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Strategic partnerships: driving innovation and growth

Leave a Comment / Article and publication, Article et publication, News / Impact-Consultants / Business travel and MICE, Consulting and Diagnostics, External growth and M&A, Internationalization, Performance management, Top line businesses

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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WTM LONDON 2024

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WTM LONDON 2024 WORD TRAVEL MARKET : WHERE IDEAS MEET ACTIONS! Meet our experts at WTM from November 05 to 07, 2024! Dive into the future of the travel industry, sharing your key ideas and tackling today’s biggest challenges. Get in touch with our experts: Juliette Thorpe Rodolphe Lenoir Hélène Millet Alexandre Veau Partagez cette page

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EUMO 2024 – What priorities for mobility?

Leave a Comment / Article and publication, News / Impact-Consultants / Commercial services, Conseil et diagnostic, Consulting and Diagnostics, Croissance externe et M&A, Interim Management, Internationalisation, Management par interim, Nos services, Our services, Revenue management, Transformations , data management and IMO

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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TourMag: impact of Covid 19 on the tourism industry

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TourMag: How will Covid-19 reshape the tourism industry? TourMag interview with Rodolphe Lenoir . Our interview with Rodolphe Lenoir, co-founder of Impact Consultants, highlights the current challenges facing business travel, including market consolidation, the impact of artificial intelligence, and the challenges of CSR. He highlights the importance of adaptability and diversification in capturing opportunities in a constantly evolving industry. Read full article A range of crucial business travel issues were raised: Market consolidation: need of grouping companies together to boost competitiveness. Artificial intelligence: AI is seen as a key tool for improving efficiency and personalising services. Corporate social responsibility (CSR): The integration of sustainable practices is a major challenge. Adaptability and diversification: Companies need to remain flexible and explore new opportunities to thrive in a constantly changing environment. « The main thing for companies is to have a plan, the ability to adapt and diversification options. It’s about being agile enough to seize opportunities. » Don’t hesitate to contact our team of experts! They’ll be able to guide you step by step through the various stages of your external growth strategy, drawing on best practice. Partagez cette page

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Surtourism: Sustainable Destinations and Mobility Management

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SURTOURISM: FLOW MANAGEMENT AND MOBILITY FOR SUSTAINABLE DESTINATIONS From digital crowds to real crowds: the impact of Instagram on overtourism Marseille’s Calanques, with their stunning landscapes and southern sunshine, attract 3 million visitors every year – 4% of the French population and almost three times the population of Marseille. Since the late 1980s, warnings have been given about the negative impact of this excessive and uncontrolled tourism on the biodiversity of the calanques and on the environment in general, from Marseille to Cassis: soil erosion, disturbance of natural habitats, pollution and degradation of footpaths. Even if part of tourism is in fact local tourism, it is essential to find solutions to regulate the flows. These solutions involve technology and flow management. Modern tourism, digitalisation and overtourism As a result of digitalisation and instagram, specific areas are becoming magnets for tourists, with harmful consequences for residents, the environment and visitors themselves: Nuisance for local residents: noise pollution, increase in the cost of living, deterioration in their quality of life, etc. Environmental impact: ecosystems/biodiversity are weakened and suffer from pollution. In Barcelona, for example, the number of tourist vehicles increases by 15% during the high season, exacerbating traffic jams and pollution. A poorer tourist experience: According to an UNWTO* study, 72% of residents of busy tourist destinations feel that mass tourism has a negative impact on their quality of life. Mobility problems: Transport infrastructures are overloaded, leading to traffic jams and increased pollution. In Santorini, for example, the increase in visitors has caused major congestion problems, prompting the authorities to limit the number of cruise passengers disembarking each day. Solutions considered 1 Quotas, Regulation and Yield Management One of the most effective solutions is the introduction of quotas. In Marseille, quotas applied to the Calanques have shown promising results, improving the visitor experience while preserving the environment. Similarly, in 2019, Italy has introduced a quota limiting the number of daily visitors to 25,000 for Venice . In Paris, the Eiffel Tower is subject to time slots that reduce waiting times by 30%. Since Covid, the introduction of time slots in sites such as museums with high visitor numbers has developed strongly. This makes it possible to spread out demand, and even direct it, thanks to information and differentiated pricing. 2 Technology and digitalization Technology plays a key role in managing tourist flows. Tools such as Mobility Metrix, which exploit mobility data, help to make travel more fluid and reduce traffic jams. Start-ups such as Affluences also offer solutions for measuring and displaying tourist flows, enabling us to understand them and optimise customer information. 3 Communication and nudge Proactive communication and nudges are essential in guiding tourists towards more responsible behaviour. The UNWTO’s « Tourism for Tomorrow » campaign* aims to promote responsible behaviour among tourists, including avoiding peak periods and visiting lesser-known destinations. 4.combined flow and mobility management An integrated approach is needed to avoid simply shifting congestion problems. For example, diverting tourist flows around the Calanques or Baux-de-Provence could increase CO2 emissions. It is crucial to implement sustainable mobility solutions for efficient flow management, using data to optimise routes and modes of transport. *WTO: World Tourism Organization Sources : Les calanques de Marseille face au surtourisme. (s. d.). ina.fr. https://www.ina.fr/ina-eclaire-actu/calanques-marseille-surtourisme World Tourism Organization (UNWTO)](https://www.unwto.org/global-publications/tourism-highlights) Venice Tourism Office](https://www.veneziaunica.it/en/content/venice-tourism-office Barcelona Mobility Report](https://ajuntament.barcelona.cat/turisme/en/plan-and-programmes/tourism-mobility-plan) Rodolphe Lenoir, Flavie Picart Partagez cette page

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IMPACT CONSULTANTS x BUSINESS TRAVEL SHOW –

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IMPACT CONSULTANTS X travel business show What’s up BTS ? From 19 to 20 June, London Alexandre Veau at the Business Travel Show Europe: Are TMCs evolving to meet your needs? In response to the evolution of the travel industry, marked by a growing demand for personalised and sustainable solutions, Alexandre Veau will be speaking on the theme « Are TMCs evolving to meet my needs? We are proud to announce that our expert, Alexandre Veau, was actively involved in this study. His expertise was essential in guiding the production and development of Europe’s Leading TMC report. Read the report 🔍 Key Points Addressed: – Key findings of the report on European TMCs. – Evolution of the TMC ecosystem: constraints and opportunities. – Emerging needs of new corporate customers and travellers. – Trends and adaptations in TMC practices. We look forward to meeting with our partners, customers and prospects to explore how this information can advance your travel strategies! Alexandre Veau and Juliette Thorpe, our UK consultant, will be at ExCel London on 19 and 20 June. Don’t hesitate to contact them for a chat. Partagez cette page

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IMPACT CONSULTANTS X The Pioneers Forum

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IMPACT CONSULTANTS X THE PIONEERS FORUM A window into the world of tourism From 3 to 7 June on Réunion Island 22ᵉ Edition of the Pioneers Forum on Reunion Island IMPACT CONSULTANTS will be taking part in this 22ᵉ edition of the Pioneers Forum with Rodolphe Lenoir, invited by ESCAET, who will lead four round tables on the theme ‘Creating plural value in Tourism: Taking up the challenge’. This unique think tank, dedicated to the travel industry, aims to raise essential awareness and build the future of tourism. We would like to thank ESCAET for this opportunity and invite you to follow the Pioneers Forum account so you don’t miss out on anything from this enriching experience. 🚀 Join us for innovative perspectives and captivating discussions on the future of tourism. Partagez cette page

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IC arrives in the UK, now and for a long time to come, with Juliette Thorpe joining the team

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Impact Consultants is making a lasting entrance into the UK with the addition of Juliette Thorpe to its team! Juliette Thorpe’s arrival at Impact Consultants presents an ideal opportunity to review the current dynamics of the tourism, travel, and transport sectors in the United Kingdom, a market undergoing significant changes. The UK has always been an attractive country for tourism, and 2024 marks the year of its post-pandemic renaissance. With a contribution to the British economy of £252 billion in 2023 (11% of GDP), the tourism sector has finally recovered and surpassed its pre-pandemic levels (£248 billion in 2019). Following Brexit, the Covid crisis, and recently, the rise in interest rates and overall costs, Britons are turning to domestic holidays – « staycations ». In 2023, total domestic holiday spending reached £26 billion, alongside a noticeable decline in overseas travel (-23%). Only time will tell what the impact of the European Union’s imposed ETIAS tourist visa on British travelers will be. Alongside this domestic retreat, two other strong trends are sustainability and the environment. Whether in transportation or hospitality, the British tourism market has seen the emergence of numerous eco-friendly startups – from Byway to Ecohotels, Trees4Travel, and Weeva. This trend is confirmed in Business Travel, with 60% of British travel managers confirming that environmental issues are at the heart of their travel policy changes. This includes the creation of a sustainability award (Business Travel Sustainability Award won this year by BCD Travel). Business travel has always been a strong driver of the UK economy (over £27 billion by 2023), and its market has historically been fragmented, with numerous players offering a wide range of services, often grouped together in consortia such as Advantage or Focus Group. But recent years have seen the emergence of strong concentration movements, as illustrated by serial mergers/acquisitions – ReedMcKay & Navan, Travelperk & ClickTravel or AmexGBT & KDS/HRG/Egencia and the latest CWT. These far-reaching changes are sure to create a real call for new entrants to the UK and European markets in general. Innovation with new technologies such as AI will be a challenge in this ever-changing business travel landscape. The global market for generative AI in Travel was estimated at 632 million USD in 2022, and is expected to grow 6-fold by 2032. Another structural point of the English market is the liberalization of its transport systems. With the 1968 Transport Act, the UK was the first country to liberalize its railways. But as the rest of Europe follows its lead and opens its railways to competition, the British public revolts against poor and expensive transport services with repeated strikes, and the government fails to find adequate responses (Great British Railway – GBR – project put on hold). Finally, it is essential to highlight that the UK remains at the forefront of air transport, housing two giants of the sector: the IAG group and EasyJet, thus consolidating its position as a leader in European and global air transport. In this context of renewal and evolution, IMPACT CONSULTANTS is expanding its footprint in the UK with the arrival of Juliette Thorpe as a Senior Consultant! With over 25 years of experience in B2B and Tech, including 16 years dedicated to Business Travel, Juliette is a recognized expert in project management, transformation, commercial development, and partnerships in the TMC, Rail, and Hospitality sectors. Her expertise, gained from giants of the Travel industry such as Egencia and American Express Global Business Travel, strengthens our team with the ambition to build lasting partnerships and support travel industry players internationally in their growth challenges, Now and for the Long Haul! Signed Juliette x IMPACT CONSULTANTS Partagez cette page

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Océane Recorbet speaks

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océane recorbet OCEANE RECORBET Consultant #TRAVEL #COMMERCIAL #STARTUPS #STRATEGICMARKETING #OPERATIONALMARKETING #PROJECTMANAGEMENT #CRM #ANALYSIS Specialized in the Travel sector, Océane has completed all her studies in the field and holds a Master 2 ESCAET. Océane has operational experience in customer relations, from prospecting to sales (Leclerc Voyages, Serendip), and account management training (Api & You). She has developed expertise in sales and marketing action plans, and sales tunnels. In this capacity, she is in charge of pre-sales at IMPACT CONSULTANTS, and masters CRM and growth marketing tools. She also assists numerous customers, from start-ups to major accounts, with sales diagnostics, design and action plans. Today, Océane brings a unique combination of operational knowledge and analytical skills, with expertise in project management, research, operational marketing and sales. Linkedin Partagez cette page

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