Banque Postale vs BNP Paribas : two banking strategies, two visions of the service

Banks: an important pillar of the French economic outlook

The French banking market retains a central place in the national economy, driven by strong institutions and a gradual transformation in the face of new technological and regulatory challenges. According to the 2023 annual report of the French Authority for Prudential Supervision and Resolution (ACPR), the main French banking groups - BNP Paribas, Crédit Agricole, Société Générale and BPCE - have shown remarkable resilience despite an uncertain economic context. For example, Groupe BPCE held 22.2% of outstanding loans for non-financial customers in the third quarter of 2023, confirming its key position in the market (ACPR, 2023).

Banking innovations are gradually transforming the French financial landscape. According to an article in Le Monde published in September 2024, neobanks such as Revolut and N26 have won over a growing number of customers thanks to 100% digital services, low fees, and an intuitive interface. Revolut had around 3.5 million users in France on that date (Le Monde, 2024). Other technological advances are strengthening the competitiveness of the sector. A report by Le Monde, for example, highlights the development of biometric bank cards, which integrate a fingerprint sensor to secure transactions (Le Monde, 2024). Split payment, or "Buy Now, Pay Later" (BNPL), is also a fundamental trend, particularly popular in online commerce, according to a study published by Les Echos in 2024 (Les Echos, 2024).

French banks have several assets that guarantee their stability and competitiveness. The ACPR highlights in its 2023 report that the financial soundness of institutions is based on high levels of liquidity and solvency.

In addition, the diversification of services allows large banking groups to mitigate economic fluctuations, relying on retail banking, investment services and asset management (ACPR, 2023).

However, the sector faces great challenges. According to a Reuters article, the rise of fintechs and neobanks is increasing competitive pressure, forcing traditional banks to adapt their offering and pricing policy (Reuters, 2024). In addition, some banks are struggling to modernize their digital infrastructure, a technological lag that may hinder their attractiveness and profitability, as indicated in a report by the Bank of France published in October 2024 (Bank of France, 2024).

The banking sector also faces significant macroeconomic risks. According to an analysis by the Bank of France, the increase in official interest rates by the European Central Bank (ECB) has a direct impact on banks' profitability, by slowing down the demand for credit and increasing the cost of refinancing (Bank of France, 2024).

Persistent inflation, coupled with declining household purchasing power, leads to an increased risk of default on consumer credit and the real estate sector, as highlighted in a study by Le Monde published in September 2024 (Le Monde, 2024).

Finally, geopolitical tensions and global economic uncertainties can lead to disruptions in financial markets, thus influencing the performance of French banks operating internationally (Les Echos, 2024).

Economic, commercial and social issues are becoming increasingly important for banks. The ecological transition requires banks to review their financing policies and invest more in sustainable projects.

A report by Les Echos indicates that several French banks have strengthened their commitments to green finance, developing responsible investment funds and reducing their exposure to fossil fuels (Les Echos, 2024). Financial inclusion is also an important issue. According to a survey published by Le Monde, the development of microcredit and banking offers adapted to precarious groups is becoming a strategic focus to meet the needs of vulnerable populations (Le Monde, 2024). Finally, the issue of banking ethics and transparency remains at the heart of customer and regulator expectations. In its latest report, the ACPR recalls the importance of the fight against money laundering and terrorist financing, an area in which French banks still need to strengthen their control and compliance systems (ACPR, 2023).

In the face of these challenges, the French banking sector is at an inflection point. Adapting to new technologies, managing macroeconomic risks and taking into account social expectations will determine banks' ability to maintain the trust of their customers and ensure their sustainability in an ever-changing environment.

Banks, true pillars of the economy, rely on an effective business strategy to ensure the development of their business and achieve their business objectives. Defining a clear business strategy is essential to maximize revenue, improve profitability, and ensure customer satisfaction. But what are the steps to define an effective and sustainable business strategy in such a competitive sector?

The role of banks in the French economy is crucial. They facilitate the financing of households, businesses, and infrastructure projects, thus supporting economic growth and financial stability. In 2022, the banking sector accounted for around 3% of French GDP, according to the French Banking Federation (FBF). This sector employs more than 360,000 people, or almost 2% of the total payroll in France. Through their economic weight, banks not only interact with customers, but also influence the country's main economic orientations.

Fintechs or small rivals shaking up banking giants

Fintech (contraction of financial technology) has profoundly transformed the banking sector by offering dematerialized financial services, accessible through digital platforms.

This dematerialization offers several notable advantages. It allows for greater accessibility, as customers can manage their finances anytime, anywhere, without depending on the branch's opening hours. According to an analysis by MONEI, fintechs offer 24/7 access, remote account opening, and better communication with customers, improving the user experience.

However, the lack of physical branches also has limitations. Some complex transactions or those that require personalized support may be difficult to complete without face-to-face interaction. In addition, the issue of digital data cybersecurity arises with respect to fintechs.

In comparison, traditional banks such as BNP Paribas and La Banque Postale maintain a network of physical branches while investing in the digitization of their services. BNP Paribas, for example, has launched several initiatives to integrate digital technologies into its operations, while maintaining its physical infrastructure.

For its part, La Banque Postale has reinforced the resources allocated to the digitalisation of its offer and processes, while relying on its network of branches to support its customers in the adoption of digital technology.

Thus, while fintechs are committed to a fully paperless approach, traditional banks seek to combine the best of both worlds by offering digital services while maintaining a physical presence to meet the varied needs of their customers.

When traditional banks react to small competitors:

BNP Paribas and La Banque Postale are adapting their strategies to meet the needs of the French banking market and differentiate themselves from fintechs and neobanks.

BNP Paribas takes a "beyond banking" approach by developing non-bank services in areas such as housing, mobility, shopping and health, especially for its professional clients. This strategy aims to offer an enriched customer experience and build customer loyalty by offering comprehensive solutions beyond traditional financial services.

In addition, BNP Paribas is investing in innovative technologies, such as biometric cards, to improve the security and convenience of payments, meeting customers' expectations for modern banking services.BNPPARIBAS

La Banque Postale, on the other hand, focuses on accessibility and financial inclusion. It had launched Ma French Bank, a 100% digital bank, which offered a simplified range of flat-rate banking services, complemented by features such as online pots, no income requirement, and which relied on the physical network of post offices to expand distribution. This "phygital" approach combined the advantages of digital and physical, allowing La Banque Postale to meet the needs of a diverse customer base, including those who were less comfortable with fully dematerialized services.

By adopting these strategies, BNP Paribas and La Banque Postale position themselves differently from fintechs and neobanks. BNP Paribas stands out for its broad and innovative service offering, integrating solutions beyond traditional banking, while La Banque Postale was based on an inclusive approach, combining digital and physical networks, to reach a broad and diverse customer base. These positions allow them to meet the specific expectations of their target customers and differentiate themselves in a rapidly evolving banking market.

Web marketing to engage the upstream customer:

BNP Paribas and La Banque Postale integrate web marketing and content marketing strategies, as well as lead tracking and conversion rate optimization and acquisition processes, in line with their respective business strategies. As part of its digital transformation approach, BNP Paribas is committed to constant innovation and co-construction between business experts, start-ups and customers to offer increasingly mobile, accessible and immediate services. This approach includes using web marketing techniques to improve the customer experience and optimize internal processes.

For its part, La Banque Postale, as part of its 2030 strategic plan, is reinforcing the resources allocated to the digitalisation of its offer and processes to meet the acceleration of its customers' digital uses. This digitalisation is accompanied by digital marketing strategies aimed at improving the quality of service and the customer experience, in addition to the physical network of post offices.

These initiatives allow both banks to attract new prospects, convert them into customers and build customer loyalty, while adapting to changes in the banking market and consumer expectations for digital services.

Business Policy and Banking Strategy: When La Banque Postale Tries to Change Suit

In 2021, La Banque Postale had about 10.5 million individual customers, while BNP Paribas had more than 33 million in France, according to their respective annual reports. In terms of market share, BNP Paribas largely dominates with a total asset value of around €2.9 billion worldwide, compared to around €750 billion for La Banque Postale. This imbalance is also reflected in the turnover/employee ratio, which is significantly higher at BNP Paribas thanks to its premium positioning and its high value-added service offering.

Let's take the example of two different approaches: La Banque Postale, which seeks to develop a commercial strategy focused on accessibility, and BNP Paribas, whose differentiation strategy is based on high-end services. Analyzing their market, defining their priorities, and targeting a specific audience are crucial steps for these institutions. Each type of strategy, whether it's a growth, niche, or cost strategy, reveals strengths and limitations.

When analyzing customer needs and expectations, these two banks are a good example of how a marketing strategy and sales resources can build loyalty or reorganization. Therefore, we will explore the types of trading strategies they implement, the tools used, and their ability to achieve their goals.

What is the difference between sales strategy and marketing strategy?

Business strategy and marketing strategy, although interdependent, have different purposes and functions. The main objective of marketing strategy is to analyze customer needs and customer expectations through competitive intelligence and in-depth market analysis. The result is the definition of a marketing plan that details the actions to be implemented to reach a certain customer segment. In contrast, business strategy focuses on implementing business strategy tools to target and attract customers, while defining specific goals such as increasing revenue or improving profitability.

Take the example of BNP Paribas. Its marketing strategy is based on strong digitalization, which includes social media campaigns to meet the expectations of young professionals and promote products such as "Esprit Libre Découverte". This product is designed to meet the needs of a clientele looking for modern and transparent solutions. The sales strategy, on the other hand, completes this approach by defining specific actions such as training sales teams in digital tools or monitoring performance through conversion indicators.

La Banque Postale also illustrates this difference. Its marketing strategy is based on socioeconomic analyses to target popular segments, especially through products such as Livret A. However, its commercial strategy is showing limits, especially with the decision to restrict external transfers to this passbook. This measure, although it can be used to build customer loyalty, generates mixed comments and impacts customer satisfaction, which highlights the importance of better coordination between marketing and sales.

In short, the marketing strategy creates the framework and general guidelines for analyzing the market, while the commercial strategy translates these orientations into concrete actions, such as the deployment of tools for the commercial strategy or the adjustment of offers. The two strategies are complementary, but their success depends on their alignment and their ability to effectively address identified needs.

How to target and attract customers: the approach of BNP Paribas and La Banque Postale

Targeting and attracting customers requires a detailed understanding of market segments and tailoring offerings to specific expectations. At BNP Paribas, the brand is based on a premium image and extensive customization of services. For example, the bank offers exclusive products such as high-end bank cards combined with benefits such as access to airport lounges or concierge services. These offers are clearly aimed at a clientele with high purchasing power, who are looking for an enriched banking experience. BNP Paribas' marketing mix focuses on high-performance digital channels, such as a sophisticated mobile app, combined with communication focused on innovation and trust.

For its part, La Banque Postale recently changed its youth offering by abandoning "My French Bank", which initially aimed at a young and connected clientele. Now, the focus is on more traditional products such as Livret A, but with certain limitations, including the impossibility of making transfers from external accounts to this passbook. This measure may be perceived as an attempt to build loyalty through coercion, but it raises questions about customer satisfaction and the competitiveness of the offer. The bank also relies on its network of physical branches to promote accessible savings solutions. However, this approach still needs to be refined to meet the expectations of younger generations who favor digital services and seamless operations.

On the other hand, BNP Paribas has developed a more complete and digital youth offer, with products such as "Esprit Libre Découverte", which includes a low-cost bank card and adapted financial management tools. This approach is accompanied by targeted communication, especially through social media, to reach young adults looking for modern and transparent banking solutions. The contrast between the two banks illustrates divergent strategic choices, with one relying on simplicity and physical networking, while the other favors digitalization and innovation to attract a young clientele.

In terms of statistics, according to a study by INSEE, 80% of French households have a current account and a savings product, which explains why these two banks focus on entry-level products to build customer loyalty from an early age. BNP Paribas, for its part, also invests in high-performance CRM tools to better understand its customers and anticipate their needs, thus increasing the conversion rate of its high-end products.

The assumptions show that this clear segmentation allows the two banks to meet different needs while maximizing their impact on their respective target segments. However, La Banque Postale, in order to develop its premium customer base, is likely to need to bolster its branding efforts and invest more in the digital experience, an area in which BNP Paribas maintains a clear advantage. Communication and training of sales teams will continue to be essential levers to optimize customer satisfaction and strengthen brand image.

An example of the evolution of the youth offer: La Banque Postale and BNP Paribas

The evolution of La Banque Postale and BNP Paribas' youth offering reflects divergent strategies to meet the needs of customers looking for suitable solutions.

La Banque Postale, by suppressing "My French Bank", has taken a turn by reorienting its offer towards traditional savings products such as Livret A. However, this transition is accompanied by restrictions, such as the impossibility of making transfers from external accounts to this passbook. This choice can be seen as an attempt at forced loyalty, by forcing customers to remain in the bank's ecosystem. This strategy raises questions about customer satisfaction, as younger generations, who are more accustomed to seamless, digital services, might be put off by these limitations.

On the other hand, BNP Paribas is committed to greater digitalization to attract young customers. With its "Esprit Libre Découverte" product, the bank offers modern solutions including a low-cost bank card, digital financial management tools and services adapted to the expectations of young professionals. This offer is supported by targeted communication on social media, creating greater engagement with a connected and discerning clientele. At the same time, BNP Paribas continues to invest in high-performance CRM tools to personalize the customer experience and anticipate the needs of this young and dynamic clientele.

These two examples show how different strategic choices influence the attractiveness of youth offers. La Banque Postale will have to modernize its approach to remain competitive, while BNP Paribas continues its business development by focusing on innovation and customer satisfaction as key levers of its strategy.

The stages of a commercial strategy at the School of Banking:

The stages of a business strategy are based on several essential phases, each of which aims to structure an effective approach to meet market needs and achieve business objectives. The examples of BNP Paribas and La Banque Postale illustrate these different stages well.

The first step is to analyze the market. BNP Paribas conducts in-depth market research to segment its customer base and identify growth opportunities in the premium segments. For example, the bank analyzes the needs of young professionals with high purchasing power to offer them personalized investment products. La Banque Postale, for its part, analyzes its market from the perspective of accessibility, using socioeconomic data to adapt its offer to low-income households and young people looking for simple and affordable products.

The second step is to define your priorities. For BNP Paribas, this means prioritizing digital innovation and personalization of services to maintain its leading position in the premium sector. La Banque Postale, on the other hand, emphasizes proximity and maintaining competitive rates, while trying to develop more sophisticated products to attract a diversified clientele.

Setting your business goals is the third step. BNP Paribas has set ambitious goals, such as increasing the number of premium clients and increasing its asset management revenue. La Banque Postale, for its part, focuses on objectives such as increasing regulated savings and expanding its customer portfolio through entry products.

The fourth step is based on the value proposition. For BNP Paribas, this proposal is based on high-level expertise, combining technological innovation and exclusive services. La Banque Postale, on the other hand, highlights its simplicity and local roots to seduce customers looking for a reliable partner.

Finally, implementation is crucial to translate objectives into concrete results. BNP Paribas uses advanced digital tools and dedicated client relationship teams to ensure the smooth execution of its strategy. For its part, La Banque Postale relies on its physical network of post offices and specific awareness campaigns to reach its audience.

These examples show that the steps of a business strategy, while universal, are tailored to the specific priorities and characteristics of each institution. Success is based on consistent execution that is aligned with market expectations.

What are the objectives of a sales strategy?

The objectives of a business strategy are multiple and aim to ensure the growth, profitability and customer satisfaction of an organization. They form the basis of business development and are broken down into specific actions adapted to each company.

For BNP Paribas, one of the main objectives is to increase its turnover by targeting premium segments with high potential. This translates into targeted offerings, such as customized investment solutions and exclusive banking services, that meet the expectations of wealthy clients. This premium positioning also contributes to improved profitability, thanks to the higher margins of these high value-added products. BNP Paribas also places special emphasis on customer satisfaction, investing in high-performance digital tools and training its teams to ensure a smooth and quality customer experience.

For its part, La Banque Postale has set targets in line with its accessibility positioning. One of the main objectives of a business strategy is to expand its customer base by attracting low-income households and young people, thanks to simple products such as Livret A or free accounts for minors. To achieve its objectives, it relies on its network of physical offices in post offices, which continues to be a key lever for building customer loyalty. Business development is also based on communication based on proximity and offers adapted to the specific needs of your target.

These two examples show that the objectives of a business strategy, whether growth, profitability or customer satisfaction, must be aligned with the strategic positioning and priorities of each organization. Achieving your goals requires consistent implementation and rigorous monitoring of performance through accurate indicators, such as churn and customer satisfaction ratings.

Sales Strategy Management Desk: Analysis with La Banque Postale and BNP Paribas

The management table of a sales strategy is essential to monitor the evolution of performance and adjust actions. It is based on key indicators such as turnover development, margin, cash flow and customer feedback.

For BNP Paribas, revenues have been steadily increasing in recent years, supported by a strategy focused on premium segments and high value-added investment products. In 2022, the group recorded an 8.5% increase in its total revenue, according to its financial reports, with an improvement in margin thanks to a further diversification of revenue sources, including digital services. The bank also closely monitors customer reviews through advanced CRM tools, allowing it to quickly identify friction points and adjust its strategy to maintain high customer satisfaction.

For its part, La Banque Postale, although it registers a more moderate growth, remains competitive thanks to its positioning in accessible products. However, some recent decisions, such as restrictions on external transfers to the Livret A, have led to mixed returns from customers, which could affect long-term loyalty. The bank's cash flow is strongly supported by regulated products such as Livret A and Livret de Développement Durable, which remain essential financing tools for the institution. However, the capacity for self-financing could be improved through diversification of offerings and modernization of processes to reduce operational costs.

These examples demonstrate that the dashboard of a sales strategy is not just a tracking tool, but a lever for continuous improvement. Banks must closely monitor their financial performance, while taking into account customer feedback to ensure a strategy that is aligned with market expectations.

Corporate business strategies: BNP Paribas and La Banque Postale

In addition to their activities with individuals, BNP Paribas and La Banque Postale develop specific business strategies to meet the needs of companies. These strategies are based on tailored offers aimed at improving profitability, increasing the turnover of professional customers and strengthening their loyalty.

At BNP Paribas, the business strategy for companies includes end-to-end financing solutions, such as leasing, factoring and investment loans. The bank also offers high-performance digital tools to simplify cash management, as well as personalised support for SMEs and large companies through specialised advisors. These services are accompanied by rigorous monitoring, based on key indicators such as customer retention rate and customer feedback collected through regular satisfaction surveys. This scheme reinforces BNP Paribas' brand image as a trusted partner for companies, while increasing its market share in this segment.

Meanwhile, La Banque Postale targets small businesses and the self-employed with accessible offerings, such as low-cost business accounts and simplified payment services. The bank also relies on sponsorship initiatives to attract new business customers and strengthen their loyalty. However, some limitations remain, such as a less diversified range of tools than BNP Paribas, which may limit its attractiveness to large companies.

These strategies highlight different but complementary approaches, where the focus is on the objectives of a business strategy such as profitability, strengthening the brand image and better loyalty through adapted offers.

La Banque Postale: an improved low-cost strategy, but in transition

La Banque Postale has always been perceived as the bank of the "ordinary" French, a pillar of financial accessibility inherited from its history with La Poste. Its integrated branches in post offices, its versatile staff that combines postal and banking services, and competitive rates on basic products, illustrate a cost strategy that aims to offer simple services at an attractive price to a wide audience of customers.

This strategy is reinforced by tools such as 3639, a telephone platform designed to respond to customers unaccustomed to advanced digital solutions, and online management that remains functional, but basic compared to its competitors. This structure illustrates the desire to control costs while relying on existing resources, such as post office infrastructure.

However, this low-cost approach has its limits. While other banks are investing heavily in technological innovation and user experience, La Banque Postale is struggling to attract a more affluent or discerning clientele. Their attempts to upgrade, such as premium offers on bank cards, often lack consistency with their traditional customer interfaces and processes, which remain cumbersome and sometimes disconnected from modern expectations.

So, instead of aiming for a niche strategy, La Banque Postale seems to be moving from a popular low-cost model to a hybrid strategy, oscillating between accessibility and market growth, but with the necessary adjustments to make this transition a success.

BNP Paribas: the opposite of a cost strategy

On the other hand, BNP Paribas is committed to a strategy of differentiation, which combines innovation and excellence. Every step of your business strategy is designed to attract and retain a discerning clientele, favoring a seamless, high-end experience. In-depth strategic analysis and allocated marketing resources allow BNP to achieve its goals without compromise.

The types of sales strategies deployed include the promotion of a digitized and personalized service, strengthening your sales force. With powerful tools such as a state-of-the-art mobile app and dedicated advisors, the bank stands out for its high customer satisfaction rate. It's a model where every detail, from sales resources to strategy implementation, is optimized to maximize revenue and loyalty.

Business Strategy Comparison: Accessibility vs Luxury

These two banks are good examples of the types of trading strategies that exist. La Banque Postale targets a wide audience with a cost strategy focused on accessibility, while BNP Paribas targets a premium clientele with a complete and personalized offer. The steps to defining a successful business strategy include identifying customer needs, defining priorities, and using appropriate tools, such as KPIs, to track goals.

Conclusion: Optimize your business strategy to achieve your goals

Whether you are a company or a bank, the development of a business strategy is based on a thorough analysis of the market and a clear definition of priorities. In a world where customer satisfaction is key, the effectiveness of marketing and sales resources is increasingly decisive. The French banking market, marked by profound changes, is forcing financial institutions to rethink their business strategy to adapt to new economic, technological and social demands. BNP Paribas and La Banque Postale, although positioned in different segments, illustrate two strategic approaches aimed at addressing the challenges of the sector. The way they structure their offering and target their customers reflects the trends in the French banking market described above, including the emergence of fintechs, changing consumer expectations, and increasing regulatory pressures.

One of the main challenges for the French banking sector lies in the increasing digitalization of financial services. The rise of neobanks such as Revolut and N26, mentioned above, is putting pressure on traditional players to modernize their infrastructure and offer seamless, accessible, and competitive banking services.

BNP Paribas has been able to anticipate this transformation by integrating a strong digital dimension into its commercial offer. With products such as Esprit Libre Découverte, the bank specifically targets a young and connected clientele who are looking for autonomy in the management of their finances. Its high-performance mobile app and digitized customer service are part of this innovation logic. This strategy responds directly to the growing demand for digital banking, a crucial issue to build loyalty and attract an increasingly demanding customer base in terms of user experience.

By contrast, La Banque Postale has taken a more cautious approach to this transformation. While it has tried to target the young adult segment with My French Bank, its recent abandonment illustrates the difficulties it is encountering in establishing itself in the world of neobanks. By reorienting its strategy towards traditional products such as Livret A, it is committed to its branch network and its historical anchorage with the most vulnerable populations and those least likely to use 100% digital banking services. However, by limiting external transfers to this passbook, you risk slowing down customer satisfaction, a key element in a market where competition is also based on simplicity and fluidity of operations. This approach, while consistent with its positioning of banking accessibility, raises questions about its ability to meet the expectations of a public increasingly focused on the digitization of financial services.

Another major challenge for the banking sector is the competitive pressure exerted by fintechs and new payment players. As indicated by the Prudential Control and Resolution Authority (ACPR), the diversification of services is an effective response to these pressures. BNP Paribas stands out for its premium offering, which includes high value-added services such as high-end bank cards, access to exclusive services and customized investment solutions. This strategy allows it to attract a clientele with high purchasing power and maintain a high profitability per customer. By betting on quality and exclusivity rather than an offer that is accessible to all, the bank responds to the challenge of differentiation in an ultra-competitive market.

On the other hand, La Banque Postale is taking a stance more focused on financial accessibility and inclusion, a key issue in the banking sector, especially in the context of European regulations that encourage banks to strengthen their social commitment. Its positioning is based on proximity and the offer of essential banking services to populations that do not necessarily find what they are looking for in the offer of large private banks. However, this strategy is undermined by the need to innovate in order not to lose competitiveness in the face of digital players. Unlike BNP Paribas, which is based on a profitable business model through a high-end customer base, La Banque Postale faces the challenge of a model based on lower margins and less profitable customers, which complicates its growth prospects.

Finally, one of the most structuring challenges of today's banking market is the integration of CSR considerations, especially with regard to green finance and anti-money laundering. As highlighted in a report by Les Echos, banks are increasingly encouraged to finance the green transition and strengthen the transparency of their operations. BNP Paribas has taken an active strategy in terms of sustainable finance, launching responsible investment funds and reducing its exposure to fossil fuels. This approach is part of the desire to meet society's expectations while also attracting customers who are concerned about the environmental impact of their financial investments.

For its part, La Banque Postale also plays the card of social responsibility, but with a more deep-rooted focus on financial inclusion and support for territories. Its role as a public actor by facilitating access to banking services for the most precarious populations stands out. However, its business model leaves it less room for manoeuvre to invest massively in green financing, which can be a brake in the face of regulatory changes and growing expectations in terms of sustainable investment.

In conclusion, the business strategies of BNP Paribas and La Banque Postale reflect two different visions of the future of the French banking sector. BNP Paribas focuses on technological innovation, premium services and service diversification to meet the challenges of digitalization and competition from fintechs. By targeting creditworthy customers and reinforcing its commitment to sustainable finance, it positions itself as a banking player resolutely focused on profitability and modernity.

On the contrary, La Banque Postale has adopted a strategy focused on accessibility and financial inclusion, but it has to face significant challenges related to its business model and its adaptation to market developments. These strategic decisions reflect changes in the industry and illustrate the need for traditional banks to find a balance between digital transformation, social engagement and economic profitability.