trends : perspectives for 2022. PwC. https://www.pwc.fr/fr/publications/fusions-acquisitions/global-manda-industry-trends-2022.html Our insights. (2024, 20 février). McKinsey & Company. https://www.mckinsey.com/capabilities/m-and-a/our-insights Partagez cette page

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Public Transport Vs Private Car (2nd Round): Towards Sustainable and Inclusive Mobility.

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Public Transport Vs Private Car (2nd Round): Towards Sustainable and Inclusive Mobility. Urban mobility in France is marked by a constant dilemma: the collective benefits of public transport and the autonomy offered by the private car. Our initial discussion on interurban transport now enriches with the exploration of the role of Corporate Social Responsibility (CSR), placing it as a logical extension of sustainable mobility. In the face of ecological and social urgency, France is redefining its mobility with an investment of 10 billion euros in rail and celebrating the success of carpooling, which saved more than a million tonnes of CO2 in 2023. Aiming to reduce reliance on private cars; combating congestion and promoting inclusive and sustainable mobility, we highlight greener and more accessible alternatives for everyone. In this quest for environmentally respectful and socially responsible mobility, organizations are gradually orienting their policies towards practices of enduring mobility. This approach, decidedly focused on inclusion, faces significant challenges such as decarbonization, social inclusion, and the promotion of a culture of sharing and intermodality. What should we focus our efforts on? In this quest for transformation, we must prioritize our actions: 1. Accessibility: The Road to Inclusion : Currently, 30% of French people with reduced mobility are excluded from the transport system, designed primarily for the majority. It is therefore essential to invest in public transport infrastructures and services adapted to everyone’s needs. It is with this in mind that the Ile-de-France Region has invested 124 million euros of regional budget for people with reduced mobility. 2. Electric Shift: Accelerating the Adoption of Green Vehicles : Electromobility truly stands as a lever for sustainable mobility and is experiencing growing enthusiasm. In 2023 their sales soared by 60%, despite an insufficient ratio of charging stations, with 1 charging station for every 10 electric vehicles. It is crucial to support the rise of these vehicles in all environments, for sustainable and less polluting mobility on a global scale. 3. Share Your Mobility: Carpooling and Collective Solutions : The rise of carpooling, marked by more than a million journeys by platforms in March 2023. This practice, having reduced CO2 emissions by more than a million tonnes in 2023 — equivalent to planting 50 million trees — demonstrates its effectiveness not only in reducing environmental impact but also in opening up access to transport. 4. Against the Scourges of Congestion and Pollution : Traffic jams cost 5 billion euros annually, lost in productivity and represent 60.6% of total CO2 emissions. A real societal scourge, these figures underscore the crucial importance of adopting smarter and more sustainable mobility strategies. 5. The Railway: A Path to the Future : With a commitment of 10 billion euros from the French government to the railway network, the goal is to strengthen interurban connections and stimulate the modal transfer from road transport to rail, anticipating a 25% increase in passenger traffic on high-speed lines by 2030. These different axes form the foundation of a strategy aimed at reshaping the transport system. By focusing our efforts on these areas, we can not only win the « match » against individual transport but also work for a sustainable, inclusive, and beneficial mobility for everyone, now and for the long term. So, where do you invest? The debate is open ! Impact Consultants, Paul de Rosen and Flavie Picart (with AI) Sources: Public and Railway Transport Union. (n.d.). National Observatory of Sustainable Mobility. Retrieved from UTP. Ministry of Ecological Transition and Territorial Cohesion. (n.d.). Carpooling in France, its advantages and the regulation in force. Retrieved from Ministry of Ecological Transition and Territorial. Cohesion Ministry of Ecological Transition and Territorial Cohesion. (n.d.). Innovation Strategy and Future Investments in Transport. Retrieved from Ministry of Ecological Transition and Territorial Cohesion. Partagez cette page

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Public Transport vs Private Car (Round 1) : Focus Cars Express Interurbains

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Public transport vs. private car (Round 1) : Focus Cars Express Interurbains France is embracing a major turning point: boosting collective and eco-friendly intercity transport to continue dethroning the dominance of personal cars. Personal cars reign supreme on the roads, but as environmental challenges intensify, this model shows its economic and ecological limits: maintenance costs, carbon footprint, city congestion… In this context, express coaches come into play for intercity trips, embodying an innovative and bold response to current issues. For reference, the Île-de-France region decided at the end of 2023 to create 45 new lines by 2030, and a new express coach line “430” was created between Bordeaux and Blaye, benefiting from a reserved lane on the A10 and on the Aquitaine Bridge. This solidifies a dynamic of improving territorial public services and user service more generally around three fundamental criteria that we want to systematically follow: Cost per kilometer: Compared to the average occupancy rate, the personal car imposes an average cost between €0.19 to €0.4 per kilometer depending on the model. On the other hand, express coaches, thanks to their optimized economic model, incur a cost between €0.03 and €0.05 per user, depending on the trips and services offered. CO2 footprint per kilometer: While a gasoline car emits about 75g of CO2 per kilometer, express coaches, equipped with less polluting technologies and sharing trips among several passengers, drastically reduce this footprint, estimated at 29.33g per passenger. Passenger satisfaction: While the car offers unmatched flexibility, express coaches, with their onboard services (WiFi, electrical outlets, seat comfort) and their punctuality (a coach every 20 minutes during peak hours between Bordeaux and Blaye), rewrite the rules of the game in terms of comfort and practicality. In conclusion, for a decarbonized future, France must intensify and diversify its intercity transport offer. Express coaches are not an end in themselves, but the beginning of a broader revolution in our way of conceiving travel. They lay the groundwork for a future where mobility is shared, ecological, and adapted to everyone’s needs. Are you ready to embark on this adventure towards a more sustainable and connected future? The debate is open! Impact Consultants, Paul de Rosen and Yvanna Mbianda (with AI) Sources : WWF France. (n.d.). Le prix de revient au kilomètre d’un véhicule, qu’est-ce que c’est ? Récupéré sur WWF France. France Mobilités. (n.d.). Évaluation cars express – Version finale. Récupéré sur francemobilites.fr. Share this page

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The right time to jump on the bandwagon – more efficient, more connected, more integrated

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THE RIGHT TIME TO JUMP THE TRAIN – MORE COMPETITIVE, MORE CONNECTED, MORE INTEGRATED The dawn of the 1990s marked a major turning point in Europe: the opening of the rail sector to competition, driven by the European Commission with the aim of creating an integrated and competitive European railway market. Today, the challenge remains the same: to triple rail travel by 2050, while currently, rail traffic stands at 6%. The United Kingdom, which was a pioneer in this regard, underwent a tumultuous transformation, shifting a sector previously dominated by public entities. This transformation was marked by challenges, including fluctuating fares, security concerns, and managerial complexity. The Promise of a Sustainable Future At the heart of this reform, decarbonizing transportation emerges as a priority. With only 1.2% of greenhouse gas emissions (GHGs), compared to 25% for road transport and 12% for aviation and maritime, rail becomes the champion of ecology in the transportation sector. Competition stimulates investment in green technologies, aligning the railway sector with global climate goals. A Race towards Innovation and Competitiveness In France, the opening of the rail market to competition in December 2020 saw the entry of new operators. SNCF (French National Railway Company) is now facing competition from Spain’s Renfe and Italy’s Trenitalia Paris-Lyon-Milan routes, leading to a 58% increase in traffic in just eight months. This renewal is accompanied by diversification of services and a stimulating fare war, forcing SNCF to rethink its offerings, especially in its business segment, with a focus on providing privileged services such as complimentary beverages or meal delivery at the seats. The customer experience has been enhanced: service quality, comfort, connectivity, and frequency of trips are now the key drivers of this competition-driven growth. But that’s not all: the opening of the rail market is disrupting the distribution sector as well. The rise of distribution platforms like Rail Europe, expanding across Europe, exemplifies this digital revolution by simplifying access to offers and enabling end-to-end multi-operator journeys and interrail pass offers. SNCF Connect is also evolving rapidly, innovating its communication with a personalized and quirky annual report called « Ma Rétrainspective. » After business travel agencies, tourism agencies are adapting by incorporating railways into their packaged offerings, and some are even creating specific train-related products. Distribution tools are evolving as well; for instance, Resaneo is innovating with a dynamic package engine that allows real-time combination of various travel components, including train tickets. Quartier Libre is enriching its digital experience with the Open Package tool, offering increased flexibility in creating tailor-made journeys. Customer demand for eco-friendly products is driving the creation of new products and the development of specialized agencies like Discovery Train. This progress in travel tech is opening up unprecedented opportunities, making the opening of the rail market a true catalyst for innovation. The digital era is opening up unexplored horizons for the railway sector. The return of night trains, startups like Le Train, and even investments from hospitality players like Accor with the Orient Express are changing the landscape. From hyperloop to autonomous trains and interconnectivity, the horizon knows no bounds. These advancements could accelerate further with a french government investment plan of 100 billion euros over twenty years, announced in 2023, promising a railway revolution on par with the ambitions of the 21st century. Share this page

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TOURISM – THE (NEW) SENSE OF CELEBRATION?

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TOURISM – THE (NEW) SENSE OF CELEBRATION? The health episode represented a shock of unprecedented magnitude for the whole of society by confining individuals at home for several months. Today, to meet the very strong need for collective experiences lived in reality, amusement parks write a new grammar of escape that combines tourism and entertainment. Some have, and it’s a success. In two short years, the pandemic has given a tremendous boost to digital. According to the Digital Report 2022 for France produced by the agency We Are Social and the Hootsuite platform, French people connect 5h34 every day, including 2h19 on their smartphones. In detail, our citizens spend more than 21 hours a month on TikTok, an increase of 22% since last year, spend 13 hours a month on Facebook, and almost 12 hours on YouTube. On a daily basis, more than 89% of 16-64 year olds watch streaming TV programs for more than 3 hours. These figures represent a very significant increase. In the post-crisis period, the tourism sector must cope with the multiplication of online entertainment channels and an ever more intensive use of digital tools. Is the Virtual Stronger Than the Real? Not if You Look at Concerts and Festivals! However, even as the attention economy encourages people to stay at home, the COVID-19 pandemic has taught us that video and digital experiences can never fully replace human contact. At the end of the lockdown period, a survey showed that 93% of French people were missing events. Living through a screen is not satisfying for anyone, and it’s even less so for the new generation that craves interactions with others and the blending of cultures. Currently, concerts and cultural events are attracting larger and larger audiences. For example, the 2022 edition of the Parisian festival « Solidays » set an all-time attendance record with over 247,000 spectators over three days. The same trend is seen at the Breton festival « Les Vieilles Charrues, » which attracted 224,000 festivalgoers from July 14 to 17, 2022. The Real Power of Emotion The need to come together in the physical world has never been stronger. In an entertainment world dominated by digital experiences, physical and collective experiences are now emerging as rare, coveted, unifying, and inspiring events. Sharing emotions with others has become a phenomenon with a strong attraction. The New Deal for Escapism Amusement parks are the perfect place to collectively experience intense and memorable experiences, whether with family or friends. They are increasingly popular among vacationers. In May 2022, a survey conducted by Qualimétrie, a marketing research firm specializing in customer experience, revealed that 75% of French people with children were considering visiting these parks during their vacations. Their success lies in bridging the worlds of entertainment and tourism, offering both spectacular and enriching experiences. Successful New Physical and Collective Experiences For instance, PortAventura, located in Barcelona, offers visitors six completely immersive worlds to explore, from Mexico to China to the Wild West, along with over forty different attractions and more than forty daily shows! The same can be said for Futuroscope, with a focus on science, featuring robots, Mars exploration, and tornado chasing. Today, amusement parks represent the quintessence of these new physical and collective experiences, which can also be enhanced by digital technologies. Virtual reality has the capacity to amplify the real without entirely replacing it. For all these reasons, amusement parks have become complete tourist destinations that blend escapism and entertainment. They give a new meaning to celebration. Impact Consultants supports them in their development and promotion, so they are perceived as particularly innovative, attractive, and tailored to the needs of strong emotions and authentic family experiences, which will never disappear! Rodolphe Lenoir – Co-founder, Impact Consultants For more information on the Business Climate Convention, click here! Share this page

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counsel engaged

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counsel engaged What matters to us is the #impact of our missions to our customers, and their return. Here is the support for the commercial implementation of the investment plan of 300 M euros of the Futuroscope realized with our partner N&C. For 2022 more than ever, we are committed to our clients. At Impact Consultants, we have a vision of committed advice:#Caring because we are not here to judge you, we know the difficulties you may face having experienced them from within.#Direct and transparent because we say what we think is not always what you want to hear! But always in the perspective of confronting reality to move forward.#Committed because we are ready to support you for every challenge you face with operational solutions and not just theoretical ones. What we recommend, we are committed to achieve, if you wish. At the service of the #result, and we are ready to bet a part of our remuneration on the good achievement of your objectives Discover IMPACT CONSULTANTs here Share this page

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