Eight Digital Video Predictions for 2019

The TV and OTT landscapes continue to shift and slide as consumers adopt digital video and streaming options, and the companies producing long-form content make bets on where audiences will spend their time. Here are eight digital video market predictions for 2019.

No. 1: The rate of cord-cutting will continue to accelerate. Cord-cutting will be driven mostly by the increased adoption of linear OTT services, which are on track to more than double their US audience in the next four years, and in smaller part by a surge in over-the-air (OTA) antennas (everything old is new again, like vinyl!). Despite the rising incidence of cord-cutting, the stakeholders in the traditional TV business will be just fine because they’re all invested in broadband service, content ownership, digital distribution or some combination of the above.

No. 2: The explosion of premium programming for TV and streaming outlets (aka ‘peak TV’) is unsustainable. One of the longest-running and most reliable indicators of the volume of programming for TV and streaming outlets, the annual FX Networks tally of US scripted series, showed a pronounced slowdown in growth. The 2018 total number of scripted shows carried by basic cable, pay cable, broadcast and streaming outlets was 495—only a 1.6% increase over the 2017 figure of 487 shows.

That’s the smallest growth factor since FX Networks started keeping track of shows in 2009, and it pales in comparison to double-digit increments in 2013 and 2014, and even the 2017 growth multiple of 7.0%. Streaming outlets showed the most growth and became the largest single contributor of programming in 2018, but their success came at the expense of broadcast and basic cable, which declined significantly. There are only so many hours in the day to binge-watch Netflix, Amazon, Hulu, HBO and ShowTime, not to mention DVR-ed network shows.

No. 3: At least one social media company will scale back its spending on video content. Facebook, Instagram, Twitter and Snapchat are investing billions in creating shows for their respective platforms, but the business case for that kind of programming is unclear. The most effective way to monetize long-form video in an ad-supported context is through pre-roll and mid-roll ads in a lean-back experience. However, most social video shows are geared for mobile viewing. A shakeout, or at least a pullback in spending, seems inevitable.

No. 4: Subscription fatigue will claim at least one major SVOD or linear OTT service. People are already hard-pressed to determine which among a rapidly growing number of subscription services are worth $10, $20, $30 or more per month. Add planned 2019 launches from Disney and AT&T into the mix, and you have a recipe for attrition. It doesn’t help that some of the linear OTT services appear to be priced below where they need to be in order to hit profitability. That means it’s likely that at least some of the incumbent services will face the double whammy of more competition while having to raise their prices.

No. 5: Any misstep by Netflix will raise serious questions about its business model. When the company missed its subscriber targets in Q2 2018, investors and pundits seemed ready to write its obituary. The company bounced back with a boffo Q3, but that won’t insulate it from a fusillade of existential questions should something go even slightly awry in 2019.

The simplicity of Netflix’s business model is its strength and weakness. On one hand, doing only “one job” means the company is hyper-focused. But with subscribers as the only metric that matters, and with Netflix hurtling toward a likely subscriber saturation point in the US, one has to wonder what happens next. If 2019 isn’t the year when Netflix has to pull a rabbit out of its hat, 2020 almost certainly will be.

No. 6: Apple will finally make a serious push into the TV space. For years, Apple has signaled its intention to compete in this arena, first by developing a product named Apple TV, and more recently byannouncing it would spend $1 billion on original content in 2018. It’s unclear how Apple might approach this business, or why it has stayed on the sidelines for so long. But given its brand strength, its expertise in technology and content, and its ties to Hollywood, it’s hard to envision a part of the TV ecosystem in which the Cupertino company can’t compete. It seems to be only a matter of time before Apple flexes its muscle in this space.

No. 7: Connected TV advertising will continue to scale up, and up to 20% of it will be transacted programmatically. There are many reasons why advertising has lagged consumer adoption of connected TV, but as the industry works through technical, business and workflow challenges, the gap will start to close.

No. 8: TV network groups will continue to push for ad targeting and measurement platforms designed to work across linear and digital. 2018 ended with CBS and Nielsen failing to renegotiate their ratings contract. Whether they’re able to reach an agreement in early 2019 remains to be seen, but the writing is on the wall that Nielsen’s legacy ratings system doesn’t fully serve the needs of broadcast groups in a multiplatform world.

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“Consumer habits and expectations keep changing, and that’s good” – Maria Garrido, CEO of Havas X

Audiences, more than ever, are demanding content from brands that moves beyond traditional television commercials and even the similar storytelling that is so often shared on digital platforms. In fact, a 2018 Meaningful Brands global study found that 58% of the content that brands produce is not relevant and 60% of TV content isn’t meaningful.

It’s true boosting consideration among audiences who flat out resist traditional messaging is a challenge. But that doesn’t mean it’s impossible.

source: https://www.prweek.com/article/1521791/evolution-content-consumption

No matter the source of the content, audiences want to be immersed and entertained. That’s why branded entertainment is based on a different model, one with few if any interruptions, increased interactivity, more authenticity, and replete with relatable, relevant, and meaningful messages.

Disruptive media outlets like Facebook, Amazon, Apple, Netflix, and Google have have mastered this model by reinventing the way people consume content.

But advertisers are also creating impressive, entertaining experiences using platforms like music videos (see Imagine Dragon’s “Thunder” for Dubai Tourism), documentary style films (Nutella’s Originals series, “The Ritual Project” from Stella Artois), and Amex’s “Spent: Looking for Change” and even statues and holographic imaging such as Dog S.O.S from Barcelona’s City Council and “Human Monuments” from European train operator Thalys.

The possibilities are endless; behind-the-scenes live streaming, branded in-game rewards, quirky choreography, and feature films like The LEGO Movie and The Angry Birds Movie.

Of course the infinite number of choices divides consumer attention. But it also offers unprecedented opportunities for advertisers to create content that is specific, targeted, and meaningful to each audience.

We now live in the age of content studios, a phrase that typically evokes names like Amazon, Netflix, and Hulu. But consumer brands including Red Bull, Coca-Cola, L’Oréal, and Unilever are also heavily investing in content studios.

And in this new age — despite the doomsday predictions for traditional TV advertising — the future of television content is promising. People expect to be captivated, not annoyed by disruptive advertisements. And branded entertainment, not product placement, can do exactly that. The trick is to integrate it into experiences that become part of people’s lives.

The future of content is entertainment with storytelling as the primary element regardless of the platform.

But again, the content must be immersive, instant, mobile, and personal. As an industry, we must focus on making our content more distinct, discoverable, deeply engaging, and entertaining.

Maria Garrido is CEO of Havas X and the chief insights and analytics officer for Havas Group. She manages consumer, brand and market studies, including the group’s proprietary analysis Meaningful Brands® and leads the Global Analytics practice

L’intelligence artificielle est pour Porsche la technologie la plus importante pour l’avenir … (une brève histoire de l’A.I.)

Les progrès technologiques rapides dans le domaine font de l’intelligence artificielle (IA) l’une des technologies clés du 21e siècle – grâce au Big Data et à l’augmentation exponentielle des capacités informatiques. Le constructeur automobile Porsche mise beaucoup dessus. Mais quel est son fonctionnement?

source: https://www.4legend.com/2019/lintelligence-artificielle-est-pour-porsche-la-technologie-la-plus-importante-pour-lavenir

Il y a 50 ans, L’IA (AI en anglais) était devenue pour la première fois un concept grand public – sous la forme d’un film hollywoodien. En 1968, le réalisateur Stanley Kubrick demanda au supercalculateur HAL 9000 de prendre le contrôle du vaisseau spatial dans son épopée de science-fiction «2001 : l’odyssée de l’espace». Une machine plus intelligente que l’homme?

En tant que discipline universitaire, L’IA avait 12 ans lorsque le film est sorti. En juillet 1956, elle est arrivée au célèbre Dartmouth College, dans le New Hampshire (États-Unis). C’est alors qu’un groupe de mathématiciens et d’ingénieurs électriciens ambitieux s’est réuni au Dartmouth Summer Research Project. Artificial Intelligence est un projet initié par John McCarthy, qui a inventé le LISP – le deuxième langage de programmation le plus ancien au monde.

Naissance de « l’intelligence artificielle »
Après quelques semaines laborieuses cet été-là, les dix penseurs invités avaient produit une plume d’écriture dense et de nombreuses idées. Machines parlantes; des réseaux basés sur le cerveau humain; ordinateurs auto-optimisants; et même la créativité de la machine semblait être à la portée de cette génération fondatrice euphorique. Cependant, leur développement le plus important a été l’expression «intelligence artificielle», qui a donné naissance à une nouvelle discipline qui fascinerait les gens du monde entier à partir de ce moment – et qui a en fait été adopté plus rapidement que prévu.

La même année, Arthur Lee Samuel – l’un des participants à la conférence et un informaticien du Massachusetts Institute of Technology (MIT) – a enseigné à un ordinateur IBM 701 comment jouer aux contrôleurs de jeux de société. Son programme utilisait une méthode permettant à la machine de tirer des leçons de sa propre expérience, en particulier dans les versions ultérieures. En 1961, il a joué contre le champion d’État du Connecticut – et a gagné. Cette approche représentait l’idée de base de l’IA en action : l’apprentissage de logiciels sur la base de grandes quantités de données.

Chant d’ordinateur
Cette année-là également, un ordinateur de type 704 a appris la chanson «Daisy Bell» aux laboratoires Bell et l’a reproduite à l’aide d’une synthèse vocale. Cela a évidemment attiré Stanley Kubrick, car il avait fait chanter la même chanson dans le film du superordinateur HAL 9000. Pour les masses à l’époque, tout cela était de la pure science-fiction; mais aujourd’hui, personne ne tombe de sa chaise avec surprise si leur ordinateur joue de la musique. C’est une autre des capacités de HAL 9000 qui reste encore hors de portée: une IA «forte» ou «générale», c’est-à-dire une IA qui imite complètement ou qui pourrait même remplacer les humains, reste un rêve utopique.

Le test de Turing est appliqué pour déterminer si un développement d’intelligence artificielle est comparable à celui d’un humain. Bien qu’aucun système technique ne réussisse ce test dans un avenir prévisible, les machines peuvent déjà faire mieux que les humains. Par exemple, ils sont extrêmement utiles pour analyser de grandes quantités de texte ou de données et constituent le socle des moteurs de recherche Internet. Intégrées dans d’innombrables applications pour smartphone, nous emportons cette IA «faible» dans nos poches où que nous soyons – et en tant qu’utilisateur, nous en sommes presque à peine conscients. Mais tous ceux qui parlent à Alexa ou à Siri voient également leurs phrases analysées à l’aide d’algorithmes d’intelligence artificielle; John McCarthy a fait un commentaire sans prétention sur le sort des applications d’intelligence artificielle: «Dès que cela fonctionne, personne ne l’appelle plus« intelligence artificielle ».

Deep Blue bat le champion du monde d’échecs Garry Kasparov
L’étonnement est de mise à chaque fois qu’Amnesty International franchissait une nouvelle étape, par exemple en 1997 lorsque Deep Blue battait le champion du monde d’échecs sur ordinateur, Garry Kasparov. Les jeux sont toujours un banc d’essai populaire pour les scientifiques de l’IA, et ils offrent également de bonnes possibilités de publicité.

Jeopardy, par exemple, est un jeu télévisé qui implique que les candidats doivent identifier la bonne question à laquelle un terme donné est la bonne réponse. Les tâches définies étaient généralement formulées de manière à être délibérément ambiguë et à exiger la mise en relation de plusieurs faits pour trouver la bonne réponse – rendant le défi beaucoup plus difficile. Cependant, le système IBM «Watson» a réussi à battre les deux détenteurs de records humains en 2011, après avoir été alimenté avec 100 gigaoctets de texte. Plutôt que de s’appuyer sur un algorithme individuel, Watson en utilisait simultanément des centaines pour trouver une réponse potentiellement correcte via un chemin. Plus nombreux sont les algorithmes qui parviennent indépendamment à la même réponse, plus grande est la probabilité que Watson parvienne à la bonne conclusion.

DeepMind bat le champion du monde « Go » Lee Sedol
DeepMind, une start-up londonienne fondée en 2010 et intégrée au groupe Google en 2014, a ensuite suscité un vif enthousiasme. Elle a développé une application d’intelligence artificielle optimisée lors de l’apprentissage de jeux. AlphaGo s’est fixé pour objectif de battre un champion du monde «Go» humain – ce qui était considéré comme une tâche presque insurmontable étant donné l’extrême complexité de ce jeu de stratégie. AlphaGo a atteint son objectif pour la première fois en 2016, en battant le champion du monde en titre Lee Sedol de Corée du Sud : un jalon attendu depuis longtemps. Actuellement, le programme AlphaZero ne se défait que de lui-même, car il renonce aux exemples de jeux humains et n’apprend qu’en jouant seul : les joueurs humains n’ont plus aucune chance de gagner contre AlphaZero.

Cet exploit est rendu possible par les réseaux de neurones artificiels. Les neurones sont des cellules nerveuses qui forment un réseau auquel une tâche individuelle est attribuée, telle que la vision. Un nombre apparemment infini de neurones sont connectés de manière dynamique dans le système nerveux humain. Le cerveau humain apprend en ajustant la densité de ces réseaux sur une base continue. Les chemins fréquemment utilisés deviennent plus forts, tandis que les connexions négligées dépérissent.

Réseau neuronal artificiel
Un réseau de neurones artificiels tente de reproduire cette structure. Les neurones artificiels en réseau prennent en compte les valeurs d’entrée et introduisent ces informations dans des neurones créés dans des couches de niveau inférieur. À la fin de la chaîne, une couche de neurones de sortie fournit une valeur de résultat. La pondération variable des connexions individuelles confère au réseau une propriété particulièrement remarquable : la capacité d’apprentissage. Aujourd’hui, les réseaux sont de plus en plus basés sur ces niveaux; ils sont plus complexes et plus entrelacés, c’est-à-dire plus profonds, grâce à une capacité informatique accrue. Certains réseaux de neurones profonds sont constitués de plus de 100 couches de programme connectées en série.

Cependant, l’IA doit être formée – dans le cadre d’un processus également appelé apprentissage en profondeur. Dans ce processus, les systèmes reçoivent des informations correctives provenant d’une source externe, par exemple un humain ou un autre logiciel. Le système tire ses conclusions des réactions qu’il reçoit – et il apprend.

Tests pratiques prometteurs chez Porsche
Le DSI de Porsche, Mattias Ulbrich, estime que l’intelligence artificielle est la technologie la plus importante pour l’avenir et qu’elle nous aidera à consacrer tout notre temps à ce qui compte vraiment. « L’IA participera à la création de valeur. De la même manière que les robots nous soulagent déjà physiquement aujourd’hui, l’IA nous aidera à réfléchir et à prendre des décisions lors de travaux de routine », explique-t-il. Les départements de développement ont beaucoup de travail à faire avant que nous atteignions ce point. Une considération clé dans ce travail concerne les aspects de la sécurité et de la vie privée.

Tobias Große-Puppendahl et Jan Feiling, du département principal du développement de l’électronique et de l’électronique, ont abordé le sujet chez Porsche. Les développements tels que la personnalisation, l’intelligence des essaims et la protection de la sphère privée nécessitent tous une IA afin de préserver la confidentialité absolue lors de la collecte et de l’échange de données. L’équipe a pour objectif de minimiser l’échange de données en utilisant un «apprentissage fédéré» dans lequel un système d’intelligence artificielle local situé dans la voiture tire les enseignements du comportement de l’utilisateur. Par exemple, si un conducteur dit «J’ai froid», l’IA devrait augmenter le chauffage. Il transmet son succès d’apprentissage – ou pour le dire autrement, son expérience – au cloud et aux instruments globaux d’IA installés dans ce pays, tandis que des données spécifiques telles que des protocoles de langage peuvent rester dans la voiture. En fin de compte, l’intention derrière les données est la clé : chaque utilisateur exprime un souhait à sa manière, mais attend le même résultat. Pensez à rencontrer une personne dont nous ne comprenons pas la langue, mais elle est en mesure de préciser si elle a froid.

Science fiction pure
Bien sûr, HAL 9000 de « 2001 : l’Odyssée de l’espace » de Stanley Kubrick est également capable de le faire. Mais une rébellion d’IA contre les humains est une pure science-fiction – du moins pour le moment – et la téléportation telle que vue dans Star Trek restera probablement pour toujours un rêve utopique. Après tout, une bonne science-fiction ne reflète pas exclusivement une technologie de pointe peu connue du grand public – telle que l’ordinateur chantant – mais explore également les domaines de l’incroyable fantaisie. Le professeur Sebastian Rudolph, spécialiste de l’IA basé à Dresde, estime que les futurs scénarios de rébellion artificielle sont extrêmement farfelus compte tenu de l’état actuel de la technologie. Il dit que, comme c’est le cas pour toutes les technologies, l’IA pourrait être mal utilisée – et en fait que des erreurs pourraient être commises lors de sa mise en œuvre.

Nous ne devrions donc peut-être pas avoir plus ni moins peur de ce type de développement que du progrès technique en général. Et vu de cette façon, il est logique que nous participions tous à la conception de ce progrès technique. C’est ce que Tobias Große-Puppendahl et Jan Feiling ont intériorisé chez Porsche – et en fait dans le meilleur de la tradition de la société, à la suite de Ferry Porsche lui-même : « Nous ne pouvions pas trouver d’IA qui nous séduisait. Alors nous l’avons construit nous-mêmes. »

Marketing Week predicts the key issues and challenges that will reshape marketers’ working world in the year ahea

Trends

Click on each heading for the full analysis

Effectiveness wins the battle over efficiency
This prediction might be more wishful thinking than based in reality, but there are signs 2019 could be the year marketers succeed in getting their businesses to prioritise effectiveness over mere efficiency.

Brands stop talking about being customer-centric
Brands often talk about being customer-centric but in reality, most businesses are still not set up with customers at their core. Simply installing a chief customer officer and hoping the rest will fall into place will not cut it in 2019.

The era of social media self-regulation is over
In a world of data breaches, hacking and fake news, social media giants will need to take greater responsibility for their communities if they are to avoid hefty regulation over the next 12 months.

Agencies under attack from all sides
Could 2019 be the year the agency model finally gets a 21st-century update? Putting aside the perennial complaints about pitches being too costly and time-consuming, the rise of the consultancies and a trend towards in-housing are now taking their toll.

Innovation will become faster and more flexible
In 2019, the need for faster and more reactive innovation will become even more integral. Some companies have already realised the importance of speed and are implementing more streamlined innovation processes, but next year we should expect to see a lot of this being put into action.

Brands realise the risk of sitting on the fence
Taking a stand on a polarising issue can be risky for businesses – you only need to look at the divisive reaction to Nike’s Colin Kaepernick ad for evidence of that – but with consumers’ trust in brands dropping, many are realising it could actually be riskier in the long-term to sit on the fence.

NLP boosts the power of chatbots and voice
We’re likely to see natural language processing (NLP) reach a level of advancement in 2019 that finally makes more complex applications look both possible and appealing. This will benefit not just chatbots but also that other hugely promising but so far disappointing technology – voice assistants.

Marketers re-imagine the future of work
From side-hustles to ‘squiggly careers’, marketers are embracing the opportunities of flexible working as they pursue multiple projects in a bid to turbocharge their professional development. Indeed the appetite for flexible working in undeniable.

Brands must finally put their Brexit plans into action
29 March 2019 is set in law as the date when Brexit will happen automatically. For brands, waiting to see what occurs is no longer an option. Plans, and contingency plans, must be made now, otherwise they won’t be in a position to act on whatever sequence of events actually comes about.

Frictionless shopping 2.0: How its definition has evolved and what it means for brands

Frictionless shopping 2.0: How its definition has evolved and what it means for brands

Photo by iStock.com

By Sheryl McKenzie, vice president, products & capabilities, Alliance Data card services business

Today’s brands know they need to deliver a seamless shopping experience and that consumers expect “frictionless experiences” at every turn. But as new technologies pave the way for faster, easier, and more convenient brand interactions, consumer expectations have never been higher. We’re living in the era of frictionless 2.0, which leaves brands with a lot to gain — and a lot to lose.

source: https://www.retailcustomerexperience.com/blogs/frictionless-shopping-20-how-its-definition-has-evolved-and-what-it-means-for-brands-2/

Frictionless then and now

When the concept was first embraced by retailers, “frictionless” meant ease and less hassle — quite literally, a “lack of friction.” But as innovations such as mobile wallets, digital receipts, free and fast shipping, and one-click purchasing emerged and began to reshape the consumer shopping experience, the definition began to be reshaped as well. Today, a frictionless experience means more than just less hassle. It means greater speed, personalization, and wow experiences. And it means anticipating — not just meeting — consumers’ needs.

As customers’ definition of a frictionless experience has evolved, they’ve also become a lot less patient when they encounter what they perceive as friction. According to Alliance Data’s recent study, The Rules of NextGen Loyalty, consumers from all generational groups expect great service and an ideal shopping experience, regardless of where they are in their shopping journey. If brands don’t deliver, consumers will take their business elsewhere. In fact, 76 percent of consumers surveyed only give brands two to three chances before they stop shopping with them, and 43 percent cite a poor experience as their top reason to leave a brand behind for good. Simply put, consumers who encounter friction will run the other way fast, and second chances don’t come easily.

The frictionless frontier of tomorrow starts today

To win on the evolved frictionless frontier, brands need to create experiences that stay one step ahead of the consumer. For example, a consistent brand experience in all channels — or an omnichannel approach — is now table stakes, and it’s not enough. In fact, unified commerce — the full integration of data and platform on a brand’s back end that enables completely seamless customer experiences between channels — is now the expectation.

But what’s next? Brands need to ask themselves what consumers will see as friction tomorrow that they might not see today. For example, Alliance Data’s Now, New, Next 2019 retail trends report, which explores upcoming retail trends, spotlights advanced data personalization strategies that remove friction by anticipating consumers’ personal fashion preferences. For instance, online custom menswear company Eison Triple Thread uses a personalized quiz and the shopper’s Spotify listening habits to design made-to-order menswear looks.

Social shopping also offers technologies that may be integral to the future of frictionless. Brands who are embracing social media’s commerce-enabling features may be on the cusp of a revolution that allows consumers to move more seamlessly from inspiration and discovery to purchase. Along these lines, Michael Kors became the first brand to test augmented reality-enabled ads within Facebook’s News Feed. Mobile device users can use the augmented reality feature to try on a pair of sunglasses, for example, and then tap “Shop Now” to purchase on the brand’s e-commerce site. Will customers soon be disappointed by e-commerce brands that don’t offer a ‘try it on’ feature?

Data-driven decisioning (through artificial intelligence) may also prove to be a key part of the next generation of frictionless experiences, paving the way for brands to create truly relevant consumer journeys. Nail polish brand OPI, for example, uses search behavior, social media insight, and Amazon integration to identify whether someone is a general customer or a professional nail technician — then automatically adapts their website accordingly. Will customers soon be frustrated by a web experience that isn’t tailored based on whether they’re shopping for business or pleasure?

These are just a few examples of brands that have embraced a new definition of frictionless — recognizing that it’s no longer about simply removing friction, but about ‘wow’ experiences that transform the shopping experience and take the journey to the next level.

At least in spirit, these innovations represent the future status quo, and the future is coming fast. As shifts both small and large create new standards for retail, what satisfied or even impressed customers last year may not do the trick next year. Brands who make investments in technology, data-driven insights, and big-picture thinking will have what it takes to win in the frictionless 2.0 landscape — as long as they’re ready to get in the game.

 

Most Belgians (56%) now use their smartphones for end of year shopping (Source: Orange)

  • 56% of Belgians who indicate buying holiday presents online, use their mobile phones (+ 10% compared with 2017)
  • 13% say they shop at work, 5% say they shop during their commute
  • Online shopping provides a clear overview of all the offerings and makes it easy to compare prices and pay securely
  • 1 in 4 people spend more than €250 on presents this holiday season

Belgians are becoming increasingly digital in their shopping habits, new research shows. Orange Belgium conducted a survey of the shopping habits of almost 1,000 Belgian consumers and unearthed some striking findings. The trend is crystal clear: smartphone shopping is the new normal.

Comparison is king

The study shows that 58% of respondents do their end of year shopping at least partially online. That makes the internet the second most popular place to shop, after a shopping centre (64%). The smartphone is the rising star of online purchases: 56% of all respondents say they use their mobile phones for shopping (compared with 45% last year).

The explanation for this trend is simple, says Cristina Zanchi, Orange Belgium’s Chief Consumer Officer: “The smartphone allows us to stay connected anywhere anytime to check where to find the best gift. Consumers take their time to search for a product and enjoy getting an instant overview of the many different options like shape, colour, quality,… We also see that trend in the number of visitors of our e-shop. Orange is offering a  wide range of smartphones, that combined with our unlimited network and tariff plans, gives the Orange customer the opportunity to enjoy staying online with a complete peace of mind. Shopping with a smartphone allows us to compare prices without ever having to leave the comfort of our sofa or just to kill time while waiting for a bus, for example. Online shopping is often cheaper as well, and it will nearly always be delivered right to your front door. The possibilities today are amazing.

Belgians’ favourite online store is Amazon (28%), followed by bol.com (18%). Some 23% says they do not have a favourite store as they prefer to compare prices between the many different competitors. The Orange e-shop attracts 25% more people during the holiday season.

The internet is for shopping and getting inspired

Not everyone who visits online stores makes a purchase right away. For many, smartphones are also important for inspiration (61%), to track and trace purchases (60%) and to compare special offerings (47%).

So what to expect this holiday season? It seems shoppers are sticking to the classics. At the top of the list: perfume (50%), clothing (48%), gadgets (44%), toys (40%) and personalized items such as calendars, mugs, etc. (40%). The average Belgian isn’t afraid to spend money online: 39% say they will spend between €100 and €250 on online shopping this year. Some 26% will spend between €50 and €100, but a significant 24% will spend more than €250.

source: https://corporate.orange.be/en/news-medias/most-belgians-now-use-their-smartphones-end-year-shopping