Card Issuer Profile: Credit Agricole

This publication has been discontinued on July 19, 2011.

Introduction

Abstract

Overview

Introduction

Crédit Agricole is a leading player in pay later cards in France. After undergoing four years of transformation including flotation in 2001 and the acquisition of Crédit Lyonnais, the group launched a strategic development plan in 2005, the main objective of which is to continue growing the group' s activates in Europe. As a result, its international card portfolio is growing rapidly.

Reasons to Purchase

• Understand the key elements of Crédit Agricole' s strategy and approach in the card issuing space, and see how this can be applied to your business.
• Learn how this strategy positions Crédit Agricole for the future and where its biggest opportunities may lie.
• See how Crédit Agricole stacks up in Datamonitor' s unique Competitor Benchmark exercise.

Table of Contents

• Overview
  • Catalyst
  • Summary
• Table of Contents
• Table of figures
• Table of tables
• Crédit Agricole
  • Key findings
  • Company overview
    • Background
    • Ownership and management
      • RBS board of directors
      • Employees
      • Management values
    • Company structure
    • Geographical coverage
      • Crédit Agricole acquired Lukas Bank, one of Poland' sleading consumer finance groups, in 2001
      • This marked the beginning of the group' s restructure andyears of transformation to help fulfill its growth ambition
      • As part of its ongoing growth strategy the group hasplaced further emphasis on its international expansion
    • Cards in issue
      • Number of debit cards in issue
      • Deferred debit and charge cards
      • Number of private label cards
      • Number of credit cards in issue
      • Balances outstanding
    • Key financials
      • Profit and loss accout
      • Balance sheet
    • Card product offering
      • The card product offering in France is diverse
      • Crédit Agricole' s card offerings abroad vary depending onthe market and are different from cards issued domestically
      • Sofinco launched its Visa Sofinco credit card, offeringrewards without the need to collect points
      • Finaref is going from strength to strength with a numberof new partnerships added over the last two years
    • Distribution
  • Company outlook
    • Crédit Agricole' s ultimate goal is to grow its businessesin Europe to the same extent as its operations in France
      • Crédit Agricole S.A. launches 2006-2008 development plan
      • The group adopted a vast multi-brand strategy to achieveits growth ambition
      • While the multi-brand strategy has certain advantages itlimits the group' s brand awareness
      • The group' s specialized consumer credit subsidiaries havestrong positioning in the domestic market and the task at hand is to buildits partnership relationships overseas
      • Furthermore there is scope to grow its credit cardportfolio in the domestic market and farther afield
    • There is scope to grow Crédit Agricole' s credit cardoperations in Europe and beyond
      • The French payment card market is sophisticated but creditcard penetration is low
      • Outside of France, Crédit Agricole' s credit cardportfolio is growing strongly
      • There is an opportunity to grow in the rest of Europewhere credit card penetration is low
      • The group has already positioned itself strategically inAfrica and the Middle East
      • Latin America is also an important region for Crédit Agricole
      • US and Asia Pacific markets provide opportunities andshould not by overlooked by the group
  • Datamonitor Competitor Benchmark
• APPENDIX
  • Definitions
    • Co-branded card
    • Commercial card
    • Contactless card
    • Corporate card
    • Credit card
    • Private label card
    • Purchasing cards
  • Supplementary data
  • Methodology
  • Further reading
  • Ask the analyst
  • Datamonitor consulting
  • Disclaimer
• List of Tables
  • Table 1: Crédit Agricole S.A. board of directors as ofMarch 2007
  • Table 2: Crédit Agricole' s global employees bygeography, 2002-06
  • Table 3: Fees applicable to a selection of payment cardsoffered by Crédit Agricole, 2008
  • Table 4: Selected credit card offerings of Crédit Agricole' s international subsidiaries, 2008
  • Table 5: Scorecard logic, part one
  • Table 6: Scorecard logic, part two
  • Table 7: Crédit Agricole S.A. revenues, operating costand net profit, 2003-07
  • Table 8: Crédit Agricole group revenues, operating costand net profit, 2003-07
  • Table 9: Crédit Agricole S.A. assets, 2003-07
  • Table 10: Crédit Agricole' s debit cards in issue inselected European countries, 2003-06
  • Table 11: Crédit Agricole' s deferred debit and chargecards in issue in France, 2002-06
  • Table 12: Crédit Agricole' s credit cards in issue inselected European countries, 2003-06
  • Table 13: Value of credit card balances outstanding inselected European countries
  • Table 14: Current relevant Datamonitor publications,2008
  • Table 15: Future relevant Datamonitor publications, 2008
• List of Figures
  • Figure 1: The Crédit Agricole group structure, 2007
  • Figure 2: Crédit Agricole' s main card issuingactivities by region, 2008
  • Figure 3: Crédit Agricole has 6.1 million cards issueddomestically and through its subsidiaries in Greece, Poland and Ukraine,2003-06
  • Figure 4: The number of credit cards in issue isgrowing, 2004-06
  • Figure 5: Credit cards issued internationally accountfor the majority of total credit cards in issue, 2006
  • Figure 6: The value of balances outstanding was €954million in France, Greece, Poland and Ukraine in 2006
  • Figure 7: Crédit Agricole S.A. has demonstrated strongfinancial performance during 2003-07
  • Figure 8: Crédit Agricole S.A. has a large balancesheet, 2003-07
  • Figure 9: Examples of Sofinco cards issued inpartnerships, 2008
  • Figure 10: Crédit Agricole' s competitor benchmark

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