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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 HĂ©lĂšne 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? HĂ©lĂšne 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? HĂ©lĂšne 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? HĂ©lĂšne 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? HĂ©lĂšne 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? HĂ©lĂšne 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? HĂ©lĂšne 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? HĂ©lĂšne 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 HĂ©lĂšne 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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M&A Trends: The secrets of a successful M&A strategy

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M&A TRENDS: THE SECRETS OF A SUCCESSFUL M&A STRATEGY Fast-growing companies use external growth (M&A) as an essential lever to consolidate their activities and adapt to the new industrial landscape. This transformation has become an additional lever, or sometimes a necessity, to maintain an increased pace of growth. Recent deals in the travel and travel tech sectors provide a good illustration of this phenomenon: Travelsoft integrates Traffics, Travel Compositor, Eventiz and more recently 3 new acquisitions: TravelgateX, Atcore Technology and Travel Connection Technology to achieve critical mass with global coverage: The diversification of its offerings and its new technological capabilities give it a competitive edge, enabling it to offer a wider range of innovative, customised solutions to its customers worldwide. American Express GBT has recently acquired CWT (currently undergoing regulatory approval) and Egencia, consolidating its position as a global leader: Enabling a broader range of offerings across all customer segments, a larger geographic footprint, increased negotiating strength with suppliers and additional efficiency gains. CDS has acquired CRC and Goelett, to increase its depth of offer and its position as European leader in business travel: By combining the strengths of these entities, CDS can cover new markets, diversify solutions for agencies and corporate clients, and use best practices that can be transposed to new countries. The IMPACT CONSULTANTS team of experts will guide you step-by-step through the various areas of intervention, to apply best practice in terms of external growth: 1. Preparation and Preliminary Assessment Acquisitions as a growth accelerator As these players have demonstrated, an external growth strategy enables companies to rapidly acquire new skills, penetrate new markets and strengthen their competitive position. A merger or acquisition between two companies significantly accelerates development and enables identified growth drivers and synergies to be realised. Whether the aim is to increase revenues, extend geographical reach or diversify product offerings, the external growth strategy must be integrated into the company’s overall strategy, by defining the levers targeted using predefined evaluation criteria. Confirmation of opportunity A preliminary review helps to confirm the target’s value-adding potential in relation to the levers targeted, as well as the points to be explored during the due diligence phase: Financial overview and additional contributions Resonance of the offering on the market (product fit) Assets on which to base growth (human, technological, trading) Reputation and initial assessment of cultural compatibility. 2. Due Diligence (DD) Due Diligence is a critical stage in the M&A process: it identifies and assesses in greater detail the strengths, weaknesses, risks and opportunities of the target company. This analysis helps to ensure that the acquisition is viable and to determine its real and projected value. Four areas are generally analysed: financial and legal, commercial, product and technical. Financial & Legal : Audit of financial statements, cash flow analysis, debt/asset valuation, verification of financial projections and valuation bases. Review of key contracts, identification of potential disputes, verification of regulatory compliance and review of tax obligations. Anticipation of the union and synchronisation of the two entities, whether they are fully integrated or remain separate. Commercial scope : Analysis of market position (market fit, strength, competition): assessment of customer segments and their potential. Study of competitors, areas of differentiation and potential threats. Depth of strategic agreements: analysis of existing partnerships and strategic alliances. Interviews or discussions to assess the strength of these agreements. Revenue assumptions and comparisons: assessment of commercial strategy, distribution channels and business models. Comparison of projected revenues with industry benchmarks. Product scope : Product fit & competitive benchmark: Assessment of the product range, product fit with the market and product life cycle. Functional review & roadmap: Analysis of innovation capabilities, development pipeline and product differentiation areas. Technical scope : Scalability, technological debt: Review of IT systems, code versions used and IT architecture structure. Product delivery: Review of development methods and their ability to deliver consistent value to customers. Security and penetration testing: Verification of security standards, regulatory compliance and system resilience. 3. Negotiation and Structuring of the Agreement Once the due diligence confirming the potential has been carried out, the negotiation phases can begin. It is important to establish the terms of the acquisition, including the purchase price, payment terms, guarantees and indemnities, the transition period and any conditions precedent. The key stages in this process are Letter of Intent (LOI): Preliminary document that describes the main terms and intentions of the parties before proceeding to more detailed agreements. Signing: Signing of the definitive agreement where the parties formally commit to the terms of the acquisition. Closing: Completion of the transaction once the conditions precedent have been satisfied, including the transfer of assets and payment. 4. Synergies and integration Integration execution (or PMI: Post Merger Integration) Integrating the acquired structure into the acquirer’s operations, systems and culture is a crucial stage in an external growth operation, requiring a detailed action plan and stakeholders defined in advance. The aim is to have a plan ready for execution on D-day, with transitional governance and predefined teams who already know each other. It is important to note that merging into a single entity is not always necessary. Sometimes it may be more appropriate to keep the entities autonomous in order to preserve certain specific synergies and maximise the benefits of the acquisition. Integration execution (or PMI: Post Merger Integration) Ongoing evaluation ensures that the strategic objectives are met and that the acquisition delivers the expected value. The impact of the acquisition is monitored and evaluated using predefined indicators: Commercial and financial performance Realisation of synergies Decisions on adjustments to be made A new phase of growth acceleration may also result Sales acceleration To optimise and maximise external growth operations and commercial acceleration, it is crucial to explore additional avenues such as market expansion, entry into new customer segments and product development. An adjusted business plan, with realistic financial projections based on new growth opportunities, internal capabilities and market realities, as well as targeted marketing actions, is essential. The contributions of IMPACT CONSULTANTS : As an expert in the

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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 fĂ©vrier). McKinsey & Company. https://www.mckinsey.com/capabilities/m-and-a/our-insights Partagez cette page

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ZENRIDE

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ZENRIDE Zenride is the leader in velotaf in France. Context :                                                                                                                  Based on promising initial growth in the number of ZenRide corporate customers, ZenRide has raised funds from new shareholders to accelerate its growth both in terms of corporate customers and the rate of adoption of the ZenRide service by employees. ZenRide called on IMPACT CONSULTANTS and its senior consultant Arnaud Le Masne to organize and secure this acceleration. response Central mission, from corporate strategy to optimal business execution, based on genuine cooperation between ZenRide and client companies to maximize the adoption plan. _ Arnaud Le Masne set up a sales factory to organize sales resources around targets for growth in the number of corporate customers and the rate of ZenRide adoption by employees of corporate customers. results IMPACT CONSULTANTS’ intervention enabled : _ Organize the key account sales function _ Objectivity of sales targets _ Contribute to sales growth of X% in the number of corporate customers and Y% in the average adoption rate Discover our other references! Share this page

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FUTUROSCOPE

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FUTUROSCOPE CONTEXTE Strategic marketing Business Growth Plan Market Intelligence Organisation & Transformation TOURISM & LEISURE The Futuroscope is the first French leisure park, it now welcomes nearly 2 million visitors; making it a major leisure destination in France for all audiences. This subsidiary of the Compagnie des Alpes has more than 40 attractions and 2 hotels. Background:  Futuroscope and its shareholders are launching an ambitious investment plan in 2020 of 300 million euros to make the park a leisure and holiday destination of European dimension, with new hotels, new attractions, a concert hall and a water park. response IMPACT CONSULTANTS, in collaboration with our partner N&C, supports Futuroscope in the marketing and commercial implementation of this investment plan.  results A revised and refined business plan A first year above targets A prioritized business roadmap composed of identified issues and action levers in response A steering and a revised organization Discover our other references! Testimony SĂ©verine Robin DIRECTRICE DU DÉVELOPPEMENT CHEZ FUTUROSCOPE Pleasure to have in front of us people who are both nice (and that counts), caring, pros and that we would end up taking for colleagues as they are so involved in our subjects ! Share this page

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MOBILITY METRIX

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MOBILITY METRIX CONTEXT project management interventions Market Intelligence Marketing opĂ©rationnel strategic marketing Business Growth Plan technology Transport & Mobility Background:  Mobility Metrix is a new innovative artificial intelligence company specializing in mobility data. The company publishes software for the representation, simulation and prediction of mobility flows based on comprehensive, multimodal mobility data (open data, purchased data). response Investor committed to this start-up and supporting its development. Contribution of business development expertise Help with positioning and marketfit Experimentation with a new offering, market testing results Start-up with 6 employees (5 international developers)              2 first accounts signed: Montpellier Metropolis and Toulon Metropolis BPI Coram research and development plan Recommendations for specifying standard software testimony Laurent Briant PRESIDENT DE MOBILITY METRIX Impact Consultants is always ready to listen to our needs, and their invaluable advice helps us to make real progress. Brainstorming and discussions with Impact Consultants are always very creative and imaginative, and often open up new ideas. Discover our other references! Share this page Transformation digitale Voyage d’affaires & MICE Gestion de projets Interventions Market intelligence Marketing opĂ©rationnel

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FUTUROSCOPE

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FUTUROSCOPE CONTEXT Business Growth Plan, Business Travel & MICE, Communication & RP, Croissance durable, Customer experience and relationship, Data management & CRM, Digital marketing, Digital transformation, Distribution, External growth & Partnerships & M&A, Finance & Financing, Hospitality, Innovation, Internationalization, Interventions, IT, Market intelligence, Operational marketing, Organisation & Transformation, Others, Project management, Revenue management, RH, Sales, Sectors of activity, Strategic marketing, Strategy & Governance, Technology, Tourism & Leisure, Transport & Mobility The Futuroscope is the first French leisure park, it now welcomes nearly 2 million visitors; making it a major leisure destination in France for all audiences. This subsidiary of the Compagnie des Alpes has more than 40 attractions and 2 hotels. Background: Futuroscope and its shareholders are launching an ambitious investment plan in 2020 of 300 million euros to make the park a leisure and holiday destination of European dimension, with new hotels, new attractions, a concert hall and a water park. response IMPACT CONSULTANTS, in collaboration with our partner N&C, supports Futuroscope in the marketing and commercial implementation of this investment plan. results A revised and refined business plan A first year above targets A prioritized business roadmap composed of identified issues and action levers in response A steering and a revised organization testimony SĂ©verine Robin DIRECTOR OF DEVELOPMENT AT FUTUROSCOPE Pleasure to have in front of us people who are both nice (and that counts), caring, pros and that we would end up taking for colleagues as they are so involved in our subjects ! Discover our other references! Share this page

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PORTAVENTURA WORLD

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PORTAVENTURA WORLD CONTEXT Communication & RP Data management & CRM digital transformation digital marketing Business Growth Plan Business travel & MICE PortAventura World is the 2nd theme park in Europe and one of the main tourist and holiday destinations in Spain. PortAventura World is composed of two theme parks, a water park, 2,500 rooms of 4 and 5 star hotels and a convention center. Background:  One of the main growth drivers identified is international growth. Within these sales, France represents 20% of sales. PortAventura World’s objective is to accelerate its growth internationally and more particularly in the French market. response IMPACT CONSULTANTS’ response is twofold: A strategic and operational consulting mission to establish the growth plan in France over 3 years Setting up a team in France to develop PortAventura World sales in France results A shared diagnosis and a 3-year growth plan validated including a new organization Rapid establishment of a dedicated team of commercial experts recognized in their field Exceeded revenue targets in first year with double-digit revenue growth Share this page testimony David Garcia General Manager France is undeniably a strategic market for PortAventura, and our pursuit of a strategic partnership to bolster our presence in this market has yielded remarkable results. To this end, we engaged the services of Impact Consultants to assist us in constructing and implementing our growth strategy in France.   Their performance in the first year of our collaboration has surpassed our expectations, with results exceeding our initial targets. Impact Consultants and their great teams have evolved into an indispensable component of our operations in this strategic market, establishing themselves as our trusted partner.    In sum, our partnership with Impact Consultants has proven instrumental in our pursuit of success in the French market, solidifying their status as our strategic and dependable allies in achieving our international objectives.    The best is yet to come.

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