Les Français ne veulent pas que les marques leur fassent la leçon… (Source: Lesecho) #meaningful not #patronising

author: Nicolas Madelaine @NLMadelaine

La crise sanitaire a changé le regard des Français sur leur consommation. Une étude de l’agence Babel montre que les consommateurs se méfient de la « gooditude » qui ne s’accompagne pas d’actes.

La crise sanitaire a profondément changé le regard des Français sur leur consommation en faveur d’un comportement plus responsable, mais les consommateurs se méfient de la « gooditude » dans la politique de communication des marques : ils demandent que les paroles soient suivies de faits et ne veulent pas qu’on leur fasse la leçon. Telle est la nouvelle ligne de crête que doivent négocier les entreprises alors que l’économie rouvre, selon une étude réalisée par l’agence Babel avec l’institut BVA auprès d’un échantillon d’un peu plus de 1.000 personnes.

Or, « il y a un décalage marqué entre les aspirations nouvelles des consommateurs et la façon dont les marques communiquent en ce moment, avec par exemple l’accent mis sur l’hédonisme par le secteur automobile ou les revendications politiques dans le secteur de la mode », explique Laurent Habib, fondateur et PDG de l’agence Babel et auteur de cette étude axée sur la perception qu’ont les Français de la façon dont la crise sanitaire va changer leurs habitudes.

Culpabilité face à la surconsommation Dans le détail, les Français sont 68 % à s’interroger sur les conséquences de l’activité humaine sur l’environnement, 63 % sur la provenance de leurs achats, et 58 % sur l’impact de leur propre consommation. Des chiffres encore plus élevés lorsqu’on isole la tranche des 18-24 ans puisqu’ils sont 71 % sur ce dernier point. Le succès de la marque de produits « laitiers » végétaux Oatly en témoigne. Les Français sentent même coupables face à la surconsommation à 29 % (43 % pour les 18-34 ans). Du coup, 71 % des Français ont « simplifié leur consommation » depuis la crise.

Dans ce contexte, les Français estiment, aux presque deux tiers, que les marques n’en ont pas fait assez pendant la crise. La liste des récriminations est longue : sur la nécessité de faire plus pour les consommateurs et la société, de bien se comporter avec les employés, de proposer des bons produits, de faire des efforts sur les étiquettes. Au prix d’une certaine contradiction de la part des consommateurs – prix bas, par exemple, ne se mariant pas forcément bien avec respect de l’environnement.

Impératif de cohérence Dans un pays qui continue à douter de la sincérité des marques à 60 %, l’impératif de cohérence entre le discours et les faits est cependant primordial, selon l’étude. Quelque 72 % des Français retirent leur confiance en cas de « contradictions flagrantes entre le discours, les valeurs et les actes », 71 % en cas de « licenciements si une entreprise dégage des profits » et 61 % s’ils sentent « un engagement opportuniste ». « Les marques doivent se poser la question de la légitimité de leur discours », analyse Laurent Habib. Au final, les dimensions « indispensables » et « très importantes » pour les Français vis-à-vis des marques sont d’abord la cohérence (87 % en moyenne) et en dernier leur radicalité politique (48 %). La dimension hédoniste ne fait guère mieux (54 %). ?

Les consommateurs s’interrogent sur les conséquences de l’activité humaine sur l’environnement.

Nearly a third of all US media time will be on mobile this year (Source: eMarketeer)

As the US begins to emerge from the pandemic, people are re-entering the world with new habits, including new mobile behaviors. This year, the time US adults spend on mobile devices will continue to grow, albeit at a slower rate than last year. Nearly a third of their daily time spent with media will be on mobile.

source: Mobile will account for a third of all US media time this year – Insider Intelligence Trends, Forecasts & Statistics (emarketer.com)

Whether hunkered down at home or working in jobs that require a physical presence, most people have changed their behaviors over the past year—either to preserve their health or because of changes in options for entertainment, shopping, school, or work. That’s had a profound impact on how media is consumed.

Prior to the pandemic, we expected growth in mobile time spent to slow and level off within a few years. Instead, average time spent on smartphones, tablets, and feature phones in 2020 increased by just over half an hour per day to reach 4 hours, 16 minutes (4:16), about 28 minutes more than we had predicted back in November 2019.

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Mobile Nonvoice Activities : Average Time Spent in the US, 2019-2023 (hrs:mins per day among population, % change and % of total time spent with major media)

Last year’s 13.8% growth was mobile’s fastest annual increase since 2014. Growth will slow to 2% or 3% year over year (YoY) through the end of our forecast in 2023, but these growth rates sit on top of a higher base. In 2023, the average US adult will spend 4:35 per day on mobile devices.

Mobile will account for close to a third (33.2%) of time spent with any form of media in 2021. By the end of 2023, that share will climb to 35.0%. The 4:23 per day that the average US adult will spend on mobile this year will also account for 54.8% of the 7:59 of daily time spent with digital media.

A large majority (72.3%) of mobile time will be spent on smartphones in 2021. At 3:10 per day, time spent with smartphones will be up a modest 4.6% over last year. But this follows 2020’s surge of 17.7%, the fastest growth in smartphone time spent since 2014. Even more impressive, 2020’s big increase followed an unusually strong year for smartphone growth in 2019, when time spent increased 13.5%, due in part to rapid growth for premium subscription video-on-demand (SVOD), TikTok, and podcasting. We expect growth to slow to a more sustainable 3% to 5% through 2023.

Smartphones: Average Time Spent with Media in the US, 2019-2023 (hrs:mins per day among population, % change, and % of total time spent with media)

Tablets also had a strong 2020. Time spent was up 5.7% YoY to 1:13, the first meaningful increase these devices had seen since 2017. We expect 2020 to be peak year for tablet use, which will slowly decrease through 2023—but with a higher baseline than we had expected before the pandemic.

Most of the growth in tablet and smartphone time came from additional usage by existing users, rather than from the addition of new users. In fact, there was no significant change in longer-term patterns of user growth for either type of device. In 2019, the number of adult smartphone users grew 4.1% YoY. Growth slowed slightly last year, to 3.2%, and it will be below 2% through 2023. The number of adult tablet users increased by 1.2% in 2019 and by 1.1% in 2020, and we expect the user base will contract very slightly in 2021 and 2022. If there was a bump in users during the pandemic, it was barely perceptible.

Among the 219.2 million adult smartphone users, the average daily time spent on smartphones in 2021 will hit 3:46, up 8 minutes from 2020. The 136.1 million adult tablet users will spend a daily average of 2:16 on those devices in 2021, down 2 minutes from 2020. In contrast, tablet time increased by 7 minutes in 2020 to reach slightly more than 2:18—the highest average usage since 2016.

77% of the Belgian Marketeers declare that post-Covid era is full of opportunities. Main Drivers: New Business Model & Innovation, Digitalisation & E-commerce, New Ways of Working, Strengthening relationships with customer at local level. (Source: Havas / BMMA – May 2021)

77% of the Belgian Marketeers declare that post-Covid era is full of opportunities for transformation and development (source: Havas / BMMA – May 2021).

Fuul Study: ici.

Main Drivers: New Business Model & Innovation, Digitalisation & E-commerce, New Ways of Working, Strengthening relationships with customer at local level. (Source: Havas / BMMA – May 2021)

Full Press Release:

Entre le 22 avril et le 17 mai, Havas et BMMA ont interrogé 65 spécialistes de la communication (de Head of au C-level), répartis également parmi des annonceurs, des agences de communication et les médias. L’enquête montre que la situation varie d’une entreprise à l’autre. De manière générale, la crise sanitaire a eu un impact négatif sur les activités. Mais pour une entreprise sur quatre, cela s’est avéré positif.

La plupart des entreprises ont dû adapter leur communication. Dans 2 cas sur 3, elles ont vu leur budget de communication diminuer de manière plus ou moins importante. Non seulement elles ont dû reporter des campagnes et numériser des événements, mais elles ont également dû jongler entre communication fonctionnelle et positionnement social.

Sur une échelle de 1 à 10, les professionnels du secteur ont peu confiance en une reprise rapide de l’activité économique (5,9). Cependant, là aussi, les perceptions sont très variables (de 3 à 10). Les craintes concernant les nombreuses faillites, la hausse du chômage et des inégalités ne sont que partiellement compensées par les prévisions de dépenses différées des Belges et d’investissements des entreprises dans leur transition. D’autant plus que ces prévisions de report de dépenses et de relance de la consommation ne sont considérées comme acquises que par 40% des personnes interrogées.

S’il y a une leçon importante à tirer de cette étude, c’est bien celle-ci. Les personnes interrogées pensent presque unanimement que la crise aura un impact positif sur la volonté des entreprises de faire des affaires sérieuses. Elles anticipent ainsi l’impact que la crise peut avoir sur l’attention que les consommateurs portent au sens que les marques apportent. Les avis sont partagés quant à savoir si cette volonté des entreprises de donner du sens sera mieux intégrée à l’avenir dans la manière dont les marques communiquent (et agissent ?). Bien que la plupart des interrogés soient convaincus que l’attention que les entreprises portent à la signification entraînera un changement durable dans les attentes du public.

La confiance dans une relance de l’économie nationale est peut-être faible, mais les professionnels semblent plus optimistes pour leur propre entreprise (7,3 sur une échelle de 1 à 10). Souvent, les opportunités de croissance et de transition offertes par ce changement profond sont détectées (77%). Le marché est principalement concerné par les nouveaux modèles d’entreprise, l’innovation, le développement du commerce électronique et les nouvelles méthodes de travail. Mais aussi avec le développement et le lancement de nouveaux produits et services, et ce dans une année de transition où la prudence budgétaire est de mise.

Mathias Beke, Chief Intelligence Officer Havas Village : « Nous voyons ce contraste entre l’optimisme des professionnels de la communication quant à leur propre activité et une certaine crainte de l’activité économique dans son ensemble comme une forme d’empathie du secteur envers le monde professionnel en général. Par ailleurs, selon notre étude, les attentes des partenaires du groupe des annonceurs, des médias et des agences de communication tournent autour des notions d’agilité et d’innovation mais aussi d’empathie, de solidarité et de courage. Cette crise est une véritable opportunité de donner encore plus de sens à ce que font nos entreprises, et de répondre aux attentes croissantes des parties prenantes dans ce domaine. »

L’étude complète peut être consultée ici.

The Carrefour Group launches its new data and retail media strategy with the Carrefour Links platform

 

Massy, 15 June 2021 – The Carrefour Group just unveiled its new data and retail media strategy with the launch of the Carrefour Links platform. Designed for the Group’s partner companies, the platform is designed to better meet customer expectations by creating more personalised experiences – ones that are more relevant to their needs, both in-store and online. The platform uses technology developed by three Carrefour partners, all leaders in their respective fields: Criteo, Google and LiveRamp. 

The launch of Carrefour Links is a milestone in the Group’s digital transformation. 

After a successful three-year digital transformation, Carrefour is launching a new data-based business 

Three years ago, Carrefour’s e-commerce offering was split across many different websites, creating a complex customer experience. Customer data was hosted on on-premise servers, with limited capacity, which in turn limited opportunities for real-time analysis. The Carrefour 2022 plan placed technology and data at the heart of its strategy, with €2.8 billion worth of investments in digital over five years. In 2018 and 2019, Carrefour built the largest data lake in Europe, recruited hundreds of data scientists who work across the Group’s geographies, and migrated 25% of its applications over to the Cloud (as of late 2020). At the same time, it introduced a number of data analysis and safety tools. 

Meanwhile, the Group accelerated its implementation of digital technologies. The result was that in 2020, the Carrefour.fr website became the most visited food website in France (15 million unique visitors per month in the last quarter of 2020. Source: Fevad). 

This digital transformation laid the foundations that allow Carrefour to launch today a new data and retail media business with the creation of the Carrefour Links platform. 

Carrefour Links gives Carrefour’s industry partners access to Carrefour’s in-depth customer knowledge 

With e-commerce developing at an unprecedented rate, 80% of Carrefour customers say that they want a customised offering. They also want customised attention at each stage of the purchase path.

In response, Carrefour has built Carrefour Links – a suite of groundbreaking analytics and personalization solutions, drawing on three of the Group’s strengths: 

● Its technological and data expertise, 

● Its position as a European leader in customer knowledge – 80 million households worldwide buy from Carrefour every year, 

● Carrefour.fr, the leading food e-commerce site in France in terms of traffic. 

Carrefour Links combines the Group’s retail expertise with the very best technologies available for storing and processing data and keeping it secure. Carrefour Links is structured around four types of solutions: 

Capture: finding new customers and prospective customers for a brand. 

Convert: making the experience more fluid so as to improve conversion throughout the customer journey (online, as well as omnichannel, with the right offering at the right time). 

Converse: developing a sustainable relationship with Carrefour customers. 

Comprehend: managing activity and performance with cutting-edge dashboards providing a complete overview of product performance and shopper journey. 

In particular, Carrefour Links helps partner companies measure their end-to-end marketing campaigns – from the ad through to the in-store transaction. According to a study conducted by the Boston Consulting Group and Google, using artificial intelligence and large-scale data analysis – such as the type that Carrefour Links offers – companies can generate more than 10% top-line growth thanks to demand prediction models, more relevant local assortments, and services for consumers that are more personalised services for consumers. 

The global retail media market is currently worth an estimated €30 billion. In France, the retail media market is worth an estimated €500 million (source: SRI) and is growing at a rate of 20% annually. Carrefour is already a trailblazer on this fast-growing market. Its retail media operations posted more than 50% growth in France in 2020. 

By joining forces with global tech companies that are leaders in their fields (Criteo, Google and LiveRamp), Carrefour Links offers the best solution on the market. 

Carrefour Links solutions are co-developed with the best global tech partners on the market: 

Criteo, the world leader in retail media solutions, enabling retailers to fully leverage their inventory and data and brands to engage with their consumers right where the purchasing act occurs. 

Google, one of the world’s biggest cloud services suppliers. 

LiveRamp, the leading data connectivity platform for the safe and effective use of data. 

Criteo: In 2021, Carrefour reinforced its collaboration with Criteo, which began in 2014, by committing to a three-year international partnership. Thanks to this partnership, advertisers will be able to promote their products using innovative, increasingly customisable content, targeting the Group’s customers across all of its sites and apps. 

Google: Partners since 2018, the two groups strengthened their collaboration in 2021 by signing a new global contract that aims at enabling Carrefour to become a 100% cloud company in all of its markets. 

LiveRamp: Signed in 2021, the partnership with LiveRamp enables robust data collaboration, analytics and innovation capabilities through LiveRamp’s Safe Haven. 

A twofold requirement: consent and transparency 

Customer consent and transparency on how customer data is used are at the very core of Carrefour’ commitments, which are in line with personal data protection regulations and the highest standards of customer data protection. 

To ensure customer consent, Carrefour has set up a Content Management Platform (CMP) that it can use to follow and authenticate consent from our customers when they give it. This CMP ensures that the cookies deposited comply with current regulations, and that Carrefour acts in line with our customer wishes. 

Customers can visit their personal account page on Carrefour.fr to manage their consent (https://www.carrefour.fr/mon-compte/consentements). They can also, when they want, exercise their rights in relation to their data simply by asking. 

On the Carrefour site and on its app, in compliance with the recommendations put forward by France’s data authority (“CNIL”), Carrefour requests customers for their explicit and informed consent in relation to cookies – particularly so as to provide them with a personalised experience and special offers tailored to their interests. If a customer chooses the “Continue without accepting” option, they will no longer get customised offerings either on Carrefour Group websites or on partner websites. They will continue to see non-specific ads, randomly displayed on Carrefour Group websites. 

The Growing Role Of AI And Machine Learning In Hyperautomation (source: Forbes)

Gary Fowler is a serial AI entrepreneur with 17 startups and an IPO. He is CEO and co-founder of GSDVS.com and Yva.ai.

3D rendering product background
GETTY

The long-standing question of whether technology will replace humans is a very popular topic for discussion.

And yet, the resolution to this debate is not that simple or black and white; there are a lot of factors playing into the relationship between technological process and human engagement.

Source: The Growing Role Of AI And Machine Learning In Hyperautomation (forbes.com)

Among the biggest trends in technological advancement that have been raising such questions are automation and hyperautomation. The two are different yet interrelated. And while the goal of each is, ultimately, improving and standardizing processes in the most efficient way possible, they represent two types of approaches to deploying machines to streamline processes.

Before explaining the relationship between automation and hyperautomation, let’s explore the meaning of hyperautomation first.

Hyperautomation

In its annual report on Top 10 Strategic Technology Trends for 2020, Gartner named hyperautomation the first trend that would transform the world. Accordion to UIPath, hyperautomation is the process of applying advanced technologies, such as artificial intelligence, machine learning and robotic process automation, to automate and templatize tasks that used to be humans’ responsibility. The integration of such advanced tech tools and technologies naturally amplifies our ability to automate work. MORE FOR YOUInside CarePort, The Female-Founded Company Powering Post-Hospital Care That Sold For $1.35 BillionThe Next Generation Of Artificial IntelligenceThe Next Generation Of Artificial Intelligence (Part 2)

Hyperautomation doesn’t stop there, though; it also includes the level and sophistication of automation. This process begins with robotic process automation (RPA) at the very base — which is the core of automation at its simplest — and broadens the horizons of automation through AI and machine learning.

In other words, hyperautomation builds on automation and broadens the meaning, goals and capabilities of automation, turning it into an ever-improving, AI-driven process that feeds on data. This leads to more accurate, faster and more efficient results.

The Difference

Going back to the question about the difference between automation and hyperautomation, the answer is very simple: at the core of hyperautomation is automation. But hyperautomation makes the end-to-end automation process more sophisticated, smarter and driven by AI-powered robotics. It becomes not just about the execution of tasks, but the optimization of the best ways to complete them.

The enhanced intelligence aspect of hyperautomation comes in many shapes and forms that seem very natural and ubiquitous nowadays. It can be an NLP algorithm that understands speech and writing and allows it to interpret communication. It can be the process of transforming images into text through optical character recognition — or OCR. Or it can be a machine learning algorithm that continuously analyzes data and identifies patterns to make more accurate predictions. At the end of the day, all these types of advanced technologies join forces to significantly increase the scope of automation possibilities.

Will Automation Replace Humans?

Going back to the highly debated question of whether automation will eventually replace humans, the answer is the following: the mission of automation has never been to replace humans. In fact, the goal of this trend is the exact opposite: it is to enable humans to fulfill their potential by focusing on high-involvement tasks and augment human capabilities to produce high-quality and highly specialized work. Automation ensures that mundane, repetitive tasks are relegated to machines to cut costs and increase productivity, all while continuously ensuring a superior quality of work in terms of the output that humans create when they get the opportunity to focus their efforts on high-risk tasks.

The same applies to hyperautomation — but in this case, the goal of technology is to augment human capabilities by working side-by-side with them to deliver maximum efficiency. With hyperautomation, the answer to the debatable question becomes more ambiguous and requires more analysis and thought. While automation might be a natural fit for a company from the operational perspective and is far less complicated to implement with human employees, hyperautomation brings the question of whether the business is ready to adopt a smart, AI-driven automation process that will operate in assistance to — and on par with — the human counterparts. It will become increasingly important to truly understand where hyperautomation fits in the larger business and how ready the employees are to have it operate with them synergistically.

What is also important is the transition from automation to hyperautomation through the introduction of AI and a higher level of robotic intelligence. It is key to establishing a network of multiple isolated instances of automation that will work together to continuously smooth out and streamline processes across multiple tasks and devices at the same time. To achieve this, it’s crucial to first assess the business’s capabilities and level of digitization before starting to build this network of AI-driven automation across multiple technologies.

At the core of hyperautomation is the right combination of a variety of tools connected by superior AI intelligence. For any business, it’s a good idea to identify a number of initial tools to invest in to start building the hyperautomated processes internally. As a rule of thumb, these tools need to belong to a single system and communicate with each other with ease to ensure maximum efficiency and smooth operations from day one.

But what perhaps matters more is understanding where the employees of a business stand with automation and how they view this introduction of new AI-powered processes. Before taking the leap to start hyperautomating, it’s crucial to ensure a welcoming environment internally and educate employees of all skills and backgrounds about how these new technologies will augment their abilities and introduce more weight to the work they do day to day. 

One way or another, AI-driven hyperautomation is not in the distant future anymore. It’s here and now, and the best way to embrace it is to kick off internal assessments and begin the adoption process one step at a time.

CIM: Les programmes TV visionnés en ligne au moment de leur diffusion (live) sont désormais également comptabilisés dans les résultats publics.

Depuis le vendredi 11 juin, le périmètre des résultats (CIM) TV en ligne a été élargi à nouveau.

Les programmes TV visionnés en ligne au moment de leur diffusion (live) sont désormais également comptabilisés dans les résultats publics.

Vous pouvez consulter ces résultats sur le site du CIM sous ‘Tous les écrans audience moyenne’.

Un aperçu de ce que comprend exactement l’expression ‘Tous les écrans audience moyenne’ est disponible sur notre site.

La partie ‘TV en ligne’ comprend entretemps les éléments suivants :

  • à partir du 1er janvier 2020 :    programmes TV (émissions complètes) visionnés à la demande
  • à partir du 1er janvier 2021 :    programmes TV et courts extraits visionnés à la demande
  • à partir du 11 juin 2021 :       programmes TV visionnés en direct et à la demande; extraits à la demande 

Les chaînes proposant des programmes TV en ligne se retrouvent dans la liste en tant que ‘OVC Channel’.

#Havas #Media #Belgium is looking for a #Digital Partner

The Digital Partner is the senior leader charged with creating a vision, plans, and drives the enterprisewide, digital strategy, aligning the strategy with the agency’s strategic objectives. Works closely with BU lead & Omni channels to define and drive the role of digital operations and how it can enable important enterprise-wide objectives.

The Digital Partner is also responsible for ensuring the integrity and fidelity of the audience throughout the Mx system, starting with defining the Growth Target and developing audiences for Mx activations and measurement, in conjunction with Intelligence, Channel Experts and Data Analysts.

Job content
• Digital strategy lead
• Define target and develop audiences for Mx activations and measurement
• Identify growth targets, leverage appropriate data sources to understand those targets, and support designing an audience-centric approach to media planning
• Analyze and synthesize ID and non-ID based data, extracting actionable human insight from a range of proprietary and partner resources, including Havas Media’s identity-based addressable audience platform, as well as syndicated survey data, social listening, and primary research
• Collaborate with other insights and strategy professionals to identify high-potential audiences for future growth, while maximizing return on current customers
• Work closely with cross functional teams
• With Mx Development teams, segment audiences for extracting insights and for optimizing media and messaging across both digital and non-digital channels
• With Analytics, develop audience insight roadmaps to learn from media activations and refine the growth target

What do we expect from you?

• 7+ years professional experience in audience planning/strategy and development
• Bachelor’s or Master’s degree in Statistics, Marketing or Advertising
• Languages: Dutch, French, English
• Managing execution
• Being authentic & open
• Being flexible & adaptable
• Consumer, media and brand insights
• Data mining, analysis and segmentation using a range of first second, and third-party consumer datasets
• ID-based and non-ID based data
• Knowledge of media buying platforms
• Familiarity with cross-channel media planning

Why Work with us?

• A competitive salary with fringe benefits
•A young and ambitious team
• A warm and welcoming atmosphere
• We are part of the Havas Group, which offers opportunities for your further training and career

Interest ? Send a mail to marc.dewulf@havasmg.com

Omnichannel: The Unlikely Savior of Physical Retail (Source: Total Retail)


By Bertrand Fraboulet

With vaccine rollouts accelerating across the United States and beyond, post-COVID surveys have emerged. Looking forward has turned to looking back as marketers examine how the pandemic accelerated e-commerce adoption and growth. Without a doubt, successive lockdowns had a tremendous short-term impact on e-commerce sales. According to SearchNode, 50 percent of companies saw online sales grow by over 100 percent. E-commerce instantly jumped five years ahead, reaching the levels projected for 2025 in 2020. However, will this evolution become long term? Will e-commerce become the prevailing channel for brands beyond 2021?

source: Omnichannel: The Unlikely Savior of Physical Retail (mytotalretail.com)

Over the past year, billions of shoppers discovered the benefits of e-commerce. Websites are always open and have a wide choice of available products regardless of location, often for a cheaper price. But e-commerce has its pain points, too. Grappling with everything from long shipping delays to unclear product information, shoppers start to miss the instantaneity, humanity and tactility of in-person shopping.

How can shoppers have the best of both worlds? Omnichannel. Pure e-commerce and physical retail need one another to survive. According to McKinsey’s recent B2B Pulse survey, “omnichannel is now the standard, not the exception. Even as in-person engagement has reemerged since August 2020, buyers have made clear that they prefer a cross-channel mix, choosing in-person, remote, and digital self-serve interactions in equal measure.”

Physical retail has the potential to become stronger than effort — so long as brands integrate it as part of a broader, seamless shopping experience that functions well across devices and channels. Pure e-commerce players understood this long before the COVID crisis, with a number of retailers creating their physical showrooms or pop-up stores to accompany online experiences. For example, Amazon.com tested concepts ranging from Amazon Books to Amazon Go to the 2017 buyout of Whole Foods in a $13.7 billion dollar acquisition. Other retailers have digitized the in-store experience, cultivating a new kind of brick-and-mortar. Sephora serves as one such example. Its stores function as digital playgrounds full of devices and screens, allowing the retailer’s marketing team to track the full customer journey from online to in-store.

Omnichannel requires a significant investment, but the opportunity remains bigger than the challenge. According to a 2019 study by Aberdeen Group, brands that embrace robust omnichannel strategies (i.e., companies that apply a real cross-channel and cross-device customer experience plan) should experience a 9.5 percent increase in annual revenue compared to 3.4 percent for brands failing to tap into it as effectively (i.e., companies that only build siloed multichannel experiences). Marketing teams must balance a number of moving parts, jugging the entire process both online and offline. A study from Everest Group showed that one of the biggest challenges comes in the form of the human component, as it’s often easier to evolve technology than change a person’s mindset. Brands must invoke a complete cultural revolution internally by prioritizing the recruitment of digital-savvy and omnichannel experience experts. Offline and online retail teams must merge as well by training to operate together and consider the outcomes of all sales channels.

Clearly, physical retail isn’t dead. However, stores will need to quickly adapt to the new omnichannel equation. The store of the future will not necessarily be stuffed with digital interactive screens, as pictured in many sci-fi movies, but it will surely be:

  • smaller to fit in retail’s new role, and will move from a transactional to an advisory role, providing valuable and precise advice to the customer rather than trying to sell everything as an e-commerce platform;
  • more localized, proposing local products customers cannot find online; and
  • more personalized, providing virtual reality displays to test products like we saw with Sephora, as well as keep track of shopper preferences in the same way an e-commerce website does.

This change of mindset in the role of physical retail is no longer an added bonus; it has transformed into a necessity for survival.

Bertrand Fraboulet is global head of Havas Market, a strategic, full-service e-commerce offering within Havas Media Group.

The #Covid19 crisis has a positive impact on the attention paid by 77% of the consumer to the meaning of brands/companies (#havas – #bmma)

Du 22/04 au 17/05, Havas et la BMMA ont interrogé 65 professionnels de la communication, du head-of au C-level, dans une proportion équivalente d’annonceurs, d’agences et de médias.

L’enquête révèle une situation contrastée pour les entreprises : essentiellement négatif, l’impact de la crise sanitaire sur leur activité s’est tout de même révélé positif pour près d’une entreprise sur 4.

Dans leur grande majorité, les entreprises ont dû adapter leurs actions de communication et faire face, dans 2 cas sur 3, à une réduction plus ou moins importante des budgets de communication. Au-delà du report des campagnes et de la nécessaire digitalisation des événements, les entreprises ont jonglé entre communications fonctionnelles et positionnement sociétal.

Evaluée sur une échelle de 1 à 10, la confiance des professionnels du secteur dans la reprise rapide de l’activité économique est assez faible (5,9) mais relève de perceptions très contrastées (allant de 3 à… 10!). Les craintes de nombreuses faillites, de la hausse du chômage et des inégalités ne sont que partiellement adoucies par les prévisions de dépenses reportées des Belges et des investissements des entreprises dans leurs transformations. Notamment parce que ces prévisions de dépenses reportées et de rattrapage de la consommation ne sont une évidence que pour 40% des sondés.

S’il est un enseignement important de cette étude, c’est qu’une quasi-unanimité des répondants estime que cette crise aura un impact positif sur la volonté des entreprises à donner du sens à leurs actions. Elles répondront ainsi à l’impact qu’aurait eu sur les consommateurs cette crise en termes d’attention portée au sens délivré par les marques. Les professionnels du secteur ont cependant un avis plus polarisé sur la question de savoir si cette volonté des entreprises à donner du sens sera à l’avenir mieux intégrée dans la manière de communiquer (et d’agir ?) des marques. Mais ils estiment dans leur majorité que l’attention portée par les entreprises au sens est un changement durable des attentes des publics.

Si la confiance dans la reprise de l’activité économique nationale est plutôt faible, l’optimisme pour sa propre entreprise semble meilleur parmi les professionnels (7,3 sur une échelle de 1 à 10). Ce sont surtout les opportunités de développement et de transformation offertes par ce bouleversement qui sont très généralement détectées (77%). Nouveaux business modèles, innovation, développement de l’e-commerce et des nouveaux modes de travail animent le marché qui travaille au développement et au lancement de nouveaux produits et services dans une année de transition où la prudence budgétaire reste de mise.

« Nous analysons ce contraste entre l’optimisme des professionnels de la communication pour leur propre entreprise et une certaine crainte pour l’activité économique dans son ensemble comme une forme d’empathie du secteur à l’égard du monde professionnel en général. Les attentes des partenaires de la tripartite annonceurs, média et agences se cristallisent d’après notre étude d’ailleurs autour des concepts d’agilité et d’innovation mais aussi d’empathie, de solidarité et de courage. Cette crise est une réelle opportunité de donner davantage de sens à ce que nos entreprises réalisent, et de répondre à une attente croissante des stakeholders dans ce domaine. » Mathias Beke, Chief Intelligence Officer Havas Village

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« La question de la formation est un enjeu crucial pour les entreprises » – Havas University – Havas Group

Havas University – Havas Group – video Dailymotion

« La question de la formation est un enjeu crucial pour les entreprises » . C’est sur ce postulat qu’Havas a mis au point Havas University, un organisme de formation à destination des marques et de nos partenaires médias pour se perfectionner aux métiers du marketing et de la communication.

Havas University c’est l’expertise du groupe sur tous les domaines du marketing, des modules d’e-Learning intégrant trois niveaux de personnalisation possibles, et une pédagogie qui laisse une place importante à l’échange.”