{"id":10868,"date":"2019-03-11T16:37:51","date_gmt":"2019-03-11T16:37:51","guid":{"rendered":"http:\/\/localhost:8080\/?p=10868"},"modified":"2019-03-11T16:37:51","modified_gmt":"2019-03-11T16:37:51","slug":"orange-bank-l-europe-a-la-rescousse","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2019\/03\/11\/orange-bank-l-europe-a-la-rescousse\/","title":{"rendered":"Orange Bank: l’Europe \u00e0 la rescousse"},"content":{"rendered":"

[French version here\/English version below<\/em>]<\/p>\n

Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en d’Orange des 26, 27 et 28 f\u00e9vrier 2019 \u00e0 Paris, la Direction du Groupe a inscrit un point \u00e0 l’ordre du jour relatif \u00e0 la strat\u00e9gie des services financiers d\u2019Orange et d’Orange Bank en Europe, pr\u00e9sent\u00e9 par Paul de Leusse, Directeur G\u00e9n\u00e9ral adjoint, en charge des services financiers mobiles d’Orange.<\/p>\n

En propos liminaire, la Direction rappelle quelques \u00e9l\u00e9ments strat\u00e9giques li\u00e9s \u00e0 l’engagement du Groupe Orange dans le monde des services financiers, en le pr\u00e9sentant comme l’un des piliers cl\u00e9s de la strat\u00e9gie de diversification du Groupe tout en poursuivant l’objectif de devenir un fournisseur de r\u00e9seaux et de services totalement int\u00e9gr\u00e9s, aux c\u00f4t\u00e9s des contenus, de l’IoT et des donn\u00e9es B2B.<\/p>\n

Pour Orange Bank, il s’agit de cr\u00e9er une synergie rassemblant le meilleur des deux mondes: celui de la sph\u00e8re t\u00e9l\u00e9coms et celui de l’univers de la finance, en capitalisant d’une part sur la marque de confiance, la force d’innovation, la gestion avanc\u00e9e des risques, les ressources partag\u00e9es (canaux de distribution, assistance client, recouvrement de dette), mais \u00e9galement sur la r\u00e9duction du taux de r\u00e9siliation, l’augmentaton de la satisfaction client, les opportunit\u00e9s de ventes et enfin l’intensification du financement des terminaux.<\/p>\n

L’occasion ensuite de revenir sur le calendrier du lancement des services financiers mobiles du Groupe, avec celui d’Orange Money il y a un peu plus de dix ans en 2008, celui d’Orange Finanse en 2014 en association avec mBank en Pologne, puis l’accord avec Groupama survenu en 2016 et permettant, via l’acquisition par Orange de 65% des parts de Groupama Banque, le lancement d’Orange Bank en novembre 2017.<\/p>\n

L’objectif d’Orange Bank est de proposer une offre bancaire compl\u00e8te sur un mod\u00e8le multilocal, diff\u00e9rent de celui des autres acteurs bancaires, en adoptant un positionnement unique permettant d’entrer en concurrence avec l’ensemble des acteurs du secteur, banques conventionnelles (BNP Paribas, Soci\u00e9t\u00e9 G\u00e9n\u00e9rale, Cr\u00e9dit Agricole, Banque Postale, etc.) et banques digitales (ING Direct, Boursorama Banque, Fortuneo, Hello Bank, etc.).<\/p>\n

Vient ensuite le bilan de l’activit\u00e9 d’Orange Bank, un peu plus d’un an apr\u00e8s son lancement en France. Si les 248 000 comptes recens\u00e9s, dont 30 \u00e0 40% d’actifs, se situent en de\u00e7a de l’objectif de 400 000 initialement envisag\u00e9, la Direction relativise ce r\u00e9sultat qu’elle qualifie de solide, les concurrents du secteur des n\u00e9obanques plafonnant, pour les meilleurs d’entre eux, \u00e0 100 000 comptes au maximum, et avec la m\u00eame proportion d’actifs. Par ailleurs, Orange Bank se positionne d’ores-et-d\u00e9j\u00e0 comme premier acteur en France des paiements mobiles NFC (2.8 millions d’actes au 30 septembre 2018), et affiche, un an apr\u00e8s son lancement, 45% de notori\u00e9t\u00e9 de marque, ainsi qu’un rythme de croissance sup\u00e9rieur \u00e0 celui de ses concurrents. On note par ailleurs que 60% des ouvertures de compte s’effectuent en boutique, et que 50% des interactions d’assistance client sont int\u00e9gralement trait\u00e9es par l’intelligence artificielle int\u00e9gr\u00e9e dans le service.<\/p>\n

Quelques \u00e9l\u00e9ments compl\u00e9mentaires relevant du domaine des ressources humaines nous indiquent des effectifs \u00e0 hauteur de 814 salari\u00e9s fin 2018, la majorit\u00e9 d’entre eux \u00e9tant affect\u00e9s aux ventes, \u00e0 la relation client, et aux op\u00e9rations li\u00e9es \u00e0 la finance, aux op\u00e9rations, \u00e0 la gestion du risque et au cr\u00e9dit.<\/p>\n

S’agissant de l’expansion vers les pays europ\u00e9ens o\u00f9 le Groupe est pr\u00e9sent en tant qu’op\u00e9rateur de t\u00e9l\u00e9communications, l’exp\u00e9rience d’Orange Finanse en 2014 a permis d’am\u00e9liorer le concept et d’apprendre de certains \u00e9cueils. Deux mod\u00e8les sont ainsi pr\u00e9vus pour d\u00e9velopper les services en Europe: Orange Bank pour les pays \u00e0 haut taux de bancarisation, tels que l’Espagne, la Slovaquie, la Pologne et la Belgique, Orange Money associ\u00e9 \u00e0 des services financiers pour les pays \u00e0 taux de bancarisation autour de 60%, en Roumanie et en Moldavie. Le calendrier s’\u00e9tend de 2019 jusqu’en 2023, p\u00e9riode \u00e0 laquelle le seuil de rentabilit\u00e9 d’Orange Bank devrait \u00eatre atteint, la Direction communiquant autour de 500 \u00e0 600 millions d’euros de pertes cumul\u00e9es \u00e0 terme.<\/p>\n

Si les arguments d\u00e9velopp\u00e9s et les perspectives de de croissance peuvent rassurer sur la pertinence du choix du Groupe Orange en mati\u00e8re de strat\u00e9gie de diversification, les membres du Comit\u00e9 de Groupe Europ\u00e9en, tout en saluant la pr\u00e9sentation de Paul de Leusse, ont regrett\u00e9 un manque de visibilit\u00e9 sur les perspectives d’acquisition annuelle de clients, ainsi que le d\u00e9tail des pertes cumul\u00e9es au fil des exercices annuels, gardant en m\u00e9moire les deux crises bancaires relativement r\u00e9centes de 2008 (sub-primes) et de 2011 (financi\u00e8re li\u00e9e au bilan des banques), et marquant leur \u00e9tonnement de voir, pour une banque 100% digitale, deux tiers des comptes ouverts en boutiques, s’interrogeant enfin sur la r\u00e9elle valeur ajout\u00e9e de l’assistant digital int\u00e9gr\u00e9 dans le service qui peine encore trop souvent \u00e0 comprendre les questions qui lui sont pos\u00e9es.<\/strong><\/p>\n

[English version<\/em>]<\/p>\n

As part of the Orange European Works Council meeting held in Paris on 26th, 27th and 28th February 2019, the Management included an item on the agenda relating to Orange’s financial services and Orange Bank strategy, presented by Paul de Leusse, Deputy Chief Executive Officer, in charge of Orange Group mobile financial services.<\/p>\n

In its opening remarks, the Management recalls some strategic elements related to the Orange Group’s commitment to the world of financial services, presenting it as one of the key pillars of the Group’s diversification strategy while pursuing the objective of becoming a fully integrated network and service provider, alongside content, IoT and B2B data.<\/p>\n

For Orange Bank, the aim is to create a synergy bringing together the best of both worlds: that of the telecom sphere and that of the world of finance, capitalizing on the one hand on the trustmark, the strength of innovation, advanced risk management, shared resources (distribution channels, customer support, debt recovery), but also the reduction of the cancellation rate, the increase of customer satisfaction, the sales opportunities and finally the intensification of devices financing.<\/p>\n

The opportunity then to return to the schedule for launching the Group’s mobile financial services, with that of Orange Money a little more than ten years ago in 2008, that of Orange Finanse in 2014 in association with mBank in Poland, then the agreement with Groupama occurred in 2016 and, through the acquisition by Orange of 65% of the shares of Groupama Bank, the launch of Orange Bank in November 2017.<\/span><\/p>\n

The objective of Orange Bank is to offer a complete banking offer on a multi-local model, different from that of other banking players, by adopting a unique positioning to compete with all players in the sector, conventional banks ( BNP Paribas, Societe G\u00e9n\u00e9rale, Cr\u00e9dit Agricole, Banque Postale, etc.) and digital banks (ING Direct, Boursorama Banque, Fortuneo, Hello Bank, etc.).<\/p>\n

Then comes the report of the activity of Orange Bank, a little over a year after its launch in France. If the 248 000 accounts inventoried, of which 30 to 40% of assets, are below the target of 400 000 initially envisaged, the Management relativizes this result which it qualifies as solid, competitors of the neobank sector capping, for the best of them, up to 100,000 accounts, and with the same proportion of assets. In addition, Orange Bank has already positioned itself as the leading player in France for NFC mobile payments (2.8 million shares as of September 30, 2018) and, one year after its launch, posts 45% brand recognition. as well as a higher growth rate than its competitors. We also note that 60% of account openings are made in stores, and that 50% of customer support interactions are fully processed by artificial intelligence integrated into the service.<\/p>\n

Some additional elements in the field of human resources indicate to us a workforce of 814 employees at the end of 2018, the majority of them being assigned to sales, customer relations, and operations related to finance, operations, risk management and credit.<\/p>\n

With regard to the expansion to the European countries where the Group is present as a telecommunications operator, Orange Finanse’s experience in 2014 helped to improve the concept and learn from certain pitfalls. Two models are thus planned to develop services in Europe: Orange Bank for countries with high rates of bank access, such as Spain, Slovakia, Poland and Belgium, Orange Money associated with financial services for countries with rates around 60% in Romania and Moldova. The timetable runs from 2019 to 2023, when Orange Bank’s break-even point should be reached, with management reporting around 500 to 600 million euros in cumulative losses over time.<\/p>\n

While the arguments developed and the prospects for growth can reassure the relevance of the Orange Group’s choice of diversification strategy, the members of the European Works Council, while welcoming Paul de Leusse’s presentation, regretted a lack of visibility on the prospects for annual customer acquisition, as well as the details of the cumulative losses over the years, keeping in mind the two relatively recent banking crises of 2008 (sub-prime) and 2011 (financial related to the banks balance sheets), and expressing their astonishment to see, for a 100% digital bank, two thirds of the accounts opened in shops, wondering finally about the real added value of the integrated digital assistant in the service, which still has too often to understand the questions put to him.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

[French version here\/English version below] Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en d’Orange des 26, 27 et 28 f\u00e9vrier 2019 \u00e0 Paris, la Direction du Groupe a inscrit un […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[57],"tags":[],"class_list":["post-10868","post","type-post","status-publish","format-standard","hentry","category-europe-et-international"],"blog_post_layout_featured_media_urls":{"thumbnail":"","full":""},"categories_names":{"57":{"name":"Europe et International","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/category\/cit\/entreprise\/europe-et-international\/"}},"tags_names":[],"comments_number":"0","wpmagazine_modules_featured_media_urls":{"thumbnail":"","cvmm-medium":"","cvmm-medium-plus":"","cvmm-portrait":"","cvmm-medium-square":"","cvmm-large":"","cvmm-small":"","full":""},"_links":{"self":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/10868","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/comments?post=10868"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/10868\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=10868"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=10868"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=10868"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}