Are we seeing the end of gender?

Havas Group releases results from its latest study of more than 12,000 adults in 32 countries

(Paris, France) Gender is a hot-button issue in 2017, with gender-related controversies multiplying around the world. But will there come a time when gender is regarded as no more important than a person’s height, handedness, or hair color? Based on the findings of Havas Group’s recent survey of more than 12,000 people in 32 countries and the accompanying “The Future Is FeMale” report (downloadable here), a nongendered future may be in the cards.

“The media is raging with arguments about pay gaps, harassment, sexploitation, rape culture, mansplaining, and manspreading, not to mention gender fluidity, transgender equality, gender-neutral language, and the place of women in Silicon Valley,” says Marianne Hurstel, Global Chief Strategy Officer. “Even so, to echo the late Martin Luther King, Jr., we see a trend toward a future in which people will be judged by the content of their character rather than the makeup of their chromosomes. And that future may not be terribly far off.”

The 32-nation survey, commissioned by the Havas Group and fielded by Market Probe International, sought to measure how far gender equality has come in an era when women in most parts of the world are able to do things once considered the province of men, including work outside the home, earn high school and college degrees, vote, own property, and hold elected office.

Key findings from “The Future Is FeMale” include:

You don’t have to identify as a feminist to support women’s equality. Less than a third of women (31%) and 17% of men surveyed consider themselves feminists, but it’s clear that the basic tenets of the women’s movement are now deeply ingrained in the public mindset. Strong majorities of those surveyed (84% of men and 91% of women) agree that men and women who do the same job should be paid the same. Only 5% of men and 3% of women disagreed. Moreover, both sexes were more likely to agree than disagree that the world would be a better place if more women were in positions of power. And a majority (52% of men and 64% of women) said they would like to see more women hold executive positions.

Men no longer rule the roost. We are a long way from true gender equality in the workplace and political sphere (nearly half our sample agreed that women today have rights but no real power), but things have progressed more rapidly on the home front, where men not too long ago were automatically considered “head of household.” Less than a third of men surveyed (31%) and a quarter of women (24%) agreed that male-female relationships work better when the man is the dominant partner. And just 30% of men and 26% of women believe relationships work better when the male earns more than his female partner.

Not everyone is on board the equality train. A third of men and nearly a quarter of women (23%) believe feminism had done more harm than good. This attitude is more prevalent in emerging (33%) than developed (24%) markets. Further, nearly a quarter of both men and women believe that women’s emancipation has caused men to fall behind. This may explain why 4 in 10 women (and 28% of men) say they’re seeing a lot more anger expressed toward women these days. This anger may be especially prevalent online: Agreement on this statement came from 35% of those who use social media, compared with 27% of those who don’t.

Gender distinctions are fading. Remember when boys were made of “snips and snails and puppy dogs’ tails” and girls were made of “sugar and spice and everything nice”? We may want to rethink that recipe. We gave our respondents a list of 25 important traits and attributes, and asked whether each one applies more to men, to women, or to the two sexes equally. Though there were some distinctions (both sexes agreed that men are more mechanical and women are more nurturing and sensitive), for the most part we saw a real overlap between the genders. For instance:

      • 75% of both men and women believe the two sexes are equally valuable to society
      • 69% of men and 71% of women believe the sexes are equally smart
      • 64% of men and 68% of women believe the sexes are equally intellectual
      • 63% of both men and women believe the sexes are equally trustworthy
      • 61% believe the sexes are equally hardworking
      • 57% believe the sexes are equally creative/innovative

Perhaps even more surprising is our finding that barely half the global sample (55% of men and 54% of women) believe parenting comes more naturally to women than to men. That’s pretty astonishing given the long-held belief that women’s primary function was caring for children and home.

Many signs point to an agendered future. The very way we think about gender is changing. A majority of women (52%) and 44% of men surveyed agreed: “I do not believe in set genders; gender is fluid, and everyone can be what they feel they are.” And there is a clear push toward raising children in a nongendered way: 61% of women and 46% of men believe children should be raised in as gender neutral a way as possible so as to avoid rigid gender restrictions. (In comparison, 39% of women and 54% of men would prefer to see girls and boys raised with gender-specific clothing, toys, etc.) That attitude seems to apply to adults as well: In developed markets, barely half the sample (52%) believe “a man should be masculine,” and just 48% believe “a woman should be feminine.”

“The more men and women study, work, play, and socialize on equal terms in a world increasingly leveled by technology, the more we perceive—as our survey shows—how similar many of our qualities, interests, and goals are,” says Global Chief Strategy Officer Marianne Hurstel. “And the more we recognize these commonalities, the more likely we will be to think that our gender is just one aspect of who we are.”

To read the full report please click here.
About Havas Group

Havas is one of the world’s largest global communications groups. Founded in 1835 in Paris, the Group employs 20,000 people in over 100 countries. Havas Group is committed to being the world’s best company at creating meaningful connections between people and brands through creativity, media and innovation. Based on a client-centric model across media and creative, the Havas Group is the most integrated company in its sector. We operate with three business units (creative, media and healthcare & wellness) within our Havas Villages all over the world where teams share the same premises ensuring agility and a seamless experience for clients. #ToBetterTogether

Further information about Havas Group is available on the company’s website:


Suzie Warner
Global Head of External Network Communications, Havas Group
+44 203 196 9000

Ravi Sunnak
EVP, Corporate & Global, Havas PR
917 412 4473



Most Marketers Say They Understand AI, but the Details Are Hazy – eMarketer

Source: Most Marketers Say They Understand AI, but the Details Are Hazy – eMarketer

September 19, 2017

Artificial intelligence (AI) has been invoked by everyone from Elon Musk, who warns the technology could spell the end of humanity, to labor analysts, who caution it could bring an end to most jobs. But what, exactly, does the phrase mean to marketers?

AI firm GumGum polled marketing and advertising executives in North America in June 2017 to take their temperature on how the technology was being incorporated into their efforts. GumGum’s survey used an admittedly broad definition of AI, one that included programmatic advertising.

Nonetheless, the firm reported that 61% of respondents were either generally aware of AI or had an understanding of its potential applications. But only 3% considered themselves experts in the area.

The survey also found that chatbots had the deepest level of adoption among those polled. Twenty-seven percent of respondents said their companies used the conversation programs “a lot,” while 28% used them “a little,” with the remainder not using them at all.

Usage of Select Marketing Technologies at Their Company According to Advertising and Marketing Executives in North America, June 2017 (% of respondents)

Marketing and advertising executives also said their companies had dipped their toes into both automated personalized content, used “a little” by 62% of respondents, and predictive analytics, used “a little” by 60%. But fewer respondents were using either of those technologies with the same high-level frequency as chatbots.

Advertisers and marketers are understandably focused on aspects of AI more closely related to carrying out campaigns. GumGum’s poll found that 58% of respondents said their companies expected to deploy automated personalized content next year, while 52% planned to do the same with predictive analytics.

In theory, AI might have a stronger appeal among groups like retailers, who can find more practical applications for it. Chatbots, for example, could be used as a customer relationship management (CRM) tool to provide a range of services, such as giving consumers product information during the research phase or helping to resolve problems after a sale has been made.

But there’s data to suggest that many decision-makers in retail don’t think AI technology is developed enough for widespread deployment. A Linc survey of US retail executives from May 2017 found that only 7.7% of respondents said AI plays a regular role in their customer service efforts.

A variety of reasons were given in the Linc survey for why uptake of AI remained slow. More than a third said AI conversational interfaces, such as chatbots and voice assistants, were not yet sophisticated enough to serve their needs. Some said they lacked the technological resources to support AI, while others felt consumers were not yet ready to adopt such services.

Rahul Chadha

How Amazon is becoming the third force in advertising, making the duopoly an oligopoly | The Drum

Source: How Amazon is becoming the third force in advertising, making the duopoly an oligopoly | The Drum

As Amazon wields a growing power as a search engine, it is also becoming a more compelling advertising platform and, as a result, is posing the first real challenge to Google and Facebook, which have long commanded digital advertising budgets virtually unopposed. Of the two, Google initially stands to lose more, but as Amazon’s ad offerings expand, Facebook could also bleed ad dollars.

At the same time, it is unlikely Amazon will overthrow this so-called ‘duopoly’ until it starts to do more with online media and command a larger chunk of consumers’ time. So, instead, we’re likely to end up with three digital advertising powerhouses instead of two.

Here’s how that’s likely to play out:

Amazon the search engine

Research shows many consumers turn to Amazon when looking for information about products. Figures vary from 31% to 55% when it comes to first-time research – and a study from marketing technology company Kenshoo found 72% of people visit Amazon at some point before making a purchase when they want to research products online.

According to Collin Colburn, analyst on the B2C marketing team at market research firm Forrester, use of Amazon as a search engine will continue to grow for two reasons:

Amazon is built like a product-specific search engine – consumers can search for anything product-related and get relevant results better and quicker than they can with Google.

Second, Colburn noted Amazon is unique in that its product listing pages have virtually everything a shopper could want to know – including price, description, pictures and reviews – which gives customers a one-stop shop for research even if they aren’t actually going to buy from Amazon.

Nathan Grimm, director of marketing at Seattle-based agency Indigitous, agreed Amazon’s share of search will grow.

“They have built a sizeable lead in selection and service over their competitors and continue to grow their market power,” he said. “As retail stores continue to struggle and close down, even more business will shift to Amazon. Their share of search is very much a function of them being a preferred channel for purchasing products. Until someone else upsets their model, it will grow.”

In addition, Kevin Mannion, chief strategy officer at business intelligence firm Advertiser Perceptions, said he believes Amazon has growing influence on how advertisers view search.

“Our data shows that advertisers are increasingly ready to shift down their spend in traditional digital search and [are] more likely to see alternate search opportunities. Amazon is one. And perhaps the most important,” he said. “Searching within the Amazon environment is essential to the data story that Amazon can share with marketers and agencies. And as the shopper leaves [its] walled garden, Amazon is able to track and retarget shoppers who have explored a product category and…considered contender brands.”

Amazon the ad platform

It’s this knowledge about consumer behavior that makes Amazon such a powerful foe against Google and Facebook, which have long ruled the digital marketing landscape.

In fact, Advertiser Perceptions’ Q4 2016 Programmatic Intelligence Report found Amazon’s nascent ad business was the most-used DSP and the most preferred DSP – and Mannion said Amazon also performed well in a forthcoming study, confirming Amazon is a “significant player” among DSPs. That’s in part because it has its own exclusive placements on and other Amazon properties that other DSPs can’t reach, as well as because Amazon can offer targeting based on what consumers are shopping for on Amazon and it can report on sales, as well as on how purchase and search behavior changed while ads were running.

In fact, at DmexcoMarc Pritchard, chief brand officer at P&G, said advertising on platforms like Amazon enable the brand to better understand consumer behavior and deliver ads when they are most likely to result in sales. (A Samsung rep at Dmexco, however, told The Drum the brand respects Amazon, but sees it primarily as an ecommerce platform rather than a marketing platform.)

Amazon v. Google

Of the two players in the duopoly, Amazon is more like Google – which means they’re now squaring off for consumers looking for information.

And, according Joe Migliozzi, managing director of e-commerce and retail media unit Shop+ and lead of media company Mindshare North America, Amazon’s business model is not dependent on advertising revenue, which gives it the freedom to change the competitive landscape.

“For example, Amazon Echo’s main ambition is to sign up more Prime subscribers and sell more goods, not to sell ads,” he said. “However, Echo has disrupted the search business both by voice, as well as the singularity of its answers: There is no room, or at least very limited space, for paid search advertising in a world of single voice answers to queries.”

Jason Hartley, senior vice president and national head of search and paid search at digital marketing agency 360i, agreed the challenge from Amazon is significant because it has disrupted Google’s virtual monopoly on search – and as Google loses market share in product searches, it is also losing revenue from the ads it used to serve consumers making those searches. And, as Amazon does a better job of monetizing its own searches, Google could see further losses in the consumer product and retail budgets it used to command.

In addition, Hartley noted that advertising is a means to an end for Amazon, which wants to sell more products. For Google, however, advertising is the end “because, with few exceptions, they don’t sell anything or make any money off the goods they direct people to via searches,” he continued.

At the same time, Hartley also noted Amazon has some limitations – for example, if it doesn’t sell a given product, the brand behind it can’t advertise on the platform. There are also verticals like travel that Amazon probably won’t touch.

“There will be a lot of competition for traditional retail and CPG searches in the future, and Amazon will be on par in terms of search volume, but not necessarily advertising because, again, it’s not a revenue priority for them, selling the product is,” he added.

Amazon v. Facebook

Facebook also stands to lose market share to Amazon, but it isn’t as much of a direct competitor as consumers use the platform for different reasons. Facebook could, however, still be hurt if budgets moved to Amazon as its ad offerings expand, a 360i rep noted.

“Until Amazon starts competing more for online media they aren’t directly challenging Facebook,” Grimm said. “Amazon does have inroads with Amazon Video and Amazon Music, but they don’t have a social network or a news portal with wide adoption.”

The Oligopoly

Hartley noted Amazon is likely to follow a similar path as Facebook and Google in digital advertising.

“In the next year, I think you’ll see the maturation of the digital advertising products on Amazon, which will mean early gains for those who understand how the system works, followed by a rapid rise in competition as more players get to know how to leverage the advertising opportunity effectively, and then in the crowded space it will become a lot harder for brands to win and create ROI,” he said. “This is the same trajectory Facebook and Google faced in their early days. But with Amazon’s growth, there is probably another three-to-five years of being able to find strong performance without particularly sophisticated strategies.”

However, he also noted Amazon is known to move quickly, so this time period could be compressed if Amazon prioritizes advertising and works closely with brands and agencies and “shares data more effectively.”

Grimm believes that Amazon can carve out “a nice chunk” of the digital ad market by serving ads to shopping customers.

“However, consumer awareness and preferences are primarily built elsewhere, so Amazon will have to control a lot larger chunk of consumers’ time before they steal a large chunk of ad dollars from Facebook and Google,” he added. “I see them becoming a third pillar of Internet advertising, but not replacing Facebook or Google.”

Colburn agreed that consumers more likely to end up with three powerhouses than two. That’s in part because many companies are investing in Amazon advertising from their shopper marketing or retail teams and not their marketing budgets. This means they’re not necessarily taking dollars away from Google, but rather putting more money in Amazon.

“It doesn’t really change the duopoly – it just sort of props Amazon up more,” Colburn said. “But it doesn’t take share away from Google.”

Additional reporting by Rebecca Stewart.

Infographic: Banking in Europe 2017 

Source: Infographic: banking in Europe 2017 – EBF facts and figures » Banking Technology

European Banking Federation (EBF) has published its annual update on the banking sector in Europe. According to the EBF findings, staff numbers and branches in the European banking sector continued to shrink in 2016, while Eurozone deposits and loans grew slightly.

The number of bank branches in the EU declined to 189,270 – about 9,100 branches were closed last year. By comparison, the number of branches in 2008 stood at 237,701.

The number of people working for credit institutions in the EU fell to 2.80 million last year from 2.85 million a year earlier. This compares to 3.26 million in 2008.

The number of credit institutions in the EU has consistently fallen for eight years in a row and declined last year by 453 to 6,596 banks from 8,525 in 2008. Germany is home to more than 25% of all banks in the EU.

The total deposits from businesses and households, as defined by non-monetary financial institutions, grew by 1.2% in 2016 to €15.9 trillion in the EU at the end of 2015, with €11.8 trillion in deposits in the euro area. Deposits from households rose 1.7% compared to a year earlier while business deposits increased 3.7%.

The value of loans to EU households declined 0.9% to €7.6 trillion, reflecting a drop in non-euro area values. Loans to households in the euro area however grew for a second consecutive year, adding some €200 billion since 2014.

More facts and figures in this infographic created by EBF:


Havas global MD Dominique Delport on Vivendi, transparency & branded content: ‘We absolutely need to be radical’



One of the key opportunities that will be opened up if the proposed tie-in between Havas and Vivendi does take place will be around the content marketing that the pair can collaborate on for advertisers, believes global managing director of Havas Group, Dominique Delport.

Speaking to The Drum while attending Dmexco, Delport spoke of his 10 years at Havas and four years also working with media company Vivendi, which he described as “a privilege” before talking about his view on the success of ‘the village concept’ within the creative group.

The Havas Village concept was built over a three-year-period to foster internal collaboration within Havas across a number of locations including, Paris, New York, Chicago and London, and was an early brainchild of chief executive Yannick Bollore and was lauded by Delport.

“When you bring in data scientists and journalists and storytellers and creative people with media planners and people who look at consumer insights; it creates that is different from a very siloed world. As we need to be more agile, more lean, move faster – that is super future proofed. That is why there was so much enthusiasm for the village project and now, more and more we see integrated pitches. Clients now don’t want to split the world with creativity on one side and media on the other side because now consumer journeys are content journeys,” Delport stated.

“Content sits in the middle, data sits in the middle. If you are a media guy, maybe data will be more media data, consumer data – when you are a creative, it’s more customer relationship management data historically speaking – the same for content. Advertising content is very different from non-advertising content; long-form, short-form and so on. We brought everyone around this kind of connected villages and it has been a huge success with tremendous organic growth for Havas.”

He added: “On the Vivendi-side, the Havas opportunity is brilliant as so many transformational projects are happening with the biggest brands in the world that we can apply all these learnings to a leading entertainment company.”

Delport went on to discuss the importance of mobile becoming ‘the first screen’ for advertisers, stating his belief that people will use a small number of apps on their phone rather than ‘hundreds’ of apps due to the time constraints modern users face.

“You need to always try to disrupt yourself and this is how we reinvent the client-centric solutions,” he continued and predicted that the media sector was set to face a period of consolidation. “We saw that with AT&T and Time Warner…Telcos are understanding that advertising is a $600bn business which might be interesting for them, the same way that the big digital players are looking at the big TV budgets and for agencies there is a need for better understanding content marketing and the entertainment world.”

Of branded content, he claimed that it was an opportunity for brands to gain attention or drive emotion; “They know content and artist talent, gaming, TV series – they will have a way to bring more emotion into that trade off; I will give you that data but please entertain me. Content is the glue for data but moreover we can help Vivendi deliver better experiences for their talent and their artists. When you are a super fan you are ready to live crazy experiences for your passion or whatever it costs. Today there are so many things that can be created and invented that just don’t exist and we have already so many ideas and profiles of all these digital or physical experiences that we can mash up and try to propose to the super-fan.

“I am confident that creating the unknown is more exciting than protecting the old ways of making and creating revenue streams. The industry will change and we need to change and fix the issue that we have seen in the broken ad value chain or the fraudulent inventory or the transparency issues with clients. We absolutely need to be radical. Zero tolerance is not a box – we know that always we need to be cautious along the way.”

More of Delport’s views on content and the Havas-Vivendi deal can be heard in the video above.

BAM: Le monde marketing belge enfin réuni

Source: Le monde marketing belge enfin réuni

Mettez les fondateurs de BAM ensemble et vous obtenez quelque chose d’intéressant. Nous avons organisé une table ronde en gardant cette philosophie à l’esprit. La pertinence et la valeur ajoutée de BAM, pour Belgian Association of Marketing, sont des notions désormais affinées. Et comme si cela ne suffisait pas, de nombreuses initiatives concrètes ont été prises. Une chose est certaine : dès septembre, BAM va (d)étonner.


Les architectes fondateurs sont des organisations ressentant des atomes crochus avec une initiative telle que BAM, mais surtout qui souhaitent s’y impliquer. Autour d’une table bien fournie, les représentants de 4P Square, Carrefour, Bisnode, Bpost, Google, IBM, Proximus, Roularta, Serviceplan et &KOO, le président de BAM, Koen Van Impe, les vice-présidents Hans Van Eemeren (Mosquito), Annie Courbet (Brocom) et Bart Swimberghe (Proximus).

Plus qu’une fusion

« BAM représente une réelle synergie, on le remarque déjà » lance Koen van Impe. « Nous avons une mission claire : inspirer les marketeurs pour qu’ils œuvrent à un marketing significatif. Cela signifie aussi créer une véritable valeur ajoutée et entretenir des relations durables avec les clients. »

« Le véritable atout de BAM est que, selon moi, toutes les disciplines du marketing sont désormais réunies dans une seule et même organisation » ajoute Raf van Puyvelde, CEO de 4P Square. « Cette ambition existe depuis longtemps. BAM est enfin une organisation pour les annonceurs, les agences, les entreprises et toute personne qui entre d’une manière ou d’une autre en contact avec le marketing. BAM constitue une plateforme géante et un réseau. BAM offre des connaissances et de l’expertise pour vous améliorer dans la pratique de votre métier. »

« Absolument » appuie Burt Riské, General Manager de Roularta Business Information. « BAM résulte d’une nouvelle dynamique. Je suis ravi que cela soit devenu une réalité. Cela semble être un nouveau départ dont nombre d’entre nous attendent beaucoup. Bien évidemment, ces attentes doivent être partagées. Nous le ferons avec un réseau fort et précieux, avec du contenu de qualité et en nous donnant les moyens de participer activement au mouvement. »

« BAM combine au final les expertises des brand-vertisers et des marketeurs performants, ceux-là qui voient le numérique comme une nouvelle norme dans leur marketing mix » poursuit Anthony Belpaire, Industry Head chez Google. « Il faut y voir l’avenir du marketing moderne : les consommateurs sont touchés par du contenu pertinent au moment où ils sont enclins à le recevoir, et cela à travers le funnel marketing dans son ensemble. Bien évidemment, cela exige une collaboration étroite entre toutes les disciplines du marketing. La naissance de BAM est donc un signal important. »

Bart Swimberghe, Head of Smart Advertising Solutions chez Proximus : « Nous démarrons sur de bonnes bases : une mission limpide et une structure claire. Mais nous avons aussi l’ambition de créer une force commune en appréhendant l’innovation. Ne plus réitérer les formules éprouvées, mais s’appuyer sur une organisation forte au sein de laquelle tout le monde trouve son bonheur. »

« L’ouverture est, pour moi, la chose la plus importante » explique Peter Vande Graveele, CEO de Serviceplan. » Par le passé, il était impossible de définir les différentes organisations comme des clubs ouverts. BAM le pourra. Cela signifie que l’on n’y retrouvera pas seulement des marketeurs, mais que BAM sera aussi ouvert à toute personne ayant une interface avec le marketing. Raison pour laquelle je trouve l’URL parfaitement adaptée. Vous souhaitez savoir quelque chose sur le marketing en Belgique ? Il n’y a qu’une organisation : BAM ! »

Le digital est normal

« Nous devons jeter des ponts entre digital natives et analogic natives. Ce n’est pas une question d’âge, mais de culture » souligne Patrick Steinfort, CEO de BAM. « Nous savons depuis dix ans que les données sont de l’or en barre. Nous réalisons aussi que les médias numériques se multiplient et que la technologie gagne en efficacité. Le marketing est de plus en plus complexe, mais aussi de plus en plus intéressant. Raison pour laquelle l’interaction au sein de BAM est si puissante. Les personnes aguerries en termes numériques ne le sont pas forcément dans l’élaboration d‘un plan marketing. Quel que soit le groupe-cible – jeunes et marketeurs expérimentés, et même les non-marketeurs – nous devons avoir une offre. Tout le monde a quelque chose à apprendre d’autrui. Et c’est parfaitement possible avec une plateforme comme BAM. »

« Nous vivons un paradoxe en Belgique » poursuit Anthony Belpaire. « Bien que le consommateur aille déjà très loin dans le numérique, le marché des entreprises n’utilise pas encore tout le potentiel digital. Toutefois, il existe de nombreuses opportunités. BAM doit former un écosystème avec ses partenaires afin de permettre aux marketeurs de chercher et de trouver une manière plus moderne d’aborder le marketing. »

« En tant que marketeurs, nous sommes souvent aux côtés des CIO et des CTO » indique Inge Vander Velpen, COO chez &KOO. « Cela dépasse de loin le concept des 4P. Les marketeurs participent de plus en plus aux processus d’innovation et au développement de produits digitaux. »

Koen Van Impe : « Il s’agit de relier des points entre-deux. Nous devons tout réunir. Il est important de pouvoir dire clairement aux annonceurs qu’ils ne doivent pas dépenser leur argent sur cinq grandes plateformes. Il existe tant et tant de bonnes plateformes locales. La pertinence d’une bonne communication revient juste à la bonne propagation de celle-ci sur différentes plateformes. Il faut être meilleur, plus intégré et moins intrusif. »

La valeur ajoutée pour les membres augmente

Burt Riské : « Auparavant, j’avais parfois l’impression que certaines entreprises ou personnes avaient peur de rejoindre l’une des trois associations parce qu’elles ressentaient que leur offre était trop spécifique. Aujourd’hui, c’est complètement différent. Cette expertise approfondie se retrouve dans BAM, mais dans tous les domaines avec lesquels le marketeur entre en contact. »

« Le rôle du marketeur évolue rapidement » précise Maureen Soenen, External Relations Manager chez IBM. « En tant que membre de BAM, vous êtes informé des évolutions les plus importantes dans le paysage marketing et vous êtes à jour concernant les technologies les plus récentes. Il est également important que vous puissiez échanger des expériences et pas seulement vous féliciter d’avoir les mêmes idées. Vous devez pouvoir apprendre des gens. Et vice versa. »

Annie Courbet : « C’est l’essentiel de ce que nous faisons. Aider le marketeur à s’adapter à un environnement en rapide évolution. Aider le marketeur à grandir, de junior à sénior, d’analogique à digital, d’une vision data centrée à un point de vue plus large. »

« En tant que membre, vous contribuerez beaucoup plus » précise Inge Vander Velpen. « Vous avez des questions ? Posez-les ! Vous voulez contribuer ? Vous êtes le bienvenu. BAM est une véritable communauté plus pertinente que jamais pour les marketeurs d’aujourd’hui. »

« Il existe des choses positives et nous les réunissons désormais en une seule organisation » ajoute Peter Vande Graveele. « Mais nous voulons aussi améliorer les choses. Cela ne se fera pas du jour au lendemain. Nous avons besoin de temps pour évaluer les choses. Une importante valeur ajoutée est constituée par les hubs marketing au sein desquels les marketeurs peuvent se réunir autour d’un thème particulier tout en y apportant activement leur savoir-faire, leur inspiration, mais aussi leurs questions. »

Raf Van Puyvelde : « Chacun veut une chose différente. La grande valeur ajoutée de BAM est que nous avons désormais le choix. Réseauter ou assister à d’intéressantes présentations. Les formations, les congrès, les événements dédiés au réseautage, les hubs marketing. Je ne pense pas qu’une telle variété existe ailleurs. C’est notre force. Et c’est la raison pour laquelle nous serons également intéressants aux yeux de celles et ceux qui ne sont pas marketeurs. Nous devons concentrer nos efforts pour être en mesure de parler aux CEO des PME belges. »

« Je suis content que cela se produise » se réjouit Bart Swimberghe. « Parce que, au final, tout le monde est marketeur. OU ce devrait être le cas. Chaque membre de la société est, à sa manière, responsable d’une partie du marketing. Le temps où le marketing se faisait dans le cercle très fermé du département marketing est heureusement en train de disparaître. Nous devons aussi prêcher cette ouverture d’esprit. »

« Toutefois, nous n’avons pas la prétention d’expliquer ce qu’est un bon marketing » précise Koen Van Impe. « Le Meaningful marketing est en recherche constante, en collaboration avec nos membres, les autorités, les citoyens et toutes autres organisations. De nouvelles choses nous arrivent. Raison pour laquelle nous devons renforcer nos liens avec d’autres organisations comme ACC, UBA et UMA. »

Le marketing doit créer de la valeur

« There is no Bible » tonne Peter Vande Graveele. « Le marketing ne sera significatif que si nous parvenons à rassembler les gens, à montrer des choses pertinentes et à effectuer des tâches tous ensemble. Pertinence et durabilité sont des mots-clés, mais leur interprétation peut évoluer. »

« Nous ne nous voyons pas comme des apôtres » insiste Bart Swimberghe. « Mais nous croyons que nous sommes en mesure de convaincre chacun de construire un marketing significatif. Seule une approche positive fonctionnera. Vous ne nous verrez jamais en train d’agiter notre doigt en l’air pour affirmer une vérité absolue. »

« Notre rôle, en tant qu’architectes fondateurs, est, selon moi, de faire preuve d’enthousiasme. Et de contribuer activement à la réalisation de notre vision » poursuit Burt Riské. « Nous devons tirer la charrette nous-mêmes. Et activer nos membres. La création des hubs marketing est une étape importante dans cette démarche. C’est à nous de veiller à ce qu’ils demeurent pertinents et engagés. »

« En fin de compte, ce sont les gens qui font la différence » conclut Bart Swimberghe. « BAM doit être porté par tout le monde. C’est notre unique chance de réussite. »

(VIDEO) Because DSP’s Aren’t Neutral, Havas Built Its Own Transparent Tower: Global MD Dominique Delport | HuffPost

Source: (VIDEO) Because DSP’s Aren’t Neutral, Havas Built Its Own Transparent Tower: Global MD Dominique Delport | HuffPost

09/14/2017 01:00 am ET

COLOGNE – As the number of ad tech providers ballooned from 350 in 2012 to 3,500 in 2016, so did advertiser concerns about digital media transparency. “It became so complex and messy that we needed to push the envelope,” says Dominique Delport, Global MD of Havas Group.


To provide more clarity and faith in the programmatic transaction process, Havas started with “a very simple statement” about demand-side platforms. “A DSP is not neutral,” Delport explains in this interview with Beet.TV at the 2017 DMEXCO advertising and trade show.

“If you put an amount of money with some KPI’s, whatever the DSP you will have very different results. You need to manage and optimize money to different DSP’s in parallel with your campaign if you want have the best result for your clients.”

Havas had 30 developers writing in excess of 100,000 lines of code to build a trading solution for its clients. The result is the global communications group’s Client Trading Solution (CTS), a fully transparent control tower displaying all programmatic trading that allows clients to track and monitor their programmatic buying in one place.

“We saw that there was only one way to restore trust, with an open platform. A platform that everyone can connect with,” Delport says.

Along with its ability to improve programmatic transaction transparency, CTS is touted as a better alternative to some brand marketers taking their programmatic efforts in-house.


“But you don’t have to manage people, you don’t have to manage the ever-changing tech, you don’t have to manage research and development,” says Delport. “You pay just a premium to see everything. And to have the total transparency and tranquility of knowing where the money goes.”


He still believes more needs to be done, because people who commit fraudulent digital media practices are usually one step ahead of the industry’s “detectives.”

Havas is applying CTS to brand safety as well, “to ensure that every inventory is absolutely clean. I think that we can say that we have under three percent of fraudulent inventory in our engine. It’s too much, but it’s much lower than the industry standard.” Another industry standard, this one impacting Europe, is looming over the advertising industry. Between now and May 28, 2018 there is be “a new frontier” in the form of the General Data Protection Regulation, the European Union’s biggest change in privacy regulation in 20 years.


“Every company needs to rethink the way they’re collecting first party data, to rethink the way they are collecting user ID’s on their social networks or their different online interfaces,” says Delport.


This video is part a series that examines programmatic from both the seller and the buyer perspective. It is presented by PubMatic. For more videos from the series, please visit this page.

You can find this post on Beet.TV.