Family Business Case Study By Abdellah Benzidane

7/30/2019 Family Business Case Study By Abdellah Benzidane

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Family Business Case Study

Intelcia Group

By Abdellah Benzidane

Family Business EMG464



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TableofContent:

INTRODUCTION 4

HISTORY 4

TWO IMPORTANT FIGURES 5

THE CEO KARIM BERNOUSSI 5MANAGING DIRECTOR 6

THE BERNOUSSI FAMILY 8

THE SUCCESSION 9

BIBLIOGRAPHY 12



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4

Introduction

Founded in 2000, Intelcia is a major actor in outsourcing and is part of the top

10 French outsourcers in customer relation. Intelcia Group employs over 3000

employees across seven sites in Morocco (three sites in Casablanca) and

France (four sites in Dreux, Levallois, Lyon and Marseille). Intelcia has

diversified expertise and offers business process outsourcing in commercial

(business BPO), technical support, customer service, customer relationship

management proactive treatment surveys and polls... to customers in Europe

and Morocco. Today, the group is involved with forty prestigious companies

operating in different sectors (telecommunications, utilities, internet, media,

etc…)

History

In 2000, the company TWW SA was created with the partnership with

Transcom.

In 2006, Moroccan partners purchase Transcom shares and TWW SA opened

its second site. Then was born Intelcia Group to become the leader of the

Moroccan outsourcing

In 2010, Intelcia Group celebrates its 10th anniversary and creates Intelcia

France. That same year, Intelcia Group acquired Eurocall and opens its

capital to Cap Fund Mezzanine. Morocco, Intelcia Group inaugurates new

headquarters in Casanearshore.

In 2011, Intelcia finalize the acquisition of The Marketingroup, the French

specialist call centers, quoted on the Paris stock market.



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Two important figures

The CEO Karim Bernoussi

He holds an engineering degree from the Ecole Nationale Superieure des

Telecommunications de Paris (1987), Karim Bernoussi began his career as

an engineer and project manager at Steria in Paris, within the framework of

the project computerization of the Central Bank of Saudi Arabia (SAMA). In

1989, he joined as a project manager, LSI services company, where he will

establish methods and standards of software development on behalf of

Lufthansa in Hamburg and Manila.

In 1991 he returned permanently to Morocco and became head of the sales

network ONPT (now Maroc Telecom). His mission is to organize and develop

the network of sales offices. In 1992, he joined the private secretary of His

Majesty The King Hassan II as head of the organization, within the framework

of the creation of Al Akhawayn University. His mission extends from the

definition of computer system, audiovisual and technical of the university to

the implementation of the administrative organization, and the launch of the

recruitment of academic and administrative staff.

In 1995, he was appointed Director of Human Resources and General Affairs

in the Ministry of Marine Fisheries, where for three years he has been active

in supporting the modernization of the department. In 1998, Karim Bernoussi

integrates Maroc Telecom as director of central pole Resources and member

of the Executive Committee.

In October 2000, he joined Microsoft as Managing Director Morocco before

taking the lead, a year later, becoming the Regional Director North Africa

(Morocco, Algeria and Tunisia). Therefore, he conquers the subsidiary for



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North African territories (Mauritania, Libya), and thus gives the latter a larger

scale.

With these eighteen years of technical and managerial experience in the

public and private sector, abroad and in Morocco, Karim Bernoussi decided in

2005 to engage in entrepreneurship. With partners, he creates NEOZ (2005,

distribution of HR Access) Servicam (2005, transport in construction) and

Intelcia Group (2006, following the acquisition of outsourcing Transcom

Morocco).

After five years of operation, Intelcia Group has become the leading

outsourcing Moroccan, with over 1500 employees.

In addition to his professional activities, Karim Bernoussi was Secretary

General of ANIT (National Association of Telecom Engineers) for four years,

Chairman of the EBIT Committee CCI Morocco for one year member MATIC

(Moroccan American Trade and Investment Council), member of YAL (Young

Arab Leaders) and founding president of the Cigar Club in Rabat.

Managing Director

Holds an engineering degree from the Ecole Mohammedia des Ingénieurs de

Rabat, Youssef El Aoufir began his career in 1991 as a technical sales

engineer at IBM, after having followed for nearly one year additional training

qualification. It will then evolve as a consultant to systems and networks.

In 1995, after finalizing the development of the technological infrastructure of

Al Akhawayn University in Ifrane on behalf of IBM, he joined as IT Manager

the first team to start the activities of the new university. He supervised the

management and exploitation of services, telecoms and audiovisual used by



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more than 1000 students and 200 academic staff and administrative staff.

Thus he provided the university facilities with the most avant-garde

technology: he established the first node including Internet access in

Morocco, opening the way to the digital age.

In October 1998, he joined Maroc Telecom, as a cabinet member and advisor

to the President of the incumbent operator in charge of dossiers of new

technologies and multimedia. A few months later, he was appointed to the

head of direction of multimedia, newly created, becoming the youngest

member of the executive committee of the company. Under his leadership,

the management of multimedia will be the construction of the first national

network Internet, the launch of the brand and the commercial offer Menara

Internet, as well as the acquisition of Casanet, manager of the first Moroccan

portal on the Internet. This department will also develop business solutions.

In November 2001, he joined Microsoft North Africa, as "director of large

companies and partners" in this region. Putting in place a new organization

and developing a strong customer relationship, he managed to double the

turnover of the segment in less than four years. In parallel, he will direct the

services of the region, before being appointed in 2005 Country Manager for

Morocco, responsible for the development of all segments.

In March 2007, Youssef El Aoufir joined Intelcia Group as Managing Director

in charge of operations, shareholder and member of the board of directors of

the company. He will then actively contribute in the organization and

development of the company, which will increase from less than 400 to nearly

1500 employees at the end of 2011.



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At the same time, Youssef El Aoufir was part of the commission of the ICC, in

charge of e-commerce and information technology and has been a member of

the project team who defended the candidature of Morocco for the World Cup

Cup 2006. He is also a graduate university astronomy and celestial

mechanics of the Observatoire de Paris-Meudon and has also worked for the

candidature of Morocco for hosting the world's largest telescope (E-ELT).

The Bernoussi Family

Karim Bernoussi (55) founded Intelcia Group in 2006. It is a new company. He

is the CEO of the company.

Ismail Bernoussi (19) is actually in a preparatory school in order to integrate a

University in France. He is interested in engineering and telecom the same as

his father. He is planning later on after his studies to take over the company.

Nezha Bernoussi (17) is actually in the last year of high school. She is not

really interested for now on the company of her father. But her father hopes

she would take sometimes part of the company. But for Nezha, the most

important now is to get her high school diploma and join a fashion design

university.

Issues

The problem that is faced in the company is that no succession plan has been

thought of. The two children of Karim Bernoussi are still studying. They are

not yet involved within the company. But it is essential for Karim Bernoussi to

think about how to integrate his children in the company. As mentioned

above, Nezha Bernoussi is not really interested in working in the company as



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it is not what she is interested about. On the other hand, Ismail Bernoussi is

really looking forward to work with his father in the company and one day take

it over. He is specializing in his studies in order to be able to take over the

company. Ismail is studying engineering in order to be able to take over the

company and work within the company. But a more specific succession plan

should be thought of in order to include Ismail Bernoussi and Nezha

Bernoussi to the company in the future.

The Succession

As mentioned, Karim Bernoussi children are not yet qualified and in age to

take over the business. His son, Ismail Bernoussi is interested in the business

and would like to take it over in the future that why he want to study

engineering and telecommunication so that he will be able to take over the

company in the future more specifically in approximately five years after he

finishes his study. He is serious and dedicated to his work.

On the other hand, his sister Nezha is less serious and is taking everything

easy. She is interested in fashion and would like to create her own clothing

brand in the future. She does not see a future for herself in her father’s

company. But her father hopes that she will later want to be a part of the

family business.

Theory

Succession: Handler (1990) articulates that succession represents a mutual

role adjustment process between the founder and the next-generation family

members. He presented a model showing that the predecessor holds on to a



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role longer, meaning that the founder/owner may hold onto a former role while

the next-generation family member moves into a new role. Handler’s

succession process is presented in the figure 1. (See appendix 5)

Family Governance: According to a HBS weekly newsletter, there are three

components to family governance:

1.Periodic (usually annual) conventions of family regarding business

2.Family council meetings where members of the family convene to

discuss and evaluate business concerns

3.Family constitution – the values and principles that guide the business.

The typical image of family governance would represent that of above

(source http://hbswk.hbs.edu/images/chart_2630.gif ) where family meets with

management and shareholders.



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The case leaves the reader with two issues to reflect on:

Succession: How should Ismail Bernoussi be integrated in the company in

the future? Does Nezha Bernoussi might be able to integrate the company

and helps it with her qualifications?

Family Governance: How will the shares be split when Ismail and Nezha join

the company?



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Bibliography

IntelciaGroupWebpage(2013).AvailableURL:http://www.intelcia.com

Davis, J (2001). The Three Components of Family Governance. HBS. Working

Knowledge. Available URL: http://hbswk.hbs.edu/item/2630.html

Wendy C. Handler (1990). Succession in Family Business: A Review of the Research.

Available URL: http://www.uk.sagepub.com/chaston/Chaston%20Web%20readings%20chapters%201

-12/Chapter%2011%20-%2014%20Handler.pdf



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Appendix 1: Shareholders and key figures (Source: www.intelcia.com)

27.50%

32.80%

39.70%

Shareholders

CapMezzanineFund

Managers

Historicshareholders



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Appendix 2: Intelcia Group in Figures (Source: www.intelcia.com)

0

500

1000

1500

2000

2500

3000

2007 2008 2009 2010 2011 2012

Employees

Intelcia



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Appendix 3: Intelcia Group Turnover (Source: www.intelcia.com)

0

10

20

30

40

50

60

70

2007 2008 2009 2010 2011 2012

5.3 5.7 7

18.4

54.5

63

Turnover(inMillion€)

Intelcia



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Appendix 4: Intelcia Group Corporate Logo (Source: www.intelcia.com)



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Appendix 5: The Succession Process

Family Business Case Study By Abdellah Benzidane

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