At LACROIX, we are fortunate enough to be able to meet a multitude of professionals, through our customers and the different business ecosystems we take part in. These people inspire us with their vision and open-mindedness: we share these meetings with you, hoping that they will inspire you as much as they inspired us.

Intuiti has been guiding our communication for several years, from its support defining our web and social media strategy to the operational rollout of our different websites.


Christian Collot
Managing Director of Intuiti

  • We have just had a rather turbulent year, during which we have talked a lot about the digital transformation of companies. How did this translate to the companies you provide support to?

    C :

    The crisis has accelerated transformation and highlighted the agility of certain companies. There are those that have adapted and those that have not. Companies with a culture of digital integration enjoyed the benefits of it during the crisis. Other companies, particularly those that were still operating with a traditional business model, had greater difficulties.

    Some time ago, business models were very divided, particularly between B2B and B2C, while today interaction models are getting closer. The use of digital tools, accentuated during the crisis, have brought business models closer together than ever: today, companies’ use of digital tools is the same everywhere! There are almost no borders, and digital habits have become identical. Our work is to integrate B2C communications and trade practices into the industrial business model.

  • How exactly can the digital ecosystem of an industrial company be transformed?

    C :

    A few years ago at Intuiti, we realised that some areas of business had been left by the wayside of the digital revolution: particularly the industrial sector. It should be noted that 4-5 years ago the use of digital marketing was associated with the concept of image and merely served as a showcase. However, it turns out to be a huge performance factor for customer purchases that goes far beyond a simple commercial strategy deployed “in push mode” on social networks or elsewhere.

    An example that illustrates the impact of a digital strategy on industrial models: for an industrial player to be able to obtain a commercial exchange with a customer, 13 traditional interactions (telephone, email) are necessary, while with social content, only 3-4 interactions are required before establishing an initial contact, under the guise of having content that interests the target. In summary, we have moved from a purely communication-based model to a tool of influence and business for industrial companies, or even e-business.

  • What are the challenges for the next few months and years?

    C :

    The issue of data is key, it is a matter of integrating it more strongly into decision-making assistance and performance. It is a key link in a customer centric strategy.

    Secondly, it is a matter of further implementing customer centric strategies because we are convinced that the customer is the company’s main strategic asset, for both B2C and B2B. This is the great challenge for each company we work with: making it a reflex to always think of the customer first in their development strategies. This concept goes beyond the type of company: we have moved from a product-centred era into a customer-centred one. Of course, the idea has already been expressed but we see that very few players have natively integrated the customer into the company’s development model. The customer is the company’s strategic asset, so it is vital to consider how they use the product and changes to their habits. This requires a certain agility and an ability to adapt to changes in the world.


The impact of digital technology in our business model has been a key driver of innovation. For several years, we have been transforming ourselves, developing new expertise and consolidating within three flagship businesses. These business activities are now creating synergies that are structuring the Group and its future. But this also raises new challenges in terms of growth and image. The question we asked ourselves is: in a BtoB industrial context, how can digital technology be a performance factor serving our brand?

What is the challenge? To manage the digital transformation of LACROIX, shifting it from a work tool to a real lever of influence. This is a matter of linking the Group and its activities together, the latter retaining their own identity while sharing business opportunities. The challenge also lies in considering the practices of our customers, partners, and employees, while taking into account possible international expansions. And of course not forgetting to ensure a successful internal digital shift!

Landry Chiron
Executive VP Communication, LACROIX