Surrounded by memories of the Space Age’s golden years, a retired astronaut has lost his zeal for life. But when his son shows up and hands over the keys to the new 205-mph Audi R8 V10 plus, a rocket ride under the stars stirs newfound life within the Commander. It’s a universal reminder that amazing things happen when we choose exploration, technology and the moon. http://audi.us/R8
CSA, Consumer Science & Analytics, Institut de référence des études Marketing et d’Opinion en France depuis 40 ans, se déploie en Belgique via Havas Media Group Belgium.
Pour Hugues Rey C.E.O. Havas Media Group Belgium : « En développant les activités de CSA, Havas Media Group Belgium élargit son offre et développe des solutions exclusives de mesure de l’expérience consommateur en temps réel. Cette approche unique combine Institut de Recherches et Data Consulting »
L’offre CSA Belgique propose un modèle unique d’accompagnement, au croisement des études et de la data :
– un institut d’études supporté par le déploiement d’un panel propriétaire offrant plus d’agilité et d’opportunités de nourrir les équipes de « business intelligence »
– une approche data science nourrie par les données émanant du Owned (1st party) et du Paid (2nd & 3rd party). Cette approche data consulting va de l’audit à la mise en place de plateformes de data management, en passant par le déploiement d’outils CRM propres comme Quickslvr (système propriétaire qui identifie chaque consommateur sur chaque devices et touchpoints et qui permet la personnalisation de l’expérience en temps réel)
Yves Wemers, Strategy and Development Director, encadrera l’intégration du projet avec les différentes entités d’Havas: « ce projet est stratégique pour le groupe et à haute valeur ajoutée pour nos clients car il augmente la connaissance du consommateur et de son trajet via l’interconnexion des données d’études et des données digitales afin d’être plus consistant en terme de communication : établissement de profils, propension à l’achat,… Notre volonté est de privilégier les audiences de qualité grâce à ces croisements par exemple de scoring. Pour permettre un déploiement rapide ».
CSA Belgique, en mode start up avec 7 talents :
La partie recherche est confiée à Bernard Scheray qui coiffe la fonction de Marketing & Communication Insights Manager. Bernard a passé plus de 20 ans dans le monde des médias et de la communication, tant du côté des annonceurs (ABInbev comme Media Manager) que du côté des agences (Mindshare comme Research & Marketing Director). Depuis 2014, Bernard gérait le département Audience Measurement & Insights de GfK. De son côté, Vanessa Sanctorum est nommée Marketing & Communication Insights Account. Elle a travaillé pendant près de 10 ans chez Sanoma au département Marketing et Research ou elle a mené différentes études stratégique pour la régie avant de rejoindre TNS où elle était Consultante pour le développement des outils et études médias jusque fin 2014.
L’approche Data Science est leadée par John Greca (Proximus, DigitasLBI, Mobistar, WPP) qui bénéficie d’une forte expérience en analytics et en consultance. Il est épaulé par Jessica Michotte responsable des intégrations de données et de la visualisation ainsi que Sophie Alderweireldt, Customer Experience & Insights, en charge de la compréhension des comportements consommateurs au sein du Consumer Journey. Enfin, Nicolas Burny, ingénieur civile en informatique, spécialiste du ‘Machine Learning’ apportera sa vision du computer science tout en poursuivant sa thèse sur l’application de l’automated-marketing au monde de la communication.
Pour Virginie Wong, Directrice du développement de CSA Worldwide « Notre ambition est de répondre aux besoins de nos clients sur des problématiques globales comme locales à travers un réseau d’experts Research et Data à l’international, ce lancement en Belgique marque la première étape du déploiement de CSA Worldwide.»
Contact Presse :
Hugues Rey C.E.O. Havas Media Group Belgium
Tel: +32 2 349 15 60 – Mobile Tel: +32 496 26 06 88
Rue du Trône 60/bte 5 – 1050 Bruxelles
CSA Consumer Science & Analytics fait partie du groupe Havas depuis octobre 2015. CSA, Consumer Science & Analytics c’est CSA Research, institut de référence des études marketing et d’opinion en France depuis 40 ans et CSA Data Consulting dédié à l’analyse et l’activation de la data au bénéfice des stratégies media-marketing. CSA apporte aux entreprises et institutions une compréhension fine des comportements des consommateurs en temps réel.
About Havas Media Group
Havas Media is the main media brand of Havas Media Group and operates in 126 countries. Havas Media Group Belgium has more than 80 employees.
Our mission is to unite brands and people through meaningful connections and drive business success. We service clients through a portfolio of specialist teams that span media, strategy, international management, digital, mobile, social media, experiential, entertainment and sport. Our simplified and integrated structure has allowed us to build one of the most integrated, agile and responsive global teams in the industry.
Further information can be found at http://www.havasmedia.com
L’enseigne ouvre un magasin sans stock où s’exposent les articles de son offre Internet. Le chaland commande sur place avec un mobile et ressort les mains vides, récupérant ses articles plus tard. Les prix y sont moins chers de 10%.
Decathlon invente le magasin comme show-room de son site Internet. L’enseigne d’articles de sports teste à Englos, près de Lille, berceau de l’enseigne il y a 40 ans, une surface de vente de 1.200 mètres carrés, où s’expose toute son offre Internet qu’on peut toucher, acheter mais pas emporter.
À mille lieues du mur d’images comme il en existe sur des panneaux déroulants dans certains lieux de passage où le consommateur commande et scanne ses articles sur écran, ce concept peut s’avérer déroutant. Le client ressort du magasin les mains vides même s’il a commandé en ligne les articles qui s’offrent à lui.
Dans ce magasin d’un nouveau genre, le chaland devra impérativement cheminer dans les rayons, un smartphone à la main. Les achats se font en scannant avec son mobile les articles via une application dédiée (dénommée Decathlon scan), préalablement téléchargée. Le client dépourvu de téléphone mobile s’en voit prêter un à son entrée dans le magasin.
Une fois commandé et payé depuis le mobile ou en caisse, l’article pourra ensuite être livré à domicile en 48 heures, ou dans le magasin d’Englos dès le lendemain. Pour convaincre le client de se déplacer dans son “anti-magasin” (sans stock et où on peut juste commander), les produits sont 10% moins chers que dans un point de vente classique, conséquence de l’absence de stock, affirme-t-on chez Decathlon.
L’enseigne de sport est coutumière des innovations tirant partie des technologies numériques. Après avoir généralisé en 2014 le “click and collect” (commande sur Internet, livraison en magasin), Decathlon a apposé sur tous ses articles des micro-étiquettes électroniques, qui permettent aussi de localiser à distance chaque produit dans le magasin. Lors du passage à la caisse, leur présence évite le scan individuel de chaque article.
A new whitepaper proposes the Customer Mix as a replacement for the 7 P’s marketing mix Global eCommerce and Multichannel consultancy, Practicology have re. Marketing topic(s):Marketing models, Online marketing mix. Advice by Simon Swan.
Source: The new Customer Marketing Mix
Global eCommerce and Multichannel consultancy, Practicology have released a new paper for 2016 putting forward their case that the classic 7 P’s marketing mix needs a fundamental overhaul and in its place, the Customer Mix, or the 6 W’s, should be welcomed which is a more fit for a modern marketing, customer-centric framework. You can download the paper here (no registration required). Let us know your views. Do you think the time is ripe for change, or does the 7Ps still have it’s place.
The traditional marketing mix framework was created in the 1960’s, a bygone era when organisations held the power based on the size of the marketing spend and how they controlled the limited range of media channels used to market their products and service. TV was seen as the channel of choice for marketing spend and became the leading advertising medium delivering $3.5bn worth of ads in 1969.
For brands such as Coca-Cola, Kraft and Proctor & Gamble they were in the dominant position.
These global brands controlled the mediums they chose to advertise their products purely by the amount they were willing to spend and, in turn, eliminated much of the competition or new entrants. It was a bad deal for the consumer, there was little variety or alternative products catering for niche need or price-points.
The marketing mix was the classic framework for such organisations. It was a framework based around the organisation itself, rather than the audience.
Are the 7P’s still fit for purpose?
Simply put, No. And the giveaway is the People element. As Practicology state, “Within the classic marketing mix framework, people refers to how the organisation plans to use its people within the framework”.
To succeed in a digital future, the People element needs to fundamentally be re-positioned as the guardian of thevoice of the customer. The digital landscape has fragmented the traditional channels to drive reach and awareness of your brand, removing the barriers.
It has been the catalyst in causing disruption within many industry sectors where organisations have not shifted their mindset or adapted to a customer first approach.
It’s alarming to still witness a number of organisations that have embraced digital tactics but executing them still using the marketing mix framework, a similar approach as to broadcasting their messages to anyone and everyone, trying to appeal to the masses.
Customer’s are experiencing an information overload fuelled by brands eager for their attention by offering up non-personalised offerings in search for that short term return on investment, rather than thinking about nurturing their customer existing relationships.
But the digital economy has flipped the agenda – organisations are no longer calling the shots, it’s the customer.
The Age of the Customer
A recent post by Forrester heralded the arrival of “the age of the customer” where the research company found that customers are now more mobile, consume more reviews and buy online more than ever before. To keep up, brands will need to adapt their way of thinking and working internally to ensure their brand is remaining relevant, trustworthy and authoritative to customers where brand loyalty is in decline. It needs a shift in focus for organisations away from the traditional marketing mix and to the customer mix as defined by Practicology.
It’s time for organisations to stop obsessing over acquisition and shift their focus to retention. Econsultancy, reported that ‘attracting a new customer can cost up to five times as much as keeping an existing one’. The retention of the customer lifecycle is the most profitable one where the greatest level of relationship value is experienced so take time and ensure you have a defined strategy in place that listens and builds communication with your existing customer base.
But to embrace retention, it needs a fundamental shift in an orgnisations set-up. This is where I see the “What’s next” part of the Customer mix playing an important role:
What’s Next – should be considered an objective that drives the retention agenda for organisations and brands, where a team is created with a remit to investigate new opportunities and ways to engage with customers and where they may be migrating (to new channels or new competitors and why).
The majority of organisations do not do enough of what’s next – and if we’re really moving to the age of the customer, we need to be.
What’s next is about having a vision and digital mindset to predict future shifts and changes to be aware of to continue to retain and enhance your customer relationship. It’s also about data mining your existing customers and understanding their lifetime value e.g. do they make a purchase with you just because you ran a seasonal voucher campaign at Christmas and then churned?
I’m always amazed when my bank and mobile network offer fantastic introductory promotions to new customers but not to someone who has shown loyalty for a number of years! Surely it’s easier to invest in your existing customers?
It’s a fundamental shift for many organisations as it requires a retention mindset rather than acquisition.
The challenge in embracing a retention mindset for organisations is how to measure and monitor such a strategy? Retention is not about delivering an instantaneous return on investment for the organisation as acquisition does, but is it truly delivering long term value for the organisation and growing customer loyalty?
What’s Next – is a team out in the field, that is competent in delivering a multi-functional role across the digital mix using a T-shaped marketing approach. Objectives would be based around getting to know their audiences and competitor audiences through ethnographic studies – what they do, how they make decisions.
Tactics to embrace would be around customer and user experience, and conducting surveys, quantitative and qualitative analysis and feeding actionable insights back into the organisation on the latest shifts in technology and how this could be interpreted for the strategic element and future steering
For example, is there a USP that could be created, how could launching on this new platform, engaging with this new audience enhance the brands value or help to retain a specific group of customers?
There are some great examples of brands who have already embraced this mindset by adopting an approach known as Youtility, a phrase coined by author Jay Baer who suggests that brands needs to be asking the question:“Am I being useful to my audience?” For example Hotel company, Hilton launched a twitter handle called@HiltonSuggests which helps to provide anyone looking for advice, recommendations or help when visiting a city or town in the USA.
What Hilton have realised is due to their multiple locations across the US, they can help twitter users (whether a Hilton customer or not) with advice and help by jumping into twitter conversations. Their logic is that some day that individual may be seeking a hotel room and will remember how @HiltonSuggests were so helpful.
Another great example of understanding their audience through a “What’s Next” approach is from online music platform, CDBaby. The company was created to provide a solution to the thousands of independent musicians who were at the mercy of the large music distribution labels if they wanted to get their music in large chain record stores.
By providing a platform for independent musicians, CDBaby took to Social Media to provide an industry leading example of how to create and build an engaging platform that provides musicians useful “how to” tips on building their network, and promoting their music.
A classic example of not using social media as yet another sales channel but used as a channel to support their followers with the aim of retention and understanding their audience.
I applaud the 6 W’s approach especially if it means it prompts organisations with a framework to shift their focus on retention rather than acquisition. To survive in the connection economy doesn’t just mean connecting with the right devices, it means connecting with your audiences, learning from them and providing them with a truly remarkable experience.
Amazon increased the amount it spent on lobbying by more than 10x last year, but it’s still far behind Google.
Last week, it came out that Amazon had increased the amount it spends on government lobbying by almost 10x from last year, to $9.07 million.
That puts Amazon in the number-three position in terms of lobbying by tech companies. As this chart from Statista shows, Google is by far and away the leader, and Facebook edged out Amazon for the number two spot.
Keep in mind that while these may seem like big numbers, they’re a tiny part of these companies’ overall expenditures — in the third quarter of 2015, Google spent $3.47 billion on traffic acquisition costs (such as the price of its deal to remain the default search on Apple’s iPhone), and another $6.93 billion on other operating expenses.
Disclosure: Jeff Bezos is an investor in Business Insider through his personal investment company Bezos Expeditions.
Over 80% of adults approve of individuals sharing access to goods and services, though some worry about fraud.
Companies such as Kickstarter, Couchsurfing, Airbnb and Eatwith.com have already made history as pioneers of digitally-enabled collaboration and sharing. All over the world, web users take advantage of these exchange mechanisms to travel more cheaply, discover new experiences or get projects off the ground.
Respondents recognized many positive dimensions to the sharing trend. For example, 83% agreed that sharing enables people to save money on products and services—a crucial point when many consumers are financially squeezed.
The sharing economy has other virtues, too. Some 79% of respondents said it allowed them to meet new people, while 74% said it helped to lower pollution. Two-thirds pointed to time savings.
There are risks, of course. Clearly websites that facilitate sharing can’t check all participants, and 64% of adults polled agreed that the sharing economy opens the door to numerous kinds of fraud.
In addition, most respondents rejected several negative descriptions of sharing. Asked whether it was intended chiefly for young people, 56% said that didn’t really apply. Similarly, 59% said they didn’t consider that sharing goods and services posed a danger to employment. And nearly two-thirds (64%) thought it wasn’t just a passing fad.
That seems a pretty sound conclusion. According to Airbnb, private hosts in France welcomed 3.9 million inbound guests between September 2014 and August 2015, and earned €481 million ($533.6 million). In addition, booked listings for Airbnb accommodation in France have more than doubled each year since 2010, the company reported.
With the global roll out of its one brand strategy, Coca-Cola is making its “biggest strategic change in the history of the company”, according to the brand’s CMO Marcos de Quinto. Yet its biggest challenge is not a marketing one but an industry one – how to overcome declining consumption amid growing concerns over sugar.
It was crystal clear at Coca-Cola’s unveiling of its shiny new global campaign this week that the brand is looking to directly address the issue of changing consumer habits caused by the debate around sugar and obesity through its marketing.
Speaking at the event, the brand’s CMO Marcos de Quinto addressed the issue head on. He said: “The food and drinks industry is facing some challenges. We have to deal with just one of these ingredients – the overconsumption of sugar. Fortunately, we are able to have products with zero sugar. But we didn’t feel that was enough, which is why we are now shifting our strategy. We want to keep accelerating.”
As a result, Coca-Cola is implementing its ‘One Brand’ strategy, which was piloted in the UK last year, on a global scale. The strategy sees its four variants, including Coca-Cola, Diet Coke, Coke Zero and Coke Life placed under one ‘master brand’.
Any marketing activity will focus on the overall brand, without creating different personalities for its variants. In practical terms, this means consumers won’t see any red Coke bottles without the others strategically placed in the same ad.
The hope is that the new strategy will ensure the company can adapt more quickly to changing consumer needs. It will do this by making consumers more aware of its low- or no-calorie variants while strengthening the overall brand.
Rodolfo Echeverria, Coca-Cola’s VP of global creative, connections and digital, told Marketing Week: “If the brand you love is Coca-Cola, you will now see all of the Coca-Colas together. The different variants don’t change the overall brand – it’s a feature thing. It’s like you’re buying the same BMW, but you choose to have leather seats instead of the standard material.”
While the brand previously focused on emotional advertising, it is now keen to promote the benefits of its products too.
Echeverria explained: “We are integrating the product story with the emotional story much more than before. Overly emotional ads that get awards at the festivals don’t matter because the brand isn’t even related to the story. We said: ‘Enough is enough – no more communications that aren’t integrated in the way we want them to be’.”
Initial figures suggest the one brand strategy has had a positive effect on sales in the UK. Bobby Brittain, the brand’s CMO for the UK and Ireland cited Nielsen data showing that during the 52 weeks ending 25 December, Coke as a trademark grew in the UK. Sales of Diet Coke and Coke Zero also increased, but Coke Life was the only variant to see a decline in sales.
He said: “All of our results in relation to our diet and light variants were better than would have been the case had we not done the one brand strategy. Other test markets performed just as well in relation to their lights performance. We know this works and that this is the right approach to get more growth in Coke Zero, Coke Life and Diet Coke.”
While sales are up, however, Coca-Cola’s market share is stagnant. Brittain added: “The overall colas sector is in growth and we’re growing, but our share of that market is virtually flat. It’s -0.01%, which is the bit that we’re not satisfied with. Any leader wants to make the overall sector grow. It’s what didn’t happen last year, but this year we will want to lead the sector.”
The brand’s one brand strategy seems to make sense from a consumer point of view, as it provides a more coherent branding message while also giving its other variants the opportunity to have their moment in the spotlight.
According to IRI figures for the 52 weeks ending 7 November 2015, value sales of Coke Zero declined from £93.2m to £92.7m year on year, while Diet Coke fell from £444.4m to £428.6m. Meanwhile, Coke Life sales were just £1.16m for the four weeks ending 8 November down from £2.67m a year ago.
“It’s a sensible strategy as they have unified the brand. Part of the motivation for it would appear to be so it can drive Coke Life, which has been a lot less successful,” says Robert Haigh, marketing and communications director at Brand Finance.
However, Marketing Week columnist Mark Ritson believes the brand’s renewed marketing push won’t fix the wider challenges impacting the soft drinks market. He says: “[Coca-Cola’s] marketing remains impressive, but the category and the brand are starting to die. Ironically, the one positive of Coke in recent years has been its marketing communications. That ain’t the issue.”
Instead, the instant associations with the Coca-Cola master brand are those of its signature Coke – that it is sugary and unhealthy, which is a big problem.
“Any declines Coca-Cola is facing are related to sugar concerns, so aligning low sugar options with regular Coke reduces the ability to drink a Diet, Zero or Coke Life guilt-free,” adds Emma Rose, senior strategist at Brand Union.
The brand is also in the difficult position where it has to fight consumer trends in the soft drinks market, where an increasing number of people are turning away from carbonated drinks.
“In the short term, the company’s share will remain similar to how it is now. But realistically, it is on a downward trajectory until they reach a plateau. While there is definitely still a place for the brand, its current market share is unsustainable,” Haigh comments.
While Coca-Cola may have heavily invested in marketing, it will be a challenge for it to reverse long term consumer trends – it might be that the brand can only try and manage the decline.
The Fourth Industrial Revolution demands that CEOs take responsibility for the massive transformation of their businesses and for the extraordinary impact that this transformation will have on wider society
Digital disruption is at the heart of all the conversations I have with CEOs today. And this is not surprising, as it presents the most significant threats and opportunities any of us have faced in business.
When assessing the implications, consider the fact that that new digital business models are the principal reason why just over half of the names of companies on the Fortune 500 have disappeared since the year 2000. And yet, we are only at the beginning of what the World Economic Forum calls the “Fourth Industrial Revolution,” characterized not only by mass adoption of digital technologies but by innovations in everything from energy to biosciences.
While the digital transformation of industries will be profound, we must keep in mind that it will have wider economic and social impact, too, as with previous revolutions driven by steam and coal, electricity and computers.
Waves of innovation
We are seeing the Fourth Industrial Revolution emerge in a series of waves: the digital consumer, who enjoys more interactive and personalized experiences thanks to SMAC (social, mobile, analytics and cloud) technologies; the digital enterprise, which leverages SMAC technologies to optimize the cost of corporate functions and to transform enterprise collaboration for greater productivity; and the emerging digital operations wave, where companies are truly revolutionizing business with the use of artificial intelligence, robotics, cognitive computing and the Industrial Internet of Things. These waves explain why one third of Accenture’s revenues today derive from digital services.
The rapid pace and scale of disruption is unique to the Fourth Industrial Revolution. Digital companies can reach new customers immediately and at virtually zero marginal cost. They can compete in new sectors by collaborating with peers and competitors. They can massively improve quality and productivity by converging technologies and sources of data. Accenture and Airbus are trialing smart glasses that combine data from the cloud, augmented reality and 3D viewing to transform the quality, productivity and safety of workers on the factory floor.
Business leaders tell me that they are intent on disrupting before they are disrupted. They want to drive value from data in new ways, and they are embracing a world of rapid experimentation that allows for the ability to innovate faster. Success is no longer about changing strategies more often, but having the agility to execute multiple strategies concurrently. And success requires CEOs to develop the right leadership capabilities, workforce skills and corporate cultures to support digital transformation.
Turning to society, the implications of the Fourth Industrial Revolution are profound – from saving lives to creating jobs to better stewardship of the environment. In fact, the societal gains from digital transformation could be one to two times the value of the benefits to industries themselves, and even greater in some sectors.
“More than a commercial opportunity”
There will be challenges, however. We believe that the net impact on employment will be positive and that artificial intelligence will augment what humans are great at and make them even better. But we need a revolution in skills and a transformation of organizations if we are to reap these rewards in the workplace.
We must also make collective efforts to establish guidelines and regulations that maximize the societal benefits. Businesses could be more incentivized to assess the social impact of their digital investments. More demanding standards could ensure consumers and citizens have confidence in business models that depend on the sharing of their personal data. Mandates on technologies like vehicle telematics would accelerate the adoption of in-car insurance and other services that reward safer driving.
The breadth of digital’s impact shows that this is not merely a challenge to be delegated to chief digital officers and others. It represents more than a commercial opportunity. The Fourth Industrial Revolution demands that CEOs take responsibility for the massive transformation of their businesses and for the extraordinary impact that this transformation will have on wider society.
Author: Pierre Nanterme is the CEO of Accenture. He is participating in the World Economic Forum’s Annual Meeting in Davos.