Quelles technologies pour le retail en 2021 ? | Viuz

Source: Quelles technologies pour le retail en 2021 ? | Viuz

Personnalisation, digitalisation des magasins, géolocalisation, automatisation, Internet des objets (IOT), expérience client…Quelles technologies et quels sujets s’imposeront aux retailers dans 4 ans ?

Dans une étude menée auprès de 1700 retailers, Zebra  fait le point et dévoile les grand projets des retailers à l’horizon 2021.

Synthèse en 5 sujets clés :

Les vendeurs augmentés

En 2021, 87% des sociétés interrogées équiperont les vendeurs d’interfaces mobiles sur le point de vente (POS). 86% seront dotés d’appareils mobiles équipés de scanner, 85% de tablettes et 78 % de bornes ou kiosques électroniques.

image: https://viuz.com/wp-content/uploads/Etude-Zebra-quelles-technologies-pour-le-retail-en-2021-les-vendeurs-augment%C3%A9s.jpg

Digitalisation de l’experience In-Store

Pour aplanir le processus d’achat online et physique. Les retailers misent sur les objets connectés, l’automatisation en temps réel de la supply chain et des inventaires (back & front), les capteurs, caméras et vidéo analytics.

image: https://viuz.com/wp-content/uploads/Etude-Zebra-quelles-technologies-pour-le-retail-en-2021-digitalisation-du-parcours-dachat-en-ligne-et-physique.jpg

Personnalisation en magasin

Grâce aux capteurs, beacons, et technologies de géolocalisation,  75% des retailers estiment qu’ils auront à la fois la capacité de savoir précisément quels clients visitent leurs magasins et comment personnaliser leurs parcours à l’horizon 2021.

Logistique :  l’adaptation au shopping multicanal

La gestion en temps réel des inventaires (back et front) devient une condition de succès auprès de consommateurs plus exigeants et volatils.

image: https://viuz.com/wp-content/uploads/Etude-Zebra-quelles-technologies-pour-le-retail-en-2021-gestion-de-l-inventaire.jpg

90% estiment que la précision de l’inventaire est une condition majeure de l’expérience multicanale.

A l’horizon 2021 les retailers prévoient de généraliser le click and collect et 65% explorent des modes de livraisons inédits sur le lieu de travail ou dans les voitures.

image: https://viuz.com/wp-content/uploads/Etude-Zebra-quelles-technologies-pour-le-retail-en-2021-investissement-shopping-muticanal.jpg

Des investissements accrus en Data analytics

58% des retailers prévoient des solutions de captation et de stockage de données issues de l’IOT.

L’étude pointe également des investissement accrus dans les visuals analytics, les predictive analytics et les solutions de “Market Basket Analysis”.

image: https://viuz.com/wp-content/uploads/Etude-Zebra-quelles-technologies-pour-le-retail-en-2021-investissements-data-analytics.jpg

En savoir plus sur https://viuz.com/2017/03/27/quelles-technologies-pour-le-retail-en-2021/#HCbC55r5vKFe9AwR.99

The Top 10 AI And Machine Learning Use Cases Everyone Should Know About

Source: The Top 10 AI And Machine Learning Use Cases Everyone Should Know About

Machine learning is a buzzword in the technology world right now, and for good reason: It represents a major step forward in how computers can learn.

Very basically, a machine learning algorithm is given a “teaching set” of data, then asked to use that data to answer a question. For example, you might provide a computer a teaching set of photographs, some of which say, “this is a cat” and some of which say, “this is not a cat.” Then you could show the computer a series of new photos and it would begin to identify which photos were of cats.

Machine learning then continues to add to its teaching set. Every photo that it identifies — correctly or incorrectly — gets added to the teaching set, and the program effectively gets “smarter” and better at completing its task over time.

It is, in effect, learning.

  1. Data Security

    Malware is a huge — and growing — problem. In 2014, Kaspersky Lab said it had detected 325,000 new malware files every day. But, institutional intelligence company Deep Instinct says that each piece of new malware tends to have almost the same code as previous versions — only between 2 and 10% of the files change from iteration to iteration. Their learning model has no problem with the 2–10% variations, and can predict which files are malware with great accuracy. In other situations, machine learning algorithms can look for patterns in how data in the cloud is accessed, and report anomalies that could predict security breaches.

  2. Personal SecurityIf you’ve flown on an airplane or attended a big public event lately, you almost certainly had to wait in long security screening lines. But machine learning is proving that it can be an asset to help eliminate false alarms and spot things human screeners might miss in security screenings at airports, stadiums, concerts, and other venues. That can speed up the process significantly and ensure safer events.
  1. Financial TradingMany people are eager to be able to predict what the stock markets will do on any given day — for obvious reasons. But machine learning algorithms are getting closer all the time. Many prestigious trading firms use proprietary systems to predict and execute trades at high speeds and high volume. Many of these rely on probabilities, but even a trade with a relatively low probability, at a high enough volume or speed, can turn huge profits for the firms. And humans can’t possibly compete with machines when it comes to consuming vast quantities of data or the speed with which they can execute a trade.

    Source: Shutterstock

  2. HealthcareMachine learning algorithms can process more information and spot more patterns than their human counterparts. One study used computer assisted diagnosis (CAD) when to review the early mammography scans of women who later developed breast cancer, and the computer spotted 52% of the cancers as much as a year before the women were officially diagnosed. Additionally, machine learning can be used to understand risk factors for disease in large populations. The company Medecision developed an algorithm that was able to identify eight variables to predict avoidable hospitalizations in diabetes patients.
  3. Marketing PersonalizationThe more you can understand about your customers, the better you can serve them, and the more you will sell.  That’s the foundation behind marketing personalisation. Perhaps you’ve had the experience in which you visit an online store and look at a product but don’t buy it — and then see digital ads across the web for that exact product for days afterward. That kind of marketing personalization is just the tip of the iceberg. Companies can personalize which emails a customer receives, which direct mailings or coupons, which offers they see, which products show up as “recommended” and so on, all designed to lead the consumer more reliably towards a sale.
  4. Fraud DetectionMachine learning is getting better and better at spotting potential cases of fraud across many different fields. PayPal, for example, is using machine learning to fight money laundering. The company has tools that compare millions of transactions and can precisely distinguish between legitimate and fraudulent transactions between buyers and sellers.
  5. RecommendationsYou’re probably familiar with this use if you use services like Amazon or Netflix. Intelligent machine learning algorithms analyze your activity and compare it to the millions of other users to determine what you might like to buy or binge watch next. These recommendations are getting smarter all the time, recognizing, for example, that you might purchase certain things as gifts (and not want the item yourself) or that there might be different family members who have different TV preferences.
  6. Online SearchPerhaps the most famous use of machine learning, Google and its competitors are constantly improving what the search engine understands. Every time you execute a search on Google, the program watches how you respond to the results. If you click the top result and stay on that web page, we can assume you got the information you were looking for and the search was a success.  If, on the other hand, you click to the second page of results, or type in a new search string without clicking any of the results, we can surmise that the search engine didn’t serve up the results you wanted — and the program can learn from that mistake to deliver a better result in the future.
  7. Natural Language Processing (NLP)NLP is being used in all sorts of exciting applications across disciplines. Machine learning algorithms with natural language can stand in for customer service agents and more quickly route customers to the information they need. It’s being used to translate obscure legalese in contracts into plain language and help attorneys sort through large volumes of information to prepare for a case.
  8. Smart CarsIBM recently surveyed top auto executives, and 74% expected that we would see smart cars on the road by 2025. A smart car would not only integrate into the Internet of Things, but also learn about its owner and its environment. It might adjust the internal settings — temperature, audio, seat position, etc. — automatically based on the driver, report and even fix problems itself, drive itself, and offer real time advice about traffic and road conditions.

Bernard Marr is a best-selling author & keynote speaker on business, technology and big data. His new book is Data Strategy. To read his future posts simply join his network here.

How is the evolution of communication impacting customer service? 

Source: Travel Expert Index: How is the evolution of communication impacting customer service? « Sabre

This is the latest installment of the Travel Expert Index. The TEI is a curated collection of travel professionals that answer a few questions each month about issues critical to our industry. 

The way we communicate has changed massively since the introduction of the smartphone. The ecosystem changes with the introduction of each new app, channel, and platform. Just as we get comfortable with one new thing, there’s always another waiting for our attention.

So what has this evolution of communication meant for the way that the travel industry talks to its customers? First and foremost, it has shifted the expectation of the traveler. There’s no longer an acceptance of one-way communication. The traveler expects to be answered on whichever channel is most convenient — and whichever channel is most preferred.

Perfecting the customer experience

Customer service is about being proactive and listening to a customer’s issues. There are no channel specifications when it comes to customer service. This means that brands must listen wherever customer’s choose to share.

In Microsoft’s latest Customer Service Report, global consumers make it clear that they want customer service to be out front of any issues.

 77% of global consumers have a more favorable view of brands that offer proactive customer service

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This is a mandate for brands to step up and treat customer service as a clear part of their customer experience and brand proposition. Given the fundamental role that communication plays in customer service, we asked our Travel Expert Index for their opinions on the evolution of communication in the travel industry.

For more Travel Expert Index coverage, click here. 

 

What Creativity in Marketing Looks Like Today

Source: What Creativity in Marketing Looks Like Today

by Mark Bonchek /Cara France

MARCH 22, 2017
mar17-22-456988436

What makes marketing creative? Is it more imagination or innovation?  Is a creative marketer more artist or entrepreneur? Historically, the term “marketing creative” has been associated with the words and pictures that go into ad campaigns. But marketing, like other corporate functions, has become more complex and rigorous. Marketers need to master data analytics, customer experience, and product design. Do these changing roles require a new way of thinking about creativity in marketing?

To explore this question, we interviewed senior marketing executives across dozens of top brands. We asked them for examples of creativity in marketing that go beyond ad campaigns and deliver tangible value to the business. Their stories — and the five wider trends they reflect — help illustrate what it means to be a creative marketer today.

1. Create with the customer, not just for the customer

Everyone likes to talk about being “customer-centric.” But too often this means taking better aim with targeted campaigns.  Customers today are not just consumers; they are also creators, developing content and ideas — and encountering challenges — right along with you. Creativity in marketing requires working with customers right from the start to weave their experiences with your efforts to expand your company’s reach.

For example, Intuit’s marketing team spends time with self-employed people in their homes and offices to immerse themselves in the customer’s world. Through this research, they identified a pain point of tracking vehicle gas mileage. Based on these marketing insights, Intuit created a new feature within its app that combines location data, Google maps, and the user’s calendar to automatically track mileage and simplify year-end tax planning.

Brocade, a data and network solutions provider, created a “customer first” program by identifying their top 200 customers, who account for 80% of their sales. They worked with these customers to understand their sources of satisfaction and identify areas of strengths and weakness. Brocade then worked with sales teams to create and deliver customized packages outlining what Brocade heard is working or not working, and what they would do about those findings. Later, Brocade followed up with these customers to report on progress against these objectives. The results? Brocade’s Net Promoter Score went from 50 (already a best in class score) to 62 (one of the highest B2B scores on record) within 18 months.

2. Invest in the end-to-end experience 

Every marketer believes the customer experience is important. But most marketers only focus on the parts of that experience under their direct control. Creative marketers take a broader view and pay attention to the entire customer experience from end to end. This includes the product, the buying process, the ability to provide support, and customer relationships over time. That takes time and resources – and it also requires bringing creative thinking to unfamiliar problems.

Kaiser Permanente believes that as health care becomes more consumer-oriented, the digital experience becomes a key differentiator. The marketing team instituted a welcome program to help improve the experience for new plan members. Members are guided on how to register for an online member portal, which provides access to email your doctor, refill prescriptions, make appointments, and more. The welcome program required coordination with many areas of the business. As a result of this program, about 60% of new members register within the first six months. These members are 2.6 times more likely to stay with Kaiser Permanente two years later.

Like many retailers, Macy’s has traditionally spent 85% of its marketing budget on driving sales. Each outbound communication is measured individually for immediate ROI. However, recently they began to take a more holistic approach, focusing on lifetime value and their most profitable segment, the “fashionable spender.” This group looks across the business to gather behind-the-scenes information on the runway, newest clothing lines, and aspirational fashion content. The metrics also changed. Macy’s started evaluating engagement per customer across time and platform instead of per marketing message per day. The results? In the last year, customers in the top decile segment increased digital engagement by 15%, cross shopping by 11% and sales by 8%.

3. Turn everyone into an advocate

In a fragmented media and social landscape, marketers can no longer reach their goals for awareness and reputation just through paid media and PR. People are the new channel. The way to amplify impact is by inspiring creativity in others. Treat everyone as an extension of your marketing team: employees, partners, and even customers.

Plum Organics gives each employee business cards with coupons attached. While shopping, all employees are encouraged to observe consumers shopping the baby category. When appropriate, they ask a few questions about shoppers’ baby food preferences and share business cards with coupons for free products as a gesture of appreciation.

For Equinix, surveys revealed that a third of employees were not confident explaining its company story. The company introduced an internal ambassador program for its more than 6,000 employees. This program gives employees across all disciplines and levels tools to educate them on the company, its culture, products and services, and how they solve its customer’s needs. More than 20% of employees took the training online or in workshops in the first few months of the program, and employee submissions to its sales lead and job candidate referral programs were up 43% and 19% respectively.

Old Navy has traditionally dedicated their media budget to TV, particularly around back to school. However, over the past few years, they’ve focused on digital content to engage kids around positive life experiences and giving back. Through this approach, the 2016 #MySquadContest led to 32,000 kids sharing their “squads” of friends for a chance to win an epic day with their favorite influencer, creating 3 million video views, a 60% increase in social conversation about @OldNavy, and a 600% increased likelihood of recommending Old Navy to a friend (versus those that viewed TV ads only). In addition, the program led to record breaking donations for their partner, The Boys & Girls Club.

4. Bring creativity to measurement 

The measurability of digital engagement means we can now know exactly what’s working and not working. This gives marketing an opportunity to measure and manage itself in new ways. In the past, marketing measured success by sticking to budgets and winning creative awards. Today, the ability to measure data and adjust strategies in real-time enables marketing to prove its value to the business in entirely new ways.

Cisco has created a real-time, online dashboard where the entire marketing organization can look at performance. The leadership team conducts a weekly evaluation to assess, “Is what we’re doing working?” This analysis can be done across different digital initiatives, geographies, channels, or even individual pieces of content. The result is an ability to quickly adjust and re-allocate resources.

Zscaler, a cloud-based security platform for businesses, created a Value Management Office. The Office helps each client define, quantify, and track their unique business goals associated with Zscaler implementation. Zscaler and their clients hold each other accountable to specific, measurable, time-based results.

OpenTable recently launched a companion app just for restaurants to make better use of the data they’ve been collecting through their reservation system. Restauranteurs can now get a handle on their business right from their smartphone, allowing them to easily answer questions like “How did your last shift perform?” The app can tell them if they are running light on bookings, and soon they’ll be able to activate marketing campaigns to increase same day reservations. More than 50% of restaurant customers on OpenTable’s cloud-based service are already using the app, visiting an average of 9 times a day, 7 days a week.

5. Think like a startup

In the past, marketers needed to be effective managers, setting goals well in advance and then working within budget to achieve those goals. Today, creative marketers need to operate more like entrepreneurs, continuously adjusting to sustain “product/market fit.”

The start-up Checkr represents a trend we are seeing more of in the Bay Area in particular. Marketers are adopting the business practices of entrepreneurs such as lean startup and agile development. For its background check solution, Checkr wasn’t getting the results it wanted from traditional sales and marketing tactics as it expanded into new market segments. They realized they had to think beyond marketing as promoting an existing product. Adopting an agile method of customer testing and rapid iteration, they worked with engineering to rethink the product and bring a “minimum viable product” to market for these new buyers. As a result of this integrated, agile approach, the company easily hit some early 2017 revenue targets with conversion rates that are four times what is traditionally seen in the industry.

The changes happening in consumer behavior, technology, and media are redefining the nature of creativity in marketing. The measure of marketing success isn’t the input, whether that’s the quality of a piece of content or a campaign, but rather the value of the output, whether that’s revenue, loyalty, or advocacy. Marketers of the past thought like artists, managers, and promoters. Today’s marketers need to push themselves to think more like innovators and entrepreneurs — creating enterprise value by engaging the whole organization, looking out for the entire customer experience, using data to make decisions, and measuring effectiveness based on business results.

Innovation: the European perspective

Source: Innovation: the European perspective

At the end of 2016 eurobest, the Festival of European Creativity, took place in the striking Palazzo Barberini, the baroque Roman palace home to some of Italy’s most prized works of art. Against this historic backdrop, creatives from across the continent came together to debate the future of their industry. The decision to blend the traditional and the modern in this way would prove prescient: over the course of the Festival, innovation emerged as a key theme for eurobest 2016, but so too did the need to reconnect with the tradition of creativity that underpins the industry.

“50% of media time is spent on mobile devices. [And] in five to ten years it wont be mobile first, it’ll be mobile only. Whether we like it or not, we have to do it.”

Ian Wilson, Heineken

Science imitates art
Nowhere was this marriage of the old and the new clearer than in the talk from J. Walter Thompson Amsterdam, ‘The Next Rembrandt: Challenging the Identity of Man,’ in which the agency’s executive creative director Bas Korsten spoke about his team’s double Cannes Lions Grand Prix-winning project: teaching a machine to think, act and paint like Rembrandt.
The project, Korsten explained, started as an interesting brief for the agency. It was challenged by ING to reinvigorate the bank’s sponsorship of Dutch arts and culture – something the client felt was in danger of looking stuffy. The solution the agency came up with was wild, ambitious, but not, it would turn out, too far fetched.
“We were by no means trying to make a new Rembrandt painting,” Korsten explained. “He’s the only one that could do that. What we were trying to do was distil the artistic DNA out of the work that he made in the past and create a painting out of the data.”
The ultimate success of the project, he added – resulting as it did in a believable, Rembrandt-style portrait – raised all kinds of uncomfortable questions: “What is the relationship between artificial intelligence and creativity? What does it mean for our industry? Do you need to have a soul to touch a soul?”
ING, needless to say, was pleased with the results of the project. But Korsten told the audience how embracing innovation so wholeheartedly has proved an overwhelming success not just for its clients, but for the agency itself. On top of an impressive trophy haul at Cannes Lions 2016, Korsten revealed that the agency has seen an influx of interesting briefs, as well as the ability to attract and retain talent that they would otherwise have lost out on to “Google, Facebook or even Netflix.”
“If you have control of all your data it gives you the opportunity to find better audiences, at better times. You can make much smaller target groups and individualise the content for customer journeys.”

Verner Bager, Mindshare

The end of advertising? 
In Mindshare Denmark’s talk ‘AfterAd: The end of advertising,’ strategic director Verner Bager similarly advocated harnessing the power of data. He cited findings from a recent Danish study in which 36% of people surveyed said they find advertising irritating every time or almost every time it crops up – as well as the fact that just 6% of respondents in the same survey said that advertising was capable of holding their complete attention – and used this as evidence for an industry-wide need to change strategy.
Previously, he pointed out, the creative industry has been operating on an ‘If we build it they will come’ kind of approach. “We’re seeing that mantra repeated among clients,” Bager explained. “[That] if we build great content, people will find it, people will use it, people will share it.

(The end of advertising: Verner Bager, Mindshare)

“But the reality is that a lot of good content was never found. And if it was found by accident, people might use it once and then forget about it. It’s an enormous waste of good content.” So how do you go about making this good content discoverable?
The answer, Bager explained, is data. Not only can data create works of art, it can continuously improve and optimise our content. After all, “If you’re not relevant, useful or entertaining it doesn’t matter: your content will travel nowhere.” Thanks to data, he explained, we can now identify a myriad of different consumer and customer journeys.
“If you have control of all your data it gives you the opportunity to find better audiences, at better times. You can make much smaller target groups and individualise the content for customer journeys.” He stressed however that the solution to getting your content out there goes beyond tech, quoting Simon Sinek when he added, “People don’t buy what you do, they buy why you do it.”
While Bager conceded that “this freaks out customers who’ve never had any higher purpose than share holder value,” he added that today, brands with purpose “are growing at double speed than brands that don’t.” He illustrated his point with Mindshare Turkey’s work ‘Vodafone Red,’ a secret alarm app to protect women from domestic violence, and a piece of work which aptly demonstrates a successful blend of data-led innovation and social purpose.
The three b’s
With his time on stage, PHD’s Global Innovation Director Phil Rowley explored what he describes as “One of the biggest changes to politics, society and economics that we’re likely to see in the next 10-15 years” – the so-called “sharing economy.” The sharing economy is already well-established, he pointed out; you can borrow someone’s time on TaskRabbit, a film on Netflix, or music on Spotify. But Rowley explained that it’s only going to expand, estimating that its “value to the Italian economy could be 19.5 billion euros by 2025”.
“The three b’s: buy something, borrow something, belong to something.”

Phil Rowley, PHD

 (Opportunities for marketers in the sharing economy. Slide from PHD presentation)

So what can marketers do to tap into the sharing economy? Rowley offered a structured approach to innovation, one which takes into account “the three bs: Buy something, borrow something, belong to something.” If your task is sales, he said “that’s buy out of the three bs.” While “If you want to get deeper engagement, [you should] start thinking about borrowing and belonging.”
He cited a number of examples that demonstrate brands using the sharing economy to their advantage: “Ikea, for instance, found out that people were turning to TaskRabbit for help putting furniture together, so they put their own people on there to make sure the billy bookcase was being put together properly.” Drawing on the ‘belonging’ element of the “three bs”, he mentioned Sneakerpedia, an online hub for trainer fans powered by footlocker, along with the fact that “Unilever has created Cleanpedia and gathered cleaning and household tips in one location.”
Heineken’s senior director for global, digital and marketing development Ian Wilson also stressed the importance for marketers to evolve and adapt with the times. “In the States,” he pointed out, “50% of media time is spent on mobile devices. [And] in five to ten years it wont be mobile first, it’ll be mobile only. Whether we like it or not, we have to do it.”
While Wilson acknowledged that Heineken is currently benefitting from what he called “credentials” in the US – the heritage and history of the brand, because of the craft explosion in beer – he was quick to point out that the brand still couldn’t ignore the need to optimise its content for a mobile-first world. So, in yet another example of the old and new coming together, it has used the traditional storytelling afforded by video, and gone about optimising this for Facebook.

(Video optimisation for mobile delivered improved results for Heineken. Slide from Heineken presentation)

Each change made has seen incremental improvements, he explained; before anything was done to adapt its video content for Facebook, the video completion rate was at 1.8%. After small adaptations, including the addition of subtitles, this increased to 3.2%. After another change, posting the video in a square format, this went up yet again to 6%. In an echo of the Mindshare session, Wilson pointed out that while the content itself might be good, “a lot of people in agencies don’t think about this systematic process enough.”

“I’ve been in the business for 30 years and I don’t think I’m being creative as I could be.”

Dave Buonaguidi, CP+B

Dave Buonaguidi, chief creative officer at CP+B UK, admitted on stage, “I’ve been in the business for 30 years and I don’t think I’m being creative as I could be”, and neither, he suspected, were most of his peers across Europe. A stark warning that although the spirit of technology informs nearly every aspect of creativity, the industry needs to reconnect with its creative side.

Share your real-time location with the people you want, for exactly as long as you want

C’est une fonctionnalité attendue de longue date qui arrive enfin sur Google Maps : la possibilité de partager sa position avec ses amis. Elle devrait être disponible dans les jours à venir à la fois sur Android et sur iOS.

À quoi bon avoir le meilleur service de cartographie et de position au monde si l’on ne peut jamais indiquer précisément où l’on se trouve ? Google a enfin intégré une fonctionnalité de partage de position au sein de son application. Elle arrivera « bientôt » au sein de l’application via une mise à jour et se trouvera dans le volet de gauche de l’application.

Google a bien fait les choses. Il est possible d’indiquer à un ou plusieurs de ses contacts où l’on se trouve, mais aussi de partager sa position en temps réel, sur un trajet en voiture par exemple, durant un laps de temps que l’on peut choisir. Le contact en question pourra alors visualiser directement sur la carte la position et le trajet de son ami. Libre ensuite à celui qui est « tracé » d’interrompre quand il le souhaite sa localisation en temps réel. WhatsApp propose déjà ce genre de service depuis le début de l’année.