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“A major culture shift to drive better sales results”



Where: leading French retail bank
Who: front office and middle management
How many: from 2007
When: more than 3000


The client

LCL (Le Crédit Lyonnais) is a major French retail bank founded in Lyon in 1863. It has a network of some 2,000 branches throughout France. It is now part of the Crédit Agricole Group, France’s biggest bank and the largest retail banking group in Europe.


The mission

LCL’s management wanted to transform the bank’s culture and in particular to change the way staff deal with customers, to install attitudes and behaviours which are bolder, more engaged, more precise, more concrete – and especially more respectful of the client because based on a much greater degree of transparency regarding intentions.

Within the context of a comprehensive quality programme, LCL took the decision that this cultural shift needed to happen not only in its branch network but also in its recently created Private Bank.

Interactifs has been working with LCL to fulfill this ambition since 2007. More than 3,000 employees have so far been trained in the Interactifs Discipline, including:

  • In the branch network:
    • Front office staff (personal and small business client advisors)
    • Management (branch managers and regional managers)
  • In the Private Bank :
    • Front office staff (private client advisors)
    • Management (area managers, regional directors)


The result

The bank has been categorical in its assurances that Interactifs has had an impact on the sales and financial results of the branch network and of the Private Bank, even if it is difficult to demonstrate a direct and specific causal relationship between the improved people skills of staff and bottom line results.

Our partners at the bank are also adamant that Interactifs has had a positive impact on the organisation’s human capital, allowing them better to manage the stress inherent in their jobs, levels of which have been increasing in the recent and current economic climate.

The bank is in any event sufficiently persuaded of the return on their investment in the training to want to roll it out to the majority of its employees. The bank’s owner, Credit Agricole Group, has also taken the initiative to integrate the Interactifs programme within its in-house training institution (IFCAM), to ensure the perennity of the cultural change within LCL and to start to develop it within the Credit Agricole. To date, Interactifs has trained 18 in-house IFCAM trainers to deliver the training.



For any supplementary information on this case study, contact us using the contact details provided on our website.



Euler Hermès SFAC

“Being as solid interpersonally as is already the case technically”


interactifs-euler-hermesWhere: world leader of insurance credit
Who: front office (ex. Sales representatives, referees, etc.)
How many: from 2008
When: approximately 300


The client

Founded in 1927, Euler Hermès SFAC is the French entity of the world leader of insurance credit, Euler Hermes.


The mission

Euler Hermès SFAC wants its clients to value the company and its employees, not only for its rigor and its technical know-how, but also for its social know-how.

In addition, the company is convinced that in a morose economic context, their ability to build and maintain good quality relationships with their clients and with their staff, is a critical element of their sustained success.

Since 2008, Euler Hermès SFAC has sent us approximately 300 of their front office staff, including:

  • Their middle management
  • Their referees
  • Their sales representatives
  • And others who are in contact with the clients directly or over the phone.


The result

Interactifs has helped them to:

  • enter into their negotiations with far more freedom and weight, and
  • walk away with the esteem and trust of their interlocutors.

In our conversations with Euler Hermès SFAC since then, Interactifs has been complimented by the company executives. They believe that we have strongly contributed to the commercial performance of the company despite the tough economic environment. We gracefully yet humbly accept these praises.

Euler Hermès SFAC is currently envisaging extending the Interactifs programme to other countries.


For any supplementary information on this case study, contact us using the contact details provided on our website.



Laboratoires Boiron

“Dare to open the door”


interactifs-boironWhere: pharmaceutical company leader of homeopathic treatments
Who: sales representatives to pharmacies
When: from 2005
How many: close to 400


The client

Founded in 1932, Boiron is a French family-owned pharmaceutical company, that is a leader in the homeopathic sector. In 2005, the Boiron Laboratories and Dolisos merge.


The mission

The combined sales force of the 2 companies had to renegotiate the contractual agreements with their clients, in order to harmonise the commercial terms and conditions which, in a context perceived by the pharmacy owners has “quasi monopoly”, was a major source of tension and difficulty.

Facing this type of difficult meeting, the sales force ran the risk of destroying the good relationship established with the clients until that day.

In order to undertake these negotiations while preserving the esteem and trust from their clients, Boiron sent us part of its sales force in 2005, and then rolled out the program to over 400 of its employees, including:

  • The regional sales managers
  • The medical representative
  • The pharmaceutical subject matter experts


The result

As early as the first week after the training, close to 600 contracts had been signed, or 90% of the contracts under renegotiation at the time.

Interactifs has helped the Boiron staff behave in a manner that is more simple and clear, and to feel authorised to announce their objectives from the outset. This means that in the meetings:

  • The clients’ reactions were as favourable as possible despite the context.
  • The representatives felt that they continued to deserve to the trust and esteem of their clients.

Nowadays, Interactifs intervenes sporadically at Boiron. The behaviours that we teach have been integrated into the “genetic code” of the company, supported by a management team that is now capable of being themselves exemplary.


For any supplementary information on this case study, contact us using the contact details provided on our website.



Groupe Bénéteau

Stop drifting with the tide !”


interactifs-beneteauWhere: Concepteur et constructeur de bateaux de plaisance
Who: D’abord l’équipe de direction, puis l’ensemble de l’encadrement opérationnel et industriel, ainsi que les fonctions support
When: A partir de 2001
How many: Environs 250 (et de nombreux autres dans le cadre d’autres opérations)


The client

Beneteau has been designing and building boats since 1884.


The mission

The General Management of the Beneteau Group told us that they wanted to “stop simply drifting with the tide”.

Beneteau proceeded top down with Interactifs. Since 2001, they have entrusted us with approximately 250 of their employees:

  • First, the executive committee,
  • Then, the entire technical and industrial management as well as support functions


The result

The directors of Beneteau recognize today that Interactifs has helped them become:

  • More effective and productive during the periods of “good weather”
  • Stronger when facing “bad weather”

Beneteau has integrated the process aspects that come with the Interactifs Discipline® in the procedures of one of their main subsidiaries, Jeanneau.

Our collaboration continues sporadically as the principles taught by Interactifs are today embedded in the corporate culture of the Beneteau Group.



For any supplementary information on this case study, contact us using the contact details provided on our website.



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