Delacre ré-invente la mailbox

La Maison Delacre annonce le lancement de Mailbox, qui permet à chacun de personnaliser sa célèbre boîte de biscuits Tea-Time pour en faire “le messager d’émotions”. Pour créer sa Mailbox Delacre, il suffit de surfer surwww.mailboxdelacre.be et de choisir la couleur, indiquer le nom de l’expéditeur, insérer une photo et enfin rédiger un message personnalisé. La Mailbox sera envoyée dans les trois à quatre jours. Coût 25 euros, hors frais d’envoi.

Havas Café – Cannes 2015: Meet the Social Newsroom Team #havascafe

Everyday At The Havas Cafe:
– Discover the ‘Off the Wall’ digital photo exhibition which focuses on advertising and fashion
– Come and play at our gaming corner powered by Ubisoft
– World exclusive! Try the brand new Ozen wellness experience…. and breathe…
– Drop by and discover the Social Newsroom run by Socialyse
– Take an Instagram magnet home! In partnership with Facebook
– Your daily workout: table football and table tennis available and tournaments every afternoon

Havas Media Group Activeert Arena Media in België

Havas Media Group België zal vanaf nu onder 2 standaarden voortbestaan: enerzijds zijn oorspronkelijke afdeling, Havas Media, en anderzijds Arena Media onder leiding van digital native Mathias Beke.
Arena Media is reeds actief in 60 landen, hoofdzakelijk in Europa en Zuid-Amerika, maar tot voor kort nog niet in België. Daar komt nu verandering in met de aanwerving van Managing Director Mathias Beke (37 jaar), die na 2 jaar aan het hoofd van Social Lab Belgium (WPP) terugkeert naar de Havas-familie.

«De keuze voor Mathias Beke, die zowel thuis is in digital als in ‘Brand Content’, sluit aan bij de noden van merken op het gebied van integratie van een cross canal on and off parcours. Hij zal verantwoordelijk zijn voor de implementatie van ons strategisch proces (Meaningful Channel Planning) en de daarbij horende technologische oplossingen », legt Hugues Rey (CEO Havas Media Group België) uit.

Mathias Beke bouwde een media-expertise op gebaseerd op het beheer van ROI en van channels met engagerende content. Na ervaringen bij een adverteerder (Allianz), in een PR-agentschap (Planet RP) en in de media (RTL Group) kwam Mathias in 2011 bij Havas Media als POE Manager (Paid-Owned-Earned). Vervolgens creëerde en ontwikkelde hij de Social Media afdeling van Havas: Socialyse. « Dit illustreert volledig de digitale transformatie waarbij de traditionele businessmodellen steeds vaker plaats moeten maken voor innovatie en veranderingen, » vertelt hij enthousiast. « De rol van Arena Media zal erin bestaan de klanten te begeleiden in de richting van deze veranderingen. We moeten duidelijk maken dat een media-agentschap vandaag advies geeft en zich ontfermt over de totstandkoming van een goede samenwerking tussen alle contactpunten. Dat betekent kort op de bal spelen, te beginnen bij het verkooppunt tot de producten en diensten die ermee verbonden zijn en dit door het gebruik van paid, owned, shared en earned media. Dit betekent ook dat we nooit mogen vergeten dat channels en inhoud onafscheidelijk zijn bij het creëren van het verhaal van een merk.»

« Arena Media België is een alternatieve structuur die de onderneming van de adverteerder in het middelpunt van alle bedrijfshandelingen plaatst, dankzij een benadering die bestaat uit de exploitatie van individuele gegevens en de kracht van content, » geeft Hugues Rey aan.

Net zoals Havas Media zal het agentschap zich beroepen op de gespecialiseerde afdelingen van de groep: 2MV Data Consulting (advies over data, strategy & insights), Artemis (systeem ontwikkeld door de groep voor aggregatie en beheer van data), Socialyse (social media), Affiperf (Digital Trading Desk) en Ecselis (performance marketing). Havas Earned Media neemt de productie van content voor zijn rekening.

Contact Havas Media Group Brussels

Hugues Rey
Chief Executive OfficerTel: +32 2 349 15 60 – Mobile Tel: +32 496 26 06 88hugues.rey@havas.com
Rue du Trône 60/bte 5 – 1050 Bruxelles

Over Havas Media Group

Havas Media Group is de media-afdeling van de Havas Group. Havas Media is vertegenwoordigd in 126 landen met 6500 medewerkers. Havas Media Group Brussels telt 80 werknemers die zich bezighouden met alle aspecten van media (offline en online) voor publicitaire doeleinden.

Havas Media Group active Arena Media en Belgique

Havas Media Group Belgique se développe désormais avec deux enseignes: d’une part, sa première enseigne, Havas Media, et d’autre part Arena Media sous la direction du digital native Mathias Beke.
Opérant dans 60 pays, notamment en Europe et en Amérique du Sud, Arena Media n’avait pas d’incarnation en Belgique. C’est chose faite avec le recrutement d’un Managing Director, Mathias Beke, 37 ans, qui revient dans la famille Havas, après deux ans à la tête de Social Lab Belgium (WPP).

«Le choix de Mathias Beke, qui combine une culture digitale et de ‘Brand Content’, répond aux besoins des marques en matière d’intégration du parcours cross canal on et off. Il aura la charge d’implémenter notre process stratégique (Meaningful Channel Planning) et ses solutions technologiques», indique Hugues Rey (CEO Havas Media Group Belgique).

Mathias Beke a bâti une expertise médias basée sur la gestion du ROI et des canaux à contenus engageants.  Après des expériences chez l’annonceur (Allianz), en agence de relations publiques (Planet RP) et dans les médias (RTL Group), Mathias avait rejoint Havas Media, en 2011, comme POE Manager (Paid-Owned-Earned). Il avait, par la suite, créé et développé l’opération Social Media d’Havas : Socialyse. «C’est une illustration de la transformation digitale, se réjouit-il, là où il y a le plus d’innovations et de remises en cause des business modèles traditionnels.» «Le rôle d’Arena Media sera d’accompagner les clients vers ces mutations, précise-t-il. Expliquer qu’aujourd’hui une agence médias apporte du conseil et se charge de la mise en œuvre de la bonne articulation de tous les points de contact. C’est donc agir en temps réel, depuis le point de vente jusqu’aux produits et services connectés en passant par le paid, le owned, le shared et le earned media. C’est également ne jamais oublier que canaux et contenu sont indisociables dans la construction d’une histoire de la marque».

«Arena Media Belgique est une structure alternative qui place le business de l’annonceur au centre de toutes les actions entreprises, se nourissant d’une approche combinée de l’exploitation de la donnée individuelle et de la force du contenu», indique Hugues Rey.

A l’instar de sa soeur Havas Media, l’agence s’appuyera sur les ressources spécialisées du groupe, telles que 2MV Data Consulting (conseil en data, stratégie et Insights), Artemis (système d’agrégation et de gestion de data développé par le groupe), Socialyse (réseaux sociaux), Affiperf (Digital Trading Desk) mais aussi Ecselis (marketing à la performance). La production de contenu est assurée par Havas Earned Media.

Contact Havas Media Group Brussels
Hugues Rey
Chief Executive Officer
Tel: +32 2 349 15 60 – Mobile Tel: +32 496 26 06 88
hugues.rey@havasmedia.com
Rue du Trône 60/bte 5 – 1050 Bruxelles

A propos de Havas Media Group

Havas Media Group est la division media du Groupe Havas. Havas Media est présent dans 126 pays avec 6500 collaborateurs. Havas Media Group Brussels compte 80 collaborateurs couvrant tous les aspects de l’utilisation des médias (offline et online) dans les actions publicitaires.

29% of U.S. Broadband Households Have Connected Health Device | HDM Top Stories

29% of U.S. Broadband Households Have Connected Health Device | HDM Top Stories.

New research reveals that 29 percent of U.S. broadband households own a connected health device—up from 27 percent a year ago—while 12 percent of broadband households own multiple connected health devices.

Those are among the findings of Dallas-based research and consulting firm Parks Associates. The firm also reports that more 50 percent of broadband households use an online health tool to communicate with their doctor, access personal health data, or fill prescriptions.

“The adoption rate for fitness trackers and GPS watches has increased, while the adoption rate for other connected health devices has been more stable,” said Harry Wang, director of health and mobile product research at Parks Associates. “Fitness trackers stand out as one of the more successful product categories thanks to the release of better products and major marketing campaigns.”

According to Leichtman Research Group, nearly four of every five U.S. households subscribe to a high-speed (broadband) Internet service at home—an increase from 20 percent of households with broadband in 2004—boding well for the growth of connected health devices leveraging those networks.

On the mobile front, a 2015 Pew Research Center survey found that nearly two-thirds of American adults (64 percent) now own a smartphone of some kind, up from 58 percent in early 2014. And, 62 percent of smartphone owners have used their phone in the last year to look up information about a health condition.

Similarly, a separate Parks Associates report earlier this year found that more than 40 million smartphone owners are active users of at least one wellness or fitness app and about one in four heads of household in broadband households use a mobile app to track their fitness progress or calorie intake.

However, while U.S.-based mobile carriers have the potential of serving as “valuable bridges between healthcare providers and their patients in facilitating digital communications,” the report revealed that they have been slow to make their way into the wellness and fitness space, unlike carriers in global markets, particularly Asia, where carriers have been aggressive in entering the health markets.

Insurance Digital transformation : Better Understand customers, personalise products, increase customer loyalty and retention

http://it-online.co.za/2015/06/18/digital-transformation-to-revolutionise-insurance/

The advent of the digital world is revolutionising technology, in turn creating disruptive trends such as social, mobile, analytics and cloud (SMAC), says Saraswati Pramudi, principal consultant at Wipro BAS Architecture Practice.

A new category of consumer is emerging in the wake of this – always connected, highly social and adept at digital technologies, and looking for an “always on” kind of relationship with businesses, friends and colleagues from anywhere, anytime and on any device.

In order to remain competitive in this world, insurers need to embark upon digital transformation across their value chain, enabling them to offer personalised insurance products and a seamless customer experience across channels. The digital world has a significant impact on insurers existing business models and the IT landscape, requiring them to develop comprehensive digital strategies to remain competitive and profitable.

Digital transformation
As consumers have become more digitally driven, the number of channels of communication and data streams has increased significantly, changing the way insurers interact with and gather information on their customers.

In addition, emerging technologies like wearable devices and telematics have changed the game, providing new data on health metrics, driving patterns and more. Integrating this data into underwriting processes enables insurers to more efficiently assess risk, which in turn enables them to offer a more personalised service to customers. Premiums for car insurance, for example, can be reduced based on good driving, while health insurance providers can offer value-added services as incentive to maintain high levels of health.

These technologies have the potential to dramatically change insurance business models. However, in order to leverage the benefits of disruptive technologies, insurers must first begin the digital journey by transforming their foundation IT architecture. This is key to remaining competitive and efficient in a changing digital world. Foundation IT architecture initiatives include the replacement of legacy administration platforms, increasing digitisation of inbound and outbound communication, business process automation, process and product standardisation and more. Digital architecture, which is gaining traction today, will be the extension of foundation IT architecture. This will address business and IT strategies for SMAC, telematics, wearable devices and so on. From a business perspective, insurers will need to define their next generation product portfolio, risk and pricing models, fraud detection algorithms and amend their underwriting standards and guidelines for emerging technologies.

Disruptive technologies
Disruptive technologies will impact the insurance business and their IT landscape in several ways. Social media platforms can deliver a number of benefits. Data from social media channels can be used for sentiment analysis, cross selling, up selling, fraud detection and more. Insurers can use natural language processing (NLP) and text analytics tools on social data as well as speech analytics on call centre conversations to improve customer service. Text and speech analytics in a near real time environment can help insurers find new opportunities for cross selling and up selling.

Mobile apps are another example of technology changing the insurance market. Consumers are increasingly demanding life, health and auto insurance mobile apps on various devices to enable an “always on” relationship with insurers. While basic mobile apps for this purpose are emerging, the real value lies in enabling the entire insurance value chain for life, health and auto on various devices to penetrate this segment and increase profitability. There are various mobile application architectures available, however the mobile architecture strategy will differ for each insurer based on their needs, criteria and budget for the program.
When it comes to telematics and wearable technology, it is possible to gather real-time information on driving behaviours, health metrics and more. Underwriters can use this data to reassess current risks and recalculate premiums for current risks at regular intervals. However, these devices generate vast data sets, which include structured, semi structured and unstructured data. Analytics is essential to unlocking its value, which will require big data analytics solutions in order to derive insight. In addition, insurers are increasingly looking toward private cloud and shared services solutions to drive down the cost of deploying new technology, once again disrupting existing business models.

In conclusion
Even though disruptive technologies impact insurer’s existing business models, they provide an opportunity for significant benefit. Harnessing these technologies enables insurers to better understand their customers and personalise products, thereby increasing customer loyalty and retention. In addition, disruptive technologies ensure that insurers are always connected with their customers. Ultimately, legacy IT architecture is becoming a liability, negatively impacting insurers’ agility and ability to respond quickly to changing market demands. Digital transformation is essential, and should follow a three-pronged strategy: transforming the foundation IT architecture, defining the digital architecture and defining the next generation product portfolios, risks and pricing models

La transformation digitale d’Accor bute sur la différence de générations entre collaborateurs | La Revue du Digital

La transformation digitale d’Accor bute sur la différence de générations entre collaborateurs | La Revue du Digital.

PDG Accor - 2 - BF

Pour Sébastien Bazin, PDG d’Accor,  le plus gros problème dans la transformation digitale de son groupe hôtelier est le fossé entre les moins de 35 ans et les plus de 50 ans. Si les premiers ont l’agilité, les seconds ont le pouvoir. Les rapprocher est un chantier en cours.

Dans la transformation digitale, le plus gros problème, c’est la différence des générations au sein des collaborateurs. C’est ce que souligne Sébastien Bazin, PDG d’AccorHotels. Il a pris la parole à l’occasion de l’événement DigiWorld Future 2015, organisé par l’Idate, à Paris, le 16 Juin.

Nouvelles étapes 

Dans un marché de l’hôtellerie où la valeur est captée par de nouveaux intermédiaires, tels que TripAdvisor, et où montent en puissance des concurrents venus de nulle part tels que AirBnB, le PDG a décidé d’être présent sur toutes les nouvelles étapes du parcours client digital créées par la compétition.

Dans cette transformation, “mon plus gros problème n’est pas le diagnostic, ni les moyens, ou les talents,” liste-t-il. Pour tout cela, il estime que son groupe se donne du mal, et il espère que c’est mis en place. Son plus gros problème, “c’est un problème de générations entre les collaborateurs du groupe Accor,” regrette-t-il. Les rivalités concernent les moins de 35 ans face aux plus de 50 ans.

Expérience contre créativité

90% des entreprises qui se sont créées dans le monde du voyage, l’ont été par des gens qui ont moins de 35 ans, à partir d’une page blanche, avec une très grande agilité, avec une très grande envie de révolutionner le monde,” rappelle-t-il.

Or, au sein du groupe Accor, “90% des décisions sont prises par des gens qui ont plus de 50 ans, qui ont un héritage de 30 à 35 ans de métier, dans un grand groupe, avec de vraies obligations vis à vis du monde syndical, de la législation, etc,” constate-t-il.

Le monde de demain

Le groupe Accor dispose pourtant de collaborateurs de moins de 35 ans. “Ils ne réfléchissent peut être pas de manière aussi intelligente que les créateurs de startups, mais de manière toute aussi agile” établit le PDG.

De son point de vue, ce sont eux qui sont les plus agrégateurs d’information, les plus habiles, pour envisager le monde de demain. De plus, ils ont besoin d’oxygène, ils ont besoin qu’on leur donne de l’autorité, ils ont besoin d’espace, besoin d’innover, se réjouit Sébastien Bazin.

Je me mets dedans

Et de l’autre côté, il y a ceux qui ont le pouvoir. “Ils ont plus de 50 ou 55 ans, ce sont les moins agiles, – ne vous inquiétez pas je me mets dedans -, cette génération n’a pas très envie de donner le pouvoir à celui qui n’a pas cette courbe d’expérience, n’a pas passé les tempêtes,” comprend-il.

Pour autant, le PDG souhaite que ces deux générations cohabitent, se comprennent, et s’interfacent. “Je ne veux pas que ceux qui ont moins de 35 ans s’en aillent, car il y a des choses que l’on peut créer chez Accor, et je n’ai pas envie qu’il les créent en dehors du groupe,” dit-il fermement.

Chantier en cours

Reste qu’il décrit une situation où au final, les moins de 35 ans finissent par penser qu’ils en savent plus que ceux qui ont plus de 50 ans, et les respectent de moins en moins. “Les deux populations s’écoutent, ne s’entendent pas des masses, et se respectent à moitié,” diagnostique Sébastien Bazin.

Conclusion, “c’est un chantier en cours,” admet-il. Le groupe AccorHotels est le leader mondial de l’hôtellerie, emploie 180 000 personnes, et est présent dans 92 pays.

 

Digital Transformation in Financial Services: challenges and opportunities |(Source: Econsultancy)

Digital Transformation in Financial Services: challenges and opportunities | Econsultancy.

You don’t need to be a business strategist to realise that digital technology is radically changing the behaviour and expectations of consumers. 

This is particularly the case in the FSI sector where established brands are striving to ensure their services are as seamless as possible for customers and business prospects expecting an increasingly personalised and relevant experience across all channels, including mobile and social engagement.

Our new Digital Transformation in the Financial Services Sector report looks in detail at the opportunities and challenges faced by businesses looking to stay ahead of the competition.

The research is based on interviews with senior executives across a range of companies which included Saga, MORETH>N, RSA Insurance, LV, BlackRock, Alpha Financial Markets Consulting, The Co-operative Insurance, Barclays Bank, Lloyds Banking Group, Santander UK, Droplet, Nutmeg, AXA, JP Morgan Asset Management, Bibby Financial Services, Interactive Investor and Hargreaves Lansdown.

It was also supplemented with data from a global survey of 200 financial services and insurance companies carried out at the start of the year.

For more insight, Econsultancy subscribers can download the full report, but here are several key trends and recommendations emerging from the study.

Number one priority is around Customer Experience

A dominant theme in this sector is the need to focus on the customer experience by putting the customer at the centre of all decision-making. With the increase in mobile usage, delivering a great experience across all touchpoints is seen as essential.

This is backed up by Econsultancy’s survey which shows that one third of company respondents said that customer experience represents the single best opportunity for their organisation to deliver on their priorities for 2015. This percentage is significantly higher than the average percentage across all sectors.

Making the experience as personalised and relevant as possible is where financial services companies are placing the most emphasis in order to improve the customer experience, highlighted by the chart below.

As one interviewee stated:

You need to deliver on your promise; if you don’t you will lose credibility.

Companies can reap the benefits when they get these things right. Research by Accenture has shown that financial institutions offering timely, relevant and personalised online experiences have been shown to improve their conversion rates by 30% or more.

Standing out from the crowd to add value back to the customer

The financial services industry faces significant challenges as new players, unencumbered by legacy systems, enter these markets and change the industry landscape.

Companies talked about looking to differentiate their offer, adding value to the customer and moving away from price and being seen as a commodity product. Almost two thirds of companies surveyed (62%) said that over the next five years customer service and experience is the primary way they will seek to differentiate themselves from competitors, with only 2% highlighting price.

Creating space for people to work in a different way

In this fiercely competitive sector companies were adopting more agile ways of working and are using a number of ways to create the space for people to think of new innovative solutions to meet the challenge of competition and consumers’ needs, not held back by dated systems and the traditional ways of doing things.

Encouraging a digital culture where digital is part of everyone’s job

A strong digital culture was seen as essential to delivering transformational change and for digital to be inherent in everyone’s jobs. Showcasing internally what is working well in digital was helping to engage people along the digital journey and to encourage a cultural change.  The Head of Digital at Alpha Financial Markets Consulting stated:

Digital is the new normal, not a special term. Digital is inherent in every job and should not be isolated. Everyone has an element of digital in their job and it is about understanding and adapting to change.

Regulation and legacy systems still barriers to delivering on ambitions

Key themes from the interviews were around the challenges of legacy systems, siloed data, and the inability to have a single view of the customer. Moving off legacy systems to more adaptable platforms was seen as a key driver towards digital transformation.

It is all about the data as companies talked about the need to develop a better understanding of customer journeys and behaviour across channels and devices for digital marketing and transformation over the next few years.

For more insight download our new Digital Transformation in the Financial Services Sector report.