« There arenât many projects that give us the chance to get the groupâs driving forces around the table to discuss growth opportunities, » Alexandre Murati admits. Mission accomplished with the strategic plan thatâs powering ahead before delivering its final conclusions in mid-November. We review the project.
« The project followed the planned timescales, » says its leader Alexandre Murati, « and we now have the initial conclusions of our work. » Coming up in the next few weeks, as detailed in the original schedule: defining the business and financial trajectories then making the final determinations. Announced at the start of the year and launched last May, the groupâs strategic plan has powered ahead across the summer and is entering its finalization phase.
Initial conclusions
The objective: to identify in the business lines and countries growth opportunities that will enable the group to reach five billion euros in revenue, i.e. almost double in five years. That ambitious change will involve the organic growth of our business lines, but also significant external growth.
Throughout the summer, there was a focus on all five of our business lines via in-person workshops in the groupâs various countries and working sessions. Thanks to the strong management involvement, the exercise made it possible to analyze market trends and select, by business line and by geography, concrete ways to develop our offerings. That included both areas under development in our longstanding business lines, e.g. workstations, and other high-growth opportunities such as refurbishment or audiovisuals.
Cohesion and alignment
« Itâs an extremely interesting exercise, » says TMF head Mathilde Saint-Pol, « which is generating some invaluable exchanges. That creates a kind of unity, cohesion and alignment. » Jean Pierre Overbeek, who is leading the groupâs new audiovisual activity, mentions « the planâs big ambition and drive to write a new chapter in the groupâs story » and stresses how much « our clients expect the development of synergies between countries and activities. »
What are our clients saying exactly? Our main strengths include our proximity to them, detailed understanding of their requirements, strong ability to adapt our offerings and our responsiveness in business dialogue. Amongst the possible improvements, we need to be better able to adopt a 360° vision beyond our own silos and so serve as an effective advisor for their decision-making. The quality of our delivery could also be improved as we often customize and our clients sometimes have the impression of dealing with several partners when there is one Econocom.
We need to keep being different and unique whilst improving our comprehensive approach to clientsâ challenges
In a word, we need to keep being different and unique whilst improving our comprehensive approach to clientsâ challenges (infrastructure, audiovisuals, circularity). Refurbishment head Eric Dehouck confirms all the benefits of that approach through this new group activity. « Our clients are increasingly asking about the product lifecycle. The development of refurbishment is enabling us to partner our clients throughout the product lifecycle, and even beyond when the question of updating their equipment arises. But it also provides a virtuous solution thatâs fully part of a circular economy initiative. » That approach makes it possible, in short, to combine intelligently economy, environment and society.
