A new generation player
The Why factor company is a consulting and digital entrepreneurship firm
– Which addresses, through diagnosis, the challenges of business transformation, performance improvement, identification and activation of growth drivers.
– Which integrates and aligns the entire processing value chain thanks to its hub bringing together more than 500 people through 11 partners,
– Which brings together the skills of the various players to offer its customers integrated systems and solutions by adopting an open, proactive and collaborative approach.
Our promise: A different approach to the identification of growth drivers and performance improvements
From diagnosis to implementation, advising, assisting, building and co-partnering with its clients to, when it makes sense, make our clients our partners by creating innovative and tailor-made solutions on issues such as business models or digital transformation.
A promise delivered in agile mode, taking care to align the interests of stakeholders, sharing risk and value creation in order to offer its clients to be rewarded on the effect and not just on the effort.
To support you in your strategic turns
We founded The Why Factor Company to help shareholders and managers in their pursuit of growth drivers and performance improvements around three main strategic directions broken down by sector or by specific challenges : LEADERSHIP, RESTART et TRANSFORMATION
Integrate new dimensions into company strategies
Develop ideas for and with managers to integrate new dimensions and stakes into their strategy as performance and responsible growth drivers
Reinvent your business model
Develop new and complementary business models
Build your own disruption
Reinvent your business model
Adapt and improve the efficiency of your organisation
Redesign organisations to achieve your goals
Support the transformation of organisations (process, organisation, IS, communication)
With an innovative and integrated value proposition
Our value proposition covers all the expertise required to meet your growth and performance objectives for your transformation, innovation and acceleration plans.
Digitalising processes, improving the efficiency of organisations, and refocusing teams on added value tasks.
Develop a data strategy to identify and test value creation drivers.
INNOVATION & BUSINESS MODELING
Identify, build and test data centric business models to develop a digital service offering.
Revisit the finance function & performance monitoring.
PROCESS & ORGANIZATION
Improving process efficiency and reshaping organization.
Assessing customer journey effectiveness and optimizing the experience.
Boosting marketing expenditure efficiency: (data) marketing efficiency
Agilising supply chain.
Result orientation first
We are committed to rethinking strategic, operational and sector-specific challenges from top to bottom to provide you with a point of view, an approach and a team that supports you from diagnosis to implementation. With a different approach and business model :
– by rewarding ourselves on the effect rather than the effort
– by excubating to innovate and accelerate
– by sharing risk and value creation
We have only two priorities in mind: to achieve the agreed result together and quickly.
How effective is your retail?
One strategy = one retail system
What is a retail system? How to measure its effectiveness? How to boost the efficiency of your spending so that 1 € invested in the system will flow and distribute a dividend to your entire ecosystem?
Transforming CSR into drivers for sustainable growth and performance
The CSR obligation, which seemed to be part of a regulatory framework, is becoming a growth and a performance driver: innovations, a sustainable business model, definition of the purpose, a vector of differentiation, a retention factor (customer and employee) and so many others.
When Finance goes digital?
A glimpse of the future of Finance
RPA, dataviz, big data, algorithms, machine learning and data in general, platforms and automation are the building blocks of the digital world. All these technologies, at the service of process and organizational productivity, are also profound transformations in working methods.
If you can’t measure it, you can’t improve it.
L’art de la mesure de la performance et de la création de valeur
"We manage what we measure! ": performance measurement to support the company's strategic priorities, its strategic drivers and the achievement of objectives.
Whether performance, growth or resilience monitoring is concerned: How do you define your KPIs? How to align an organization...
The day after
Un atelier pour définir vos priorités stratégiques et leurs mises en oeuvre opérationnelles
The brutal stop in activity due to the health crisis raises the question of the Restart after lockdown but also the transformation of the business model.
We have designed a workshop with all the HUB experts to answer your strategic and operational questions by...
P2P, Purchase To Pay
What’s new in the digital age?
The purchase to pay process is a strategic issue in a cyclical manner, according to cash contractions and savings plans. The P2P process is as much a necessary topic for controlling expenses as it is a time-consuming administrative one: databases (articles, suppliers), processes, authorization to commit...
Rethinking the offering, marketing and experience
Transport, accommodation, digital booking, travel organization, catering, leisure or business travel, the tourism industry is a market with a strong diversity dominated by sector leaders. Intermediated by travel agencies, then digital platforms, it is facing new modes of consumption...
Data Driven Businesses
Let’s drive growth and performance with a data driven approach.
What is data driven business? From B2B2C to B2C activities, many companies are in fact data-driven companies, so how can data become a performance but also a growth driver? From identification of potential productivity gains to task automation, from analysis of your customers' expectations to personalized...
Product as a service
Does a product without service still have a future? What does a product as a service mean? Renting, subscribing rather than owning? What are the needs served by these new models? What are the business models?
The sport industry
Issues and Transformation
Specialized distributors, sportswear brands, apparel brands, services etc... what are the major changes? Who are the new players? Sport "as a service" is becoming the norm, as consumers want to be at the center of an integrated ecosystem of services and products.
let’s go green to be more resilient
What does a greener supply chain mean? What are the drivers (transport, sourcing?) of greening strategies? How is this a strategic issue and a potential performance driver?
New forms of mobility
What are the new usages? What business models are behind these micro mobility needs? Who are the historical and new players? Is this mobility part of a broader service offer?
Transform your business model
The digital revolution is disrupting traditional business models and all organizations. It has given birth to the platformization of the economy, pioneered by players such as Amazon, Alibaba, Airbnb and Uber. Having entered a new era, companies must change their operational model and rethink...
A unique service platform dedicated to transformation
A HUB that integrates and combines all the skills required to design original, tailor-made solutions: a ‘Best of breed’ model to meet your challenges.
The HUB brings together pure-play consulting partners in many fields, technology partners and financing players to respond to the integration, speed and success demands of customer transformation projects.
The Hub’s 500 experts through its 11 partners cover all areas: marketing, influence, finance, activation, branding, supply chain, financing, organisation and processes, information systems, data science, strategies, business model, etc. The Hub is configurable according to customer needs.
Then why work with us?
Because like us, you believe:
– in the ‘Best of Breed’ model rather then the ‘One Stop Shop’ one
– in the alignment of benefits
– in the partner relationship more than in the client/consultancy provider relationship
– in taking and sharing risk
– in a value creation based remuneration model
– in creativity and innovation more than in standards and upgrades
– in mathematics where 1 + 1 = 3!