With CDM Boost 2028, Crédit du Maroc has already embarked on an ambitious transformation journey under the aegis of its new shareholder, the Holmarcom Group. This five-year strategic plan marks a turning point in the history of the bank, aiming to strengthen its competitiveness in the Moroccan market. Focused on digital innovation, strengthened governance and sustainability, this plan gives CDM the means to respond to the new challenges of the banking sector while continuing its commitment to citizens and businesses. and his collaborators.
Since its acquisition by the Holmarcom Group, Crédit du Maroc has begun an in-depth transformation, today embodied by the CDM Boost 2028 strategic plan. This structural plan aims to continue the modernization of the bank while continually adapting to new market demands. It aims to optimize performance, particularly among the middle class, SME and large enterprise segments, and to provide seamless, omnichannel customer journeys.
To do this, the bank has already initiated an increased digital transformation, the optimization of overhead costs, and the modernization of its IT systems.
At the same time, governance and risk management are strengthened, in accordance with international standards, while ESG (Environment, Social and Governance) initiatives support its commitment to sustainable development. With committed human capital at the heart of this transformation, Crédit du Maroc continues to give itself the means to become a benchmark banking player in Morocco.
Customer positioning and diversification of offers
One of the strategic pillars of CDM Boost 2028, already being deployed, is to refocus the commercial strategy on key segments, notably the middle class, SMEs and VSEs. With a redesigned offering better adapted to the specific needs of these segments, the bank continues to intensify its commercial actions, while consolidating its relationships with its existing clients. One of the key strategies of the plan is its repositioning around the family.
Crédit du Maroc thus seeks to develop products and services specially designed to meet the needs of individual customers and families. This includes adapted credit offers, savings products as well as banking solutions making it easier to manage family finances on a daily basis.
Thanks to enhanced quality of service, the bank aims to retain a broader customer base by offering them tailor-made solutions, meeting both their immediate needs (account management, payments) and their long-term objectives ( savings, retirement preparation).
A dynamic driven by digital transformation and innovation
To support this customer-oriented strategy, CDM Boost 2028 has already placed innovation and digital transformation at the heart of its priorities. Improving customer journeys began with an in-depth technological modernization.
Crédit du Maroc has therefore implemented omnichannel banking services, accessible at any time and on any medium, guaranteeing a smooth and consistent customer experience. This approach encompasses the redesign of banking applications to provide an optimized and more intuitive user experience, thereby strengthening customer satisfaction and loyalty.
Furthermore, digital transformation also aims to improve not only the customer experience but also the security of transactions and the efficiency of internal processes. By modernizing its IT systems and strengthening its cybersecurity measures, Crédit du Maroc ensures that its customers benefit from reliable services, while protecting their data.
A more agile and competitive bank
To achieve its objectives, Crédit du Maroc has thoroughly reviewed its operational model. CDM Boost 2028 aims to make the bank more agile and more competitive by optimizing its costs and streamlining its internal processes.
The transformation of operations and support functions, such as back office and credit management, makes it possible to improve organizational efficiency, strengthen productivity and optimize resource management.
This process optimization is accompanied by rigorous risk management and strict compliance with international standards, key elements to guarantee the security and sustainability of the bank’s activities. By reducing operational costs while maintaining strict risk control, Crédit du Maroc is giving itself the means for sustainable and responsible growth.
Strengthened governance and sustainable development
Led by the Holmarcom Group, CDM Boost 2028 places a strong emphasis on strengthening governance and compliance. The bank has a modernized risk management system, integrating cutting-edge technologies such as artificial intelligence and machine learning to identify and assess risks more proactively.
This now allows continuous monitoring of operations and better anticipation of potential risks, thus guaranteeing the financial stability of the institution. At the same time, the bank continues to actively engage in the ecological transition through ESG (Environment, Social and Governance) initiatives.
CDM Boost 2028 has already implemented responsible banking practices and aims to continue reducing the carbon footprint of its activities, through eco-responsible projects and ethical resource management.
Human capital, at the heart of change
The success of CDM Boost 2028 relies largely on the mobilization and development of human capital. To support this transformation, Crédit du Maroc has already launched several continuing training programs intended to strengthen the technical and managerial skills of its employees. Specialized training sessions in new technologies, digitalization and risk management have been put in place to ensure that staff are at the forefront of developments in the banking sector.
In addition to these training courses, the bank has developed mentoring and leadership programs intended to train the next generation of leaders within the institution. This action is accompanied by an overhaul of the performance evaluation and recognition processes, aimed at stimulating employee engagement and encouraging them to actively contribute to transformation projects.
Organizational evolution
Crédit du Maroc has begun a transformation process which has enabled it to gain autonomy and make significant progress, demonstrating the effectiveness of its new model. To support this dynamic, the organization has evolved towards a more agile model, structured around two new divisions: the Retail Banking & Marketing Division, born from the merger of marketing and retail activities to reinforce the efficiency of the execution of the sheets route, and the Specialized Business Lines Pole, designed to organize commercial activity around the markets of individuals, VSEs, SMEs, and large companies, while integrating specialized business lines.
This reorganization aims to strengthen synergies between the different business lines, improve operational efficiency and guarantee a better customer experience.
Strongly growing performance
Crédit du Maroc recorded solid progress in its financial indicators as of June 30, 2024, marked by a 7.9% increase in customer loans, reaching 54,911 million dirhams (MDH). This growth was supported by a significant increase in business loans, particularly in the sectors of real estate development (+40%), leasing (+33.7%) and equipment credit (+27. 2%).
At the same time, balance sheet resources increased by 4.8%, with a strengthening of sight deposits (+6.2%) and term deposits (+31.8%). Consolidated net banking income showed an increase of 12.6%, reaching MAD 1,606 million, driven by the contribution of all the bank’s business lines. The group’s net profit recorded a remarkable increase of 36.8%, reaching MAD 391 million, reflecting good commercial dynamics and effective management of the cost of risk.
Concrete progress
Between 2022 and 2024, Crédit du Maroc has made significant progress in several strategic areas. In terms of communication, the bank has adopted a new visual identity, strengthening the visibility of its brands and relying on a strong signature which places the customer at the heart of its concerns. This development was accompanied by increased communication and media coverage.
On a commercial and marketing level, the broadening of the target towards the middle class, civil servants, SMEs, VSEs and professionals has allowed the bank to reach a wider audience, with a distinctive repositioning around the family to what is the individual market. The overhaul of the distribution model and customer journeys, combined with an optimized product offering, has made it possible to strengthen the quality of service.
At the same time, the remote banking offer was improved with more efficient and feature-rich applications, while the information system was modernized to support the bank’s new ambitions. These transformations have led to a clear increase in commercial performance and financial indicators, demonstrating the effectiveness of the initiatives put in place.
Sanae Raqui / ECO Inspirations
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