Can Today’s Banks Become the ‘Bank of the Future’?

While the banking industry understands the need to more digital, considerable changes will be required in order to make this a reality.

Source: Can Today’s Banks Become the ‘Bank of the Future’?

As the consumer is becoming more digital, the banking industry is being transformed. Consumers are becoming accustomed to instant communication, one click service and real-time contextuality. This comes at a time of increased competition. A study looks at how global bankers are responding to these increased expectations.

Now more than ever, banking needs to step out of its collective comfort zone, digitizing and diversifying in response to the changing consumer. While branches aren’t vanishing as quickly as some predicted, banking can no longer follow branch-centric models. Instead, the ‘Bank of the Future’ represents an omni-channel, client-centric, self-directed digital model that many banking executives admit may be beyond their scope.

A report from Oracle titled, “Banking is Changing … With or Without the Banks,” surveyed more than 100 executives at major retail banking institutions globally, which revealed a desire amongst banks to invest in digital strategies … but also stark differences in progress.

According to the report, digitization of the entire banking organization is viewed as the primary enabler of banks’ business objectives. Regardless of whether the focus is increasing revenues or profitability, decreasing costs or meeting regulatory guidelines, digitization is seen as a central investment priority.


Overall, 94% of banking executives interviewed say that having a digitized omni-channel customer engagement strategy is important to their future success, with 37% admitting that future success of their business is ‘entirely dependent’ on digital customer engagements. Despite the recognition that digital technology initiatives are urgently needed, 88% told Oracle they see significant challenges in moving toward digitization.

The Fintech Challenge

Every publication talks about the transformation of banking and that today’s retail banking competitive landscape is far removed from what existed a decade ago. Much of this change has been highlighted by the rising influence of new digital competitors that are impacting all levels of banking.

“No longer do retail banks simply vie for customers against other retail banks. Instead, we are witnessing an influx of new, tech-savvy, digital competitors – FinTechs – all eager for a piece of this lucrative financial pie,” the report said.

The foundation of these changes is caused by changing consumer demographics and expectations. “The world’s largest demographic, born after 1980, are now millennials. These customers have grown up in the era of Facebook and Amazon; an era of instant communication, one-click purchases and 24 hour delivery. If a supplier can’t provide a service, they don’t wait – they find someone else who can,” says the report.

More than half believe that both private label banks, alternative payment providers and even credit card providers will be major competitive threats – a greater percentage than are worried about other traditional high street players.


The Digital Delivery Gap

The banking industry is not standing still as these changes in expectation and competitors occur. Most organizations recognize that digital customer engagement is the way to respond to the changes in the industry. Key services that are among the most important to adopt, as noted by the respondents in the report, include mobile payments and real time data synchronization, spend analytics and even digital advisory services.

Despite all being recognized as important by over 80% of banks, there appears to be a failure to commit to delivery of these services, with only 24% providing real-time synchronization, 19% providing location-driven services and only 30% currently providing real-time analytics. In other words, the gap between importance and ‘ability to deliver’ is more than 60% for three of these capabilities. And while the importance of providing mobile payments is viewed as the most important component of digital engagement, the gap in capabilities is still 50%.

Oracle believes one of the reasons for the lag in delivery of digital capabilities is the comfort of current relationships. While these relationships served banking well in the past, banking needs to change their underlying processes to accept these new forms of data specially in the content of real-time digital processing.


“Omni-channel customer engagement is not a ‘bolt-on’ product that can simply be added to existing systems to give a little bit more functionality”, says the study. “It needs to take a fresh perspective – wiping the established ‘offline’ board clean and asking ‘how should we be doing this in a digital world’?”

Unfortunately, only 23% are currently approaching omni-channel customer engagement with a fresh, digital mindset. Instead, a ‘bolt-on’ approach is how the majority of retail banks (77%) are approaching digital channel engagement, either replicating offline banking capabilities online, or adding a small amount of additional functionality. Change is happening however.

For instance, while 74% of banking organizations aren’t yet able to facilitate the digital on-boarding of customers currently, within the next two years this figure is expected to drop to 24%.


Challenge to Digitalization

Why are so many banks yet to develop a real-time, digital customer engagement offering when there is an acknowledgment of the importance of this capability? The key challenge lies in legacy systems, with nearly all banks (89%) mentioning the challenge of overcoming their legacy systems as a barrier against omni-channel engagement. The high cost of implementation (89%) and lack of suitable technology (75%) were also seen as hindering efforts to become truly digitized.


Beyond the innovation and investment needed to change legacy systems, Oracle blames the banking industry’s defensive mindsets, with banks focusing on preventing customer defection, complying with legislation and reducing the cost base, rather than actively seeking growth and improvement. Currently, retention of customers is prioritized above revenue as the key impetus to digitization, with 83% claiming customer loss as a prime motivator.

Is Delivering the ‘Bank of the Future’ Possible?

The banking model for the future will be customer-centric as opposed to being driven by products and services. This model will enable an information-driven and value centric relationship as opposed to being based on the bank’s needs. While 48% of the banks believe that customers in the future will want to use a bank where tasks can be completed in real-time across multiple synchronized digital and offline channels, there is only a limited belief that the industry will be able to live up to this challenge.

Nearly one third believe that most banks will be operating with disconnected digital channels in five years with 22% believing that most banks will have failed to adopt digital at all. The discrepancy between what banks think customers’ will want, and what the market will be able to deliver, is greatest in North America and the European markets, but no more than one third of banks in any region believe that banking will be able to provide truly synchronized, digital omnichannel banking within five years.


According to Oracle, “Failing to meet customers’ expectations is dangerous in any industry; it could be lethal in an environment where the competitive landscape is becoming ever-more congested.” While there is clarity of what is expected by the consumer, there is definitely less assuredness if banking will be able to keep pace with expectations given the level of investment and commitment required.

Bravo BETC & Havas Media ! La campagne Lacoste remporte le Grand Prix Effie Awards

Lors de la 22e soirée de l’efficacité de la communication étaient remis les très convoités prix Effie qui récompensent les annonceurs et leurs agences sur la base de l’efficacité mesurée et prouvée de leurs campagnes de communication. Grand vainqueur cette année, Lacoste avec le vertigineux baiser de «Life is a beautiful sport» mis en musique par BETC (agence médias : Havas Media ). Pour ce cru organisé par l’AACC et l’UDA, trente campagnes ont été récompensées dont dix d’un Effie d’Or

Le Grand saut en chiffres

Si Lacoste voulait recréer de la désirabilité avec ce positionnement, le pari est gagné et le petit croco s’incarne désormais en une marque de la pop culture . “Life is a Beautiful Sport” réancre au cœur de son discours les valeurs sportives de la marque tout en les connectant aux aspirations d’une cible moderne et urbaine. L’ensemble du dispositif de communication (dont le film « le Grand Saut ») a créé le bruit escompté autour de la marque. Les résultats  : forte croissance du chiffre d’affaires (+ 11 % lors des prises de parole de la marque en 2014 vs mêmes périodes de 2013), progression soutenue des ventes en volume (+ 8 % en 2014 vs 2013) ; image renforcée notamment sur des items de marque liés à la modernité et à la désirabilité (“me fait rêver” : + 15 points, “créative et innovante” : + 13 points, “contemporaine et moderne” : + 11 points. Source Lacoste BHT 2014 vs 2012).

Qwerty Writer – Clavier 2.0

Des nostalgiques du cliquetis de la machine à écrire ont souhaité faire revivre la légende. Le Qwerty Writer, né grâce à une campagne de crowdfunding, fait renaitre le plaisir de taper sur une machine à écrire avec des touches en aluminium et de renvoyer à la ligne avec un bruit de tiroir métallique symptomatique de l’époque. Mais modernité oblige, on y connecte désormais sa tablette tactile en Bluetooth qui repose sur le support de ce clavier.

Le Qwerty Writer conjugue ainsi la mécanique et le numérique avec brio pour 329€. Il ne reste plus qu’à accorder la police de votre traitement de texte avec la typographie “courrier” de la Remington d’antan.


Met JIM Mobile heeft MEDIALAAN vandaag al een mobiel merk in portefeuille. Nu komt daar de overname van de virtuele netwerkoperator Mobile Vikings bij. MEDIALAAN wordt zo een volwaardige mobiele dienstenverlener die gebruik zal maken van het BASE-netwerk. De uitbreiding van zijn mobiele activiteiten past perfect in het toekomstverhaal van MEDIALAAN, waarin het bouwen aan een sterke relatie met de kijker/consument centraal staat.

Peter Bossaert, CEO MEDIALAAN: “Misschien leek JIM Mobile tot op heden het buitenbeentje van MEDIALAAN. Toch is het al vele jaren een sterkhouder. Vanuit onze mobiele activiteiten volgen we Mobile Vikings al langer. Met Mobile Vikings halen we veel extra kennis in huis over het onderhouden van een sterke relatie met de eindgebruiker. Steeds meer is dat een stokpaardje van MEDIALAAN. Onze merken, Qmusic, VTMKZOOM en Stievie werken al langer aan een hechte en sterke rechtstreekse relatie met hun kijkers of luisteraars. Het is als audiovisueel bedrijf dan ook een logische stap om in die mobiele markt actief te zijn.”

De mobiele activiteiten van MEDIALAAN zullen als MEDIALAAN Mobile door het leven gaan. Herbert Vanhove, nu directeur Innovatie en Exploitatie, zal als directeur Mobile hiervan de leiding nemen.

Herbert Vanhove, directeur Mobile: “Het verhaal van Mobile Vikings is indrukwekkend. Het is een innovatieve mobiele dienstenverlener met een bijzondere focus op mobiele dataconsumptie. De kracht van het model zit in de community waarbij de link tussen de leden heel sterk is en waardoor op zes jaar tijd een heel mooi en nog steeds groeiend ledenbestand is uitgebouwd. Vanzelfsprekend wil MEDIALAAN dit community model verder uitbouwen.”

Deze overname is enkel mogelijk mits goedkeuring van de Europese en Belgische mededingingsautoriteiten. *

Mobile Vikings

MEDIALAAN wordt 100% eigenaar van Mobile Vikings, een mobiele dienstverlener die het netwerk van BASE gebruikt. Mobile Vikings, goed voor 240.000 leden, werd opgericht in 2009, opereert vanuit Hasselt en telt 60 werknemers. Het is een innovatief bedrijf dat dankzij een slim community model in korte tijd sterk groeide.

JIM Mobile ook integraal naar MEDIALAAN

Het merk JIM Mobile, goed voor meer dan 200.000 klanten, werd gebouwd vanuit MEDIALAAN, maar de klantencontacten gebeurden door BASE. Die klanten worden nu integraal overgenomen door MEDIALAAN, als de overeenkomst goedgekeurd wordt.

MEDIALAAN wordt een full MVNO

MEDIALAAN wordt dus een full MVNO (Mobiele Virtuele Netwerk Operator) die zal gebruik maken van het netwerk van BASE. Door de overnames van Mobile Vikings en JIM Mobile zal MEDIALAAN een substantiële mobiele dienstenverlener in België worden na Proximus, Mobistar, Telenet en BASE. Dit op basis van een full MVNO-contract tussen MEDIALAAN en BASE dat op termijn van toepassing zal zijn voor zowel de Mobile Vikings als de JIM Mobile klanten.

CEOs, CMOs, And Executive Recruiters Make Predictions For Marketing Leaders in 2016 – Forbes

What are the top predictions for marketing leaders heading into 2016? To find out, I turned to some of the leading experts, including CEOs, Presidents/GMs, CMOs, authors and executive recruiters.

Source: CEOs, CMOs, And Executive Recruiters Make Predictions For Marketing Leaders in 2016 – Forbes

Prediction #1: The CMO will Have the Seat Right Next to the CEO

From Kirk Borne, Principal Data Scientist, Booz Allen Hamilton

As digital marketing becomes the central hub for business offerings, technology applications, customer experience management, social media engagement, and financial risk management, the CMO role will grow into one of the most sought-after and trusted advisors in the C-suite and the executive boardroom. The core CMO responsibility is still marketing, but the universe of people, products, and processes that marketing now entails is expanding both physically and virtually in every direction that digital business is moving. Buckle up, it’s going to be a fast and forceful ride!

Prediction #2: CMOs will be Picked for More Non-Profit Executive Leadership (CEO) Roles in 2016

From Matthew Boyle, CMO, AAFCPA
There are many executive directors in nonprofit organizations throughout the country that are past or approaching retirement age. CMOs are ideally suited to fill these positions because of their ability to articulate the mission and generate excitement around the brand, which is critical for long-term success. These CMOs will make ideal candidates to lead nonprofit brands hungry for leaders who are naturally relationship savvy.

Prediction #3: CMOs will Build C-Suite Capability to Leverage Social Media and Drive Total Business Results

From Penny Wilson, CMO, Hootsuite

2016 will be the year CMOs at organizations big and small embrace social media as a way to improve the bottom line through their marketing campaigns. This year, we will see the CMO influence the rest of the C-Suite to implement social media strategies both internally and externally to further business initiatives beyond marketing, to sales, customer service and employee advocacy. Next year we will see the acceleration of social media and the solutions to participate in relevant customer conversations will be the next powerhouse in marketing.

Prediction #4: Marketing Leaders who Excel at Meeting Customers on the Go Will Win

From Juliet Daum, Executive Director, Communication & Marketing, University of Virginia Darden School of Business

Our digitally connected, always-on world is increasingly dominated by mobile technology. We use smartphones, tablets and wearable gadgets to get things done, to seek and share information, and to explore new ideas and places — often while on the go. Google coined our shorts bursts of online activity ‘micro-moments.’ The brands that thrive in 2016 will be those that excel at capturing customers’ attention and trust by delivering the right content, in the right dose, at the right moment, informed by the right data. Customers today seek engagement on their terms, which means marketers must ‘pull’ them in (by offering valuable, searchable content; dynamic social media engagement; and top-notch visuals, including video and infographics), ‘push’ out their messages (through tasteful, personalized communications), and create opportunities to shake hands (though we’re on the go, we are human).

Prediction #5: CMOs Driving Customer-Centric Change Agendas Will Be Better Positioned for CEO Roles

From Caren Fleit, Senior Client Partner and Leader of the Global Marketing Center of Expertise at Korn Ferry

Since customer-centric companies have customers who are more loyal and better brand promoters, as well as earn a greater share of wallet, they typically have higher revenue growth, stock price and market share.  So it would seem obvious that customer centricity would be every company’s focus, but not really―only 7% of companies earned an excellent customer experience rating according to their customers. As companies wake up to this huge disconnect and make improved customer centricity a priority, it often falls to the marketing leader to drive this transformation agenda across the customer journey and the enterprise. In order to help guide their organization on the journey to becoming more customer-centric, marketing leaders must drive organizational alignment and break down functional silos like never before. This implies very different leadership skills and an ability to think about the business much more holistically, beyond the classic marketing roles. CMOs who are successful at driving this change are well positioned to take on additional responsibilities and, ultimately, even a CEO role.

More than half of global internet users are using messaging apps on a daily basis | TNS Global

New forms of social platforms present a new set of challenges for brands – and they can’t afford to duck them

Source: Our newly complicated social lives | TNS Global

For the best part of a decade, our online social lives have been defined by a handful of giant networks: Facebook, Twitter and (for professional and high-net-worth audiences) LinkedIn. Marketing strategies have therefore focused on capturing attention and driving engagement through these channels. With their mass reach and openness to advertising, they had appeared to make the task of engaging audiences on social media relatively straightforward. But things are changing – and changing fast. As far as marketers are concerned, our social lives are becoming a lot more complicated.

It’s not that the social giants are in decline. Their numbers of active users continue to increase, with 30% of global internet users heading onto Facebook every day. But they no longer define our digital social lives in the way that they once did. Tweet thisThe average 16-24-year-old now uses at least five different social platforms each week. And many of the interactions that matter most to them take place on new types of platform, with less obvious roles for brands. This represents a challenge for marketers, but it’s also an important, and very timely, opportunity.

The daily use of mainstream social media is rising at 6% a year – but use of Instant Messaging (IM) platforms is increasing at double that rate. More than half of global internet users are using messaging apps on a daily basis – and this is pushing platforms such as WhatsApp, WeChat, Viber, Snapchat and LINE towards the centre of social experiences. Messaging use may lag behind in the US and UK (35% and 39% respectively), but it dominates in emerging and fast-growth markets from Brazil (73%) to Malaysia (77%) and China (69%). And it’s not just IM that is expanding the social media universe. From Instagram to Vine, people are engaging on a far broader range of platforms that reflect their different needs and interests through very different social experiences.

It’s significant that Facebook itself has moved swiftly into these new social spaces: WhatsApp (owned by Facebook since late 2014) and Facebook Messenger are currently the two largest messaging platforms on earth. Facebook owns Instagram as well. The world’s largest social media player recognises that people are no longer satisfied with expressing themselves in just one way, on one type of network.

Look closely at the IM phenomenon and you’ll find a broad range of user experiences from stripped down to content-rich, but all have the same fundamental appeal at their core. IM enables real-time interaction within small, specific groups that can form, break up and re-form endlessly. Conversations are free to fade over time (the importance of which explains the intense debate about just how long Snapchat conversations are stored for). IM is more intimate, more responsive and less permanent. And it reflects more intuitively the way people have traditionally interacted with one another.


The return of nuanced private lives image

The return of nuanced private lives

To marketers, the sudden fragmentation of the social media landscape can seem disruptive and surprising. But in the context of human relationships, the shift isn’t really that surprising at all. If anything, it’s the last 10 years that have been abnormal.

In the offline world, there are certain, very specific situations in which being included in a large crowd is an important part of the experience: shopping in a marketplace, watching a football match, engaging in a pilgrimage or, on a smaller scale, enjoying a large dinner with extended family. But these situations are relatively rare. The vast majority of our lives aren’t spent shouting personal messages over the heads of very large crowds of people; they are lived more privately, built on interactions with far smaller groups that we shuffle between according to circumstance and need.


Living out more of our life online – but on different terms

The shift towards IM suggests that people want to move more of these offline experiences onto digital platforms; they are just not comfortable moving them onto the likes of Facebook. Messaging apps provide them with opportunities to reflect a more nuanced social reality in the online space. And as those messaging platforms build richer functionality around core messaging, there are more compelling reasons to do so. Users of LINE, which first launched as an emergency response to the Japanese earthquake of 2011, can now play games together, generate and share content, stream music and watch TV – all of which can be plugged seamlessly into their interactions.

More consumers carrying out more of their social lives online ought to represent a significant opportunity for marketers. However, there’s a challenge. The way that brands interact with consumers on Facebook, for example, is partly why large-scale open networks are deemed inappropriate for the more private and personal aspects of people’s lives. Facebook feels like the virtual equivalent of the marketplace, an environment in which we must be happy to be distracted by a host of different voices and different propositions calling for our attention; messaging platforms do not.


Time for a holistic social media strategy

There is still an important role for the marketplace in people’s lives – a space where we seek out new forms of stimulation and can quickly gain a wider sense of what’s going on in the world. Within our newly complicated social lives, the giant, open networks that provide this experience are the natural home for scalable, awareness-building, amplification and engagement campaigns. However, when connected consumers move onto IM platforms, they no longer welcome distractions in the same way. WhatsApp’s ‘no ads’ policy is a significant part of its appeal – and brands must proceed with caution even on platforms that are more open to marketing. People resent unsolicited brand messaging popping into the same space that they use to chat confidentially to close friends and family. When they do invite brands to engage with them, they expect them to behave in a manner that reflects this context. This means that marketers must play by a new set of rules if they want to thrive. We’ve been accustomed to seeing social media as one element within an integrated marketing strategy. Now we need to take a more granular view of the social media space itself – and start adopting integrated social media strategies that reflect the roles that different platforms play.

Time for a holistic social media strategy


Getting in touch with humanity

The new rules are defined by the nature of messaging platforms themselves. These platforms deal in human experiences that are intimate, intuitive and relevant to the moment. Success for brands will similarly depend on a more human approach: facilitating dialogue and connection, replying to comments in a way that is worthy of that dialogue, caring about the moments that matter to the audience, and delivering content that is genuinely relevant to those moments. The most successful brands know that such relevance can come through providing tangible value that enhances or simplifies life – but also through the emotional connection that is formed when they align themselves with the right format and tone of voice for a platform.

Taco Bell’s use of Snapchat excels in establishing such a human connection. It embraces risk, experiments with different approaches – and earns respect from consumers for avoiding a bland, corporate tone of voice. Its choice of influencers to enlist for the brand has been appropriate as well: focusing on YouTube and other social media celebrities who have credibility on the platform, rather than conventional star power. The six-second DIY videos posted on Vine by the US home improvement store Lowe’s similarly mixed tangible value with emotional engagement by working within the format of the platform. The result? Lowe’s ninety Vine videos delivered over 33 million views.


Sharing counts more when it’s personal

Tweet thisAs social platforms become more personal, the credibility added when content is shared becomes all the more valuable. WeChat Moments, which builds a broader social media experience onto WeChat’s IM platform, provides a powerful amplification opportunity for brands, with any content that a user engages with hugely more likely to appear in the feeds of their friends. The power of personalisation can also be seen in the influence of Instagram, which has grown in value as an earned media opportunity for brands. Instagram provides another environment where sharing amongst a more select network delivers powerful benefits. It was recently claimed (in research commissioned by an Instagram influencer app, Takumi) that 68% of 18-24-year-olds were more likely to purchase an item if someone they followed on Instagram shared it.


Why a more complex social world has more opportunity

Tweet thisFinding the right strategy for more intimate social platforms will become increasingly important as those platforms take on a broader range of roles in consumer lives. Users of WeChat can already browse and buy products (with 10 million WeChat stores opening in the last year alone), order taxis, apply for loans and keep track of their fitness. Facebook Messenger’s AI-powered virtual assistant, launched in September, prompts users with suggestions for where to eat, where to visit and what to buy. As social media becomes more varied, more versatile and more personalised, consumers are far more likely to trust the right social channel to guide their choices. As these new social channels become more sophisticated and seamless, people could increasingly make the journey from awareness through to purchase without ever leaving the platform they are on. Making themselves a part of this environment will require brands to invest in customised approaches, explore more partnerships, be more human and less guarded in their approach, and take more risks. But all the indications are that such effort will be worth it. Our online social lives may be becoming more complex – but adapting to that complexity will be increasingly rewarding.


Anjali Puriis Global Head of TNS Qualitative. Anjali is responsible for developing TNS’s qualitative offer, providing clients with cross-cultural insights, and leading new thinking, particularly in the areas of consumer choices, behaviour change and social media.

Zoë Lawrenceis Marketing & Communications Director, TNS Asia Pacific. A member of the APAC digital board, Zoe has been involved in shaping TNS’s thought leadership around the connected consumer since 2010.

Radio et TV demandez le programatic (source: JDN)​

Les perspectives offertes par le programmatique en font un canal d’achat convoité par les médias traditionnels. Mais les obstacles sont nombreux.

Entre l’automatisation de tâches fastidieuses et la perspective de rendre les prises de parole plus pertinentes (en y adjoignant de la data), le programmatique est devenu un canal d’achat incontournable online. à tel point que les dépenses programmatiques vont peser près de 67 % des investissements display dans le monde en 2018, selon l’institut Magna Global. Et aujourd’hui, beaucoup se demandent si une telle promesse ne pourrait pas bientôt être transposée au sein de médias plus traditionnels tels que la télévision, la radio, voire l’affichage offline.

Les initiatives émergent. En Australie, AOL vient de lancer une offre de TV programmatique en partenariat avec la régie Multi Channel Network (MCN), regroupant les données consommateurs du fournisseur de box Foxtel et offrant l’accès aux inventaires de TV linéaire des nombreuses chaînes de MCN. Aux Etats-Unis, la plateforme Jelli vient, elle, de lever 21 millions de dollars pour proposer la commercialisation automatisée des spots des 858 chaînes radio du groupe iHeartMedia.

En France, un groupe comme TF1 a, lui aussi, fait un premier pas, avec le lancement de son offre vidéo programmatique sur IPTV. Une première en Europe. Partenaire technologique de ce private exchange vidéo, le cofondateur de StickyAds TV, Hervé Brunet explique : “30 à 40 % de l’audience replay des chaînes de télévision se fait sur la TV. L’intérêt du téléspectateur pour le poste de télé reste réel, même à l’heure de la délinéarisation des contenus.” Aujourd’hui, TF1 lorgne du côté de sa filiale digitale pour aller chercher de la croissance.

Les FAI et le gouvernement auront leur rôle à jouer côté TV

Le groupe est, pour autant, encore loin de diffuser de la publicité ciblée selon le profil du téléspectateur en TV linéaire.”Car tout deal programmatique impose de faire communiquer outil d’achat, DSP, et de vente, SSP et de passer par un marqueur tel qu’une adresse IP”, rappelle Julien Gardès, directeur général de Rubicon Project en France. Ce n’est pour l’instant pas le cas. “Il faudrait que les opérateurs de box se positionnent sur le sujet ”, confirme Hervé Brunet.

Selon la rumeur, TF1 serait d’ailleurs déjà en discussions avec des FAI. Mais à cet écueil technologique s’ajoute un obstacle réglementaire de taille : seules les chaînes effectuant des décrochages régionaux sont autorisées à diffuser des publicités ciblées localement, comme peut le faire un France 3. “Un moyen d’enlever de la concurrence aux acteurs de la PQR et de la radio au moment de capter les budgets des annonceurs locaux”, précise Emmanuel Crego, patron de One by AOL en France.

Plusieurs groupes de télévision et des opérateurs mèneraient une intense action de lobbying auprès du CSA à ce sujet, a d’ailleurs récemment révélé Satellinet. Il s’agirait de proposer des publicités segmentées non pas selon la localisation, mais selon d’autres informations sociodémographiques ou comportementales, pour rester dans l’esprit de la loi. Canal + et d’autres chaînes de télévision membres du programme “All Ad in” proposeraient par ailleurs la création d’une plateforme tierce pour gérer cette commercialisation programmatique linéaire, sur le modèle de la Place Media et Audience Square.

À défaut de programmatique, des processus d’automatisation ?

“Tant que tous ces obstacles n’auront pas été dépassés les intermédiaires ne pourront pas proposer mieux qu’une interface globale de réservation qui mutualise des inventaires”, conclut Julien Gardès. Rubicon Project le fait par exemple déjà pour le compte de BITPoster, une entreprise anglaise spécialisée dans l’affichage publicitaire offline.

IKEA launching mini stores on main streets

Ikea may have revolutionized shopping for flat pack furniture, but oh, all that walking and those long lines. Not to mention the parking lots.

The Swedish company thinks it has the answer. Its testing a variety of smaller stores in the United Kingdom, Spain and Norway to find out if customers will happily order home furnishings and inexpensive art online, and then collect their shopping from a smaller store.

One trial store is only a tenth the size of a normal Ikea.

“We will use these tests as an opportunity to find out more about how customers want to shop with IKEA in these areas,” Ikea said in a statement.

The chain is even considering a store on London's Oxford Street at the heart of the city's shopping district.

“Click and Collect” locations are popping up all over the U.K.

Amazon collection lockers can now be found at train stations and gas stations. Start-up Doddle has 44 sites around the U.K., mostly in train stations, and calls its service “Commute and Collect” for online orders from fashion retailers and also from Amazon. eBay now has “Click and Collect” in more than 750 stores of the British chain Argos.

While a smaller Ikea might make it easier to pick, or return, what you've bought, it won't help you with the instructions to assemble that dresser.

Copyright 2015 by CNN NewSource. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


WordPress = 25% of the web | KultureGeek

Source: WordPress fait tourner un site Internet sur quatre | KultureGeek

WordPress est à ce jour le CMS (système de gestion de contenu) le plus utilisé dans le monde.Beaucoup de sites l’ont adopté, il permet leur gestion « assez » facilement, même pour des utilisateurs qui n’ont pas une connaissance développée en informatique.

WordPress 25 Pour Cent Web

Il se trouve que WordPress équipe 25% du Web, soit un site Internet sur quatre. Le taux était à 23,3% en janvier dernier, la progression est donc de 1,7 point en l’espace de 11 mois. Les internautes ne s’en rendent pas spécialement compte, mais WordPress facilite la tâche à de nombreux webmasters et blogueurs/journalistes/rédacteurs/écrivains/etc. KultureGeek tourne sous WordPress par exemple.

Dans le détail, 58,7% des sites qui utilisent un CMS ont WordPress. C’est en baisse par rapport aux années précédentes toutefois. WordPress espère bien attirer de nouveaux utilisateurs avec plusieurs nouveautés prévues dans les futures mises à jour.

Si vous êtes intéressés par WordPress pour votre site Internet, vous pouvez en apprendre davantage sur Les consignes pour l’installer sur son site sont également proposées.

Controversial: Airbnb, Uber cast themselves as saviors of the middle class – (Source: San Francisco Chronicle)

Source: Airbnb, Uber cast themselves as saviors of the middle class – San Francisco Chronicle

Airbnb and Uber, two of the most valuable and controversial U.S. startups, have disrupted established industries — hotels and taxis, respectively. Now the two San Francisco companies are renewing efforts to disrupt politics with unprecedented campaigns to position themselves as champions of working folks, while influencing legislation that favors their business models.

“Our community represents a significant voting bloc, a voting bloc that is growing; it’s a formidable constituency,” Chris Lehane, Airbnb head of global public policy, said last Wednesday, the day after the defeat of San Francisco’s Proposition F, which would have curtailed Airbnb’s business of providing residential rentals for travelers.

Now Airbnb is launching a political crusade, he said, providing money and resources for its hosts and guests to organize into city-based guilds to lobby on its behalf, aiming to have 100 such clubs worldwide by late 2016. The campaign against Prop. F provided the impetus.

“San Francisco is where our community evolved into a movement, where hosts and guests organized to become a political force,” Lehane said.

A day earlier, Uber’s David Plouffe, who has kept a low profile since leaving his Uber post as senior vice president for policy and strategy to become a board member and “chief adviser,” gave a major talk in Washington, D.C., appearing to chart a new course for Uber’s image: savior of the struggling middle class.

Sharing a message

“Platforms like Uber are boosting the incomes of millions of American families,” Plouffe said. “They’re helping people who are struggling to pay the bills, earn a little extra spending money, or transitioning between jobs.” Overall, he said, Uber and similar platforms address “the challenges of wage stagnation and underemployment.”

That message is strikingly similar to Airbnb’s self-portrait. “Home-sharing provides an economic lifeline to the middle class in a period where economic inequality is one of the defining issues of our time,” Lehane said Wednesday.

The two seasoned Democratic operatives — Plouffe was Barack Obama’s 2008 campaign manager, and Lehane was a top adviser to Bill Clinton and Al Gore — appear to be reading from the same playbook in casting their companies as populist movements to help struggling average Americans. The underlying refrain is that Uber and Airbnb are so beneficial that lawmakers would be short-sighted to rein them in.

“This is populism if you think John D. Rockefeller was a populist,” said Harley Shaiken, a UC Berkeley professor specializing in labor issues. “These are multibillion-dollar startups that are seeking to garner support for their own narrow self-interest. I don’t think it’s the next evolution of social movements; if anything, it’s a devolution.”

But Arun Sundararajan, an NYU business professor who studies the on-demand economy, said both companies have a valid point.

“Their narratives are grounded in the truth,” he said. “Uber creates a form of work for hundreds of thousands of people. Airbnb’s hundreds of thousands of hosts are leading better lives because they can supplement their income with their Airbnb revenues.” Although they are multibillion-dollar companies, their models “actually do share a pretty large fraction of the value created (by renting rooms or giving rides) with the people providing the service.” Airbnb charges hosts a 3 percent service fee, while Uber takes 20 or 25 percent from a driver’s earnings.

In this May 2015 file photo, Uber drivers and their supporters protest in front of the offices of the Taxi and Limousine Commission in New York . Photo: Seth Wenig, Associated Press

Photo: Seth Wenig, Associated Press

In this May 2015 file photo, Uber drivers and their supporters protest in front of the offices of the Taxi and Limousine Commission in New York .

Disrupting politics

From a business perspective, efforts by Airbnb and Uber to harness their vast user bases makes sense, Sundararajan said. “Much of the companies’ fortunes rest on successfully reshaping regulations to accommodate their business models,” he said.

Both companies have already turned to their drivers, passengers, hosts and guests to lobby lawmakers on their behalf. But now they seem to be upping the ante.

Uber showed the evolution of its political prowess this summer in New York when it crushed Mayor Bill de Blasio’s proposed temporary cap on ride-company growth. It organized riders to send at least 17,000 e-mails to City Hall in protest, staged demonstrations with drivers, ran TV ads featuring drivers saying their livelihood would be hurt, unleashed a battalion of lobbyists, and rallied other politicians to its side. It even framed the issue as one of racial equity. “It was Uber’s ability to make the fight about an upstart company ferrying black and brown people in the outer boroughs … that helped win the day,” the New York Observer wrote.

Harnessing users’ power

Sharon Cambell, an Airbnb host in San Francisco, signs a poster in support of home sharing at a rally held by Home Share SF, at Civic Center Plaza in San Francisco in October 2014. Photo: Sam Wolson, Special To The Chronicle

Photo: Sam Wolson, Special To The Chronicle

Sharon Cambell, an Airbnb host in San Francisco, signs a poster in support of home sharing at a rally held by Home Share SF, at Civic Center Plaza in San Francisco in October 2014.

Edward Walker, a UCLA sociology professor and author of “Grassroots for Hire,” said it’s not unusual for major corporations to portray themselves as the friend of the little guy.

“You see this in other industries that face major controversies, where they want to show the public is on their side so they highlight that people from disadvantaged backgrounds benefit from their service,” he said. Examples include the battles over a soda tax (beverage companies said small local merchants would be harmed) and clampdowns on for-profit colleges (they said that veterans, single moms and working people taking night classes would be harmed).

But what’s unique about Uber and Airbnb is the way they seamlessly blend their advocacy and marketing strategies, he said.

Sundararajan expanded on that theme. “It’s an example of what some people call ‘new power,’ ” he said. “In the 21st century, digital technology allows distributed groups of people to collectively exert power. A smart company should harness and nurture it.”

Steven Hill, a senior fellow at the New America Foundation, is no fan of the companies, as apparent from the title of his recent book, “Raw Deal: How the ‘Uber Economy’ and Runaway Capitalism Are Screwing American Workers.”

‘The image of populism’

While he thinks Airbnb is disingenuous about how many professional landlords use its site, he sympathizes with Airbnb hosts who rent a spare room for extra income. Such people make an extremely effective lobbying force because they are genuine and motivated, he said. “They’re not only real people, but real people who have an economic interest,” he said. “In a classic political science sense, groups with a more vested interest will be more passionate.”

UC Berkeley’s Shaiken also sees that the companies have a compelling argument in terms of the services they provide. His problem is that they “are masquerading as a social movement,” he said. “They want the image of populism, but what they are protecting is venture capital rights.”


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