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Why Media & Entertainment companies need Digital Reinvention, not Digital Transformation – TechNative

Source: Why Media & Entertainment companies need Digital Reinvention, not Digital Transformation – TechNative

Your biggest competitor might be the one you never saw coming.

As the DVD and CD market rolled off a cliff, print stopped printing and new digital-only entrants became more dominant and influential than old guard publications, big media corporations have become used to their industry being turned upside down. A new breed of media company can now spot and respond to the favoured consumer consumption method – everything-on-demand, on any device. This digitisation also gives the new breed an important advantage over the pack – detailed audience data and insights. Knowing the type of content your audience like, how they prefer to consume it and on what device has enabled early adopters to tailor content and marketing to ensure maximum impact.

So with traditional revenue streams in the music, print and film industries all drastically disturbed, is it time for broadcasters to admit they’re next before it’s too late?  The cable companies are ok, while cord-cutting continues, their fall in revenue is offset by growing demand for broadband. It’s the content creators that need to worry. Yes, you can license your content to Netflix but they’re also now a competitor, with their own content front and centre of their platform. As Apple prepare to compete with Amazon and Netflix, it’s worth remembering that your biggest competitor could be the one you never saw coming.


“If I’m a media company I’m competing against any other icon on the phone,” says IBM’s David Ingham. “Books and publishers are competing with video games. I only have 24 hours in my day, which app am I going to click? Then you have blockbuster films competing with cat videos”. So what can media organisations do to compete with Farmville and viral video? IBM are keen to point out the difference between digitisation and digital reinvention, the latter involves being bold enough to make the tectonic shift in how your organisation operates.

“Look at the customer first because they’re going to tell you what they need. They’re going to dictate the experience they want”. continues Ingham. “Most media companies have insights divisions but are they going far enough? Are they really gathering all the information they have about the customer?”

We recently spoke to David in depth about digital transformation in the media and entertainment industry – listen below

Download IBM’s Digital Reinvention in action for the media industry report

Olé! Olé! Olé !

Advanced iTunes Download:

¡Olé, Olé, Olé! A Trip Across Latin America by the Rolling Stones, a documentary film by Paul Dugdale, will be released by Eagle Rock Entertainment on DVD, Blu-ray and digital download, on May 26th 2017.

T¡Olé, Olé, Olé! A Trip Across Latin America follows the Rolling Stones on their 2016 tour through ten Latin America cities, whilst at the same time trying to stage their first ever concert in Havana, Cuba, a colossal once-in-a-lifetime open air free show, the likes of which Cuba had never seen before. The film captures the unique chemistry that exists between the Rolling Stones and their Latin American fans, a bond that has stretched across many years.

As well as the full film, the Bonus Features on this release offer a collection of incredible full length performances from the Latin American tour:

1) Out Of Control (Buenos Aires, Argentina)

2) Paint It Black (Buenos Aires, Argentina)

3) Honky Tonk Women (Sao Paulo, Brazil)

4) Sympathy For The Devil (Sao Paulo, Brazil)

5) You Got The Silver (Lima, Peru)

6) Midnight Rambler (Lima, Peru)

7) Miss You (Lima, Peru)

Featuring electrifying live performances, intimate moments with the band members, anticipation and reaction from the fans, and all the twists and turns of staging the Havana concert !Olé, Olé, Olé! A Trip Across Latin America is a portrait of a vital band still at the very top of their game.

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Foursquare’s New Dashboard Aims To Be A Google Analytics For The Physical World | Fast Company

Source: Foursquare’s New Dashboard Aims To Be A Google Analytics For The Physical World | Fast Company

The company first known for its location-based app is turning the nuances of consumer behavior into pretty charts.

Foursquare’s New Dashboard Aims To Be A Google Analytics For The Physical World

What does your Saturday afternoon trip to the mall look like as data? This may not be something you’ve ever thought about, but plenty of retailers have. If websites and apps can track our every move online, why can’t our real-world travels be graphed neatly on a chart too? Well, now they can.

Foursquare, the company first known for its location-based social app, is launching a new data dashboard that lets companies get a clearer picture of how people move around in the real world. Foursquare Analytics, as it’s called, opens up the company’s foot traffic data to retail partners like H&M and Equinox, giving them an up-to-date insight into how consumers are behaving in real life.

“We’re kind of the Google Analytics of the world,” says Foursquare CEO Jeff Glueck. “We’re measuring who’s up, who’s down, which demographics are going to which brands.”

The dashboard spells out crucially important trends like customer loyalty, how frequently a given demographic group visits a given store, how foot traffic trends look in different markets, and even how a business’s foot traffic compares to that of its competitors.

It’s hard to overstate the value of this data to bricks-and-mortar retailers and other businesses. But it’s something Foursquare has been aware of for a few years as it’s built out a massive trove of geolocation data that includes not just a database of millions of venues around the world, but insight into how people move around between these venues. Foursquare has made its places database available via API since the company’s early days. But in recent years, it’s been filling out the human activity side of the data and building products and advertising-related tools around it. That’s quickly becoming the core of Foursquare’s revenue—indeed, its entire future as a business—and Foursquare Analytics is the latest piece of that puzzle.

Foursquare’s built-in ability to make this shift is fortunate for the company, which saw a major dip in app usage after the controversial 2014 split of Foursquare into two apps and the neutering of some of its most beloved social features. While Foursquare City Guide and Swarm have since regained many of those users, the company’s apps never quite lived up to the social media hype bestowed on Foursquare when it launched at South by Southwest in 2009.

Foursquare has built this dataset through rather inventive means. Of course, the bulk of the data comes from Foursquare’s own eponymous city guide app and its social companion, Swarm. Users of these apps who have opted in to their in-the-background location tracking serve as a sample panel used to map aggregate behavior. The apps also help Foursquare keep its map of the world current. By relying on this smartphone-based methodology, Foursquare is able to map out these real-world trends without extra hardware like beacons or other geofencing tactics. This approach also makes the technology much easier to scale.

A growing sliver of the data comes in various shapes and sizes from Foursquare’s partners, which integrate the company’s data into their services, often (but not always) sending location signals back to Foursquare. This includes companies like Twitter, Snapchat, Apple, and Pinterest, along with about 100,000 other developers. Earlier this month, the company launched a new SDK called Pilgrim, which lets developers add the always-on locational awareness of Foursquare and Swarm to their apps.

All of this, combined with machine learning and data science under the hood—as well as external sources like census data, in some cases—helps Foursquare build out location-powered advertising tools like Attribution and Pinpoint. It also helps Foursquare pull off marketing tricks like accurately predicting iPhone 5s sales based on foot traffic trends. And now it’s opening those smarts up to select partners.

“This stuff is done in archaic ways right now,” says Glueck. “We want to be a big-data, really powerful way of looking at the real world economy. We think there’s a ton of problems that can be solved this way.”


John Paul Titlow is a writer at Fast Company focused on music and technology, among other things.


L’influence : chantier n°1 des directeurs marketing en 2017

Source: L’influence : chantier n°1 des directeurs marketing en 2017

À l’occasion de Marketing for Business, le salon dédié à la transformation digitale des marketers, l’Adetem et Nomination, ont révélé les résultats du Baromètre des projets 2017 des décideurs marketing. 101 décideurs marketing ont livré un bilan de leurs actions 2016 et leurs projets 2017. Cision, spécialiste RP et Influence, a intégré ce projet et vous propose un focus sur quelques points clés de l’étude.

2017 : l’année de l’influence

D’après ce baromètre, le développement des relations avec les influenceurs (journalistes, blogueurs…) est le 1er chantier des directeurs marketing en 2017. 58% d’entre eux placent le développement de l’influence de leur société en tête de leurs priorités pour les mois à venir.

Notons que le chantier de l’influence arrive devant des projets plus classiques du marketing comme le lancement de nouveaux produits à 54% ou la refonte du site web à 50%.

On assiste alors à une évolution majeure du marketing. Une évolution tournée vers « l’inbound Marketing », c’est à dire à la recherche de recommandations de sa marque à travers tous les médias : presse, web, blog réseaux sociaux. En 2017, les directeurs marketing partent à la conquête du « earned medias ».

Le coup d’état du earned media

Après des décennies de marketing push au pouvoir notamment menées par la publicité, le « paid medias » perd aujourd’hui du terrain.
2 raisons peuvent expliquer ce phénomène :

– La confiance du client final envers les marques s’est effritée et ne se gagne plus en achetant des expositions publicitaires. Il faut aujourd’hui gagner l’intérêt du public en travaillant sa stratégie de contenu, sa notoriété, son image et sa e-réputation. Nous sommes rentrés dans l’ère du marketing de recommandation. Le consommateur ne se laisse plus amadouer par les messages unilatéraux et autoproclamés des marques.

– Comme l’indique le Baromètre des projets 2017 des décideurs marketing Adetem-Nomination, le 1er sujet qui a rythmé l’année 2016 a été le marketing de contenu à 63%. Les directeurs marketing ont donc bien intégré dans leur stratégie cette problématique de la confiance du consommateur. C’est alors assez naturel, qu’après avoir travaillé en 2016 sur la stratégie de contenu de la marque, sur les messages à faire passer, on s’intéresse en 2017 sur la diffusion de ces messages : c’est là qu’intervient le marketing d’influence !

Journalistes, blogueurs, influenceurs auront alors un impact décisif sur la performance de la stratégie de contenu du responsable marketing. Combien de fois ces contenus vont-ils être lus ? Vont-ils être relayés sur les réseaux sociaux ? Vont-ils bénéficier d’amplificateurs grâce à la presse ou aux blogs ? Le contenu laborieusement créé, doit savoir être distribué à la hauteur des investissements consentis.

Convaincre en interne : le challenge

Pas étonnant dans ce contexte que les challenges relevés par les Directeurs Marketing dans le baromètre Adetem -Nomination soient essentiellement internes. Mobiliser le Codir / Obtenir assez de budget/ Obtenir les bons arbitrages sont le Top 3 des challenges 2017.

Il va falloir en effet convaincre des évolutions du marketing d’aujourd’hui. Il va falloir expliquer et rétablir ce paradoxe médias qui fait que le Marketing investit le plus dans les médias qui inspirent le moins confiance. En effet, d’après Gartner, (cf graph- the Medias Paradox) les budgets marketing sont encore majoritairement investis dans le paid medias, suivi du owned medias et loin derrière dans le earned medias, alors que la courbe de confiance du consommateur est exactement inverse.

Retourner la table : voici le challenge du directeur marketing aujourd’hui !

Il faut faire exploser les silos Marketing / Communication / Relations Publics et investir dans les nouvelles technologies d’influence. Il faut également mesurer la performance de ses actions pour mieux pouvoir argumenter ses choix et arbitrages stratégiques.


Mark Ritson: Adidas’ CEO is failing his brand with his exclusively digital mindset – Marketing Week

Source: Mark Ritson: Adidas’ CEO is failing his brand with his exclusively digital mindset – Marketing Week

Adidas CEO Kasper Rorsted, despite his marketing background, seems to have forgotten the concept of media neutrality in his misguided quest to go digital-only.

Adidas media neutralityMarketers complain, bitterly, about getting the ear of the CEO and achieving representation in the boardroom. But when a marketer does finally get to be the boss of one of Europe’s biggest brands he almost immediately starts talking bollocks.

I’m referring to Kasper Rorsted, the relatively new CEO at Adidas. Rorsted started his stellar career as a marketer at software company Oracle, so one might have hoped this formative experience might have resulted, two decades later, in a leader with a knowledge and appreciation for marketing.

But it was immediately apparent from his interview last week on American TV that this was not the case. Asked about his approach to technology, Rorsted could not wait to outline it.

“It’s clear that the younger consumer engages with us predominately over the mobile device,” Rorsted told CNBC. “Digital engagement is key for us; you don’t see any TV advertising anymore. All of our engagement with the consumer is through digital media and we believe in the next three years we can take our online business from approximately €1bn to €4bn and create a much more direct engagement with consumers.”

READ MORE: Adidas compares TV to the fax machine, claiming digital is its ‘most relevant channel’

Ignoring TV makes no sense

Before I suggest Mr Rorsted has got this all terribly wrong let me make two important caveats.

First, he is the CEO and if he wants to run Adidas with a dumbo digital-first mentality then that is his prerogative and I respect his right to do so. Second, I have no problem with digital marketing per se. I think search, despite its current travails, remains an unassailably useful tactic. I also think, if you dodge the dirty programmatic stuff and the overstated video metrics, that digital media have very clear advantages for many brands that merit their inclusion in many a brand’s media spend.

Media neutrality allows a company to get its strategy work done first and then worry about which media will deliver that strategy best and for least money.

I always had a problem with social media, which just struck me as an entirely implausible concept. The idea that traditional advertising was dead and that “conversations” between consumers and brands would replace ads is bat-shit crazy. Once organic interactions were replaced by what is, essentially, display and TV advertising on phones – the whole social approach made a lot more sense.

But where I continue to go completely mental is when a company, like Adidas, wilfully ignores all the actual data and propels itself into an entirely stupid, exclusively digital mindset. To understand why this makes no sense you have to examine a couple of key concepts that appear to evade Kasper Rorsted completely.

First, all that cock about TV being dead and young people just “engaging” with their phones is hyperbolic horseshit. Yes, young people watch less TV than old people. Yes, they watch less TV than their generational forebears from the 1980s and 90s. And, yes, they are gradually watching less TV each year as time goes on. All true.

Source: Nielsen and Deloitte Canada

But TV was such a dominant form of media for young people that its decline has many, many years to go before mobile advertising supersedes it. Indeed, the latest data from Nielsen in America suggests that the decline is starting to flatten even among younger demographic groups.

READ MORE: Mark Ritson – Facebook’s erroneous video metrics show no one has a clue about digital

The other complicating factor that Kaspar Rorsted is missing with his digital-only approach is how difficult it is to get a commercial message through to even the most mobile-obsessed consumer. As Thinkbox recently demonstrated with its own analysis, even a group as glued to their mobiles as the all-important 16 to 24 demographic still consume around 90% of their video advertising via TV.

That big flat screen on the wall might not be watched as much by the kids as it used to be, but compared to the tiny, active, ephemeral device in their pocket, it’s still the dominant source of advertising for young people. Facebook’s own data confirms that TV retains a superior reach for even the youngest demographic groups.

Digital savants can continue to predict the death of TV and its imminent replacement by mobile, but it’s not going to happen. Like cinema before it, which was widely seen to be in its death throes when video technology emerged in the late 1970s, the fatalistic predictions for TV’s long-term future will fall foul of social context, prime content and the simple size advantage of a screen that is 30 times bigger than the one in your pocket.

Source: Thinkbox

Remember media neutrality

Even if TV was on its last legs with younger consumers, Rortsed’s digital focus is still troubling. One of the great principles of good marketing strategy is the concept of “media neutrality”. It’s an embarrassingly simple concept but one with some of the biggest implications for how marketing should be done. It’s somehwat akin to José Mourinho deciding his adidas sponsored Manchester United team will spend the upcoming season playing with eleven centre-halfs long before he has reviewed the fitness and ability of his squad, the strengths and vulnerabilities of his opponents, or the objectives and importance of the various games ahead. 

Very simply, a company like Adidas should start each year with an open mind and no general preference for any medium over any other. The minute a company starts ring-fencing a medium-specific budget or announcing that it is “digital first”, it inherently makes a mockery of its own strategic foundations and will almost certainly invest its marketing budget in a sub-optimal way.

Media neutrality allows a company to get its strategy work done first and then worry about which media will deliver that strategy best and for least money. The minute a CEO like Rorsted prioritises digital and rejects TV he immediately nudges his whole organisation out of the strategy stage and pushes them prematurely to tactics.

By doing so he also closes down an important annual process in which good clients like Adidas can share their strategic objectives and see, first hand, which agencies and media can deliver on their brief the best.

Throughout my long and, at times, torturous defence of so-called traditional media I have never suggested clients actually spend money on TV or print or radio or outdoor. I have merely, and repeatedly, suggested that they should consider these options against the much cooler, much less questioned digital alternatives that now seem to get star billing at many companies, not just Adidas.

Being media-neutral does not mean saying goodbye to Google and Facebook, it just means asking them to fuck off until the strategy is done and then ensuring that outdoor, TV and print get a chance to get your money too.

I genuinely feel for serious marketers at Adidas. I have seen similar situations before in which properly trained, strategic marketers attempt to do their media-neutral job properly but find themselves constrained both upstairs and down in a digital shit sandwich.

Above our professional marketer is a CEO or CMO desperate to appear up-to-date and on top of all the very latest marketing tech. For these sad exemplars of leadership it’s all about the optics and the next big job down the road. Below our erstwhile senior marketer is a digital marketing department that, if you asked them to consider outdoor advertising or some full-page print ads, would look at you like you had suggested an unmentionable sex act behind the photocopier.

The hegemonic forces of marketing are such these days that moronic CEOs like Kaspar Rorsted can say what he said last week and most people will tip their hat in his direction and praise his “vision”. I bet six pairs of trainers and a Man United top that by the time we hit Christmas there will be a big TV campaign for you-know-who on the box. Just don’t tell the boss.

  • Professor Mark Ritson will be teaching the next class on the Marketing Week Mini MBA in Marketing from April 2017. To find out how it could make you a more confident, more effective and more inspired marketer, and to book your place, click here.

5 Technology Trends Reshaping Luxury in 2017

Source: 5 Technology Trends Reshaping Luxury in 2017

by | 09 Mar 2017

5 Technology Trends Reshaping Luxury in 2017

It’s a common misconception that technological innovation is directly counter to a luxury brand’s ethos. But in fact, when we look more closely at five key technology trends, it’s no surprise that luxury brands, particularly those in fashion, are helping pave the way towards technological revolution. 

The following technology trends are ones to watch closely, as they continue to be adopted by more and more luxury brands:

The Use of Advanced Materials

Advanced materials technology refers to materials designed to possess superior attributes such as incredible strength, impressively low weight, or electric conductivity. Mainly deployed in the pharmaceutical and construction industries, its potential has yet to reach the luxury world. Nanomaterials technology could have a promising impact on the production of luxury garments and accessories.

For instance, wearing self-cleaning socks is no longer the dream of environmentally conscious shoppers. American brand ODO Denim has invented the first self-cleaning and odor-repelling denim.

Another example was Marchesa and IBM’s color-changing light dress worn by model Karolina Kurkova during the 2016 Met Gala. A combination of advanced materials technology and connected objects, the gown was made of a conductive fabric, changing the color depending on the model’s fans tweets.

Artificial Intelligence and Advanced Robotics

Every passing day, engineers introduce capable robots equipped with enhanced senses and self-learning aptitudes used to automate tasks or to augment human capabilities. And for the past 50 years, machines are increasingly replacing the human workforce, starting from mass production industries to healthcare. In 2015, the hospitality industry even welcomed its first humanoid robot staff in Japan’s Henn-na Hotel.

Is there a potential for robots to replace human interactions in luxury shops? From a simple intelligent information interface to robots replacing the physical presence of salespeople, the possibilities are yet to be explored. We strongly believe that human touch and personalisation remain key characteristics of the luxury industry. However, with the latest developments seen with chatbots, online customer support could rapidly enter a new era.

Luxury brands are already testing this new way of connecting with their younger audience. Notably, Tommy Hilfiger was the first brand to profit from a Facebook Messenger bot during NYFW 2016 with the ambitious end goal to drive sales.

Image Courtesy Rachel Arthur

Mixed Reality

With the rise of Pokémon Go during the summer of 2016, augmented reality (AR) has been catapulted into the vernacular of the digital-savvy. The game becoming a worldwide phenomenon introduced us to the possibilities that the technology unveils, and not only for the gaming industry. Virtual reality (VR), another hot topic, brings out an additional dimension, allowing users to be immersed in a new virtual environment.

From online, mobile and in-store experience enhancement to creating new consumer-to-consumer and brand-to-consumer interactions, there is a great potential for the use of AR and VR in the luxury industry. They represent real opportunities to connect with consumers on another level and nurture “the dream” surrounding luxury brands. In China this phenomenon has been well-documented, where AR and VR were a key topic of discussion at Luxury Society’s Keynote event in Shanghai.

Another example is the Prada x Prada VR experience unveiled in December 2016. The online 360° platform invites visitors to a sensorial journey and to the exploration of the abstract world of Prada Fragrances


Distributed Ledger

Distributed ledger technology, with Blockchain on the starting blocks, is gaining visibility because of its promise to revolutionise business operating models. Simply put, a distributed ledger technology provides a way for information to be recorded thanks to a unique digital signature. That information is divided in pieces and shared by a community spread across geographical regions, making it impossible to be tracked, and hacked. People refer to Blockchain as the new “Internet”; impossible to explain because of its immensity and advanced algorithms. Its most famous use lies in Bitcoin, the digital payment system.

Already leveraged by the diamond industry to register the stones on a secured database to prevent fraud (, the same technology could be used in the luxury industry to fight counterfeiters. Because of the exclusive dimension of luxury, industry professionals are already thinking about the use of the technology to avoid using a centralised database that can be hacked and keep customer data safe and private.


The Internet of all things

Even if luxury consumers are largely influenced by online touchpoints, they still value the store experience. In fact, 80% of luxury buyers visit physical stores on a regular basis. Therefore, retail stores remain one of the most important dimension of the luxury experience.

By giving the ability to control our physical environment digitally, the Internet of Things (IoT) allows myriads of possibilities to improve customer experience. IoT advances include services such as automated checkout, real-time promotions powered thanks to beacon technologies, and layout and inventory optimization. Digitalised brand Burberry has been doing this for years in its London Regent Street flagship store, connecting seamlessly their online and offline experience. But when we talk about the IoT, we really mean the Internet of everything. Avery Dennison, a Fortune 500 apparel labeling producer, and EVRYTHNG, a “smart products” software provider, introduced Janela™, your first very own digitalised closet.


Traditionally cautious with technology, luxury brands are now slowly moving towards the implementation of digital innovations into their strategy to remain relevant and competitive on the market. Current use of technologies by luxury brands mentioned in the article promise a bright future of innovations for the sector. Hopefully, the five trends identified will compel luxury professionals to rethink their business from product development to customer experience

L’expérience utilisateur : une nouvelle bataille pour le secteur bancaire // FABERNOVEL

Source: L’expérience utilisateur : une nouvelle bataille pour le secteur bancaire // FABERNOVEL

Justine Gheeraert



Le marché de la banque de détail est connu pour être particulièrement mûr et peu volatile. Même si en moyenne 25% des français se disent insatisfaits de leur banque, seuls 3% en changent chaque année. Dans un contexte aussi stable, les déjà ex-nouveaux acteurs de la banque des années 2000 (ING Direct, Boursorama… ) ont dû batailler à coup d’actions marketing pour acquérir leurs premiers utilisateurs : primes de parrainage, offres de réductions sur les cartes bancaires et autres.

Fidèles, vos utilisateurs ? Méfiance, en 2016, deux tiers d’entre eux confient utiliser également des produits et services tiers, proposés par des acteurs de la Fintech.

Début septembre, l’application mobile Lydia annonçait à ses utilisateurs qu’ils pourraient désormais utiliser une carte bancaire Lydia, “comme une banque”. Après 4 ans d’existence. Car la nouvelle génération d’acteurs FinTech adopte une toute autre approche : ils ne tentent pas seulement de digitaliser l’expérience bancaire traditionnelle, ils en ré-inventent les usages, cassent les codes et simplifient drastiquement l’expérience jusqu’à la rendre invisible.

C’est en captant les utilisateurs par une expérience en rupture qu’ils gagnent leurs galons pour enfin devenir une néo-banque, une alternative légitime aux banques traditionnelles. Lydia n’a pas digitalisé les virements, elle a permis de mettre fin à la fameuse “chasse au RIB” dès lors que vous souhaitiez rembourser un ami. Revolut n’a pas facilité le changement de devises, il a fourni une carte de paiement multi-devises pour vous éviter de devoir en changer.

Le constat est clair, c’est sur le terrain de l’Expérience Utilisateur que ces nouveaux acteurs de la FinTech réussissent à faire trembler les cadors du monde de la banque. Aujourd’hui, la qualité de l’expérience qu’ils proposent est plébiscitée à 80%, en particulier par les jeunes et sur les marchés émergents.

Une appli bancaire pour les gouverner tou(te)s

Un constat qui sera d’autant plus crucial en 2017, avec la mise en application de la nouvelle directive sur les services de paiement (DSP2), donnant la possibilité à tous les possesseurs d’un compte dans une banque, d’y agréger leurs comptes bancaires domiciliés dans d’autres établissements. Une seule application sera alors nécessaire pour gérer tous ses comptes bancaires.

Tout l’enjeu, vous l’aurez compris, sera donc de proposer LA meilleure expérience pour avoir la chance d’être l’application adoubée par les utilisateurs et ainsi rafler la mise.

Pour vous mettre en ordre de marche, nous vous proposons ici un petit tour d’horizon parmi les expériences les plus innovantes et inspirantes.

Simplifier l’expérience, c’est d’abord supprimer les points de friction

Même si les banques traditionnelles se sont largement digitalisées, les utilisateurs restent encore confrontés à de nombreuses difficultés : opacité de la relation, manque d’omni-canalité, complexité de l’authentification, etc.

Nous sommes convaincus que tout point de friction, tout ralentissement dans l’expérience est une opportunité, un formidable terrain de jeu à investir pour renverser l’expérience et innover. Il peut s’agir de micro point de frictions : remplacer un numéro de contrat par une adresse email pour s’identifier ; ou de mega point de frictions, comme :

Réaliser un virement à un ami sans entrer son IBAN : l’exemple de Lydia

Une fois la carte bleue enregistrée au moment du téléchargement de l’application, Lydia permet d’effectuer des virements à ses contacts depuis son répertoire téléphonique. Le contact qui reçoit le virement, doit à son inscription entrer son propre IBAN. Pour tous les virements effectués et reçus à venir, il n’aura qu’à valider les actions avec un code à 4 chiffres.

Envoyer de l’argent :


Recevoir de l’argent pour la première fois :


Ouvrir un compte bancaire sur mobile en 8 minutes maximum : l’exemple deNumber26
Épargner même quand cela paraît impossible : l’exemple de Bank of America

Bank of America a lancé le Keep the Change Savings Program pour permettre à des ménages à faibles revenus, qui ont des difficultés à épargner, à mettre de l’argent de côté. À chaque fois qu’ils réalisent une dépense dans une enseigne partenaire, ils ont la possibilité d’arrondir le prix au dollar supérieur et de placer automatiquement ce surcoût sur un livret d’épargne.


Devancer les attentes des utilisateurs

Outre radicalement s’attaquer à ces points de frictions, la stratégie des acteurs de la FinTech est de parier sur les nouveaux usages de leurs utilisateurs. En devançant leurs attentes, bien souvent ils comblent avec des services de qualité des zones de mécontentements jusqu’alors négligées : mobilité, conseil personnalisé, réactivité et proximité dans la relation client.

On constate très rapidement que la redéfinition du rôle du conseiller bancaire est clé pour les banques qui souhaitent rattraper leur retard. Et cette redéfinition passe essentiellement par un nouveau design de l’expérience utilisateur.

Être le conseiller de vie qui les éduque, les challenge … et les rend plus riches !

Si cette année encore la confiance dans l’institution bancaire est un véritable facteur de fidélisation, le taux de confiance accordée aux FinTech monte en flèche (plus de 88% au niveau mondial), et pousse les acteurs historiques à revoir le rôle du conseiller bancaire.

Les utilisateurs cherchent une relation plus sincère et naturelle avec leur conseiller bancaire. Les bot sont largement utilisés pour endosser ce rôle. Ces nouveaux coachs virtuels s’humanisent. Ils revêtent un joli prénom, utilisent un langage naturel. Ce langage naturel contribue également à renforcer la clarté de l’information. L’utilisateur s’attend à ce qu’on lui parle de ses besoins (un projet) et non plus de produits complexes qui peuvent semer la confusion (assurance vie, crédit à la consommation…).

Les utilisateurs sont de plus en plus avides de conseil avisé concernant la gestion de leurs finances. S’ils aiment déléguer, simplifier certaines actions qu’ils jugent contraignantes ou chronophages, beaucoup souhaitent reprendre le pouvoir sur leurs finances et être coachés pour le faire. Le rôle du conseiller bancaire est donc surveillé de près, challengé : pas question de pousser tel ou tel produit bancaire sans explication. Il attend de sa banque qu’elle lui restitue une information simple et claire qui lui permet de prendre les bonnes décisions.

Ainsi le succès de Yomoni, la startup française qui disrupte l’expérience utilisateur de l’épargnant, est principalement dû à sa faculté de schématisation, privilégiant les visuels pour représenter les projections chiffrées et mieux comprendre les mouvements financiers.


Nous détestons les jargons. Nous détestons l’opacité. Nous faisons tout pour clarifier et simplifier nos propos sans pour autant perdre en information. Chacun doit pouvoir comprendre les mécanismes utilisés, les frais payés, les risques encourus et les objectifs visés pour son épargne.-  Adrien Le Roy, Chief Evangelist Yomoni


Dans cet optique, leur simulateur de projet d’épargne est didactique et éclairant pour l’utilisateur :


D’autres acteurs choisissent de gamifier la relation avec le client. À l’instar des applications de coaching sportif comme Google fit, Fit bit, Runtastic…, le conseiller-mentor aide l’utilisateur à atteindre ses objectifs.

L’application Penny, récemment lancée aux Etats Unis, a bien su se saisir de cette tendance de fond pour concevoir son service : un coach financier 100% conversationnel, portant le prénom d’une personne physique et s’exprimant en langage naturel. Véritable garde du corps des finances de ses utilisateurs, il lance des challenges ludiques pour les éduquer et leur restitue une information synthétique et tournée vers l’action pour les aider au quotidien à mieux gérer leurs finances.


Être disponible à n’importe quel moment, n’importe où

Ce super conseiller bancaire ne dort jamais et ne prend jamais de vacances. Il est disponible à tout moment, sur les points de contact les plus adaptés à la situation. Là encore, l’utilisation de l’intelligence artificielle, des bots, est clé pour assurer cette permanence ininterrompue. L’expérience est également omnicanale : une action initiée sur un point de contact, interrompue, doit pouvoir être reprise au même stade sur un autre point de contact.

Digit, service de coaching automatique pour l’épargne, l’a bien compris en développant un service de chat disponible 7j/7, 24h/24. A n’importe quel moment, l’utilisateur peut effectuer un transfert d’argent à travers ces interfaces conversationnelles.


Leur faire gagner du temps, avec un service intuitif

Aujourd’hui, moins l’utilisateur passera de temps à accomplir une action et plus il sera incité à adopter un service. Tout le défi du secteur bancaire est de faire d’un environnement complexe des services simples, avec des opérations à réaliser rapides mais rassurantes.

Le service de cagnotte collaborative,, lancé par Lydia, s’inscrit parfaitement dans cette tendance. En 3 clics et 30 secondes chrono, une cagnotte peut être créée.


Du côté du participant, l’expérience est également simple, le contributeur peut payer en complétant uniquement son numéro de téléphone mobile. L’opération est pré-remplie dans Lydia, l’utilisateur n’a qu’à ouvrir l’app, entrer son pin à 4 chiffres pour valider le paiement. Plus besoin de compléter son adresse mail, son numéro de carte bancaire.



Personnaliser la relation avec l’utilisateur. Et le connaître, enfin

Dans un univers numérique où les utilisateurs sont de plus en plus sollicités par les marques ou les annonceurs, un enjeu est de réussir à capter leur attention en poussant le bon message ou produit, au bon moment, sur la bonne interface. Si les utilisateurs y sont de plus en plus habitués avec des expériences comme celles proposées par Amazon ou Netflix, elles revêtent un caractère particulier pour le secteur bancaire.

Personnaliser l’expérience bancaire, c’est connaître son client, l’historique de ses projets. Et c’est essentiel pour répondre à ses attentes et le fidéliser.

Pour ce faire, la data client doit être captée et analysée. Ensuite, pour chaque action et par profil de client, des règles de gestion doivent être mises en place sur le modèle du “if this, then that”. Un nouveau challenge consiste à créer autant d’expériences qu’il existe de clients. Ici encore, le cas Penny, avec son système d’alertes contextualisées, fait foi.

Conclusion : pour gagner cette guerre sur la durée, il faut repenser continuellement vos parcours et vos services

L’hyper dynamisme des innovations dans le secteur bancaire prouve encore une fois, que même dans les industries les plus installées, la révolution numérique est l’occasion rare de repenser les modèles et les expériences en profondeur. Et pousse chacun à se focaliser sur ce qui devient un levier fondamental de croissance et de fidélisation : la conception continue et itérative de nouveaux modèles par l’usage et l’expérience.