Engaging customers: The evolution of Asia–Pacific digital banking | McKinsey & Company

Source: Engaging customers: The evolution of Asia–Pacific digital banking | McKinsey & Company

 

Consumers across the region are adopting digital banking. Our latest study finds banks must act quickly to take full advantage.

Consumer adoption of digital banking channels is growing steadily across Asia–Pacific, making digital increasingly important for driving new sales and reducing costs. Deferring the development and refinement of a digital offering leaves a bank exposed to the risk of weakened relationships and lower profitability. Now is a critical moment to draw retail-banking customers toward Internet and mobile-banking channels, regardless of the general level of network connectivity in a given market.

Our annual study, the Asia–Pacific Digital and Multichannel Banking Benchmark 2016, was led by Finalta, a McKinsey Solution, and examined digital consumer-banking data collected between July 2015 and July 2016 from 41 banks. This article focuses on our findings from Australia and New Zealand, Hong Kong, Malaysia, Singapore, and Taiwan, examining consumer digital engagement, user adoption, and traffic and sales via Internet secure sites, public sites, and mobile applications.1We detail three counterintuitive findings, and make suggestions for how banks should move forward.

Three counterintuitive findings

Consumer use of digital banking is growing steadily across all five markets (Exhibit 1). In the more developed markets of Australia and New Zealand, Hong Kong, and Singapore, growth in recent years has been concentrated in the mobile channel. Indeed, among some banks use of the secure-site channel has begun to shrink, as some customers enthusiastically shift most of their interactions to mobile banking. In emerging markets, growth is strong in both secure-site and mobile channels.

Consumer adoption of digital banking is growing steadily across all markets.

Three counterintuitive findings point to the need for banks to act aggressively to improve their use of digital channels to strengthen customer relationships.

First, banks can excel in their digital offering despite limitations in the digital maturity of the markets they serve. One measure of digital maturity is the Networked Readiness Index (NRI), published annually by the World Economic Forum. This scorecard rates how well economies are using information and communication technology. It examines 139 countries using 53 indicators, including the robustness of mobile networks, international Internet bandwidth, household and business use of digital technology, and the adequacy of legal frameworks to support and regulate digital commerce. Comparison of digital-banking adoption with the level of networked readiness reveals that a country’s level of digital maturity does not necessarily promote or inhibit the growth of a bank’s digital channels.

Singapore, for example, has the most highly developed infrastructure for digital commerce in the world. However, when it comes to digital banking, Singaporean banks trail their peers from the less-networked markets of Australia and New Zealand, where banks have been able to draw consumers to digital channels despite gaps or weaknesses in digital connectivity.

Some banks have also been successful in pushing mobile banking regardless of network limitations (Exhibit 2). While Australia and New Zealand have moderately high levels of third-generation (3G) and smartphone penetration (trailing both Hong Kong and Singapore), the banks surveyed have achieved much stronger consumer adoption of mobile channels than their peers in other markets.

Mobile banking can also grow despite a market’s limited mobile-network infrastructure.

The second key finding is that having a relatively small base of active users does not necessarily mean low traffic (Exhibit 3). Among all participating banks in our survey, banks in Malaysia report among the smallest share of customers using the secure-site channel; however, these customers tend to log on many times a month, and the typical secure-site customer interacts with the bank more than twice as often as the secure-site banking customers of participating banks in Hong Kong and Singapore.

Low channel adoption does not necessarily mean inactive users.

Third, the survey data reveal wide variations in performance across key metrics by country. In Australia and New Zealand, for example, there is wide variation in digital-channel traffic, with customers logging on with 32 percent more frequency at participating banks in the upper quartile than those in the lower quartile. In Hong Kong, digital adoption among upper quartile peers exceeds that of the lower quartile peers by ten percentage points. Participants in Singapore observe a sixteen-percentage-point gap between the upper and lower quartile peers in the proportion of sales through digital channels.2The wide gap between best and worst in class in multiple markets points to a significant opportunity for banks to beat the competition with compelling digital offers.

What banks should do

Banks in emerging markets have an opportunity to leapfrog to digital banking. Despite gaps in technology and smartphone penetration, a number of banks have tapped into consumer segments eager to adopt digital channels. Banks in emerging markets should prepare for rapid consumer adoption of digital channels. The digital evolution in emerging markets will differ considerably from the trajectory of banks in more developed markets.

Banks in highly developed markets have room to grow their active user base and digital sales. Indeed, the cost and revenue position of banks that do not act to improve their digital offering may weaken relative to peers that shift more business to digital channels. Banks in all markets should plan for this transition, especially through the integration of diverse technology platforms, the consolidation of customer data across multiple channels, and the continuous analysis of customer behavior to identify real-time needs. It is important to build services rapidly and to go live with minimally viable prototypes in order to attract early adopters—these digital enthusiasts eagerly experiment with new features and provide valuable feedback to help developers.

The significant variation of performance among countries shows great potential for banks to boost digital engagement with a dual emphasis on enrollment and cross-selling. Banks should carefully consider four best practices that often bring immediate gains by streamlining the customer’s digital experience:

  1. Deliver credentials instantaneously upon in-app enrollment. The global best practice shows that banks that issue credentials instantaneously through in-app enrollment see their mobile activity rise on average 1.5 times faster. Of the banks that provided data on functionality, more than 50 percent do not have in-app enrollment. This presents a significant value-creation opportunity.
  2. Simplify authentication processes to make them both secure and user friendly. Approximately three in five banks surveyed lack the ability to authenticate a user’s mobile device. In our experience, banks that store device information and allow users to log on simply by entering a personal identification number or fingerprint see three times more digital interaction than banks that require users to enter data via alphanumeric digits each time they log on.
  3. Implement ‘click to call’ routing to improve response times. Instead of using a voice-response system, where customers must listen to a long list of options before selecting the relevant service choice, an increasing number of mobile apps are adopting click-to-call options for each segment, enabling customers to bypass the voice-response menus. Of the banks that provided data on capability, only 30 percent in our Asia–Pacific survey offer authenticated click-to-call options. The improvement in customer service is significant, with global banks able to improve the speed of answering customer calls by up to 40 percent.
  4. Make digital sales processes intuitive and simple. Take credit cards as an example: best-practice global banks achieve average conversion rates (the ratio of page visits to applications) some 1.6 times those of Asia–Pacific banks. They do this by presenting products and features for which a customer has been prequalified through an intuitive, easy-to-read dashboard display or via tailored messages. Application forms are prefilled automatically with customer data. With intuitive and simple applications, banks in the Asia–Pacific region could increase the rate of completed applications by 22 percent, to come up to par with global best-practice banks.

Across the five markets we focused on, the branch-centric model is gradually but unmistakably giving way to the mobile-centric one. Looking at how digital-channel adoption and usage is evolving, along with the diversity of scenarios, banks have ample room to win in their target markets with a carefully tailored digital offering. Digital-savvy consumers warm quickly to well-designed and easy-to-use digital-banking channels, often shifting to the new channel in a matter of days. Banks need to act quickly to improve their customers’ digital experience or risk being left behind.

Ashley Friedlein’s marketing and digital trends for 2017 | Econsultancy

Source: Ashley Friedlein’s marketing and digital trends for 2017 | Econsultancy

Every year I pick out digital and marketing trends and developments which I think will shape the industry and digital/marketing planning and thinking in the year ahead. 

You can read my 2016 post to see whether I had any success in predicting the major trends from last year, and here are the trends that I think will have the biggest impact in 2017.

1. The F word

I believe the guiding star for marketing, and digital, for 2017 will be: Focus.

In part, this is because the economic outlook is uncertain so there is less appetite for risk and instead a desire to focus on either fixing what is not working or doubling down on what is working and scaling that.

Businesses want growth, brands want saliency in a cluttered landscape, but there is not the money to ‘throw a lot at the wall and see what sticks’ so focus has to be the answer.

In part, it is also a reaction against the ever-increasing complexity and fragmentation within marketing. Both at the highest levels (What even is ‘marketing’ now? What is ‘digital’ really?) and at the tactical levels (Which new emerging platforms do we now also have to manage? Have we really nailed our responsive programmatic social video campaign? What are we doing about dark social and messaging?).

Focus is an antidote to ambiguity and complexity. In part, I think shareholders and boards are starting to lose patience with marketing and digital strategy and execution which lacks focus.

There are only so many times you can say “for us digital is like changing the engines on the plane whilst still flying!” or cunningly pass off what is really indecision, lack of competence or lack of operational clarity as “agile”.

In 2017 prioritisation is the top priority. Focus on the focus. So I expect to see:

  • Brand portfolios being rationalised. This started in 2016 but I expect to continue this year. Weaker brands will be killed off so energies can be focused on the strongest.
  • As well as cutting some brands completely we will see more ‘zero-based branding’ thinking (cf. “zero-based budgeting” from 2016) where marketers revisit a brand’s purpose, promise, positioning and audience. Again, to ensure clarity of focus.
  • Agency/supplier relationships being rationalised. Again, in the name of focus, I expect to see brands favouring fewer, deeper, supplier relationships. This will be a challenge for mid-sized agencies. I believe it will favour the big consultancies and systems integrators over the agencies too.
  • Media partners being rationalised. There will be less appetite for continual experimentation and fragmented efforts. Rather marketers will want to do better what is already shown to work. In the digital space this is good news for Google and Facebook in particular.

2017 will be more about refinement than reinvention for most marketers. More about consolidation, embedding and stratification than diversity and fragmentation. Time to get better at ‘operationalising’ marketing in a digital age.

Take a cue from Google which has been busy cutting back projects to focus on artificial intelligence. In 2017 your hardest decisions will be about what not to do.

2. Macro trends impacting marketing in 2017

Following are some broader trends that are shaping marketing, and digital, through 2017 and beyond.

2.1 The democratisation of AI (artificial intelligence)

AI is the hot technology trend. But a bit like ‘big data’ I do not see it as a thing in isolation. AI will permeate all aspects of marketing and beyond.

From quite specific applications like AI-powered email subject line optimisation (like Phrasee) through smart devices and right up to Samsung-acquired Viv the ‘global brain’ and ‘intelligent interface to everything’.

AI is already powerful: Google’s Go-winning DeepMind technology, Facebook’s DeepFace facial recognition is better than a human’s etc. But the exciting opportunity for us all is that AI is becoming democratised, becoming a utility, being made available as a service.

In 2017 you should not ‘do AI’ but you should keep on top of how AI can help make smarter things that you are already doing and make sure your suppliers and vendors are using AI to improve their services to you.

2.2 Conversational interfaces

I could have gone with bots, chat, messaging, even the ‘conversation economy’. But let us focus on conversational interfaces for now.

Messaging, bots and smart home devices, like Amazon’s Echo, are the main actors on the stage of conversational UI. This is an exciting area of development, possibly even a ‘paradigm shift’?

Conversational UIs can help remove friction in a process. Before long we will expect to say “Find me three of the best tents that sleep up to five people for under £300”, get a good answer, and then purchase, all by voice. Interfaces will have API access to marketplaces like eBay, Google Shopping, Amazon etc.

From a brand point of view this conversational paradigm is also compelling. Perhaps we can have conversations like we used to with businesses and recapture some of the intimacy that technology to date has caused us to lose? Can conversational interfaces re-humanise technology?

The big question for marketers and brands in 2017 is whether you choose to play directly in this space, by creating your own chatbot for example, or whether you figure out how best to integrate in the ecosystem of much larger players, e.g. building a ‘skill’ for Amazon’s Alexa platform like the Guardian.

2.3 Realtime

Building on the conversational paradigm, we should also expect experiences to become more realtime.

Whether that is messaging, live customer service, live location tracking or live video streaming, we can see expectations rising for experiences that are ‘in the moment’. Just recently Google updated its “Popular times and visit duration” information for destinations to include realtime information on how busy the place is.

In 2017 and beyond we need to look at how we can deliver customer experiences that are realtime which is a challenge across technology, people and process.

2.4 Google/Facebook duopoly unchallenged

I cannot see how Google and Facebook will not continue to gain momentum. This will be aided by the focus and consolidation I described earlier.

For many marketers who need to get good at a few things that they know have scale and can work, it is much easier to concentrate on a few platforms than many.

Over 2017 it will be interesting to see how the video wars play out between Google (YouTube) and Facebook and also the degree to which brands work more directly with Google and Facebook which threatens to relegate the importance of the agency relationship.

2.5 Consultancies and systems integrators steal share from agencies

Speaking of agency relationships… I fear agencies may increasingly lose out to the big consultancies in winning large digital and marketing transformation work.

Creativity and media planning/buying may hold out best against the consultancy attack but, as media becomes more programmatically driven, it is access to (increasingly backend) data and smart business logic that is required.

And ‘digital transformation’ is a lot about change management, business strategy, data architecture, process, systems integration, cultural transformation etc. This is home turf to consultancies who have also been aggressively acquiring or hiring agency talent.

2.6 Identity management and authentication

We know devices are proliferating, we know we want to deliver personalised experiences across channels, we know multichannel marketing and (re)targeting can work if well executed and we know we want to measure ROI in a properly attributed way across channels. But we also know the sensitivities around data control and privacy.

At the root of these challenges is how, and if at all, we can reliably identify who someone is. And even if we can, what the legal and perception challenges are around what we then do with that knowledge.

This is another reason for the rise and rise of Google and Facebook who can address these challenges at scale and whose users are pretty much logged in all the time wherever they go online. Not a luxury most of us have.

2.7 Talent

Yes, there is still a war for that.

3. Marketing trends for 2017

And now the key trends in marketing.

3.1 Marketing transformation

The ‘death of digital’ debate rumbles on but certainly I have noticed brands talking not only about ‘digital transformation’ but also about ‘marketing transformation’.

Usually the initial focus is a restructure of the marketing organisation, often with the (re)integration of digital marketing, and often with a new person at the top who is increasingly likely to be a CCO (Chief Customer Officer) rather than CMO.

Oystercatchers (a sister brand to Econsultancy and part of Centaur Media plc) note a trend towards clients bringing more marketing teams in house – maybe not permanently but building dream teams for specific tasks.

Accompanying this internal transformation is a re-evaluation of supplier relationships, the likely outcome of which I address earlier, and zero-based budgeting has become more popular as another way to ‘reset the clock’.

The area that I find most interesting is the idea of ‘marketing ops’: the operating system for marketing. This is one effective way of keeping focus but also dealing with complexity and delivering operational efficiency.

Just as (enlightened) IT has ‘dev ops’ it makes absolute sense to me that marketing needs ‘marketing ops’. Marketing is adopting ‘agile’ from the world of technology (incorrectly in many cases, but still…) and could do well to adopt ‘ops’.

If you want to get some insight into this emerging area of marketing I recommend you look at this presentation on marketing ops by Justin Dunham of Urban Airship.

3.2 Customer experience still top of the agenda

Customer experience has been a hot topic for a few years now but it shows no sign of cooling in 2017. Every single piece of market research Econsultancy does into what topics marketers are prioritising, and indeed the equivalent data I have seen from other analysts, shows customer experience topping the charts.

The drivers for this are partly just to meet customers’ rising expectations, i.e. improved experiences, particularly digital and multichannel ones, are something that you just have to do. Partly, of course, it is in an effort to improve ROI through better conversion and retention rates.

2017 will see more ‘customer journey mapping’, more defining of personas and further efforts at personalisation. And, according to Econsultancy’s recent Implementing a CX Strategy research, it is the marketing function which is most likely to own CX within a business. Yet only 8% of companies view themselves as ‘very advanced’ in terms of customer experience maturity.

Multichannel will remain a big focus for customer experience improvements. Amazon Go, which entirely automates the in-store experience using sensors and machine learning, shows what is possible when blending the digital and physical.

Multichannel should not be about the distinction of physical and digital channels but about experience fulfilment: what works best for what experience and customer need.

In 2017 we will move away from channel execution to thinking more about touchpoints and brand (“omni-brand” anyone?) experience.

Rarely is there a single linear customer journey; more usually customer journeys are pretzel-shaped.

3.3 Data lakes and data ops

The move towards brands taking greater, first-party, control of their data as a strategic asset will continue. Expect to hear more about ‘data lakes’ in 2017 and dedicated ‘data/analytics ops’ teams comprising data scientists, engineers and analysts.

The focus will be on getting better access to the data that is already available and smarter reuse of analytics assets like algorithms and models. Perhaps this year more marketers will finally be able to get a universal view of cross-channel performance.

In 2017 we will also start to recognise the need to use data to market to machines. We already know the value of structuring our data properly through schematic language to enhance how we appear in search results. But as personal assistants and IoT (internet of things) devices increasingly intermediate between our offerings and our customers we will need to learn how to ‘teach’ these machines with data.

3.4 Measurement scrutiny

2016 saw a lot happening in the area of measurement, performance and metrics: McDonald’s zero-margin Omnicom deal setting a new precedent for agency contracts; Facebook’s erroneous video metrics; the ANA’s concerning report into lack of transparency in media buying by agencies.

As a result, there will be a lot of scrutiny from senior management around how marketing is being measured. Some may reach the nirvana promised by the aforementioned data lakes, assuming they can find the talent to realise them and harness their value, but for many this year’s focus will mean having fewer KPIs but being more rigorously held to account over those.

Marketing attribution will still be challenging (less so for Google and Facebook): according to Econsultancy’s State of Marketing Attribution research 76% of respondents are struggling to find the right staff to deal with attribution.

3.5 Rethinking segmentation and targeting

2016 saw a lot of debate around approaches to customer segmentation and targeting. How granular is too granular? Is ‘mass targeting’ the answer? How does programmatic work in the mix?

In 2017 we need to focus on resolving this question. As ever, the answer will be ‘it depends’. It depends not just on your product and audience but on your business strategy e.g. if you are going after market share at any cost versus focusing on profits and margins.

Approaches to targeting are interesting in as far as they expose the sometimes differing philosophies and approaches of ‘traditional’ and ‘digital’ marketing. The former typically has a higher degree of planning and research up front and the segmentation and targeting models often built on more prescribed geo-demographic data attributes.

Digital, meanwhile, espouses a ‘test and learn’ approach to validate hypotheses, starting small and scaling what works, and using technology and data to optimise for successful outcomes.

For example, using programmatic advertising to optimise for sales using lookalike targeting which may not care what geo-demographic segment a prospect belongs to.

Digital focuses on assessing potential customer value based on realtime, dynamic and contextual data variables which might include the weather right now, your precise location right now, what device you are using, what transport you are currently in, what you have just searched for, just clicked on etc.

This year, as part of our marketing transformation (see earlier), we need to resolve these tensions between ‘traditional’ and ‘digital’. This will play out in organisational design but also in our processes, culture and capability development.

4. Digital marketing trends for 2017

There is an increasingly blurred line between ‘digital marketing’ and ‘marketing’ but the following trends focus on the digital elements of marketing.

4.1 Digital Transformation

Econsultancy’s recent research on The New Marketing Reality with IBM highlights the many challenges facing digital marketing:

  • fragmentation and complexity.
  • challenges in understanding the customer journey.
  • challenges with organisational and data silos.
  • confusion around metrics and what good looks like.
  • managing both generalist and specialist agencies and vendors at the same time.
  • lack of capability in areas like data and customer experience.
  • lack of clarity in strategy and leadership.

There is nothing particularly new here and there will not be for 2017. The challenges in becoming a digitally adept and mature organisation are many and will take years to work through.

2017 will continue to see a mix of initiatives which, on the one hand, deliberately create ‘elite’ digital units (McKinsey talk about ‘war-room teams’) in an attempt to move at speed and, on the other hand, attempts to integrate and unify ‘digital’ and ‘traditional’ within a single marketing function. In practice most organisations will do both at the same time.

Digital will also need better ‘ops’ (see the earlier section on marketing transformation), particularly in the area of data. Ops can help corral disjointed data and wrangle the complexity of channel silos.

Digital will also be in the vanguard as organisations seek to become more agile and better at design thinking, customer experience optimisation and product management.

Non-Executive Directors with digital expertise will stay in great demand. There will be more Chief Digital Officers (CDOs) but the rate of growth in this job title may have peaked.

4.2 Data and marketing automation

2016 was a big year for marketing automation. Martech outshone adtech. Companies like Oracle, Adobe and IBM went on a spending spree to acquire capabilities to bolster their martech offerings across areas including programmatic, personalisation, video and social.

Last year also saw a lot of talk about using data to optimise marketing including customer insight, personalisation, automation, conversion rate optimisation, multichannel, and predictive analytics.

2017 will primarily be about putting these things into action. For most, ‘marketing automation’ is, initially, just better email marketing. Improved customer onboarding, retention or renewal sequences, more refined trigger-driven messaging, more personalisation, introducing lead scoring and lead nurturing.

This practice is then extended into other channels as data becomes more joined up and the ‘direct marketing’ of email becomes joined to the ‘above the line’ of advertising with programmatic media.

4.3 Artificial intelligence 

Earlier I noted that AI will permeate all areas of marketing so is not a discipline in itself. But it will be the digital experts within the marketing function who will be expected to take the lead in how AI is adopted by organisations.

Indeed, Econsultancy researched our subscribers to ask who is responsible for defining the role of AI-powered marketing within their organisations and 61% stated it was the marketing function.

The applications of AI in marketing for 2017 sit most obviously in the digital marketing disciplines: AI for content curation (e.g. smart recommendations); AI for customer service (particularly digital/social service); AI for content generation (e.g. email copy or video content); AI for sentiment analysis (e.g. social listening); AI for CRM (e.g. smarter loyalty or sales insights); AI for intelligent digital advertising optimisation; AI to power chatbots (e.g. for assistance in finding products or content).

4.4 Content marketing

As per Gartner’s Hype Cycle, 2017 sees content marketing moving through the slope of enlightenment and entering its plateau of productivity. There will be more focus on understanding return on investment, more refined approaches based on learnings to date, more focus on scaling the things that are working, more clarity on roles and capabilities.

Gartner’s Hype Cycle

Scott Brinker has an interesting view on what he terms the 4th Wave of Content Marketing and I agree that 2017 will see more focus on interactive experiences beyond static content or even rich content like video.

Video, as a form of content, will still be an active area of experimentation during 2017: vertical video, shorter and longer form video, video captioning and optimisation for stream viewing, live streaming, social video ads etc.

4.5 Social

“Social” is a very broad term these days. Plenty of activity to expect in 2017 across social:

Social care – deeper integration of social channels into customer service and care.

Social CRM – similarly to customer care, social data and touchpoints will become more closely integrated with backend CRM systems.

Dark social and messaging – more brands running private social groups, experiments with chatbots, greater usage of messaging as a medium both internally (e.g. Slack) and externally through integrations with Facebook Messenger or trials with WhatsApp groups and, for B2B, setting up messaging groups on LinkedIn.

Emerging platforms – social is at the forefront of experimentation with emerging platforms and formats. Last year it was Meerkat and Pinterest; this year I expect we will see more activity around Snap, Instagram and WeChat (even in the West).

Social answering – I have not yet come up with a name I am happy with for this… but essentially it is about listening for relevant conversations, or questions, taking place online and then participating and answering in order to drive awareness, traffic and search rankings.

In B2B this might be answering, or commenting on, content posted to LinkedIn; if you were targeting developers you would do this but on Stack Overflow; Quora, among others, has become a much bigger driver of traffic so it is worth answering relevant questions there.

Social amplification – thankfully there is less talk of ‘going viral’ as relates to social. But 2017 should see efforts in understanding how to use social to distribute, augment and amplify content and messaging.

There is a skillset to optimising this: the best practitioners know how to orchestrate social channels to maximise amplification. In its simplest form this is about choreographing how, and when, content is published. Enterprise social management software now allows for more sophisticated scheduling and provides the analytical insights to optimise it.

Influencer marketing – this is not just about ‘social’, of course, but 2017 will see continued efforts to identify and understand who the ‘new influencers’ might be for your brand and then engage with them, socially, commercially and through PR.

Social media advertising – driven largely by the emerging platforms as well as increasing experimentation by more traditional media owners, 2017 will offer a whole range of new ad formats, experiences and commercial models for agencies and their clients to experiment with.

5. Hot topics but still not significant in marketing for 2017

Our own Econsultancy research says that marketers are excited about VR, AR and IoT for 2017.

So perhaps I will get some criticism for having the temerity to suggest these are not likely to form a significant part of an average marketer’s job this year. Unless you work for GAFA (Google Apple Facebook Amazon) that is.

My thoughts on some of these topics:

AR (augmented reality) – sure Pokémon Go was a great use of AR but most of us are not gaming businesses. AR has many great applications but it still does not feel like it will go mainstream for marketers in 2017.

That said, the iPhone 8 release this year could change that with ‘mixed reality’ getting a big boost.

VR (virtual reality) – there is huge hype and investment around VR including from GAFAM (I have added Microsoft because of HoloLens) so it should go large some time. But this year?

The hardware requirements are still too onerous, the tech and apps too fragmented, the use cases mostly gaming or too niche, for most marketers to spend much time focusing on VR this year. As with AR, VR’s adoption could be turbocharged by the iPhone 8 release this year.

IoT (Internet of Things) – there are some fantastic examples of successful IoT services, a lot in B2B, and this will only grow. But I am less convinced there is an obvious opportunity for marketers yet.

As more products and things become connected, however, there is a really interesting customer-product relationship marketing opportunity. We should see more early examples of that this year.

Wearables – I am still not convinced there are enough use cases for most marketers to get excited about the wearables opportunity.

3D PrintingI wrote about 3D printing almost three years ago. The technology has improved, of course, but I’m still not clear how this is particularly relevant for marketers?

Blockchainimportant, exciting, disruptive, but not clear to me how marketing can leverage this, unless perhaps for identity management and authentication.

Beacons – still not doing it for me.

But what do you think? Feel free to post any thoughts or links to your own digital/marketing trends and predictions for 2017.

Ashley Friedlein

Published 17 January, 2017 by Ashley Friedlein @ Econsultancy

Ashley Friedlein is Founder of Econsultancy and President of Centaur Marketing. Follow him on Twitter or connect via LinkedIn.

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Digital transformation as a data-centric service | ZDNet

Is digital transformation something you can just buy into? No, but it is a data-centric process, and having the right products and people in place makes all the difference, according to Stratio.

Source: Digital transformation as a data-centric service | ZDNet

Digital transformation must be one of the most over-hyped, least concrete terms around. Like every such term, it can mean different things to different people. It can also be a huge stress-generating, money-squandering machine for organizations. Because “if you’re not doing it, your company will die and you will lose your CIO or IT leadership job. You’ll be disrupted! Or fail the wrong side of the Innovator’s Dilemma.”

FUD aside however, the world abounds with examples of once iconic and now sidelined organizations that have failed to evolve. And we’ve heard it all before. So what’s new, and what’s big data got to do with it? A lot, according to Stratio, a startup from Spain that has set out to empower organizations to adopt digital transformation based on big data technology.

Stratio offers a range of products and services that aim to help organizations become data-driven. Stratio is coming out of stealth, and was a platinum sponsor for Big Data Spain a few months back. Oscar Mendez, Stratio’s CEO, gave a keynote on digital transformation and Stratio’s approach to it, and was keen to elaborate in an extended conversation.

Data-centric digital transformation

Stratio defines digital transformation based on three pillars: Customer-centricity, digital channels with an emphasis on mobile, and data intelligence and data driven decisions. The company’s approach to the evolution of digital is in line with IDC’s third platform framework, and Stratio is rather opinionated about this.

Stratio’s take is that in order to be in a position to digitally transform themselves, organizations should have an infrastructure that enables them to do so. Stratio bases its approach on big data, microservices, and smart data centers.

The process of digitization that has been underway has resulted in an explosion in the number of applications in every organization. Initially these applications lived in isolation, but soon the need to combine the functionality provided by different applications became pronounced, giving birth to EAI (Enterprise Application Integration).

In EAI applications expose their functionality via APIs, adding an orchestration layer that can mix and match APIs to create new applications. The problem is that while extremely useful, this application-centric approach fails to address the data integration issue.

Integration occurs on the functionality level, but each application’s data still lives in its own silo. This means that data from numerous sources has to be moved around and integrated in –often equally numerous — data marts and warehouses to get a holistic view.

What Stratio advocates instead is what it calls a data-centric approach. The building blocks for this approach are scale-out big data and NoSQL solutions to unify operational and informational data stores, small and efficient micro-services instead of monoliths, and smart data centers — what it calls an Enterprise Distributed Operating System.

Admittedly, there is nothing particularly revolutionary about each of these building blocks. Taken in isolation, each of those has been around for a while, and tech-savvy organizations have been using them and applying a similar approach to their architecture. But not all organizations are tech-savvy, and this is where Stratio comes in.

data-centric.png
Stratio’s data-centric approach. Image: Stratio

Is digital transformation a service or a product?

Stratio’s value proposition consists of a range of products and services that go with it. The products, consisting of the core Stratio platform and Stratio Intelligence for enterprise data intelligence, Stratio Sparta for real-time processing, and Stratio Viewer for data visualization, are built on open-source industry leading solutions: Spark as the compute platform, Cassandra, MongoDB, Elastic, Postgres, and HDFS for storage, and DC/OS as the data center management platform.

The reasoning here is that it takes expertise across a range of areas to be able to use this infrastructure efficiently, so organizations that realize they need to move forward but are not able to do this as fast as they’d like due to restrictions in human resources and culture would be better off buying into a pre-packaged solution that just works.

But is it really that simple? Can organizations just buy their way into digital transformation? Mendez acknowledges things are not that simple. Even though he is a big proponent of replacing old solutions with new infrastructure, he also points out that Big Bang approaches will not work. He is clear to the fact that “you don’t just buy a product, you buy into a process.” In other words, yes, there are services involved.

Stratio sells its products bundled with services that aim to gradually transform organizations in-flight. The first step in this process is to analyze the existing codebase using metrics and KPIs to determine complexity. Depending on the outcome of this analysis, codebases may be refactored or reimplemented in a microservices compliant fashion.

Mendez reported that Stratio’s most often used KPI is code complexity, with a range from 0 meaning an ideally clean implementation to 100 meaning a hopelessly entangled one. On average, this KPI for customers they have worked with is 82. This, he notes, is the result of systems that have been in use and being maintained for as long as 30 years, and means that it’s almost impossible to evolve and refactor.

So this is where the business analysts come in, working together with line of business people to create user stories and with IT experts to create a new and improved implementation. Mendez mentions that in his experience lack of skills as well as inertia in organizational culture, rather than limitations in resources, are the biggest impediments to digitally transforming organizations.

Intuition and experts alike seem to support this notion, which in turn justifies Stratio’s strategy of bundling products and services. The question of course is, does this strategy scale? And will organizations eventually be able to graduate and move on their way to autonomously embrace and benefit from digital transformation?

stratioarchitecture.png
Stratio’s layered architecture. Image: Stratio

Pulling it off

The fact that the product comes bundled with services does not have to do with its maturity, argues Mendez. “The product is mature. Our goal is to offer organizations the stewardship they need and then let them go on their way to digital transformation. SAP also did the same in the beginning — along with the product, you would get consulting services bundled to help you get the most of it.”

SAP is an interesting example to compare Stratio to, as indeed SAP brought ERP to the mainstream and became almost synonymous with it. SAP also launched out of Europe to become a worldwide force to be reckoned with, and judging by its course so far Stratio sees this as an inspiration.

Stratio is barely three years old, having started out in Spain in 2014 with a total of 15 people. Today it has reached a headcount of 170, and boasts clients all over the world, including the likes of Carrefour, Sony, and Telefonica. The bundling of services in its offering has enabled it to be self-sufficient to a great degree, having raised only 2.3 million euros in capital so far. Stratio also has partnership deals in place with major consulting firms like Atos and Accenture, helping the company broaden its reach.

Although Stratio has recently opened offices in San Francisco and looking to expand its operations in the US and beyond, it is doing so on its own terms. Mendez explained that the company chose not to raise more capital even though it could have, as it wanted to grow organically and retain strategic control.

Even its marketing efforts have been moving mostly under the radar until recently, as “we did not want to advertise our mission before it was accomplished. But we must be doing something right to land clients like these, especially considering that it was them that came to us and not the other way round.”

Indeed, until recently it would have taken a fair degree of serendipity to come across Stratio and a fair amount of effort to decipher the company’s offering, which looked more like a competitor to Hadoop distributions than anything else. The message is now clearer, and Stratio sees itself as unique and having no real competition. Whether that is, or will remain, the case and will indeed lead the company to success is anyone’s call.

 

Sweden’s Central Bank Considers Digital Currency – eMarketer

Move would create first central-bank backed virtual currency in Europe, but Swedes express reservations.

Source: Sweden’s Central Bank Considers Digital Currency – eMarketer

The central bank of Sweden is considering issuing a digital currency in response to a drastic decline in the use of cash in the country. If the so-called e-krona is introduced, Sweden would be the first European country to have central bank-backed virtual money, just as it was the first to issue paper banknotes more than 300 years ago.Ecuador was the first country to launch its own virtual currency.

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While banks in Sweden already have access to digital money, the government currently provides only banknotes and coins to consumers. But, according to a statement from the country’s central bank, the amount of cash in circulation in Sweden has fallen by 40% since 2009, due in large part to a rise in online shopping and alternative payment methods. This has forced the bank to seriously debate a move toward a virtual currency.

Consumers in Sweden are skeptical of the idea, however. According to a December 2016 survey by Tieto, nearly half of internet users in the country did not think that the central bank should issue a digital currency in addition to the existing bank notes and coins, compared with just 9% who thought that it should. About three in ten were neutral on the issue.

The apprehension toward a digital currency in Sweden is somewhat surprising given that consumers there are already avid users of other alternative payment methods. Credit and debit cards are the most popular way to pay by far, but the use of mobile payments, for example, is also widespread. Based on data from AudienceProject, 77% of internet users in the country had used some type of mobile payment service as of Q4 2016.

Visa‘s September 2016 survey placed mobile payment usage in the country even higher, at 86% of internet users, but its figure includes both managing money and making a payment in-person or online.

So what’s behind the uncertainty toward a digital currency?

It’s likely that it stems from a distrust of virtual money in general. Cryptocurrency Bitcoin has an unsavory reputation among some consumers, who associate it with criminal activities. Unlike Bitcoin, however, the planned e-krona will be regulated by the government, and Sweden’s central bank has made it clear that there will be security measures in place to ensure that it does not support illegal activity.

Still, regulation is not the only issue that Sweden’s central bank is grappling with when it comes to deciding on whether to introduce electronic money. The bank is concerned about possible financial instability, for example, and also needs to determine what technology to use to deliver the digital currency. The central bank is expected to reach a decision on the e-krona within the next two years.

—Jasmine Enberg

– See more at: https://www.emarketer.com/Article/Swedens-Central-Bank-Considers-Digital-Currency/1015051?ecid=NL1002#sthash.tmBekxVx.dpuf

Advertising generates €7 for the economy for every €1 spent

But the industry still needs to do a better job of communicating its economic benefits across Europe as policy makers look to limit online advertising.

Source: Advertising generates €7 for the economy for every €1 spent

Advertising economy EU

Every euro spent on advertising boosts EU GDP by €7, contributing €643bn to the 28 countries in the bloc and creating millions of jobs, promoting competition and boosting innovation.

That is the conclusion of a new report by the World Federation of Advertisers (WFA), which is using the findings as a stepping stone to promote the positive impact advertising has on economies.

The study, conducted by Deloitte using econometric modelling, found advertising contributes 4.6% to EU GDP and accounts for 6 million jobs. That includes people directly involved in producing advertising, as well as businesses such as publishers reliant on advertising for their revenues and people employed across the wider economy due to the consequences of ad activity such as sales people and those in hospitality.

The report follows a previous study by the Advertising Association (AA) in the UK in 2013, which used the same methodology to conclude that for every £1 spent on advertising there is a £6 boost to the economy. According to the AA, the ‘Advertising Pays’ drive in the UK helped change policy makers minds about the role of advertising and the WFA is hoping for a similar impact across Europe.

READ MORE: Advertising generates £100bn for UK economy

“[This research] enables us to argue more forcefully and convincingly about the positives of advertising,” WFA CEO Stephan Loerke tells Marketing Week.

“There are a lot of headlines about advertising but they usually put the industry on the defensive. They are usually in the context of trying to address perceived challenges such as obesity among children or data privacy. But advertising actually plays an important role for the economy and society and this is totally left aside.

“This is all the more contradictory as most EU governments have a clear focus on generating growth through innovation. We need a positive proactive public agenda that explains why advertising is a good thing. It needs to be much more proactively promoted and championed.”

We need a positive public agenda that explains why advertising is a good thing. It needs to be much more proactively promoted and championed.

Stephan Loerke, WFA

While the WFA report focuses on the EU number, advertising’s contribution to the economy has been calculated across a number of different countries including Japan and Australia. And this found that advertising has a similar contribution across countries, tending to vary between €6 and €8.

Those variations tend to come down to a number of things. While the metholodology cannot be definitive, countries with lower ad spend per capita tend to contribute more to GDP, as do countries with a higher proportion of their economy given over to services.

But the major difference appears to be in the size of the online ad market. The research suggests that ad markets with a proportionally bigger share in digital are likely to be more effective at creating GDP.

That is why the WFA is particularly worried about proposed EU legislation that would limit digital advertising. Announced this week, the ePrivacy directive has the aim of boosting users’ privacy online but to do this it recommends giving internet browsers the choice of whether they opt-in to third-party cookies that can track people across the web when they install the browser, rather than on individual websites.

Yet at the same time the proposals will allow publishers to track if people are using ad blockers and ask them to turn them off if they want to see ad-supported content.

“It looks like a significant percentage of people would reject cookies but could then be constantly bothered by websites requesting them to accept cookies,” explains Loerke.

He then cites separate research that suggests 89% of internet users would reject tracking cookies as a reason for his concern that the new rules will have “major implications” for the digital industry.

“We are concerned that what has been put forward will have unintended consequences and impact the digital ecosystem as we know it,” he says. “The EU has a growth agenda focused on digital… but to put forward a regulation like the one we see would, we think, very significantly hurt those ambitions. This is yet another case where we feel there is not enough understanding by policy makers of the benefits of advertising.”

The Value of Advertising report shows economic benefits of advertising: Mutiplier effect x 7  – Media Marketing

According to the EU-wide report from Delloite, every euro spent on advertising generates a seven-fold boost to GDP

Source: The Value of Advertising report shows economic benefits of advertising – Media Marketing

Report: http://www.mm.be/userfiles/media/Economic_Contribution_of%20Advertising_EU.pdf

The Value of Advertising report was funded by the World Federation of Advertisers and claims to be the first EU-wide report to isolate the economic and social contribution of advertising, aiming to express the impact of advertising at a time when the World Federation of Advertisers is concerned the economic benefits of advertising could be diminished.

The European ad industry is calling for a moratorium on further restrictions on advertising to ensure the impact of any new rules any unintended consequences is fully assessed.

Deloitte’s econometric modelling found advertising contributed to nearly six million jobs across the EU and 4.6% of total GDP.

Research stated the €92bn (£80.4bn) spent on advertising in 2014 within the EU would have contributed €643bn to GDP, which equates to 4.6% of overall EU GDP.

The 5.8 million jobs supported by advertising is equivalent to 2.6% of all EU employment, according to the report.

Some 16% of the 5.8 million figure are those directly employed in the production of advertising, a further 10% include jobs created in media and online businesses that are funded by advertising.

The remaining 74% are the jobs created in the wider economy as a consequence of advertising activity.

Deloitte defines this as “sales jobs to roles supporting the ad business in industries such as hospitality” and roles created by “advertising-stimulated demand for products and services”.

Deloitte’s research also highlighted the social benefits of advertising such as its ability to support news, entertainment and communication tools for a reduced cost or for free.

It also argued that “outdoor advertising provides additional civic benefits in the form of an improved urban environment while search engines help people to reduce both the time and financial cost of seeking new information”.

Is Digital Transformation the Real Deal? These 6 Companies Think So. | Inc.com

If you aren’t convinced that digital transformation is more than just a buzzword, these organizations reinventing themselves with technology will change your mind.

Source: Is Digital Transformation the Real Deal? These 6 Companies Think So. | Inc.com

 

These days you can’t have a conversation with someone in technology without talking about “digital transformation.” We’re guilty of throwing the phrase around at Okta, but what does it actually mean? Why does it matter? Today, “digital transformation” refers to how companies are reinventing themselves for the digital world. Businesses have always had to disrupt themselves, but now, in order to revolutionize their industries, they must infuse their business with technology — essentially becoming technology companies themselves.

We encounter companies looking to make this transformation everyday. Some are established players trying to keep up with fast moving competitors; others are early digital leaders who see technology as a way to create new revenue streams, improve customer experience, and increase operational efficiencies. We see young companies determined to take down slow, 200-year-old companies, and we see traditional companies building new products and applications that disrupt their industries, all while maintaining the highest levels of security. Here are six examples of companies — all of which we’re honored to work with — that can teach us a thing or two about digital transformation.

1) Flex and the “Intelligence of Things”: After a few years of playing around the edges of our lives, the Internet of Things (IoT) is becoming a reality. Connected, intelligent objects are all around — on our wrists, in our cars, around our homes and offices, and in our factories. Flex, the “sketch-to-scale” solutions provider, and the largest electronics manufacturer in the United States, is at the epicenter of this proliferation. The company is now not only building, but also designing, innovating and scaling the connected world that we live in, and in the process aptly dubbed IoT the “Intelligence of Things.” Today, with best-of-breed cloud technology, they are building the next generation supply chain to more seamlessly connect thousands suppliers globally — a move others should emulate in order to improve the experience for suppliers, and ultimately increase productivity.

2) Pitney Bowes Builds the Commerce Cloud: Almost 100 years ago, Arthur Pitney invented the postage meter, introducing the concept of metered mail to the world and smoothing the path of commerce for the foreseeable future. Nowadays, shipping is just one aspect of the Pitney Bowes brand. Since building the Pitney Bowes Commerce Cloud, the company has become one of the largest software companies in the world, with customers relying on it for everything from location intelligence to global e-commerce and customer information management solutions. In order to evolve your business like Pitney Bowes has, you have to take advantage of your greatest asset: data.

3) News Corp Transforms as Media Does: As a global media organization, News Corp is a poster child for digital innovation. A few years ago, News Corp separated into two distinct organizations: 21st Century Fox became a separate world-class entertainment company, while the new News Corp focused on the expansion of its global publishing assets, and moved further into real estate, digital ad tech, and marketing solutions. It’s now leveraging best-of-breed solutions to enable better collaboration and rapid growth across its 25,000 employees, while at the same time, enabling subscribers around the world to consume media in entirely new ways. Every organization can learn from News Corp’s success, adopting best-of-breed technology to better connect their employees and customers.

4) 20th Century Fox Connects to its Hundreds of Partners: On the other side of the split (under 21st Century Fox) is 20th Century Fox, which leads an industry going through another dramatic evolution. The distribution of a major theatrical release can involve a team of hundreds of business partners — and today entertainment companies rely on digital technologies for not only this distribution, but content creation as well. Fox’s Media Cloud has been critical to its digital transformation. In an industry that continually reinvents itself, Fox is using cloud technologies such as Box, Salesforce and Okta to collaborate with partners to create and distribute award-winning movies. In order to lead a centuries-old industry like 20th Century Fox’s, you need to be able to rapidly stand up infrastructure that enables collaboration across different business units and partners.

5) Experian Better Understands Its Customers: Transforming an established enterprise into a fast-moving, agile organization isn’t always easy. But Experian, the largest consumer credit reporting agency in the world, is successfully doing just that. Today, Experian helps business customers prevent fraud, offer on-the-spot credit to consumers and make data-driven marketing decisions. “Experian, to a large extent, really is a technology company. Gone are the days where our responsibility was to keep the lights on and keep financial systems operating,” CIO Barry Libenson recently shared. Experian has successfully navigated its transformation by morphing into a strategic partner to the business. In order to follow suite, you should help your organization’s leaders understand how customers want to access information, and decide what type of products should be built based on that understanding.

6) ENGIE Takes On Digital and Energy Transformation: Climate change is forcing the energy industry to make dramatic changes. And ENGIE, an international purveyor of power, natural gas, and energy services, is leading the transition to a more sustainable, de-carbonized world. CEO Isabelle Kocher has called climate change “a fundamental and general invitation to every one of us… to invent something completely different.” She believes energy and digital are “inextricably linked,” and because of that connection, ENGIE is developing renewable energy solutions and taking advantage of IoT to help customers streamline and optimize energy consumption. Not only can the latest technology help you boost revenue and revolutionize your products, but it may be able to help you build a better, more sustainable world.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

France: TV – la mesure d’audience se met (enfin) à l’heure des nouveaux usages Médias

Source: Télévision : la mesure d’audience se met enfin à l’heure des nouveaux usages, Médias

Télévision : la mesure d’audience se met enfin à l’heure des nouveaux usages

Médiamétrie va diffuser à partir du deuxième trimestre des audiences 4-écrans par chaîne.
Elles intégreront la consommation de programmes télévisés sur mobile, tablette, ordinateur.

Une petite révolution se prépare dans le monde de la télévision. Dans un univers où chaînes et annonceurs scrutent, quitte à s’écharper, la moindre évolution des sacro-saintes audiences, Médiamétrie prépare une vaste refonte de ses méthodes de mesure. Dans le courant du deuxième trimestre, l’audience de la télévision va ainsi prendre en compte non seulement la consommation en replay (déjà intégrée depuis 2014), mais aussi le visionnage des programmes TV sur ordinateur, mobile et tablette (en direct ou replay). Dans le jargon, on parle de l’audience « 4-écrans ». Médiamétrie a déjà fourni depuis plusieurs mois des données à une quinzaine de chaînes, sans les rendre pour autant publiques pour le moment.

Certes, cette « nouvelle » audience va rester minoritaire par rapport à la TV en direct (75 % du total aujourd’hui), mais elle est loin d’être négligeable : 19 % des Français consomment aujourd’hui la télévision soit en différé (en utilisant la fonction pause) soit en replay (13,9 %) soit sur d’autres écrans que le téléviseur (6,4 %). « Ce dernier chiffre représente environ 3,9 millions de personnes, explique Julien Rosanvallon, directeur du département télévision et Internet de Médiamétrie. Et on s’attend à un transfert de plus en plus important vers ces nouveaux usages. »

Une prime aux chaînes axées sur les jeunes

La mesure 4-écrans va permettre de tordre le cou à certains clichés sur la mort du petit écran. Si la durée d’écoute a un peu baissé sur la télé du salon (de 3 h 47 en 2011 à 3 h 43 en 2016), avec le 4-écrans, ce temps moyen monte à 3 h 50 (dont 18 minutes en replay ou autres écrans). « Cela va nous permettre d’enfin mesurer une audience qui n’est pas valorisée aujourd’hui et qui peut faire la différence, souligne Xavier Gandon, directeur des antennes du groupe TF1. En outre, cette mesure unique par un tiers de confiance va dans le sens de la transparence à l’égard de nos annonceurs et cela va donner de la valeur à nos audiences numériques ». « Aujourd’hui, ce sont plusieurs millions de téléspectateurs CSP+ qui ne sont pas valorisés auprès des annonceurs car ils seront mieux valorisés en spectateurs télé qu’en visiteurs de sites », appuie Alain Weill, DG de SFR Media. Il précise que« BFM est partant et souhaite que le 4-écrans arrive le plus tôt possible car la télé ne se consomme plus le soir en famille mais individuellement et en mobilité ».

Pour certaines chaînes, ou certains publics comme les Millennials, chouchous des annonceurs, la nouvelle mesure va avoir un impact réel. Chez TF1, par exemple, le 4-écrans peut apporter de 10 à 20 % d’audience supplémentaire, voire davantage (50 %) sur des émissions comme « Quotidien » (sur TMC) ou encore « La Villa des coeurs brisés » (NT1).

De même, M6 estime que de 5 à 20 % de la consommation de ses programmes se fait en délinéarisé (replay et autres écrans), avec pour les 15-24 ans une proportion proche de 20 %, qui peut même monter à 40 % pour des émissions comme « Les Ch’tis » ou « Les Princes de l’amour » sur W9. « Les chaînes axées sur les jeunes et les programmes les plus puissants sont ceux qui vont bénéficier le plus de cette nouvelle mesure. Il y a, en effet, une prime sur le digital pour les émissions les plus connues », souligne Guillaume Charles, directeur adjoint en charge du marketing et du digital de M6 Publicité.

Toutefois, il risque de s’écouler du temps avant que cette nouvelle mesure ne s’impose comme une référence. « On ne sait pas encore si le marché publicitaire va en faire son standard et si les chaînes vont chercher à la pousser, dans la mesure où elles vendent leurs écrans Web via d’autres formes de commercialisation, comme la publicité programmatique, et qu’ils se monétisent bien », observe Philippe Nouchi, expert médias chez Publicis Média. D’autant que les contacts ne seront pas forcément équivalents pour le marché pub selon les différents supports (mobile, ordinateur familial, etc.). Certaines chaînes sont plus réticentes que d’autres. « Elles font un mauvais calcul pour le média télé dans son ensemble », assène Alain Weill. Xavier Gandon est, lui, confiant : «  La mesure avec le replay s’est imposée. On peut supposer qu’à horizon 2018-2019 tout le monde regardera l’audience 4-écrans. »

Marina Alcaraz Nicolas Madelaine, Les Echos

En savoir plus sur http://www.lesechos.fr/tech-medias/medias/0211672935602-television-la-mesure-daudience-se-met-enfin-a-lheure-des-nouveaux-usages-2056458.php#xtor=CS1-26#3swecsgkboKs2Agp.99

 

HAVAS GROUP STARTS THE NEW YEAR WITH OVER 5000 ENGAGED PROGRAMMATIC TALENT AROUND THE WORLD The Group is Now Both Data-Driven and 100% Programmatic

Havas Group now focuses both on data and programmatic, two key pillars for the future of the communications industry. Over 25% of its employees (5,000 out of 20,000) have engaged to become 100% Programmatic through a new proprietary training program that reinforces the Together strategy and provides an uncommon foundation for all employees.

100% Programmatic is an internal certification program that enables all employees to integrate programmatic with confidence. It provides mastery (through knowledge), autonomy (through hands-on activities) and keys to purpose (through in-house Havas analysis), via a proprietary online learning platform called Havas University.

Alfonso Rodés Vilà, Deputy CEO of Havas Group, Chairman of Havas Group, Spain, and CEO of Havas Media Group explains:

“Our vision is focused on the future. Programmatic is the new reality and whatever our role is, we must understand audiences, addressable content and personalized messages. Media will essentially become code – ones and zeros – and knowing how to approach this coded data will set us apart from the rest of the industry.”

Andrew Benett, Global CEO, Havas Worldwide and Havas Creative Group adds:

“Programmatic is more than media. It reflects a total change in our industry and has vast implications for creativity as well. We have always used audience data and personalized messaging to drive creative solutions, and now we can do that through automation to achieve scale. It’s just as important for our creative teams to understand this as our media teams.”

Celine Merle-Beral, Chief Human Resources Officer – CHRO, Havas Media Group states:

“The program was built by a very passionate team who shared their expertise to help us step up our game and lead the way. This investment is part of Havas’ commitment to our people, to their personal development, and to our common future.”

100% Programmatic offers employees 8 to 10 hours of online courses with rich content including texts, videos, interviews, quizzes and forums, featuring Havas Group staff and technology partners.  The training program offers three levels:

Fundamentals, covering programmatic language and concepts, and the impact on both Creative and Media

Advanced, including day-to-day applications, with adapted modules depending on position

Elite, focusing on strategic vision, programmatic leadership skills for community building and network development

The impact on employees was real. Participants were surveyed for feedback and the results are overwhelming:

96% of participants feel more confident speaking about programmatic

97% of participants feel that the content of this course was of greater value than what they can find on the internet

97% of participants recommend this training to their colleagues

The testimonials below also attest to the quality and value of this new program:

“It will personally allow me to become more agile and at ease in front of the client.” International Account Manager, Havas Media Group Germany

“I thought it would be more technical from the beginning, but the way programmatic was presented and explained here was smooth and interesting. It was about the stakes of the industry and the profession of trading. Although the topic was scary at first, the chosen point of view is reassuring.”

Consumer Insights Expert, Havas Media Group France

“Working with retail clients for a long time, this knowledge is very relevant when optimizing and correcting a media plan according to the client’s KPI and market trends.”

Digital Planner, Havas Media Group Chile

“The training made it clear to me how Creative can integrate and play with programmatic in many possible ways. It made it clear the role that technology will play in the future of advertising and communicating with audiences.”

Creative Director, Havas Riverorchid Vietnam

100% Programmatic began with a pilot test of content between May and July for employees at Havas Media Group in 15 countries.  The first phase of program rollout occurred in September for employees at both creative and media entities in more than 40 countries.  The next phase will be launched in February 2017 to expand its reach and results. Client and partner versions of the Fundamentals and Advanced courses are also now available.

About Havas Group Havas is one of the world’s largest global communications groups. Founded in 1835 in Paris, the Group now employs 20,000 people in over 100 countries. Havas Group is committed to being the world’s best company at creating meaningful connections between people and brands through creativity, media and innovation. Havas is also the most integrated Group in its sector:  the Together Strategy is implemented through Havas Villages where most creative and media teams share the same premises which increases synergies for clients and better serve their needs. Havas Group is organized into two divisions: Havas Creative Group and Havas Media Group. Havas Creative Group incorporates the Havas Worldwide network (havas.com), present in 75 countries, the Arnold micro-network (arn.com), 10 agencies in 9 countries, as well as several leading agencies including BETC and the Fullsix Group. Havas Media Group (havasmediagroup.com) is made up of three media brands, Havas Media (havasmedia.com), Arena Media (arenamedia.com) and Fullsix Media all of which work alongside Havas Sports & Entertainment (havas-se.com), the industry’s largest global brand engagement network. Further information about Havas Group is available on the company’s website: http://www.havasgroup.com

CES 2017 : ce beau vélo connecté tourne sous Android !

LeEco présente deux vélos alliant légèreté et technologie pour des balades connectées, seul ou à plusieurs.

Source: CES 2017 : ce beau vélo connecté tourne sous Android !

Après le Super Bike, LeEco profite du CES pour présenter deux nouveaux vélos connectés : le Smart Road Bike et le Smart Mountain Bike.