Cannes Grand Prix Media : les histoires d’amour de Tesco 2018

 

En 2015, la chaîne de supermarchés Tesco a enregistré des résultats décevants. Pour y remédier, Mediacom et BBH ont imaginé les “Food Love Stories” en vue de redonner une place centrale aux clients dans la stratégie et l’expérience de la marque. L’idée ? Montrer que l’alimentation joue un rôle essentiel dans la vie de tout un chacun et que Tesco est le partenaire le plus digne de confiance pour garantir ce rôle au quotidien, en mettant en vedette tous les mois une série de recettes. …  source: https://www.mm.be/enews-fr-2467-7dd68932dfc21fde3ff97ad49b8fd223-31724?utm_source=emailR&utm_medium=enews%20Media%20Marketing&utm_campaign=FR%202467%20E-New

 

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Comment Apple a réinventé son expérience en magasin (Xuoan D.)

En prime, un Grand Prix à Cannes.

En mai 2017, Apple a lancé un vaste programme nommé « Today at Apple » dans ses 495 magasins. Derrière ce qui pourrait s’apparenter à des animations pédagogiques et événementielles relativement anecdotiques, Apple en a profité pour opérer « le plus grand redesign des Apple Stores depuis leurs lancement en 2001 » comme l’a expliqué Angela Ahrendts, Senior Vice President Retail d’Apple en conférence aux Cannes Lions cette année. De quoi transformer les Apple Stores en lieux de vie, où l’empathie et la créativité sont des valeurs clés, avant les ventes. Analysons ce succès dans ce nouveau bilan de campagne.

source: https://lareclame.fr/apple-bilan-today-201837?utm_source=La+R%C3%A9clame+Newsletter&utm_campaign=3c6e83575e-la_Rec_Hebdo_COPY_01&utm_medium=email&utm_term=0_b9409b3e9c-3c6e83575e-429456749

Le contexte

En 2001, Apple Store avait déjà tenté de réinventer l’expérience en magasin, en passant d’une distribution via un réseau de franchisés, à de la vente essentiellement dans ses boutiques en propre et via l’e-commerce. À la clé, des espaces où tout est fait pour que les clients soient en contact avec les produits. Une unique caisse où personne ne va, puisque chaque vendeur a son propre terminal des paiements. Un Genius Bar où l’on peut aussi bien faire réparer son ordinateur qu’apprendre à s’en servir. Et un personnel qui n’est pas payé à la commission, favorisant avant tout la satisfaction client. Même les « Genius », les profils les plus techniques, sont davantage formés à l’empathie qu’à l’informatique, comme la fuite de documents de formation l’a révélé en 2012. Cette approche de vente tout sauf agressive s’est avérée redoutablement efficace, avec un supposé record mondial de chiffres d’affaires au m2 : 61 380 dollars / m2 en 2016 selon RetailSails.

Avec un contexte aussi propice aux affaires, comment aller plus loin ? D’autant plus face à la percée de l’e-commerce, qui devrait être pratiqué par 75% des américains d’ici 5 ans ? C’est le défi qui a été présenté à Angela Ahrendts lors de son arrivée à la tête de la division Retail d’Apple en 2014, après avoir quitté son poste de CEO de Burberry, ce qui avait pu surprendre à l’époque

Le projet

Au départ du projet, comme l’explique Angela Ahrendts, il y a la vision d’Apple : « Les murs de nos Apple Stores sont le hardware. Notre plus grand hardware jamais conçu ! Ce qui se passe dans les Apple Stores est le software ». Or comme Apple l’a démontré, le hardware (= matériel) et le software (= logiciel) sont clés pour une expérience client réussie. Angela Ahrendts et son équipe se sont donc attelés à réinventer le « software » des magasins d’Apple, plutôt que d’en construire des plus spectaculaires.

Pour Angela Ahrendts, une entreprise prospère uniquement si elle a des valeurs fortes, et que celles-ci sont partagées par les employés. Ainsi, le rôle des employés d’un Apple Store est d’abord « d’enrichir la vie des gens, en leur apprenant quelque chose qu’ils ne connaissaient pas » et qui leur serviront au quotidien, pour leur travail et pour leur temps libre artistique. Les ventes suivront.

De cette vision est née « Today at Apple ». Le principe ? Des ateliers pédagogiques et événementiels dans les Apple Stores, en intérieur ou en extérieur, tenus par des « Specialists » qu’ils soient employés par Apple ou des professionnels venant partager leur savoir : photographes, musiciens, développeurs… Que ce soit pour apprendre à bien photographier avec un iPhone, à prototype une app iOS depuis un iPad ou assister à un concert.

Les sessions Today at Apple sont ouvertes à tous, gratuites, sans obligation d’achat, auprès des personnes possédant ou non des produits Apple. Ce qui permet à la marque de faire de la fidélisation mais aussi de la conquête indirecte.

Les Apple Stores ont été complètement ré-aménagés pour accueillir ces ateliers : écrans géants, tabourets pour le public, matériel sonore pour les lives musicaux, et globalement une surface surprenante par sa taille pour la partie pédagogique des boutiques. 16 000 ateliers sont organisés chaque jour, pour un total de 600 000 depuis le lancement du programme.

Le case study

Les clés de succès

– L’empathie

En plaçant l’empathie et le partage comme valeurs avant l’efficacité commerciale ou l’expertise technique, Apple a su mettre en place une redoutable mécanique retail.

Il s’agit également d’un fort levier d’adhésion en interne, avec un « taux d’engagement » des salariés bien supérieur depuis la mise en place de Today at Apple.

– L’ambition envers la « communauté »

Pour Angela Ahrendts, les Apple Stores doivent devenir des lieux de rendez-vous, au même titre que le café du coin voire « la plage du village ». Or pour que ce soit le cas, il faut y proposer une expérience vivante et non pas uniquement des produits à vendre.

Pour ce projet, Apple a reçu le Grand Prix dans la catégorie Brand Experience & Activation à Cannes cette année. Rob Reilly, Global Creative Chairman de McCann et président du jury confirme cette vision et l’amplifie : « les gouvernements étant en manque de moyens, les marques auront tout intérêt à développer des telles initiatives à terme ». Compte tenu du faible attrait des GAFA pour la fiscalité, cette approche en fera tousser plus d’un !

The process of audience segmentation is not about just statistics, it’s about finding your ideal clients and choosing the right way of interaction with them.

The process of audience segmentation is not about just statistics, it’s about finding your ideal clients and choosing the right way of interaction with them.


 

By Valentina Podmazina, IO technologies.

In our previous article, we covered the basics of content personalization. Now, it’s time to dig deeper into the underlying processes (data analytics and audience segmentation) that make the magic real.

At IO Technologies, we began with audience segmentation. In fact, segmenting a great amount of data is the first step of any decision making process. Having plenty of information is great, but measuring it and defining important patterns is crucial.

Audience segmentation basics

Audience segmentation is not about just statistics, it’s about finding your ideal clients and choosing the right way of interaction with them. This is all about making the information world more customized and achieving your business goals at the same time. If you target the right market and audience at the right time, the dollars invested into your business will make it lucrative, and successful.

A Classical Approach to Audience Segmentation

If we take a look at what criteria are usually used for segmenting audiences, we notice a pattern. In general, there are four approaches to it:

Four criteria for segmenting target audience according to the classical approach

We have simplified this scheme and focused on the vital parameters that newsroom critically need.

IO Approach

There is an enormous piece of work with big data behind the curtain. You may wonder how it is gathered and how it works. Let’s explain everything in simple words.

Based on our client’s need, we form a criteria set for further guidance:

IO Technologies flexible approach to audience segmentation

  • Behavioral criteria tells us about what people do when they read your materials and how they do so.
  • Social and demographic criteria that can be gathered from several sources (clients base, third-party data management platforms, registration data, feedback and survey forms).

If you are engaged in the media sphere or any other digital business, the idea might already be clear to you.

Behavioral Criteria

It’s about what people do on a website, page, article etc. It’s about their psychology and interests.

  • Their first visit and its duration.
  • Source: search engines, social media, referral, etc.
  • The user’s next visit: how quickly they has returned, how much time they spent on the website compared to their first visit.
  • Frequency of visits: user type, whether they are new, returning or loyal.
  • Link and button clicks: what links people click the most, what color/size/placement of buttons perform better.
  • Reading funnell: what percentage of users read articles to the end.

Social and Demographic Criteria:

  • DMP (data management platforms) like Adobe’s Audience Manager and Core Audience, Oracle’s Sitecore Experience Platform, BlueKai, X+1.
  • Importing users data via API (logging into a website with Google+, Facebook, Twitter, and so on).
  • New users’ data picked up during the registration process.
  • Surveys data collection.

All these criteria give us an opportunity to match segmented audiences with relevant content. It is the first step of every newsroom towards content personalization. As long as we tightly collaborate with media, this step is vital for both us and our clients.

What Metrics Make Sense for Customers Segmentation?

For the beginning, it would be appropriate to work with the following metrics:

  • The difference between reading results and time spent reading.
  • Which publications are preferred by a specific audience.
  • Whether the specific audience constantly looks for the same type of content.

This information provides a basis for generating dynamic content on website pages. Here is a short but full list of this information:

  • Types of publications recommended to each audience type.
  • Publications that are the best match for the main page.
  • What kinds of headlines work better.

Here is how the reading funnel of THIS article would look for various audience segments. Here is a brief example. you can figure out why there is such a difference. Middle-aged men who probably have their own startups and who are interested in business will be willing to learn more about audience segmentation. Young women looking for some materials on relationships, on the contrary, won’t be our target audience because of their interests.

Reading funnel of a random article by two different audience segments

Nevertheless, it’s just the beginning. Processing audience data may lead to creating new ideas on increasing their engagement. Finally, people, readers, clients are the driving force of every business. Data processing, deep observation and customization are the keys to success.

Cases and Researches:

In this part, well will examine how audience segmentation works. Following the links below will provide you with more details about these cases.

Nielsen Scarborough

This global measurement and data analytics company conducted a research on the most common types of US newspaper audiences. According to this research, there are four types of audiences that are sorted by media channel:

  • Print loyalists.
  • Dual devotees.
  • Digital dignitaries.
  • News omnivores.

Their key characteristics is covered in our article dedicated to this research.

BBC World News

BBC did their research in the middle of 2010s, still, their approach to audience segmentation remains the same. It confirms that audience segmentation is not just a trend, but the rule. They defined six audience types by demographic and behavioral characteristics:

  • Wordly achievers.
  • Culturally curious.
  • Aspirational providers.
  • Connected enthusiasts.
  • Active optimists.
  • Comfortable mainstreamers.

Do you want to learn more? Check out our article.

Amazon

Though not a media company, Amazon is one of the largest e-commerce market in the world and is worth investigating as their enormous audience has been segmented.
They distinguished several audiences based on customers interestsThe article we’re linking to tells us what criteria they used to find specific patterns for precise targeting.

The bottom line

The theory remains the same and every business can use data analytics tools, segment their audience and target the right market at the right time.

Another important point is humans can’t process such enormous amount of data alone. That’s why automating the process of collecting such data and segmenting it is crucial Check the link to find more details. This is the next step towards “Content Personalization”.

Bio: Valentina Podmazina is Content Lead for IO Technologies. Writes about data-driven culture, utilization of analytics by newsrooms and other actual topics for publishers.

Original. Reposted with permission.

Related:

5 technologies that will forever change global trade

 

Ziyang Fan, Project Head, Digital Trade and Data Flows, World Economic Forum LLC

Cristian Rodriguez Chiffelle, Head of Policy, International Trade and Investment, Global Leadership Fellow, World Economic Forum Geneva

International trade has dominated the global headlines recently. Much of the discussions have been focused on the threat of a trade war, the tit-for-tat tariffs, and the health of the global trade order. While extremely important, these conversations are missing a brighter side of international trade – how innovative technologies in the Fourth Industrial Revolution are transforming trade by making the processes more inclusive and efficient.

 

Source: https://www.weforum.org/agenda/2018/06/from-blockchain-to-mobile-payments-these-technologies-will-disrupt-global-trade

Technological disruption isn’t new for the global trade system. The steam power revolution connected the world like never before. The invention of shipping containers laid the foundation for globalization. More recently, technologies such as Optical Character Recognition (OCR) to read container numbers, Radio Frequency Identification (RFID) and QR codes to identify and trace shipments, and basic digitization of trade documents have improved the reliability and efficiencies of the international trade.

At the same time, from trade agreements written before digital commerce, transactions that go accompanied with large amount of paper work, to trade financing that still depends on traditional banking methods, the global trade system has failed to take full advantage of cutting edge technologies that could make trade more efficient, more inclusive, and less costly.

 

The good news is that we may be on the brink of change. Different technologies in different parts of the technology adoption life cycle, when combined, could fundamentally change the way resources are allocated and international trade operates. Governments and businesses need to understand the current trends in order to stay ahead of the curve.

 

Here are the 5 technologies that will disrupt global trade:

1. Blockchain

Blockchain and blockchain-based distributed ledger technologies can have tremendous impact on the global trade supply chain. Trade organizations such as Dubai Chamber of Commerce and Industry have also launched an initiative to leverage blockchain technology to address global trade issues such as high costs and lack of transparency and security.

In addition to making movement of goods more efficient and reliable, blockchain-based solutions are disrupting the world of trade financing. For example, blockchain is being used to simplify the long and tedious process of obtaining a Letter of Credit (LoC), a payment mechanism used in international trade.

Image: Indeed, Headlink-Partners

Deloitte has helped an Indian private sector bank redesign its LoC issuance by developing a blockchain solution (based on the Ethereum platform) that reduced the issuance time from 20-30 days to hours. In some other instances, companies such as Skuchain are by-passing the LoC altogether by providing real-time tracking of goods and inventory financing that de-risks transactions, and allows financiers to provide working capital relief to all supply chain partners at the lowest cost of capital in that chain.

2. Artificial Intelligence and Machine Learning

Artificial Intelligence and Machine Learning can be used to optimize trade shipping routes, manage vessel and truck traffic at ports, and translate e-commerce search queries from one language into other languages and respond with translated inventory.

More than efficiencies gains and better consumer services, AI is also being used to make global trade sustainable. For example, Google launched Global Fishing Watch in 2016, which is a real-time tool using machine learning to combat illegal fishing by providing a global view of commercial fishing activities based on ship movements and satellite data. It can be used by governments and other organizations to identify suspicious behaviours and develop sustainable policies.

3. Trading services via digital platforms

It’s increasingly easier to trade services online – digital platforms like Upworkallow users to find service providers from all over the globe for a wide range of services, and can find anything from a web developer in Serbia, to an accountant in Pakistan, to a virtual assistant in the Philippines. Meanwhile, startups such as the international learning platform VIPKID pairs up American educators with Chinese children to teach English online. These digital platforms seamlessly connect the customers with service providers, in a way that wasn’t possible before when such professional services were mostly delivered in person.

4. 3D-printing

The jury is still out on the impact of 3D-printing on global trade. There are studies that predict that once high-speed 3D-printing is mass-adopted and cheap enough, global trade may decrease by as much as 25%, since 3D -printing requires less labor and reduce the needs for imports. Others argue that such views are too optimistic and don’t take into account the complexity and reality of mass manufacturing. Regardless of the positions, the impact of 3D-printing on global trade is real, especially as faster and cheaper methods of 3D-printing become available.

5. Mobile payments

From Apply Pay to Alipay to M-Pesa, mobile payments are transforming the way we live and connecting more people to market opportunities. According to the World Bank Global Inclusion Database, the number of people who gained access to bank accounts increased by 20% between 2011 and 2014, and mobile money accounts were a major drive for financial inclusion, especially in emerging economies.

 Mobile payments are transforming the way we live

Mobile payments are transforming the way we live
Image: Global Findex Database

For example, in Sub-Saharan Africa, 12% of adults (64 million adults) have mobile money accounts (compared to just 2% worldwide), and 45% of them only have a mobile money account. As the newly banked population becomes connected to mobile payments, it’ll be much easier for them to participate in global trade, either as consumers or businesses.

Uphill battle for new technologies

It must be noted that these technologies also pose difficult governance challenges, both domestic and cross-border. From lack of governance framework, to incompatible licensing and taxation requirements, to outdated trade agreements, we can’t simply assume that these technologies will automatically take root and bear fruits.

Public and private stakeholders must work closely together to establish the framework and foster the environment for these new technologies to unleash their positive potential while mitigating the potential harms. In particular, the stakeholders should adopt the multi-stakeholder and human-centered agile governance approach to allow room for experimentation, and to gather input from a diverse set of participants. In addition, in the absence of a global standard, regional governing bodies should take charge and lead the effort to harmonize the regional rules on issues such as data flows, licensing, and taxation.

Technological innovations offer an exciting future for international trade among today’s uncertainties, with the right governing approach, these innovations will usher in more inclusive and efficient trade growth in the years to come.

Mary Meeker just her traditional Report on the future of the internet: The growth of subscription services like Netflix and Spotify 

Mary Meeker presents her annual Internet Trends Report at Code 2018.

Asa Mathat | Vox Media
Mary Meeker presents her annual Internet Trends Report at Code 2018.
There’s a “privacy paradox” surrounding data collection for profit, and that theme could come to dominate the internet in 2018, according to Mary Meeker.

More than half the world’s population is now online, time spent on the internet is higher than many would like, and regulators are starting to question whether buying in is costing users.

In other words, growth means scrutiny.

“It’s crucial to manage for unintended consequences,” Meeker said in her presentation. “But it’s irresponsible to stop innovation and progress.”

Meeker, a partner at Kleiner Perkins Caufield & Byers and technology investing luminary, presented her annual report on internet trends Wednesday at Recode’s Code Conference.

Her manifesto on the tech industry has become an annual event. Previous reports have called out burgeoning geographic regions, the rise of voice assistance and the increasingly consolidated advertising space.

Big themes in the 294 slides this year: Privacy, ecommerce, China and work. Here’s a closer look at the year, according to Meeker:

  1. We’re living in the midst of a privacy paradox.

Usability improvements are based on data, which creates what Meeker called a privacy paradox: internet companies make low-priced services better thanks to user data; users increase time spent based on their perceived value of said services; and regulators want to ensure user data is not used improperly.

And Meeker said it’s key for internet companies to understand the unintended consequences of their products and that regulators understand the unintended consequences of regulation.

“But it’s irresponsible to stop innovation and progress,” she added.

  1. Amazon = ecommerce. At least in the U.S.

Transformation is accelerating in ecommerce with 16 percent year-over-year growth in 2017 with around $450 billion in the U.S. Ecommerce is now at 13 percent of retail sales.

And Amazon’s ecommerce continues to increase its share of sales as well—in 2017, it was at 28 percent share with $129 billion gross merchandise volume (GMV) versus $52 billion GMV in 2013, or a 20 percent share.

  1. Search is changing!

Another Amazon win: The way consumers search is changing.

Now, 49 percent of product searches start at Amazon—36 percent start on a search engine. What’s more, Amazon is better poised to capitalize on those searches with features like one-click purchasing, which encourage consumers to use Amazon to fulfill orders that result from those searches. Product finding at Google, on the other hand, takes consumers away from Google, so orders are fulfilled by others.

  1. Brands can proactively plant themselves in front of consumers.

The way consumers discover products is also changing, fueled in part by Facebook and Instagram, which feature ads in feeds.

Social media is driving purchases as well—Facebook leads the way with 78 percent of survey respondents saying they have discovered products on the platform, followed by Instagram and Pinterest with 59 percent, Twitter with 34 percent and Snap with 22 percent. What’s more, 55 percent of respondents said they have purchased a product online after a social media discovery.

  1. Subscription services are hot.

When it comes to product purchases, many are evolving from buying to subscribing via services like Netflix, which, at 118 million subscribers in 2017, saw 25 percent growth, and Spotify, which, at 71 million subscribers, saw 48 percent growth. Newcomer Peloton had 172,000 subscribers in 2017, which marked a whopping 173 percent growth. Subscription services are appealing because they offer access, selection, price, experience and personalization.

  1. Shopping + Entertainment = Fun, Fun, Fun

Product and price discovery are often video-enabled on sites like YouTube and Chinese shopping website Taobao and they are often social and gamified on sites like Wish, which offers hourly deals to 300 million users, and Pinduoduo, which invites users to refer friends to reduce the prices they pay.

  1. Watch this space: Amazon v. Alibaba

In 2017, Alibaba had a higher gross market value at $701 billion (to Amazon’s $225 billion) while Amazon had higher revenue ($178 billion to Alibaba’s $34 billion).

But Alibaba’s “new retail” vision is starting to take hold in China. The marketplace platform handles billions of transactions each month, which provide insights into consumer behavior. And Alibaba is extending its platform beyond China with investments in platforms in Pakistan, Indonesia, India and Singapore.

  1. Brands should spend $7 billion on mobile ads!

Growth continues in internet advertising. While percent of time spent in media and percent of ad spend declined in print, radio and TV, Meeker identified a $7 billion opportunity in ad spend in mobile as time spent was up 29 percent and ad spend was up 26 percent.

  1. Platforms are starting to deal with bad content.

Big advertisers like P&G cut millions in digital ad spend because of brand safety concerns—and Unilever has also threatened to reduce ad spend on tech platforms that don’t combat divisive content.

As a result, platforms have started to take action. That includes Google/YouTube, which removed 8 million videos in Q4 2017—81 percent of which were flagged by algorithms. Another 2 million videos were de-monetized for misleading content tagging in 2017.

  1. U.S. consumers are broke.

U.S. consumers are struggling to make ends meet with household debt at its highest level ever and rising. Compared to Q3 2008, student loan debt is up 126 percent, auto debt is up 51 percent and mortgage debt is down 4 percent.

The personal savings rate is also falling at 3 percent (versus 12 percent 50 years ago) and the debt-to-annual-income ratio is rising at 22 percent (versus 15 percent in 1968).

  1. But grocery at least is becoming more affordable.

Grocery prices are on a declining trend due to competition—particularly from Walmart, which has helped reduce grocery prices via technology and scale. But ecommerce is also helping reduce prices for customers.

Consumer goods prices have fallen 3 percent online and 1 percent offline since Q1 2016. And the goods seeing the biggest online versus offline price declines include TVs, furniture, computers and sporting goods.

  1. The consumerization of U.S. healthcare could finally make it more affordable?

Healthcare is at 7 percent of U.S. household spending (versus 5 percent in 1972) and is the fastest relative percentage grower as healthcare spending increasingly shifts to consumers.

And when consumers start spending more, Meeker said they tend to pay more attention to value and prices, so she asked whether market forces will finally come to healthcare and drive prices lower for consumers.

In addition, patients are increasingly developing consumer expectations in terms of a modern retail experience, digital engagement, on-demand access, vertical expertise, transparent pricing and simple payments, so Meeker also asked whether the consumerization of healthcare and rising data availability means we’re on the cusp of reducing consumer healthcare spending.

  1. More Americans are working on-demand.

On-demand jobs are also experiencing high growth with 5.4 million on-demand workers in 2017 and an anticipated 6.8 million in 2018.

Real-time platforms include Uber (with 3 million drivers) and DoorDash (200,000 delivery agents); internet-enabled marketplaces include Etsy (2 million sellers), Upwork (16 million freelancers) and Airbnb (5 million listings). These on-demand jobs are filling needs for workers who want extra income and flexibility or who have underutilized skills or assets, Meeker said.

  1. Data helps make consumers happy…to a point.

Data gathering, sharing and optimization is enabled by consumer mobile and social media adoption and sensor pervasiveness like Google Maps, Mobike, Nest, Samsara, Motiv and Joule. And data gathering, sharing and optimization is ramping up at what Meeker called a “torrid pace,” going from 12 zetabytes in 2015 to an anticipated 47 zetabytes in 2020 and 163 zetabytes in 2025.

Data can be an important driver of customer satisfaction. Case in point: U.S. tech companies like Amazon, Google, Netflix and Booking.com have higher-than-average American Customer Satisfaction Index Scores.

  1. Platforms are more transparent about privacy.

Per Deloitte, 79 percent of U.S. consumers are willing to share personal data for a clear benefit. However, most online consumers protect their data by taking actions like deleting certain apps, adjusting settings or disabling cookies when the benefits aren’t clear. And so we’ve seen internet companies like Facebook and Google make consumer privacy tools more accessible.

  1. China is taking over the world.

Five years ago, the U.S. had nine companies (Apple, Amazon, Microsoft, Google/Alphabet, Facebook, Netflix, eBay/Paypal, Booking Holdings and Salesforce) in the top 20 worldwide internet leaders and China had two (Tencent and Baidu). Today, the US has 11 (with the addition of Uber and Airbnb) and China has nine (with the addition of Alibaba, Ant Financial, Xiaomi, Didi Chuxing, JD.com, Meituan-Dianping and Toutiao).

China also has the largest number of internet users in one country and those users are more willing to share data for benefits compared to other countries (38 percent versus 25 percent in the U.S.). This digital data volume is providing fuel for rapid AI advancements. In addition, the Chinese government is highly focused on developing AI.

So, Meeker said, while the U.S. is ahead, China is “focused, organized and gaining.”

  1. China is killing it in digital video.

China’s internet usage is accelerating—with 753 million mobile internet users, which is up 8 percent.

Online entertainment in China includes long- and short-form video and team-based multiplayer mobile games—and it is growing quickly. Mobile video is growing fastest, up 22 percent year over year.

China’s short-form video leaders have more than 100 million daily active users who average 50 minutes a day. That includes Douyin and Kuaishou.

China’s online long-form video content budgets surpassed TV networks in 2017 and this original/exclusive content is driving industry-wide paying subscriber growth.

  1. Chinese companies are changing retail.

China’s worldwide ecommerce share gains continue. It is at 20 percent in terms of ecommerce share of retail sales and has the highest penetration rate. It is also the fastest growing.

Alibaba’s Hema Stores, for example, are reimagining the grocery retail experience with digital grocery and real-time ecommerce.

Chinese shoe brand Belle is reimagining the offline retail experience with online analytics like a traffic heat map, RFID in floor mats and 3-D foot scans.

China also leads in mobile payments. Its mobile payment volume hit $16 trillion in 2017 and is led by AliPay (54 percent) and WeChat Pay (38 percent).

  1. Consumer-like apps have changed enterprise computing.

Messaging threads are increasingly foundational for consumers (Snapchat, Square Cash, Strava) and enterprises (Dropbox, Slack, Intercom). Enterprise threads organize information and teams and provide context and history.

  1. The U.S. needs immigration.

Immigration is important for U.S. technology job creation. The U.S. has 56 percent of the most highly valued tech companies founded by first- or second-generation Americans, which accounted for 1.7 million employees in 2017.