The big debate: Are the ‘4Ps of marketing’ still relevant? (Source: Marketing Week)

The relevance of the ‘4Ps of marketing’ in today’s digital world is a topic that continues to cause much discussion. Should marketers relinquish responsibility or retake control?


The famous ‘4Ps of marketing’ are revered by some members of the profession, and scoffed at by others. Some see these fundamental tenets of classical marketing theory – referring to product, price, promotion and place – as the foundations upon which all sound marketing strategies are built. For others, they represent dusty old concepts that have failed to update to the modern, digital age.

Marketing Week was drawn to reconsider the 4Ps recently when analysing the impact of post-Brexit inflationary pressures in the UK and the role that marketers should play in setting prices. With inflation forecast to hit nearly 3% this year, marketers need to display leadership on pricing strategy and work collaboratively with other business stakeholders to offset the effects of price hikes on customers. Marketers who have bypassed more formal routes to training may lack this essential skill.

If anything, the attributes required of marketers are growing all the time. In 2015, the Chartered Institute of Marketing (CIM) published a report on the ‘7Ps’, adding people, process and physical evidence to the list. But at a time when marketing channels and consumer behaviours are changing at speed, should brands continue to pay heed to these formal concepts, or instead rewrite the rules of marketing for themselves?

No ‘one size fits all’ approach

Startup brands are often less likely to stick rigidly to the 4Ps. As they attempt to build an audience in a new or emerging consumer market, these companies may prefer improvisation and experimentation over carefully defined marketing theories.

Louise Pegg, head of marketing at peer-to-peer mortgage lender Landbay, says she is mindful of the 4Ps, but also keen to “follow what we believe to be the right thing for the right stage in our business development”. The company, founded in 2014, is conscious that it is operating in a relatively new industry and wants to evolve and adapt as the market does.

“This means that there is not necessarily a tried and tested method for what we are looking to achieve,” explains Pegg. “Every business is different and so strategies should be aligned with business goals, rather than a ‘one size fits all’ approach.”

It is increasingly hard to separate price and promotion. It is more appropriate to talk about value.

Matt Barwell, Britvic

She adds that while the fundamental principles of marketing have not necessarily changed, the way that marketers perform their jobs has altered drastically as a result of technological change. “These evolutions allow the customer to have a voice and a platform to share it,” she says.

“Marketing is no longer about what businesses want to tell their customers, it is about businesses listening to their customers and responding in a way that offers a meaningful solution to them.”

But it is not just small businesses that are reimagining the fundamentals of marketing. Matt Barwell, CMO at drinks group Britvic, which owns brands such as Robinsons, J2O and Tango, says the 4Ps have “evolved” and are “only relevant within an over-arching marketing strategy”. As a result, Britvic is redefining how it talks about the 4Ps by combining some with others and by adding new principles of its own.

“It is increasingly hard to separate price and promotion. It is more appropriate to talk about value, asking ourselves how we deliver amazing value to consumers through product, through experience and through a combination of price and promotion,” says Barwell.

“We have also added a ‘C’ for communication as we feel that the communications lever is critical to unlocking growth and developing mental availability.”

Britvic has also added two of its own ‘Ps’ in the form of purpose and penetration. The former helps the company ensure that all its activities are consistent, Barwell says, while the latter helps it to reach new customers. “Penetration is at the heart of all our strategies for growing our brands,” he adds.

Ultimately, Barwell argues that a brand must determine its own aims and strategy before turning its attention to broader marketing principles. “Only then do we look at the whether the traditional 4Ps can be used as levers for growth.”

Dangers of dismissing the 4Ps

Pete Markey, brand communications and marketing director at Aviva, is wary of attempts to dismiss the 4Ps or cast them as “unfashionable” in the digital age. He believes they remain “hugely relevant” because they show the extent to which marketing impacts on a business’s performance.

READ MORE: Russell Parsons – Marketers should take control of all ‘4Ps’

“In effect they say marketing isn’t just the job of the marketing department,” he notes. “You can have the best communications in the world but if your price or product is wrong, it’s not going to work. Too often I see marketing teams that are asked to take something rubbish to market with a good advert. That’s why the 4Ps are so relevant now, because they remind us that marketing is so much more than just advertising.”

Markey argues that many brands are struggling because they have ignored the 4Ps in favour of chasing digital audiences. “It becomes about trying to make something go viral but you have to ask yourself why you are doing that. Who needs it? What’s the point?” he says.

You have got to look at a lot of the really terrible marketing out there to see how much we have lost the plot on the 4Ps.

Pete Markey, Aviva

“I read an article recently about the fact that a lot of content that’s distributed online is just garbage, so you have got to look at a lot of the really terrible marketing out there to see how much we have lost the plot on the 4Ps – we’ve forgotten them.”

Despite his attachment to the 4Ps , Markey does not see much need to extend the list to seven, preferring instead the simplicity of a shorter set of principles. He argues that when all of the classical theory is stripped away, the 4Ps are essentially about understanding the wants and needs of customers, and how to extract value from that.

As a senior marketer with over 20 years of experience, Markey is concerned by what he sees as a lack of sufficient training in the 4Ps among the new generation of young marketers coming into the profession.

“I don’t think it’s their fault,” he says. “I see a lot of brands hiring now on a skill set – be it programmatic or [their knowledge of] Adobe systems. Tech and digital are more important than ever but you can’t forget the basics of marketing. We need to do more to raise the bar of marketing excellence and get the 4Ps back where they belong.”

READ MORE: Mark Ritson – Maybe it’s just me, but shouldn’t an ‘expert’ in marketing be trained in marketing?

Preparing for the future

So where do we go from here? Will the 4Ps endure as marketing leaders reassert these principles, or are they destined to disappear from boardroom conversations as ‘digital natives’ take over? A recent Marketing Week poll revealed that only 44% count one of the 4Ps – price – as part of their job mix. Meanwhile, 27% don’t have control but believe they should, and nearly a third (29%) don’t have primary responsibility for pricing and don’t want it.

Does marketing have primary responsibility for pricing in your organisation – and do you think it should?

37%Yes & I think it should
7%Yes but it should not
27%No but I think it should
29%No & it should not

Sarah Lawrence, marketing director at gym and private hospital operator Nuffield Health, is respectful of the 4Ps, but also keen to reframe the way that marketers think about customer engagement. “We have to think much more about how we influence consumers through communities rather than the traditional approach of ‘target audiences’,” she says.

“Consumers now interact and engage with products and services through multichannel, multi-platform searches and ‘real’ influencers such as ‘insta-influencers’.

By being transparent she says bloggers have the ability to expose the good and bad in brands and their products and services. “This creates real challenges but also massive opportunity as technology such as AI and customer engagement platforms become more able to engage with consumers in a meaningful way,” she adds.

READ MORE: 60% of content created by brands is ‘just clutter’

Lawrence argues that this new approach will help to ensure that marketing remains vital and relevant to businesses. “I do believe we have more influence and certainly a voice at the table that is heard [but only for] for those marketers that understand the complex nature of bringing companies and brands to the front of consumers’ mind in a relevant and meaningful way,” she says.

Similarly, wireless charging startup Chargifi – one of Marketing Week’s 100 Disruptive Brands – is mindful of the need to closely track new technology, while staying true to marketing best practice. Founded in 2013, the business provides technology that allows people to charge their phones in public places over wireless internet connections.

CEO and co-founder Dan Bladen says the business was recently encouraged by the launch of Dell’s first laptop incorporating wireless power, and is planning certain strategies on the basis that Apple may include wireless charging as a feature in the next iPhone. “Being responsive is one of our fundamental marketing principles,” he explains. “If we’re not up to date with advances in the industry and the wider news agenda, we can’t recognise opportunities for expansion or promotion.”

Despite this technology-oriented approach, Bladen believes the 4Ps “still offer a strong backbone to a marketing strategy”. Combining responsive activity with an ongoing attachment to the fundamentals of marketing is likely to be a strategy that many brands will pursue as they seek to balance innovation with profitability and growth in the years ahead.

“The two ‘Ps’ we focus on most are product and placement – both are vitally important to the service we provide,” says Bladen. “Chargifi spots bring free, convenient power to people where and when they need it most, so it’s important they are available in venues with high footfall like coffee shops and restaurants. Promotion and price ensure we compete effectively.”


McKinsey on digital marketing: Personalization is not what you think ! (Source:

A top advisory consultant to large organizations shares his thoughts on critical issues that every CMO must consider.

By  for Beyond IT Failure |  | Topic: CXO


Digital tracking allows marketers to aggregate user data into segments based on relevant actions. For example, “people who responded to an offer” and “website visitors that came from our newsletter” are two simple categories.

Data analysis gives us a schematic view of how people in our target segments behave — what they have done in the past and, ideally, what they will do in the future. Among the reasons that Amazon is so powerful, and feared by competitors, is because its data can even predict buyer intent.

However, a strong caution is necessary. Despite the utility and seduction of data, we must not forget that a real person lies behind every data point. This human understanding is called empathy. When united with data, empathy fuels the relationships that bind buyers tightly to a brand. Bringing empathy and human understanding together with data is the most powerful formula.

All of which shows the practical complexities of modern marketing. Organizational and process challenges, the need for specialized skills like data science, and the demand for human empathy make digital marketing hard.

Seeking to find a path forward, I invited a top digital marketing advisor, and former CMO, to be the guest on episode 256 of the CXOTalk conversations with innovators. Robert Tas helps lead the digital marketing practice at advisory consulting firm McKinsey. Previously, he was Chief Marketing Officer at Pegasystems.

The conversation with Robert was insightful and sheds light on many of the critical issues described above. It’s definitely worth a careful listen.

Watch our whole discussion in the video embedded above and read edited excerpts below. You can also check out the complete transcript.

Which digital marketing trends or issues are important to your clients?

The first one that I look at and I hear a lot of people talking about is personalization. I think the idea of not treating every customer the same is really, really important in today’s world. A lot of companies are trying to figure out how to do that better.

The second is data. You talked about it at the beginning of your intro. Data, data, data: everyone is trying to figure out how to harness the volume of information we now have and put it into action.

The third is design. I think this is one of the newer areas that’s getting a lot of traction. Understanding how to do user-centric design and how do I make my experiences relevant to my customer base.

The fourth that I like to talk about is marketing technology, one of the biggest buzzwords going there, but understanding the components of the MarTech stack, and CMOs are now becoming integrators.

Then the fifth one, which is the most evolving, is this new concept of the operating model, the speed at which we work. The reality of digital marketing today is the tools we have. We can do things a lot faster than we’ve ever done before.

I think CMOs are trying to figure out all five of those things to transform their marketing organizations.

What is marketing personalization?

I appreciate the question because I think people think they know what it is. I’m going to start by saying what I don’t think it is.

The first thing [is] that people, when they talk about personalization, often confuse it with targeting. Absolutely every client that I talk to and every person in the industry, we all want to do better targeting. I think personalization has a piece of that, but I think of personalization as really helping manage a customer through their journey. That could include advertising. That could include experiences, both physical and digital. But it’s that end-to-end view of helping the client, the customer, get through that journey in a thoughtful way.

One of my favorite examples is when people tease me about [how] I’m a big coffee guy, so I drink a lot of Starbucks. Everybody knows I use my mobile app to get it every day. Everybody thinks that that’s where my personalization example stops.

The reality is, I do love the Starbucks app. But what I think the most impressive piece of personalization that Starbucks does is they put my name on the cup. What an amazingexperience that is. Being able to tie my journey all the way through with that little name on it, it just makes that whole experience work.

I think companies need to figure out how to build their version of that for their customer. How do you delight them across that journey? That’s where real personalization is.

Where do measurement and data science fit into digital marketing?

Understanding measurement is an important battleground area. My second point on the list was that insights piece, which has many connotations.

Number one, we must move away from this last click model. Today I see so many companies still in that silo of making decisions in one of their channels. They judge a campaign with a click, and that’s how they deem success or not and are spending lots of money to do that. We have to move away and understand how the customer buys.

I came from financial services, where people are not buying a mortgage on the last click, yet Google search does extremely well for mortgage buyers because that’s where we start our journey. Being able, as you said, to understand our customer across the journey, mappingthose out and understanding how they work, and expanding our measurement systems is paramount to doing personalization and great modern marketing.

There’s got to be a real culture change in the way we seek and use data.

We’ve been in this culture of reporting, and we’ve got to be in this business of insights. I want to see my clients step up their game and build out their data strategies, the number of data sources they’re using, how they’re connecting all those data sources, and really testing and learning their way in.

There are no silver bullets. It’s not one tool that you can buy. There’s a combination of things that you must do to understand what works for your customers and your specific segment of customers, to drive that test and learn culture through your organization.

Best in class marketers are leading the way with data and how they approach their marketing programs. They’re leading the way in testing and learning. They’re leading the way with agile approaches to their marketing, constantly striving for more information around the customer to be smarter about it.

As you said, there are challenges. The first one that comes to mind is the data silos that exist in organizations, especially larger organizations. Connecting all those customer touch points is hard.

The second piece is understanding who owns the customer experience and how is that managed and implemented across the board within my organization. Often, we have silos that create the upper brand, the upper funnel team, the bottom funnel team, the post customer experience team, and things like that. We’ve got to figure out how to build our strategies more holistically.

The third bucket is, there’s a lot of technology, a lot of legacy systems in these organizations that need to be cobbled together. You need a diligent strategy to do that.

The fourth, as you said, is to shift thinking from that last click conversion campaign thinking to enable the customer journey. How do you go about delivering that? How do you remove friction through that process? How do you get more data to enhance it and help the customer get what they want?

Exactly. Exactly. Data scientists are critical pieces to putting data together, but I’ve got to enable my marketing team to use the data. I’ve got to enable my marketing team to be able to put it into action and hold themselves accountable to it so that I can see results and I can manage it. I need data scientists to help me figure out what I need to do. I need my marketers to know what to do. Then I need the system to give me feedback in a timely fashion, so I can continue to iterate and drive impact on my business.

Why is being customer-centric so hard?

We have to focus our programs on customer needs: an outside view, not an inside view.

One of the challenges we have, Michael, is that most [companies] are [organized based on] products. We are in a certain product category. Then we have channel people. Then we might get to a customer insights group.

We’ve got to flip that on its head. We’ve got to start with that customer need and manage ourselves through that and how they want to communications, how they want to engage with us, and then figure out what the right product is.

I love agile, smaller, cross-functional pods that are outcome based. I now am no longer in the linear process where it’s my job just to press that email button. But if I’m in that cross-functional team and I’m focused on a customer outcome, I can now really get excited about the impact I’m driving through that customer journey. I can be thoughtful about how I’m connecting the dots and say, “Oh, well, that’s what you want to do. We’re not going to send him another email. Let’s do this,” and start to optimize my organization’s ability to meet that customer need.

CXOTalk brings together the most world’s top business and government leaders for in-depth conversations on digital disruption, AI, innovation, and related topics. Be sure to watch our many episodes! Thumbnail image from Wikimedia creative commons.

Comment utiliser les données Facebook pour optimiser un plan média traditionnel ?

Synthesio: “Profiler de Synthesio est une solution qui permet de créer des personas à partir des données Facebook. Mais comme le dévoile Thierry Soubestre, head of growth de Synthesio et à l’origine de Profiler, l’usage des données des 2 milliards d’utilisateurs Facebook peut aller bien au delà d’une campagne social media.

C’est par exemple ce qu’a mis en place Pernod Ricard dans une logique drive to store, lors de la promotion des vins néo-zélandais Montana en Belgique. Comme l’explique Nicolas Van Dijk, senior brand manager des marques prestige du groupe, en charge de la stratégie digitale, Profiler a permis à Pernod Ricard d’identifier les publics s’intéressant aux vins néo-zélandais en Belgique.

Alors que l’annonceur s’attendait à répartir son budget média à 50-50 entre le Nord (les Flandres) et le Sud (la Wallonie) de la Belgique, Profiler a révélé que les vins néo-zélandais étaient quasi exclusivement appréciés dans le Nord. L’investissement média y a été alors dédié à 100%, avec un focus particulier sur les villes comprenant le plus de fans des vins du nouveau monde. Dans celles-ci, des dégustations ont même été organisées en magasin, sur la base des données révélées par Profiler et Facebook.”

D’autres solutions existent, comme par exemple: So.Prism. (

Social Audience Profiling (, la solution belge qui révolutionne les études de marché Lorsqu’ils sont connectés, les plus de 6 millions de belges actifs sur Facebook développent une activité sociale qui permet d’établir un profil et des types de relations par rapport à certains intérêts. Social Audience Profiling ( propose aujourd’hui d’enfin exploiter cette source d’information et de mieux connaître le profil de ses clients, prospects et concurrents. Les consommateurs étant de plus en plus engagés vis à vis des marques notamment au travers de leur contenu, celles-ci ont un besoin croissant d’exploiter les données générées par l’activité sociale qu’elles engendrent.


Pinpo, le Tinder de l’immobilier, Pépite, le Tinder de la mode… Les sites et applications de rencontres sont souvent précurseurs en matière de nouvelles technologies. Né en septembre 2012, l’emblématique Tinder, application de réseautage social par géolocalisation, a popularisé le système de « swipe » qui consiste à faire défiler des prétendants comme on trierait un jeu de cartes : un swipe à droite si le profil est intéressant, à gauche s’il ne l’est pas. En amour, l’innovation est continuelle… Voici cinq sources d’inspirations.


1. La photo à déshabiller

  Version amour. Jigtalk est une application qui cache la photo de profil des utilisateurs. Plus ils échangent ensemble, plus leur visage se dévoile… Tel un puzzle à l’envers. Une manière de les inciter à s’engager et à envoyer un maximum de messages, pour, in fine, rester un maximum de temps sur la plateforme.
Version marketing. Pour révéler à la presse son nouveau modèle de Twingo, la marque Renault a organisé l’opération #Undress New Twingo sur le réseau social Twitter. Tous les 100 tweets, un effeuillage chorégraphié effectué par des danseurs permettait de découvrir une partie du nouveau design du véhicule. Une performance filmée et diffusée en direct sur le site de la marque.


2. Qui se ressemble s’achète

Version amour. La fonctionnalité «lookalike» de la plateforme Badoo permet de rencontrer les sosies de personnalités: une star du cinéma, un ancien amant ou encore un inconnu repéré dans un magazine… À partir d’une simple photo, la technologie propriétaire de Badoo est capable de trouver des profils troublants de ressemblance.
Version marketing. La reconnaissance visuelle est au coeur de l’innovation des marques sur le digital. En ligne de mire : permettre aux consommateurs de retrouver sur internet un objet de la vie réelle. La start-up Selectionnist, par exemple, surfe sur cette tendance depuis mai dernier en proposant aux marques d’intégrer sa technologie via un chatbot hébergé sur Facebook Messenger qui fournit au consommateur des infos supplémentaires sur les produits présents sur une page de magazine ou un support publicitaire.

3. Du slow dating

  Version amour. Wingman, dans le jargon aéronautique, désigne l’ailier, le bras droit du pilote. C’est également le nom d’une application britannique qui permet à ses membres de déléguer la recherche d’un rencard à leurs amis. Un contrepied aux rencontres qui reposent uniquement sur les algorithmes. Ici, les entremetteurs sont de chair et d’os.

Version marketing. À l’heure du tout digital, remettre l’humain au centre de la relation client devient un leitmotiv. « Le pouvoir de la recommandation est beaucoup plus fort que la publicité », renchérissent Jérémie Amram et Marine Séjournant, planneurs stratégiques chez We are social. Des start-up se positionnent sur ces lacunes de l’univers du commerce en ligne, à l’instar de Teeps : le service « plugue » sa solution de commerce conversationnel directement sur les sites des marques et permet au consommateur de s’adresser à des « experts » pour les conseiller dans leur acte d’achat.


4. Questions d’affinité 

  Version amour. À la différence des applications basées sur le physique ou la géolocalisation de ses membres, le site OKCupid mise sur la personnalité. Son concept est fondé sur un système de « quiz psychologique » de type questionnaire à choix multiples. Les utilisateurs sont invités à répondre à des centaines de questions afin d’affiner leur recherche amoureuse.
Version marketing. La marque vêtements de sports The North Face a lancé sur son site un « assistant shopping », conçu à partir du robot d’intelligence artificielle Watson, développé par IBM. Cet «Expert personal shopper» pose des questions aux consommateurs pour comprendre précisément quels produits ils recherchent. Il est même capable d’analyser les températures et les vents selon un lieu de destination, pour dénicher le manteau parfait.

5. Rencontres programmatiques

Version amour. Tinder a récemment présenté sa nouvelle fonctionnalité baptisée « Smart Photos ». Elle consiste à modifier régulièrement la première photo qui apparaît sur le profil de chaque utilisateur. L’algorithme enregistre chaque réaction ainsi que le nombre de swipes [balayage latéral] pour chaque photo, et réorganise ensuite les photos de profil afin de montrer la « meilleure » en premier. Lors des tests de ce nouvel outil, les utilisateurs ont constaté une hausse de 12 % de leurs « matches ». Ici, c’est plutôt l’amour qui est traité comme une problématique marchande…
Version marketing. Dans l’univers de la publicité digitale, la personnalisation des espaces et des messages selon l’utilisateur porte le nom de DCO, pour « dynamic creative optimization ». Le comportement de l’internaute sur un site est observé, analysé, pour adapter les créations qui lui sont adressées. La DCO ne vise pas à maximiser le nombre de « matches » entre deux personnes mais le taux de clics et de conversions sur le site d’un annonceur.

Bots & Business: A la recherche du Graal ! (source: les Echos)

Business case Les robots conversationnels se multiplient dans les entreprises, qui tâtonnent encore pour tester cette solution.


Quand certaines foncent, d’autres attendent patiemment que la technologie atteigne son niveau de maturité. Mais toutes les entreprises se posent la question d’utiliser ou non un chatbot. Car, face aux succès de  Chatbots, futur eldorado du marketing Chatbots, futur eldorado du marketing (Lara de Meetic, Thibot du cabinet Alten , etc.), l’appétence du client pour cette technologie ne fait plus aucun doute. Le plus souvent, l’internaute commence par tester l’intelligence de la machine à coups de questions fantasques, puis peu à peu, apprécie la fluidité des échanges. Exit les questionnaires d’inscription qui s’enchaînent ou le recours à trois, quatre applications différentes pour dialoguer avec une entreprise. Le bot pose des questions, interprète les réponses et finit par  faciliter l’expérience du client .

Attention toutefois. « Concevoir un chatbot autoapprenant et le laisser générer du texte est possible mais peut s’avérer dangereux pour une marque », prévient Christophe Tricot, manager intelligence artificielle chez Kynapse, filiale du groupe Open. Microsoft en a fait les frais : il a dû museler son bot qui déversait des propos racistes influencés par des internautes malveillants. « Il n’y a pas d’intelligence artificielle dans les chatbots qui fonctionnent correctement ! Si l’on veut être efficace, rien ne sert de mimer le comportement humain, l’enjeu est de correctement contextualiser ses réponses », prévient l’expert.

Autre point important : trouver l’emplacement pertinent du bot. Meetic l’installe sur son site Internet pour assister le client. Direct Energie et Air France préfèrent passer par Messenger. Avec ses 1,4 milliard d’utilisateurs, la messagerie de Facebook offre un fonctionnement robuste pour un développement presque gratuit. Dans tous les cas, les entreprises ne doivent jamais perdre de vue qu’ un bot est un outil, pas une stratégie. Trois exemples à la loupe.

Air France : accompagner les clients

Rassurer ses clients. Voilà la promesse du chatbot récemment mis en ligne par la compagnie aérienne. Les clients se rendent sur Messenger et posent à l’agent conversationnel toutes les questions relatives aux bagages, du gabarit autorisé à l’heure de leur prise en charge. Mais le chatbot se révèle aussi utile après le vol. Dans le cas d’un bagage égaré, les voyageurs obtiennent des informations sur sa position géographique et l’heure à laquelle il sera restitué à domicile. « L’objectif est d’accompagner les clients pour réduire le stress », explique Chloé Marchand, responsable social média chez Air France.

Les questions relatives aux bagages constituent 15 % des 5.000 messages reçus quotidiennement sur les réseaux sociaux de la compagnie. Un volume de demandes important dont une partie se traduit par des appels au service client. Le chatbot a allégé la charge des centres d’appels. Mais Chloé Marchand l’assure, cette technologie ne sera pas utilisée sur les sujets « chauds » comme les vols annulés à la dernière minute pour lesquels la relation humaine reste indispensable.


Meetic : favoriser l’inscription

Lara, le chatbot de Meetic, fait figure d’exemple. Ses résultats probants parlent d’eux-mêmes : fort d’une audience mensuelle de 400.000 visites, Meetic constate un « engagement » accru des internautes. « Les inscriptions sont en hausse de 30 % lorsqu’ils s’adressent à Lara plutôt que quand ils remplissent eux-mêmes le formulaire classique d’inscription », souligne Xavier de Baillenx, directeur de l’innovation chez Match Group-Meetic.

Lara engage la conversation dès les toutes premières secondes d’arrivée de l’internaute sur le site de rencontre : « Bonjour, je peux t’aider à trouver ton bonheur :). Cherches-tu un homme ou une femme ? » L’agent conversationnel demande ensuite l’âge et le lieu d’habitation de l’internaute. C’est une façon bien plus originale et fluide qu’un simple formulaire en ligne de créer un profil. Dans un souci d’efficacité, des réponses calibrées sont proposées sous forme de choix multiples. Ainsi lorsque le champ est libre, seules les réponses qui correspondent aux formats attendus – une adresse mail, par exemple – peuvent être envoyées.


Swiss Life : dépasser l’échec

Au départ, l’engouement était total. Conscient de la fluidité de l’expérience offerte par les chatbots, Swiss Life France veut aussi le sien. Après plusieurs appels d’offres, l’assureur se laisse séduire par celle d’une start-up. Un prototype est lancé sur son site Internet pour répondre aux questions récurrentes des clients : perte d’identifiant, de mot de passe, etc. Rapidement, la déception s’empare des chefs de projets. Le chatbot se réduit à une foire aux questions automatisée (FAQ), sans aucune dimension conversationnelle. Au bout de trois mois, l’entreprise décide de « tuer le chatbot ».

Mais cette première expérience infructueuse n’en a pas moins dissuadé Swiss Life de poursuivre l’aventure. « Ce moyen d’interaction avec les clients représente un avantage concurrentiel. Nous avons donc développé un nouveau prototype avec un autre prestataire et nous le mettrons en ligne en janvier prochain », assure Eddie Abecassis, directeur de la stratégie marketing et de la transformation digitale de Swiss Life France.


En savoir plus sur