FDJ UNITED

FDJ United, a major player in the gaming and betting industry, operates in a demanding environment shaped by strict regulation and constant change. Competitive pressure, compliance requirements, and business diversification require the group to move quickly while safeguarding its strategic decisions.

Starting in 2019, following privatization and the acceleration of its international expansion and acquisition strategy, one reality became clear: scaling the organization fundamentally changed its intelligence needs. Monitoring activities could no longer remain peripheral. They had to support transformation directly, working closely with executive leadership and business units.

It is in this context that the Group Competitive Intelligence function was structured and the decision to internalize became central.

At a glance

• Strategic intelligence fully internalized and embedded into group processes
• A collaborative model deployed across entities
• Measurable productivity gains on strategic projects
• Strengthened technological and informational sovereignty

Deployment scope

• Group Competitive Intelligence function established in 2019
• Cross-functional coordination at group level
• Deployment of Target and Explore solutions
• Use cases: strategic monitoring, innovation watch, due diligence (M&A, risk, competition), sector analysis

Context & challenges

The creation of the function came at a pivotal moment. FDJ United needed to integrate new entities, harmonize practices, and secure its decision-making within a complex regulatory environment.

Competitive intelligence positioned itself at the intersection of multiple priorities: market understanding, competitive analysis, risk management, compliance, and influence. The missions remained similar, but their scope expanded. They took on a true group-wide dimension.

Gradually, monitoring activities moved beyond simple information gathering. They became an operational support tool, designed to produce targeted analyses, address specific needs, and support concrete projects. The priority shifted from broad information dissemination to delivering value that business teams could act upon directly.

Why internalize?

For FDJ United, internalization means regaining control.

Control over costs, first. By integrating strategic monitoring and competitive intelligence internally, the group limits reliance on external providers and optimizes the organization of analytical projects.

Control over technology and information, next. Owning its tools, managing its data flows, and structuring its information strengthens the group’s independence in an increasingly competitive economic landscape.

There is also a cultural dimension. Internalization anchors intelligence activities within internal processes. It reinforces the function’s credibility with executive leadership and encourages a shared approach to gathering and leveraging intelligence. Responsiveness improves, synergies develop, and the organization adapts more smoothly to market changes.

Why ChapsVision

To structure this internalized model, FDJ United relies on Target and Explore.

The objective is clear: deploy tools capable of supporting a change in scale while enabling collaborative intelligence practices.

Target structures decentralized monitoring by involving business teams while maintaining centralized oversight. Explore complements the framework by strengthening analytical and investigative capabilities on high-stakes topics. Together, the two solutions create continuity between data collection, analysis, and the production of strategic deliverables.

Key functionalities implemented

Target: Structuring collaborative intelligence

• Deployment of a group-wide monitoring system
• Mutualization of information flows and sources
• Cross-functional project management
• Business-led curation

Explore: Strengthening strategic analysis

• Advanced multi-source research
• Complex data cross-referencing and analysis
• Rapid production of strategic deliverables
• Reduced investigation timelines

Results & impact

The operational impact is measurable.

Without Target, a strategic project would require 2 to 3 full-time analysts.
Without Explore, a project would require an additional 1 to 2 days of investigation.

By industrializing its processes, FDJ United reduces analytical workload, optimizes resource allocation, and accelerates decision-making. The framework also strengthens internal alignment and consolidates the group’s technological sovereignty.

Beyond operational indicators, FDJ United has embedded a lasting culture of anticipation across the organization.

Client testimonial

“ChapsVision represents French technological sovereignty in the face of major international players. Agentic AI is set to transform competitive intelligence, and ChapsVision is positioning itself as a leading actor in this evolution, delivering solutions designed to anticipate, secure, and enhance business performance.

The continuum between companies, technology providers, and academic institutions is becoming essential to succeed in economic competition. ChapsVision stands out as a key technology partner for organizations aiming to lead in this environment.” Oliviero Capone, Head of Group Competitive Intelligence, FDJ United