Top 10 Hot Artificial Intelligence (AI) Technologies

Based on Forrester’s analysis in its latest TechRadar report, here’s my list of the 10 hottest AI technologies.

Source: Top 10 Hot Artificial Intelligence (AI) Technologies



The market for artificial intelligence (AI) technologies is flourishing. Beyond the hype and the heightened media attention, the numerous startups and the internet giants racing to acquire them, there is a significant increase in investment and adoption by enterprises. A Narrative Science survey found last year that 38% of enterprises are already using AI, growing to 62% by 2018. Forrester Research predicted a greater than 300% increase in investment in artificial intelligence in 2017 compared with 2016. IDC estimated that the AI market will grow from $8 billion ≈ net worth of Rupert Murdoch, media mogul, 2011

Coined in 1955 to describe a new computer science sub-discipline, “Artificial Intelligence” today includes a variety of technologies and tools, some time-tested, others relatively new. To help make sense of what’s hot and what’s not, Forrester just published a TechRadar report on Artificial Intelligence (for application development professionals), a detailed analysis of 13 technologies enterprises should consider adopting to support human decision-making.

Based on Forrester’s analysis, here’s my list of the 10 hottest AI technologies:

  1. Natural Language Generation: Producing text from computer data. Currently used in customer service, report generation, and summarizing business intelligence insights. Sample vendors: Attivio, Automated Insights, Cambridge Semantics, Digital Reasoning, Lucidworks, Narrative Science, SAS, Yseop.
  2. Speech Recognition: Transcribe and transform human speech into format useful for computer applications. Currently used in interactive voice response systems and mobile applications. Sample vendors: NICE, Nuance Communications, OpenText, Verint Systems
  3. Virtual Agents: “The current darling of the media,” says Forrester (I believe they refer to my evolving relationships with Alexa), from simple chatbots to advanced systems that can network with humans. Currently used in customer service and support and as a smart home manager. Sample vendors: Amazon, Apple, Artificial Solutions, Assist AI, Creative Virtual, Google, IBM, IPsoft, Microsoft, Satisfi.
  4. Machine Learning Platforms: Providing algorithms, APIs, development and training toolkits, data, as well as computing power to design, train, and deploy models into applications, processes, and other machines. Currently used in a wide range of enterprise applications, mostly `involving prediction or classification. Sample vendors: Amazon, Fractal Analytics, Google,, Microsoft, SAS, Skytree
  5. AI-optimized Hardware: Graphics processing units (GPU) and appliances specifically designed and architected to efficiently run AI-oriented computational jobs. Currently primarily making a difference in deep learning applications. Sample vendors: Alluviate, Cray, Google, IBM, Intel, Nvidia.
  6. Decision Management: Engines that insert rules and logic into AI systems and used for initial setup/training and ongoing maintenance and tuning. A mature technology, it is used in a wide variety of enterprise applications, assisting in or performing automated decision-making. Sample vendors: Advanced Systems Concepts, Informatica, Maana, Pegasystems, UiPath.
  7. Deep Learning Platforms: A special type of machine learning consisting of artificial neural networks with multiple abstraction layers. Currently primarily used in pattern recognition and classification applications supported by very large data sets. Sample vendors: Deep Instinct, Ersatz Labs, Fluid AI, MathWorks, Peltarion, Saffron Technology, Sentient Technologies.
  8. Biometrics: Enable more natural interactions between humans and machines, including but not limited to image and touch recognition, speech, and body language. Currently used primarily in market research. Sample vendors: 3VR, Affectiva, Agnitio, FaceFirst, Sensory, Synqera, Tahzoo.
  9. Robotic Process Automation: Using scripts and other methods to automate human action to support efficient business processes. Currently used where it’s too expensive or inefficient for humans to execute a task or a process. Sample vendors: Advanced Systems Concepts, Automation Anywhere, Blue Prism, UiPath, WorkFusion.
  10. Text Analytics and NLP: Natural language processing (NLP) uses and supports text analytics by facilitating the understanding of sentence structure and meaning, sentiment, and intent through statistical and machine learning methods. Currently used in fraud detection and security, a wide range of automated assistants, and applications for mining unstructured data. Sample vendors: Basis Technology, Coveo, Expert System, Indico, Knime, Lexalytics, Linguamatics, Mindbreeze, Sinequa, Stratifyd, Synapsify.


There are certainly many business benefits gained from AI technologies today, but according to a survey Forrester conducted last year, there are also obstacles to AI adoption as expressed by companies with no plans of investing in AI:


There is no defined business case                                                      42%

Not clear what AI can be used for                                                       39%

Don’t have the required skills                                                               33%

Need first to invest in modernizing data mgt platform                    29%

Don’t have the budget                                                                           23%

Not certain what is needed for implementing an AI system           19%

AI systems are not proven                                                                    14%

Do not have the right processes or governance                                13%

AI is a lot of hype with little substance                                               11%

Don’t own or have access to the required data                                8%

Not sure what AI means                                                                        3%

3 Ways Sales Is Changing With Artificial Intelligence

Source: 3 Ways Sales Is Changing With Artificial Intelligence

What's the impact of AI on sales? It's leveling the playing field as it helps salespeople leverage large amount of data to use prescriptive sales as a tool.

Technology is the great equalizer. In every industry and in nearly every department, technology is and should be central to performance and achievement capacity. Of course, the frontiers of technology constantly change. The assembly line modernized the means of production in the early 1900s, the telephone revolutionized communication, computers changed nearly everything in the 1980s, and today the frontier of technology is big data and artificial intelligence (A.I.).

Much has been made of those two trends in the last year. Every company under the sun has made bold claims about how much data they can capture and utilize. Then there were the data purists who said data had to be cleared of noise and be converted into smart data. The rules of good data have even been turned into an alliteration: Volume, Velocity, Variety, Veracity, and Value. On top of data came A.I., the much heralded “next wave” of technological progress.

A.I. captures a unique place in the public consciousness because we have been told both to fear it and to hope for it to save us from the tedium of work. But for all of the talk about what A.I. can do, very little has been made of what it is doing right now. There are many hundreds of products out there that purport to leverage A.I. for various tasks, but few of them live up to the future world that we read about in the news.

But there is one specific department where A.I. is operating to its futuristic potential by accomplishing one simple goal: leveling the playing field. That department is sales and the products that are available leverage A.I. to become prescriptive sales tools.

Impact of AI on Sales

These are three ways that Prescriptive Sales is changing the industry:

Two is Better Than One

Prescriptive Sales tools function like a regular customer relationship management (CRM) platform except that it is tracking and analyzing millions of events and identifying areas for improvement. Uzi Shmilovici, a thought leader in Prescriptive Sales technology and the CEO of Base CRM, says this technology gives sales professionals data-driven feedback for constant improvement.

“Artificial intelligence programs can scan through millions of events to find patterns and correlations that we just would not notice on a day to day basis,” explains Shmilovici. “So it might notice a correlation between sending a specific pitch deck to prospective clients before calling them results in better conversions. Or it might notice that sending a weekly follow up email can yield results up to 8 weeks after initial contact. These are small practices that a sales professional might miss but that can increase performance over time.”

The effect is to give sales professionals a second brain, one that crunches numbers and identifies patterns without needing any assistance. This has the potential to make every salesperson in the office a top performer, not just those with the best instincts. In that way, A.I. is leveling the playing field.

The Art of Scaling

Growing a company is a chess match. There are a million strategies at play, but at the end of the day, cash is king, and you do not want to find yourself without it. But how do you grow your sales without hiring sales personnel? One way is to sell more with the team you have, and that is the future of Prescriptive Sales.

There is a litany of statistics available about how badly the average sales office performs. By any metric, there is room for growth. One study found that 63% of sales professionals fail to meet their personal quotas. So when we talk about there being room for growth without hiring new personnel, that is the space we are talking about.

Prescriptive Sales is designed to make it easier for salespeople to exceed their quotas. When a whole sales office uses the platform, the A.I. analyzes performance across individual experiences, meaning the program takes notes on how the top performing individuals work and shares it with the rest of the team. That cross-pollination of best practices makes up for numerous shortcomings in talent.

Don Schuerman, CTO of Pegasystems writes, “Using AI to correlate data and uncover trends is great, but data is made valuable only when you can take action on it.”

Descriptive vs. Prescriptive

It is hard to overemphasize the importance of this leap forward. Today’s CRM platforms are broadly flat, meaning they describe what is and what is likely to be, but not what can be. In that way, today’s CRM platforms are Descriptive rather than Prescriptive.

Transitioning to Prescriptive Sales technology opens up new worlds of business opportunities. Suddenly executives are not handcuffed to best, middle, and worst case projections for annual revenue; instead they can paint a path toward concrete results and understand what it will take to achieve them.

That shift in thinking will have impacts on management and business strategy beyond what we can speculate about here. Of course, the best executives have always looked at what can be and worked toward that end, but now they have incredibly powerful tools at their disposal to get there.

“The impact of A.I. on sales today is significant enough to qualify as a top-tier competitive advantage,” asserts Shmilovici. “Every CRM company is actively working to release their own Prescriptive Sales platform for that reason. This is the wave of the future.” By combining Prescriptive Sales technology with a talented sales force, companies will be able to achieve growth at a much quicker pace. This technology could potentially become the future of sales and marketing.

AI Photo via Shutterstock

5 Thought-Provoking Statistics about Digital | Digital Marketing Blog

Source: 5 Thought-Provoking Statistics about Digital | Digital Marketing Blog

Digital is everywhere, and therefore we no longer need barriers between the physical and digital worlds. What matters is no longer the website, the mobile application, or the web content; rather, it’s the experience offered by the brand, and the role of digital in this global, multichannel experience.

To illustrate this, I wanted to share five statistics that show how digital is everywhere, transforming everything and of concern to everyone.

1. The broadcast of Super Bowl strongly boosted sales of derivatives.

The Super Bowl is the most popular sports event in the United States (with about 110 million viewers for the 2017 game) and traditionally brings family and friends together.

What is less well-known is that its influence is also digital. NFL fans prep for the game by buying their team’s gear. According to Adobe Digital Insights, units of NFL products sold online increased 19 percent before the Super Bowl and 104 percent after the game.

2. When it comes to video, smartphone replaces tablet.

According to the Adobe Digital Index “Q3 Digital Video Benchmark Report,” tablet share of video starts declined 7 percent between 2015 and 2016, while that same share increased by 33 percent on smartphones.

The smartphone is now the device of choice for watching video, its rise aided by the adoption of larger-screen smartphones. A device not originally intended for video has radically transformed its use. Even Steve Jobs did not foresee the potential; he once said while showing an iPod, “nobody will ever watch video on it!”

3. It is only the beginning for the digital transformation of companies.

Although 26 percent of companies say they are “completely ready” to execute digital strategies, only 10 percent describe themselves as fully digital, and 47 percent haven’t started to embark on digital transformation.

While 87 percent of companies say that digital transformation is a competitive opportunity, only 5 percent say they have mastered digital to a point of differentiation from their competitors.

Proof that there is still lots to be done in this area . . . and many opportunities for those who will find the right positioning!

4. Putting an end to silos is a priority

According to a Forrester report, 43 percent of organizations with a mature digital strategy see internal departments competing to own digital as the most significant barrier to digital transformation. At the same time, 32 percent of companies say that recruiting employees with the appropriate digital skills is their biggest challenge in terms of digital transformation.

We also note that by the end of 2017, two-thirds of the CEOs of the top 2,000 global companies will have put the digital transformation strategy at the center of their corporate strategy. However, this also means that one-third will not!

5. User-generated content is key

User-generated videos on YouTube get 10 times more views than the content created and uploaded by a brand. The power of user-created content is also undeniable in terms of conversions: it generates 29 percent higher web conversions than campaigns or websites without it.

What about you, what is your point of view regarding the universal and inevitable aspect of digital transformation? Do not hesitate to give your opinion within the comments!

15 talents pour renforcer Havas Media Group

En ce début d’année, Havas Media Group continue de profiter de l’arrivée de nombreux talents.

Hugues Rey (CEO Havas Media Group): «  L’éco-système dans le secteur de la communication est en mutation permanente. Notre volonté est de nous adapter pour offrir à nos clients les meilleurs talents et les modèles de collaboration les plus adaptés. Hormis les recrutements externes, 3 axes sont la clef de ce développement : éduquer l’ensemble de l’agence (exemple : 100% programmatic – le programme d’éducation unique, ouvert aux 20.000 Havassiens), promouvoir et  former de nouveaux managers, scouter de nouveaux talents dans les meilleurs écoles (actuellement nous avons 9 stagiaires provenant de différentes écoles Belges et étrangères).

Screenshot 2017-02-23 15.57.57.png

Concrètement, une série de restructurations ont permis à l’agence de stabiliser son personnel au travers d’une part, la promotion de certains talents, et d’autre part, une mobilité interne toujours plus poussée permettant à ses plus jeunes éléments de continuer leur évolution au sein de l’agence.

Depuis le 1er décembre dernier, Havas Media Group profite donc des 15 arrivées suivantes pour continuer sa croissance au travers, entre autres, de la création de nouvelles activités :

Patrick Goubet (Havas Media France) renforce le Front-Office de Havas Media en tant qu’Account director.

Adeline Genard (ex-Atypic), Anouck Snickers, William Delestable (ex-VivaKi eXchange, ex- Publicis) et Jonathan Lannoy (ex-Rossel Advertising) ont rejoint le Publishing en tant que Publishing account executives et Publishing account manager.

Anaïs Michel, Camille Botoko (ex-IPG Mediabrands), Magali Merveille (ex-MEC) et Guylaine Ngambou (ex-Dentsu Aegis) sont venues renforcer le département Broadcast respectivement en tant que Broadcast account executive, Broadcast account manager et Broadcast senior account managers.

Cedric Denayer (ex-LolaLiza) a rejoint l’équipe performance en tant que Search executive senior (Ecselis). Mathilde Duquenne renforce également la performance en tant que Search analyst (Ecselis).

Julien Dumont (ex-Roularta Media Group) est venu compléter l’expertise Insights en sa qualité de Senior data analyst (CSA).

Sara Gabriels complète l’équipe Social media en tant que Community manager & social media trader (Socialyse).

Alix Cartuyvels a elle rejoint le département programmatique en tant que Programmatic trader (Affiperf).

Finalement, Geneviève Biernaux (ex-Atenor SA) vient quant à elle soutenir la direction en tant qu’Executive assistant.

Ces profils viennent augmenter les rangs des experts et positionnent plus que jamais Havas Media Group comme une  agence dans laquelle la différence digital et off-line est depuis longtemps obsolète.


About 100% Programmatic


About Havas Group 

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 (, present in 75 countries, the Arnold micro-network (, 10 agencies in 9 countries, as well as several leading agencies including BETC and the Fullsix Group.


Havas Media Group ( is made up of three media brands, Havas Media (, Arena Media ( and Fullsix Media all of which work alongside Havas Sports & Entertainment (, the industry’s largest global brand engagement network. Further information about Havas Group is available on the company’s website:


China Is Developing its Own Digital Currency – Bloomberg

A digital currency will allow the central bank to track transactions.

Source: China Is Developing its Own Digital Currency – Bloomberg

China’s central bank is going digital.

After assembling a research team in 2014, the People’s Bank of China has done trial runs of its prototype cryptocurrency. That’s taking it a step closer to becoming one of the first major central banks to issue digital money that can be used for anything from buying noodles to purchasing a car.

For users transacting over their smartphones or laptops, a PBOC-backed cryptocurrency probably wouldn’t seem much different to existing payment methods such as Alipay or WeChat. But for sellers, they would get digital payments directly from the buyer, lowering transaction costs as the middleman is cut out of the process.

At the same time as it builds up its own capabilities, the PBOC is increasing scrutiny of bitcoin and other private digital tenders. It doesn’t want a bitcoin bubble to blow up. And since currencies have historically been issued by the state, not private players, it doesn’t want to cede the cryptocurrency space to companies it has no control over.

Chinese people have embraced online payments for just about everything. To buy a can of Coke, thirsty commuters scan QR codes on their smartphones rather than feed coins into a vending machine. At Lunar New Year gatherings, money is exchanged via a few presses on a smartphone instead of crisp notes handed over in red envelopes.

All of that poses a challenge to the PBOC’s status as the central bank of both the digital and physical realms. So if you can’t beat them, join them.

“Getting to know more precisely how much banks lend, where the money goes and the pace of credit creation is key to curbing money laundering and making monetary policy more effective,” said Duan Xinxing, vice president of Beijing-based OKCoin Co., one of the country’s biggest bitcoin exchanges. Issuing digital currency will make it easier for the PBOC to monitor risk in the financial system and track transactions economy-wide, he said.

OKCoin is among cryptocurrency exchanges that has recently taken steps to halt bitcoin withdrawals amid efforts to clamp down on capital outflows.

In January 2016, the PBOC said it will have its own cryptocurrency “soon,” but there has still been no formal start date announced. In the meantime, there’s been strong advocacy from senior officials, including Fan Yifei, one of the PBOC’s deputy governors.

PBOC makes the case for taking the lead on digital currencies

It’s not just China that’s heading away from cash. Late last year, India’s Prime Minister Narendra Modi scrapped 86 percent of notes in tender in a bid to target corruption and push the use of digital payments. Bank of Canada, Deutsche Bundesbank and the Monetary Authority of Singapore are examining digital currencies.

Printing money and combating counterfeiters is expensive for a country of1.4 billion people [≈ population of China, nation], especially the costs of managing circulation and transactions. Adding digital currency to cash in circulation can improve the speed, convenience and transparency of transactions.

“Cutting costs is an obvious benefit, but the impact of shifting to blockchain-based digital money from the current payment structure goes beyond that,” said Larry Cao, director of content at the CFA Institute in Hong Kong. “There’s a potential you can pay anybody in the system, any bank, and any merchant directly. Blockchain will change the whole infrastructure. This is revolutionary.”

Blockchain is basically a digital ledger that contains the payment history of each circulation of the unit. If the PBOC’s version is widely adopted, that would challenge existing intermediaries such as banks and payment services like Alibaba affiliate Alipay and Tencent’s WeChat — two leading online payment networks.

“I won’t say banks and payment companies will disappear, but their role would definitely change,” said William Gee, a risk assurance practice partner at PwC China in Beijing. “They need to find their new role in the new payment ecosystem, and we will probably see some innovative business model in this sector.”

Real-time data

For the PBOC, using blockchain, the technology that underpins the digital currency bitcoin, will allow it to trace transactions and collect “real-time, complete and authentic” data to compile precise monetary indicators such as money supply growth, OKCoin’s Duan said.

“The transparency of economic activities in every corner in the country will significantly improve,” Duan said. “The central bank will have unprecedented knowledge of how the economy runs.”

So instead of relying on monthly surveys of businesses, or collations of spending from the statistics authority, the PBOC and therefore the government would have real-time readings on the pulse of consumers. Policies could then be fine tuned on a day-to-day, even hour-to-hour basis, giving an unprecedented level of precision to monetary management.

A PBOC research paper last year outlined how digital money could work:

  • The PBOC creates cryptocurrency and transfers it to commercial banks when more liquidity is needed
  • Consumers would top up digital currency from modified automated teller machines or from bank tellers and store it in a crypto wallet on their mobile phone or other device
  • For purchases, consumers wire from their person wallet to the merchant’s account
  • The merchant deposits the cryptocurrency into their commercial bank account

The cryptocurrency would be part of the overall money supply, replacing part of the outstanding paper tender, a separate paper published in the central bank’s magazine said in September.

“Talking about the impact of digital money now is like trying to predict how the Internet would transform lives in the 1980s,” OKCoin’s Duan said. “We know it’s going to be huge. It has the potential to change the entire economic infrastructure. We’re just not sure about when and how.”

— With assistance by Yinan Zhao

Chatbots, the Next Frontier in Consumer Engagement | Raja Rajamannar | Pulse | LinkedIn

“Press one to continue this call in English” is probably what comes to mind for most when we think about computer-generated help, and like most, we

Source: Chatbots, the Next Frontier in Consumer Engagement | Raja Rajamannar | Pulse | LinkedIn

“Press one to continue this call in English” is probably what comes to mind for most when we think about computer-generated help, and like most, we desperately punch zero or say “operator” to get to that actual customer service representative as soon as we possibly can. Up until the advent of Alexa and Watson, using technology to aid in customer service has left more consumers feeling less than satisfied to say the least.

Today the promise of machine-learning technologies like artificial intelligence and chatbots are being likened to modern day “fortune telling,” and doing wonders in humanizing our computer interactions. A chatbot can sell things, offer up info, or just entertain. There are chatbots that update on the weather, inform political junkies on the latest news, recommend restaurants for foodies. A chatbot can live on a website or on a platform like Facebook Messenger. There are 30,000 chatbots on Facebook messenger alone! And the most popular messaging apps already have over 4 billion monthly active users!

Chatbots have the potential to literally change the conversation for brands. The opportunity for marketers to play a role in this space is tremendous. We’re always striving to be present at that critical moment of truth and this technology enables us to be exactly right there. But we must be thoughtful in our approach. Today’s connected-consumer is paying attention more intently than ever. They do not want to be sold to. Their interaction with chatbots must feel organic, conversational, and personal, or you will lose them at hello.

Last year in an effort to make commerce more conversational, Mastercard launched bots that both merchants and issuers can leverage to build their own digital payments solutions. Our global marketing team also built a chatbot and put it into Beta testing with consumers, and we got some very interesting learnings. We built ours to live on Facebook Messenger and launched it for a closed group of our prime target: moms. We watched how they interacted; they rated the bot; we iterated; they rated us again. We’re still fine-tuning our bot before we launch it wide, but already we got some very good learnings.

Make it personal:

The more relevant the conversation is, the better. No one needs a generic conversation with a robot. Consumers loved it when our chatbot gave them relevant, new ideas. Embedding an API from brands like foursquare can help you make a bot hyper local.

Make it snappy:

Shorter is sweeter. People are busy—often using multiple devices simultaneously. A long-winded robot is not anybody’s friend.

Make it delightful:

A chatbot needs personality. One of the most downloaded chatbots is a bot that reports the daily weather called Poncho. Poncho has a big, memorable personality that is clearly defined: It’s a cat that lives in Brooklyn, and tells jokes along with the weather. Your bot needs to delight.

Make it human:

A bot should speak like a human—our bot copy was written by a team of living, breathing writers. But don’t bother hiding the fact that your bot is a bot. Consumers are intrigued by talking to a robot anyway.

Chaque euro investi dans la publicité ajouté sept euros au produit national brut de l’Union Européenne.

L’argent publicitaire. Chaque euro investi dans la publicité ajouté sept euros au produit national brut de l’Union Européenne


Chaque euro investi dans la publicité ajouté sept euros au produit national brut de l’Union Européenne. C’est une des conclusions tirées de l’étude The Value of Advertising, réalisée par Deloitte. Le monde européen des annonceurs et de la publicité engage ainsi le combat contre les limitations toujours plus contraignantes de la publicité, justement parce que c’est un facteur économique de taille, qui contribue grandement à la société et l’économie.

The Value of Advertising est le premier rapport couvrant l’UE* qui, étayé de chiffres, dresse la carte de la contribution économique et sociétale de la publicité. Selon les initiateurs (la fédération d’annonceurs WFA en collaboration avec une coalition d’agences, d’exploitants et de groupements d’intérêts européens), l’étude démontre l’importance économique du secteur.

La publicité stimule la croissance économique au sein de l’UE, contribue de façon positive à l’emploi, stimule l’innovation et offre des avantages aux consommateurs. A ce sujet, le rapport Deloitte parle de près de 6 millions d’emplois dans l’UE (2,6 % de l’emploi total dans l’UE) et d’une part de 4,6 % (643 milliards d’euros en 2014) du BIP de l’Union. Rien qu’en Belgique*, il s’agit d’environ 87.000 emplois et une contribution à l’économie de 13 milliards d’euros (dont 2,2 milliards en investissements publicitaires).

Grafiek Deloitte voor UBA

Grâce à la publicité, les consommateurs peuvent jouir à prix réduit, voire gratuitement, d’information, de divertissement et de moyens de communication dans le paysage global de la TV, la radio et l’on-line. Les grands événements sportifs aussi sont rendus viables grâce à la publicité.

Voilà pourquoi les initiateurs appellent la politique à faire preuve de réserve lorsqu’on appelle à des restrictions légales telles que des interdictions publicitaires, qui souvent restreignent inutilement la liberté de communication commerciale.

*Précédemment, l’UBA avait déjà chargé Deloitte de dresser la carte de la contribution à l’économie belge. Une des conclusions était que chaque euro investi en publicité rapporte 5 euros à la Belgique. Découvrez ici l’ensemble des résultats pour la Belgique.

Source : Marketing Online, UBA

Découvrez ici l’interview avec Chris Van Roey de l’UBA

BNP Paribas inaugure sa banque privée du futur – Le Temps

La banque française ne veut pas rater la vague numérique. Elle a intégré les derniers outils technologiques à ses services dans la gestion de fortune, en impliquant ses clients dans leur fabrication

Source: BNP Paribas inaugure sa banque privée du futur – Le Temps


Ils étaient une centaine et, paraît-il, ils y ont trouvé un «intérêt énorme». Ces dix-huit derniers mois, BNP Paribas a repensé son offre de gestion de fortune en intégrant les derniers outils technologiques et, surtout, en demandant directement aux clients de s’impliquer dans la fabrication de nouveaux produits.

«Beaucoup de nos clients sont des entrepreneurs, ils étaient satisfaits de savoir que leur banque aussi a un esprit entrepreneurial», a expliqué Vincent Lecomte, codirecteur général de BNP Paribas Wealth Management, la division de gestion de fortune de la banque française, lors d’une conférence de presse mardi au Luxembourg. Leurs préoccupations: «Interagir virtuellement, gagner du temps, être plus enthousiasmés par les services, être davantage impliqués.»

Des chemins inattendus

«Les clients nous ont emmenés sur des chemins où nous n’aurions jamais pensé mettre les pieds», a complété Salvador Vidal, responsable marketing. Le résultat? Dix nouveaux produits, dont la plupart sont déjà utilisés dans certains pays où le groupe est actif, comme la Suisse. Dans le courant de l’année, certaines de ses applications devraient être intégrées sur une seule plateforme.

Les smartphones et les tablettes équipent une grande partie des clients. Il fallait donc intégrer ces outils dans les services bancaires. Exemple: un service, myChat&Trade, permet de chatter directement avec son gérant de fortune, échanger des documents et passer des ordres, de façon sécurisée. myBioPass intègre la reconnaissance faciale (par selfie), vocale et l’emprunte digitale, pour remplacer les mots de passe.

Coffre-fort numérique

Au-delà de l’utilisation de la technologie dans les services habituels, les clients ont incité BNP Paribas à créer un «coffre-fort numérique» (mySafePlace), où ils peuvent déposer de façon sécurisée des documents électroniques personnels, auxquels la banque elle-même n’a pas accès. Ils l’ont aussi poussé à créer un réseau social (The Leaders’ Connection) pour les plus fortunés, de façon à trouver des partenaires d’investissement, par exemple. Tout au long du processus, les clients sont venus tester les produits et mettre les banquiers au défi de faire encore mieux, raconte Mariam Rassal, responsable de l’expérience client.

«Pizza team»

200 collaborateurs de la banque ont aussi travaillé aux différents projets, consacrant 60% de leur temps dans ces «Factory», une au Luxembourg, une à Genève et une en Asie. Rassemblés en «équipes pizza», ils ont été intégrés de façon à trouver un mélange approprié de compétences, en travaillant aussi dans certains cas, avec des start-up. «Nous voulons élargir ce mode de travail, inspiré des start-up, à d’autres segments de la banque», a ajouté Vincent Lecomte, à la tête d’une division de gestion de fortune qui compte 341 milliards d’euros sous gestion et 6600 collaborateurs dans une trentaine de pays.

Invités à visiter la «Factory» du Luxembourg, les journalistes ont pu constater par eux-mêmes: post-its collés au mur, sorte de faux gazons par endroits, espaces collaboratifs, le lieu est modeste en taille mais il correspond au stéréotype de l’usine à start-up. Pour tout cela, BNP Paribas a consenti un «investissement très significatif», mais n’a pas voulu en dire davantage.

Il n’y a pas d’âge

Si les produits vont être offerts à une palette plus large que les clients testeurs ces prochains mois, BNP Paribas tient déjà une conclusion. Avec la technologie, l’âge compte assez peu. «J’ai discuté avec des clients de 27 à 72 ans, ce n’est pas une question de génération», raconte un employé présent lors des démonstrations. De quoi appuyer la certitude de Vincent Lecomte: «Les clients vont demander toujours plus de services de ce genre.»

Ce n’est donc pas la crainte de se faire dépasser par la vague des start-up fintech qui a forcé BNP Paribas à innover. «Nous avons été pionniers dans l’utilisation de la technologie. Nous avons d’ailleurs été la première banque à nommer un chief innovation officer il y a cinq ans», assure Vincent Lecomte.

What Agencies Need To Know About Bots And AI

Here’s what digital agencies need to keep in mind as they begin working with new bot platforms and strategies with their clients.

Source: What Agencies Need To Know About Bots And AI

#AssurTech : Découvrez 9 startups qui vont faire bouger l’assurance en 2017 – Maddyness

les AssurTech offrent une foultitude de services qui peuvent aider les clients mais aussi les assureurs eux-mêmes. Découvrez 9 jeunes pousses françaises bien parties pour faire bouger les lignes du secteur

Source: #AssurTech : Découvrez 9 startups qui vont faire bouger l’assurance en 2017 – Maddyness

Après la finance, c’est  au monde de l’assurance d’être de plus en plus bousculé par les startups. Loin de n’être que des rivales, qui entrent en concurrence frontale avec les grands noms traditionnels, les AssurTech offrent une foultitude de services qui peuvent bien sûr aider les clients mais aussi les assureurs eux-mêmes. Découvrez 9 jeunes pousses françaises bien parties pour faire bouger les lignes du secteur.


L’assurance santé repensée

Créé en 2016 par Charles Gorintin et Jean-Charles Samuelian, Alan est la première société indépendante à avoir obtenu son agrément d’assureur par la Banque de France ACPR. La jeune pousse veut offrir à ses clients une expérience optimale de l’assurance santé grâce aux outils numériques. Elle permet notamment à chacun de bénéficier d’une couverture santé optimale pour 55 euros par mois et par utilisateur, mais elle fait également oublier les contraintes habituelles des assurances grâce à une inscription en moins de 5 minutes, et ce en ne remplissant aucun papier. Pour se développer, la jeune pousse a bouclé en fin d’année un impressionnant tour de seed de 12 millions d’euros.


La plateforme d’accompagnement continu pour assurance, mutuelle et prévoyance


Guillaume André et Serge Chvetzoff ont créé Sozen, une plateforme qui vise à accompagner les bénéficiaires et leurs ayants-droit en réunissant, sur un même espace, tous les acteurs qui interviennent en cas de sinistre ou d’accident de vie. La jeune pousse veut simplifier la mise en relation entre l’assuré, son assureur, ses proches et les prestataires dans un contexte sécurisé.


Sécuriser, estimer et gérer ses objets préférés, très facilement


Cbien permet de créer un inventaire en ligne de tous ses biens.  Que ce soit via la plateforme ou l’app, l’utilisateur peut facilement prendre en photo ou scanner le code-barre d’un nouveau bien, pour que celui-ci s’ajoute à l’inventaire. Très pratique en cas de sinistre, Cbien permet également de regrouper tous ses documents dans ce coffre-fort numérique. Le compte premium est gratuit pour les clients de ses assureurs partenaires.

Le jeune conducteur

L’assurance auto pour les jeunes

Four beautiful young cheerful women looking happy and playful while sitting in car accompagne  les nouveaux conducteurs à trouver leurs premières polices d’assurance et à faire le bon choix. Afin de trouver la meilleure assurance auto, le comparateur propose également d’accompagner les jeunes dès l’achat de leur automobile avec  un classement des voitures les plus assurées par les jeunes conducteurs mais aussi grâce à un simulateur qui permet de découvrir le prix de son assurance en fonction du modèle choisi.


Améliorer sa conduite et en être récompensé


La solution Oocar, créée par Philippe Chassany est un petit dongle qui se branche directement sur la prise diagnostic des véhicules. L’application qui l’accompagne analyse quantité de données pour aider le conducteur à améliorer sa conduite. Alors que l’assurance à l’usage (Usage-Based Insurance) se démocratise, Oocar accompagne les compagnies d’assurance dans la mise en place de leurs offres UBI, les meilleurs conducteurs pouvant par exemple être récompensés par des cotisations plus faibles.


Un chatbot pour rendre l’assurance plus simple et plus pratique

Spixii donne un  nouvel élan à la relation client/assureur. Ce chatbot est capable de dialoguer avec les internautes de tous les sujets liés à l’assurance : de la souscription du contrat à la prise en charge de sinistres. Cet agent d’assurance en ligne compile les données qu’il a en sa possession, âge, position géographique etc. et pose des questions au futur assuré pour adapter le plus finement ses propositions d’offres


L’assurance auto collaborative


Wecover développe la première offre d’assurance automobile reposant sur un modèle collaboratif. Entièrement numérique elle sera lancée officiellement d’ici quelques semaines pour permettre aux bons conducteurs de se rassembler en fonction de leur mode de vie (jeunes parents, habitués du covoiturage, etc.) afin de profiter d’un système d’intéressement basé sur leur communauté. À la clé : une baisse évidente du coût d’assurance. La jeune pousse vient de boucler une première levée de fonds de 500 000 euros  auprès de plusieurs business angel spécialisés de la fintech et du monde de l’assurance.


L’application qui optimise votre choix d’assurance


Lancé par Jehan de Castet, ex-dirigeant fondateur du comparateur d’assurance, Fluo apporte un avis “éclairé et impartial” pour choisir son assurance en toute confiance. L’application Fluo analyse les différents contrats d’assurance auto, habitation, santé de l’utilisateur et lui propose des solutions adaptées à ses besoins. Elle analyse également les assurances de ses cartes bancaires afin qu’il puisse optimiser ses contrats et ainsi éviter les doublons.


L’assurance pour les conducteurs de véhicules électriques

Inspeer s’est lancé sur le rachat collaboratif de franchises avant de développer sa propre assurance tout risque à destination des conducteurs de véhicules électriques : responsabilité civile, dommage collision, dommages tous accidents, bris de glace, vol, incendie et explosion et protection juridique. De plus, avec  l’assurance collaborative, Inspeer propulse un nouveau moyen de s’assurer. Le principe est simple : une partie de la cotisation va à l’assureur pour les gros sinistres tandis qu’une autre partie va dans un fonds collaboratif dédié aux assurés véhicules électriques (VE) Inspeer. A la fin de l’année s’il reste de l’argent sur le fonds, il est restitué à chacun des assurés sous forme de cashback.