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Regional air transport: A key driver for local connectivity and economic growth

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Regional Air Transport: A key sector for local connectivity and the economy Regional air transport plays a critical role in connecting territories and fostering economic development. Confronted with environmental, economic, and social challenges, this sector is undergoing significant transformation, exploring innovative solutions to remain relevant in an increasingly climate-conscious world. The strategic role of regional air transport Regional flights often link small and medium-sized cities to major international hubs (commonly referred to as « radial routes »), facilitating trade and tourism. They also serve another vital purpose: connecting regions directly to each other (« transverse routes »). In both cases, these flights are indispensable for remote areas where road and rail infrastructure is insufficient. In Europe, for example, regional air transport supports local economies by providing access to broader markets. In rural or isolated areas, these flights offer quick access to essential services, such as emergency medical care, collaboration between research centers outside Paris, and even higher education. Regional airlines act as key players in socio-economic development. For local entrepreneurs and businesses, operating from poorly connected areas is challenging. Attracting investors, generating interest from new clients, or recruiting internal talent requires ease of access. Isolation is a barrier—if not a handicap—to growth. Environmental challenges and prospects for innovation The environmental impact of air transport is a significant concern, and the regional sector is no exception. Airlines must reduce CO2 emissions while maintaining affordable and efficient services. To achieve this, several innovative strategies are being explored: Development of Electric and Hybrid Aircraft: Many startups and manufacturers are working on prototypes capable of significantly reducing emissions. These aircraft could be ideal for the short-haul routes typical of regional flights. Optimization of Routes and Air Traffic Management: Modern technologies allow for reduced fuel consumption by creating more direct routes and improving takeoff and landing procedures. Use of Decarbonized Fuels: Biofuels and synthetic fuels are gaining popularity as alternatives to traditional kerosene. Promoting Direct Regional Connections: To minimize unnecessary detours through major hubs, enhancing direct transverse routes makes both environmental and logistical sense. Economic and regulatory challenges The regional air transport sector faces increasing financial pressure, exacerbated by the COVID-19 pandemic. Declining demand, combined with rising operational costs, threatens the survival of many regional airlines. Moreover, stricter environmental regulations necessitate substantial investments to meet compliance standards. Public subsidies are crucial for supporting these operators, but they must be allocated carefully to avoid market distortions. Better coordination between governments and private stakeholders could help create sustainable and equitable solutions. A promising future for regional networks Despite the challenges, regional air transport remains an essential component of the mobility ecosystem. By adopting green technologies and improving operational efficiency, the sector could reduce its ecological footprint while strengthening resilience against future crises. The rise of intermodal solutions, which combine air and ground transportation, offers new opportunities. Partnerships between airlines and rail companies, for example, can provide seamless, environmentally friendly travel options. In conclusion, while regional air transport faces numerous challenges, it is poised for reinvention through innovation and better integration with other modes of transport. It will continue to play a crucial role in connecting communities and supporting local economies. At Impact Consultants, a growth partner for the tourism and mobility industries, we are committed to supporting regional air transport stakeholders. For example, we have been assisting Jet Airlines for over three years in optimizing their transverse regional connections through various projects: twice-daily Poitiers-Lyon flights, domestic routes in French Guiana where only airplanes and canoes can connect cities within the jungle from Cayenne, and routes from Tours to southern France. Identifying and leveraging growth opportunities ensures the financial sustainability of regional carriers—now and for the future. By Manuel Chevallier and Flavie Picart. Partagez cette page Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut elit tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo.

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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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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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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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COMPAGNIE DES ALPES

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COMPAGNIE DES ALPES CONTEXT Communication & PR Data management and CRM digital transformation Marketing digital Business Growth Plan Digital Transformation Business travel & MICE The Compagnie des Alpes is a European leader in leisure, it operates a dozen leisure parks with a strong identity in Europe and the largest ski areas in the French Alps. With its local roots, it develops committed, responsible and innovative projects with its 5,000 employees and partners. Background:  The Compagnie des Alpes is a European leader in leisure, it operated a dozen leisure parks with a strong identity in Europe and the largest ski areas in the Alps.Each park has defined its commercial strategy autonomously, with certain shared services at the level of the Compagnie des Alpes. This was the case for B2B sales (to SECs and tourism professionals), with a sales force for all French parks with the exception of Futuroscope, more recently joined the group, which keeps its own team. In order to study a rapprochement between the two organizations, the Compagnie des Alpes called on IMPACT CONSULTANTS. response A mission in 2 phases with:   A diagnosis of the situation and a go-no-go with the criteria and conditions for success Support before the launch of the new strategy results A project carried out in 3 months A revised organization A new B2B sales organization ready for the new season with committed and motivated teams testimony Philippe Lagrace, Sales & Marketing Director at La Compagnie des Alpes The ability of the Impact Consultants teams to analyze without prejudice all the dimensions of the merger, as well as their understanding of the challenges of the tourism market has enabled them to win the trust of all stakeholders and lead to the implementation of the reorganization in record time. Discover our other references! Share this page

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RAIL EUROPE

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RAIL EUROPE MISSION 1 CONTEXT Distribution Organisation & Transformation Strategy & Governance Transport & Mobility sales Rail Europe is the leading multi-brand rail distributor in the world, a subsidiary of SNCF and the Swiss Federal Railways.   Background:   A global transformation plan for the company at a pivotal moment: strong competition in the digital sector, massive investments in technology, reduction of the necessary costs related to price alignment with competition.   Difficulties specific to the North American subsidiary with high losses and teams disoriented by successive managerial changes.  response A General Management transition management mission with the following objectives:   Recruit the future managing director with a partner firm   Design and set up a new organization   Manage and coach the teams Adjust and implement the transformation plan planned for the subsidiary  RÉSULTATS Une organisation revue, approuvĂ©e et mise en place avec une rĂ©duction de 30% des effectifs et un management team renouvelé  Un plan de transformation ajustĂ© et lancĂ© (pour des baisses de coĂ»ts de 15%)    Une stratĂ©gie commerciale et un plan d’action de relance produisant ses premiers effets avec un retour d’une croissance au-dessus de 10% dĂ©but 2020     testimony DĂąu-KhĂŽi Nguyen CEO Rail Europe Impact consultants arrived at a critical moment in the transformation of the subsidiary Rail Europe: change of IT system, new business strategy, and a global restructuring. Impact consultants accompanied us with an operational approach and allowed the successful transformation of teams based in the USA. Rodolphe was able to analyze the details, then motivate and take the organization to a new stage, making the best use of synergies with teams in other countries and restoring the trust of our customers. The results of the mission were completely in line with our expectations, and, even more essential, Rodolphe was able to rebuild the trust of the teams, before recruiting a new General Manager and ensuring the handover MISSION 2 CONTEXT sales Transport & Mobility Strategy & Governance Organisation & Transformation Distribution The world leader in train ticket distribution, a company with 90 years of experience and today a major player in travel technology.  Background:   A leading company in international markets but absent in Europe for historical reasons.  Following a change of shareholder, it wants to develop the European market and primarily the B2B market. response A 6-month development mission that includes:  A strategic market analysis: segmentation, positioning, encryption and priority targets  A complete action plan (marketing, sales, organization) to achieve the objectives  Simultaneous business development (from lead generation to closing) RÉSULTATS A complete market study, identified priorities, quantifiable achievable objectives  Clear action plan, methodology and organisation  First signed accounts and an online sales pipeline with objectives testimony Florence Pasquier, CCO Rail Europe We had already worked with Impact Consultants for our North American market. The collaboration had been a great success, efficiency, a good integration in the Rail Europe teams, an attitude strongly focused on the concrete, the delivery of quick results, all in a great climate of confidence.  This new cooperation for our arrival in Europe was also a success: better knowledge of the market, competitors, generation of a database of prospects, approach of segments/ countries identified as priority, appropriation by the Impact Consultants teams of Rail Europe’s USP, strengths, tech solutions, business model, etc. and signing of the first contracts. Discover our other references! Share this page project management interventions Market Intelligence Marketing opĂ©rationnel

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ILE DE FRANCE MOBILITÉS

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ILE DE FRANCE MOBILITÉS CONTEXT Transport & Mobility Strategy & Governance Innovation Ile de France mobilitĂ©s is the organizing authority for sustainable mobility in Île-de-France. It is responsible for organizing and managing all public transport as well as shared transport in the territory. It is a unifying company for all actors who innovate, with the aim of making mobility services more adapted and satisfying for travelers. Background: Ile de France MobilitĂ©s seeks to select and develop mobility startups whose solutions have a real impact on customers and users. Ile de France MobilitĂ©s has launched a mobility challenge to select them. She also looked for partners to qualify, support and coach the selected startups. response IMPACT CONSULTANTS uses the experience of support and growth gained, before or after the investment, to: Secure the selection and smooth running of support for startups Bringing startups to successful experiments and deployments in Ile de France Create the conditions for a relationship of trust with the selected startups Help startups make the best possible decisions in their acceleration phase results 3 successful experiments from startups in Ile de France. IMPACT CONSULTANTS was able to bring impact by securing their funding and solving the specific difficulties and challenges faced by young innovative companies Discover our other references! Share this page

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