Joseph Jaffe – Built to Suck! Exclusive Event presented BMMA: A short introduction to our guest speaker: serial author and marketing thought leader.

BMMA – Belgian Management and Marketing Association – has the opportunity to bring to the Belgian marketing audience one of the best marketing expert and author : Joseph Jaffe.

More info: https://www.eventbrite.be/e/joseph-jaffe-built-to-suck-exclusive-event-presented-to-you-by-bmma-tickets-58796857985?fbclid=IwAR2j-Ap7s6bGQAM6jmfH8F66Ma9jzOtCD8mTC1P12rpTyU-y16lz6JIVA6Q

The day will be split in 3 parts:

  • Morning conference (limited to 100 people)
  • Noon lunch (limited to 200 people)
  • Afternoon workshop (limited to 50 people)

The content of the day will be around the following content:

Take a look around. Companies are falling like flies. Entire industries are starting to wobble as a result of the seismic forces of change, disruptive effect of technology and destabilising force from startups. Corporations have themselves to blame.

As the saying goes, “let’s see how big we can get until we suck.”

Mission accomplished. Corporations that once graced the Fortune 500 are now casualties of war. They’ve become too bureaucratic; too political; too dysfunctional; too risk averse and as a result, have lost their competitive edge. And if you expected good news or a happy ending, there may not be one. That doesn’t mean we can’t try. During this event, Jaffe will offer a path to redemption, which starts with looking in the mirror and addressing the inconvenient truth that unless we get better at dealing with change, our days are numbered. If and only if we do this, we might – just might – turn around our brand’s trajectory, growth and fortune.

 

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Joseph Jaffe will share insights from his new book ‘Built to Suck’ … Want to know him more ? Let’s discover a 2014 Ted X: “Zero Paid Media as the New Marketing Model”

 

BMMA – Belgian Management and Marketing Association – has the opportunity to bring to the Belgian marketing audience one of the best marketing expert and author : Joseph Jaffe.

The event will be split in 4 parts:

  • VIP Dinner on Monday 6th (SOLD OUT)
  • VIP Morning conference (limited to 70 people)
  • Noon lunch (limited to 200 people)
  • Afternoon workshop (limited to 50 people)

registration: https://www.bmma.be/events/joseph-jaffe-built-to-suck-exclusive-event-presented-to-you-by-bmma/

Joseph Jaffe is a multiple author, serial entrepreneur and one of the most sought-after consultants, speakers and thought leaders on marketing, innovation and change.

10 marketing campaigns forged in the fires of Brexit

I think we can all agree that the subject has been the biggest topic of national debate in the UK over the past two years, with no sign of letting up any time soon.

Naturally, an onslaught of online content has surfaced since the referendum that sides with, sides against or makes a downright mockery of Brexit.

Tackling such a controversial and hotly-debated topic in a brand campaign can be a risky move, particularly if explicitly taking a side. When done well, however, it can prove a highly successful example of relevancy in marketing by striking a chord with public sentiment.

Nevertheless, some brands have bravely broached the subject, and I’ve compiled some of the best examples below. So, whether you’re pro-leave, pro-remain, or just fed up with it all, I hope you enjoy looking back at these powerful marketing campaigns which would not have existed without Brexit.

1. Dividing the Nation since 1902

Marmite’s historically simplistic marketing style was put to good use again with this recent ad:

Marmite

@marmite

Love it or hate it.

1,969 people are talking about this

Drawing parallels between its famous ‘love it or hate it’ slogan and the controversial nature of the Brexit debate, Marmite invites the public to opt for a ‘Hard Breakfast’, ‘Soft Breakfast’ or ‘No Breakfast’. The tagline ‘dividing the nation since 1902’ playfully mocks the political dispute whilst reinforcing its longstanding place amongst other much-loved British condiments (I really do hate Marmite, though. Sorry).

In a time of loud, video-centric advertising, this great piece of content proves that print ads (the ad was ran in newspapers, too) and clever copy really makes all the difference. Kudos to Marmite’s marketing team.

2. We Are Not an Island

‘We Are Not an Island’ is HSBC’s most recent campaign produced as part of its promotion of ‘global citizenship’. It was and is interpreted by many as a bold, and arguably controversial, pro-remain statement. Indeed, I’ve found it difficult to miss since its launch, not only online, but on social media and plastered over many a train station billboard.

Econsultancy’s Sean Cole included the ad in his social media roundup back in January 2019 and writes:

“The content used for the campaign is simple yet effective, using bold font and images to catch people’s attention and highlight the various ways international cultures have an influence on the UK and its inhabitants (e.g. ‘American movie watching’, ‘Swedish flatpack assembling’, ‘Tikka Masala eating’).”

It’s certainly not the type of marketing you’d expect to see from your typical high street bank, which perhaps is why it caused such a stir of conversation (both positive and negative) since the ad was released.

How HSBC refreshed its brand with a “universal” sound

3. Take Back the Remote Control

Who could forget the Brexit bus? Channel 4 certainly couldn’t. To promote their made-for-TV-movie ‘Brexit: The Uncivil War’ earlier this year, they recreated the infamous red bus with a twist. It read: ‘Take back the remote control… watch the gripping new TV drama’.

Channel 4

@Channel4

Take back the remote control! is on tonight 9pm

48 people are talking about this

In the weeks leading up to the C4 broadcast, the bus set off on a copycat tour of some of Britain’s major cities including London, Birmingham, Manchester and Bristol.

Of course, Channel 4 wasn’t the only brand to put their own spin on the Brexit bus in recent months. Check out these versions from ThreeGreenpeace and Budgy Smuggler.

4. The Brexit Bunker

Irish bookmaker Paddy Power teamed up with former footballer Eric Cantona for a series of light-hearted shorts titled ‘The Brexit Bunker’ and ‘The Brexit Survival Guide’.

In these satirical videos, Cantona offers viewers some sound advice about how to ‘hope for the best’, ‘prepare for the worst’ and avoid Brexit entirely by entering for a chance to stay in a remote Brexit Bunker located in the middle of the English Channel.

The stay includes an array of British food supplies and a karaoke machine, as well as TV broadcasts and newspapers which have been censored from any mention of the ‘B word’. The combination of gamification, experiential marketing, satire and a well-chosen celebrity cameo makes this ad an amusing and engaging watch.

5. Sh*tfest

If you’re subscribed to either Netflix or Hulu, the chances are you’ve heard of the debacle that was Fyre Festival, a supposed luxury festival weekend in the Bahamas turned disaster.

For the political movement Our Future, Our Choice (OFOC), a British pro-European Union advocacy group for young people that is campaigning for a People’s Vote, the comparison between Fyre Festival’s marketing and what some may view as the leavers’ ideal was too good to miss. In a parody video, OFOC mocks the view of an idyllic post-Brexit Britain, cutting off suddenly with the words ‘Overhyped. Undeliverable. Brexit is a sh*tfest’.

Whether you agree or disagree with their message, OFOC successfully tapped into their young audience by drawing witty and sarcastic parallels between a wildly popular docu-series and the current political climate.


What impact has Fyre Festival had on influencer marketing?

6. Together Forever

Genealogy company Ancestry provides an optimistic view of Brexit in this campaign from January 2018. Featuring a collection of people from various European countries, including Sweden, Germany and Ireland, all singing along to Rick Astley’s ‘Together Forever’, it’s arguably pretty cheesy. The reveal at the end, which reads: ‘The average British person’s DNA is 60% European’, ties in really well with the Ancestry brand and doesn’t feel like a forced and tenuous link with Brexit.

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7. #JoinTheAU

In this slightly bizarre campaign from Australian swimwear brand Budgy Smuggler, the people of the UK are encouraged to join Australia once Brexit has been implemented. The ad features an Aussie narrator listing the pros of combining the best parts of both cultures, from sports to food, as well as wishing the UK ‘good luck with leaving the EU’.

Brexit seems to be a somewhat tenuous link to the product they’re trying to endorse, but you can’t deny it’s infectiously funny.

8. The Brexit Calculator

Virgin Atlantic cleverly shifted its focus to its American customers for this campaign, outlining the savings they can take advantage of following the post-referendum devaluation of the pound. A hyperbolic take on stereotypical British culture (including fish and chips, beer and a town crier to announce your arrival); it was bound to appeal to American travellers looking to experience all Britain has to offer for a bargain price.

The ‘Brexit Calculator’ was launched alongside the ad which served as a currency converter covering everything from a single pint of beer to public transport. It was both immersive and functional, displaying average prices in US dollars before and after the drop in the pound, as well as total overall savings for any planned trip.

9. Brexit Beermats

Unashamed Brexit supporter Tim Martin, owner of the J.D. Wetherspoon chain, has used his pubs as a platform for his views since the Brexit referendum. In August 2018, Wetherspoons announced the launch of 500,000 Brexit beermats which were to be distributed across more than 800 pubs nationwide.

Featuring a red, white and blue colour scheme and images of the three top party leaders, the beermats listed a number of statistics and arguments against sending £39 billion to the EU as part of the UK’s ‘divorce’ bill.

The copy includes typically-British passive aggressive phrases such as ‘sorry to bother you’, as well as an asterisk stating *leaders correct at the time of print’.

JD Wetherspoon has used beer mats to make political points before, such as accusing George Osborne of cronyism.

10. #LondonIsOpen

Mayor of London Sadiq Khan actioned the #LondonIsOpen campaign shortly after the results of the referendum were revealed in 2016, and it’s still producing new content nearly three years on.

Below is one of the campaign’s most recent messages, which outlines the contribution EU citizens have made to London’s daily life and economy. The message conveys that, despite the vote, London is still open to EU citizens both currently living and looking to live in the capital.

This short but impactful video reflects the largely ‘remain’ vote in this particular part of the country, and appeals to the diverse and tolerant nature of the city’s inhabitants.

Embedded video

Sadiq Khan

@SadiqKhan

To the one million EU citizens who have made our city your home: you are Londoners, you make a huge contribution and you are welcome here. Whatever the outcome of Brexit – that will never change.

369 people are talking about this

IKEA Touts Red Dot Design Award for Sonos Engineered Speaker

It’s unusual, if not unprecedented the announcement of an impending release of a wireless audio speaker be found at the heart of public rumor mill chatter. Yet, just days before its official April 9th announcement, the early reveal of the IKEA branded Sonos-engineered Symfonisk bookshelf speaker has many excited about the Swedish brand’s “Democratic Design” disrupting the category of wireless audio.

Originally previewed a year ago, the furniture giant recently touted several Red Dot design awards for a variety of upcoming products via press release, in the process giving the public an official peek of their WiFI enabled speaker engineered in partnership by Sonos. The SYMFONISK WiFi bookshelf speaker is joined with a self-congratulatory announcement about the BRUSEN outdoor sofa, OMTÄNKSAM table, SVALLET work lamp, FOKUSERA extractor hood, FINSMAKARE forced air oven and FINSMAKARE microwave combi oven, each earning an award for excellence in their respective categories.

Regardless if it´s about designing a lamp, sofa, kitchen appliances, table or speaker, we can accomplish great design quality and results when taking form, function, quality, sustainability and affordability into consideration.

– Evamaria Rönnegård, Design Manager at IKEA of Sweden

Like its technological predecessor, the IKEA branded speaker will crib from the Sonos Play:5 speakers with easy Sonos smart speaker set-up and all-orientation adaptability. Whether positioned on a surface horizontally, vertically, or mounted onto a wall as a floating bookshelf, the SYMFONISK’s cloth covered rectilinear is designed to adapt into a variety of spaces as a single or multi-speaker system.

Final specifications or costs remain unknown, but with just a few days left before its official coming out party, we’ll soon know whether IKEA will be able to bring Sonos-engineered audio convenience and connectivity as music for the masses.

FONS VAN DYCK: « SEULE UNE MARQUE SUR CINQ SURVIVRA » (Source: Gondola)

Est-ce la chance, une simple coïncidence ou le fruit d’un travail acharné? Dans son nouveau livre, ‘De onsterfelijke onderneming’ (‘l’entreprise immortelle’), Fons Van Dyck, l’un des orateurs du Gondola Day qui se tiendra le 16 mai 2019, explique pourquoi certaines entreprises survivent et d’autres non. Et pourquoi la plupart des marques sont aujourd’hui menacées d’extinction.

Source: http://www.gondola.be/fr/interview/fons-van-dyck-seule-une-marque-sur-cinq-survivra

Lorsque IBM a célébré son 100e anniversaire il y a huit ans et que Coca-Cola a fêté ses 125 ans, Fons Van Dyck, stratège en communication et spécialiste du marketing, s’en est émerveillé. Pourquoi ces sociétés ont-elles une si grande longévité, quand tant d’autres comme Saab ou Kodak sont tombées? « C’est une question très simple en soi, mais très peu de recherches ont été menées à ce sujet. Je n’ai trouvé que deux livres sur le sujet, dont l’un vaut vraiment la peine : « Built to last » de Jim Collins, ancien professeur à la Stanford Business School », explique Fons Van Dyck, directeur général de Think BBDO, une société de conseil spécialisée en marketing stratégique et communication.

 

« En quête d’une réponse à cette question, je me suis retrouvé avec le sociologue américain Talcott Parsons, qui, dans les années 1950, a élaboré une théorie qui explique pourquoi les systèmes sociaux – comme les entreprises – survivent. Toute entreprise performante repose sur quatre piliers qui doivent être en équilibre les uns avec les autres, quatre fonctions qui forment ensemble l’acronyme AGIL : s’adapter à l’environnement (adaptation), atteindre ses objectifs (goal attainment), intégrer différents éléments (integration) et enfin chérir son identité, ses valeurs et sa culture (latent pattern maintenance). Les deux premiers poursuivent des objectifs à court terme et principalement sont orientés vers l’extérieur, les deux autres sont orientés vers le long terme et vers l’intérieur. Et vous pouvez voir que beaucoup d’entreprises sont surtout préoccupées par le court terme. »

 

Les entreprises à succès ne le sont pas?

 

Si, mais elles travaillent tant sur le court que sur le long terme. Dans le cadre de ce livre, je me suis adressé à plusieurs capitaines d’industries belges, dont Jef Colruyt, Michel Moortgat et Christian VanThillo (De Persgroep). Ils étaient tous préoccupés par ce qu’il se passe aujourd’hui, et ce qu’il se passera demain. A la fin de la journée, la caisse doit être remplie, et ils disposent de personnes dans leur entreprise qui ne s’occupe que de cela, mais ils regardent aussi plus loin. C’est ainsi que les entreprises devraient fonctionner. Mais un équilibre n’est jamais définitif. Les choses changent constamment: le marché devient plus compétitif, les gens partent, les concurrents inventent de nouvelles choses, la technologie se développe, etc. Ces sociétés s’efforcent donc constamment de maintenir l’équilibre trouvé. Michel Moortgat m’a lui-même dit l’an dernier: « J’aimerais avoir un bouton permettant de figer le temps, parce que, aujourd’hui, tout est parfaitement équilibré. Malheureusement, la vie d’une société ne fonctionne pas de cette façon ». »

Selon vous, les retailers faisant appel à de nombreuses promotions et rabais ne se portent pas bien. Pourquoi?

 

Parce qu’il ne pensent justement qu’à court terme. Si vous souhaitez atteindre vos résultats mensuels ou trimestriel, une promo est le meilleur dopage qui soit. Mais, ce faisant, vous créez un marché pour lequel les consommateurs attendent les soldes. Et pendant le reste de l’année, il ne vous visitent plus… Si vous savez que vous obtiendrez un rabais de 10 à 15% de toute façon, quelle est encore la valeur réelle ? C’est payant à court terme, mais à long terme, c’est avant tout coûteux pour vous-même. Vous subventionnez en particulier vos clients les plus fidèles, ceux qui achètent fidèlement votre marque chaque semaine. En soi, c’est un joli bonus. Mais les nouveaux clients que vous attirez peuvent ne rester que temporairement, et sont déjà à la recherche de la prochaine remise chez votre concurrent direct. C’est peut-être l’un des derniers tabous : les promotions ne sont pas rentables à long terme.

 

 

Cela va encore plus loin. L’avenir des marques est menacé, dites-vous.

 

Les faits sont là. Une étude réalisée par Havas Media, un très grand acteur de la publicité et des médias, a montré que les consommateurs du monde entier ne seraient pas mécontents si 77 % des marques disparaissaient. En d’autres termes, près de quatre marques sur cinq n’ont aucune valeur aux yeux des consommateurs et peuvent être retirées des rayons demain sans que personne ne s’en émeuve.

 

Cette évolution se poursuit depuis le début du siècle : on a assisté à la montée des marques de distributeurs, renforcée par la crise économique, puis du commerce électronique, où il s’agit presque uniquement de prix. Dans ce monde, les marques ont presque complètement disparu. Et s’il y a encore des marques, c’est qu’elles se sont forgées une réputation dans le passé, comme un Pepsi-Cola.

 

C’est un mouvement que l’on observe partout. Regardez la politique. La victoire électorale du populiste de droite Thierry Baudet aux Pays-Bas ne m’a pas surpris du tout. Les leaders du marché ont été durement touchés, l’anti-établissement a pris le dessus. Dans le retail, vous voyez aussi que le pouvoir se déplace vers les distributeurs. Ils connaissent beaucoup mieux le consommateur. Ils y ont accès, ils ont accès aux données. Les détaillants en savent plus sur les clients de la plupart des sociétés FMCG qu’elles-mêmes n’en savent. C’est pourquoi Procter & Gamble développe aujourd’hui une relation directe avec ses clients.

 

Comment les marques peuvent-elles néanmoins tenir le coup ?

 

En innovant. Les distributeurs le font rarement : ils imitent ce qui existe sur le marché. Si vous voulez figurer parmi la marque sur cinq qui a encore de la valeur pour le consommateur, vous devez investir dans l’innovation. C’est historiquement la raison pour laquelle les marques existent. En même temps, vous devez aussi avoir une valeur émotionnelle. Un produit doit avoir une personnalité. Est-il branché, cool, froid ou chaud ?

 

A l’avenir, une ou deux marques domineront le marché.

 

Oui, c’est une théorie de Chris Anderson, curateur à la conférence annuelle TED en Californie. Il explique cette théorie dans son livre The Long Tail. Vous pouvez clairement voir le phénomène dans l’industrie des boissons : vous avez Pepsi Cola et Coca-Cola, ainsi qu’un grand nombre de marques de niche qui créent une valeur ajoutée sur une échelle limitée. Carlos Britto, CEO d’AB Inbev, dit également que : l’époque de LA marque de supermarché est révolue. L’avenir appartient à de nombreuses bières de niche qui offrent de la qualité et qui ont leur propre communauté.

Cette théorie s’applique-t-elle également au retail belge ?

 

Je n’ai pas de boule de cristal, mais dans cette logique, cela se pourrait bien, oui. Vous sentez très bien qu’un combat féroce se joue aujourd’hui. Mais je ne veux pas en dire trop sur le sujet. Je risquerais de me mettre à dos tout le retail belge (rire). Ils pourront toutefois trouver de l’inspiration dans mon livre quant à la direction que cela prend.

Tout au long de votre livre, vous prenez Apple comme exemple.

 

J’ai fait cela parce que beaucoup d’informations sur Apple sont disponibles. Peu d’entreprises sont aussi bien documentées. Pour moi, c’était une opportunité. En outre, Apple est également une entreprise qui a connu des crises profondes, comme dans les années 1980, lorsque le fondateur Steve Jobs a été licencié par le conseil d’administration. L’entreprise allait très mal. Traduit à la théorie de Parsons : ils ont mis un accent unilatéral sur l’atteinte des objectifs financiers. Ça a failli mal tourner. Je suis convaincu que vous pouvez parfois apprendre davantage de vos échecs que de vos succès. Mais Apple a aussi connu des années dorées, celles de l’iPhone et d’iTunes. Le contraste entre ces deux périodes est intéressant. Surtout parce que Steve Jobs a toujours joué un rôle important. Dans la deuxième période, il est devenu plus mature. C’est à cette époque qu’il a dit qu’il fallait partir de l’expérience du consommateur pour développer la technologie.

 

Avec Steve Jobs, Apple avait un leader très charismatique. Mais cela ne veut pas dire qu’il était aussi le leader le plus efficace.

 

Non, c’est un des malentendus que je mentionne dans mon livre. Un leader charismatique autoproclamé fait beaucoup moins de différence que nous ne le pensons. Regardez les résultats : sous la houlette de son successeur Tim Cook, la rentabilité d’Apple a augmenté. Et c’est toujours l’indicateur le plus important pour une entreprise. Steve Jobs se comportait comme un esprit éclairé, mais il était important qu’il soit aussi un penseur systémique. Il voyait Apple comme un tout qui était plus que la somme de ses ensembles. Il l’a comparé aux Beatles : ils n’étaient pas aussi bons individuellement qu’ensemble. Il s’agit de gérer les conflits et les tensions entre les différents éléments de l’organisation pour obtenir quelque chose en plus. D’ailleurs : je suis presque certain qu’Apple lira mon livre. Tout ce qui paraît à leur sujet, ils le lisent.

 

Pendant des années, j’ai travaillé comme chroniqueur pour le journal De Standaard et à cette époque, je n’ai reçu que deux appels téléphoniques d’entreprises qui voulaient me parler de ce que j’avais écrit sur eux. Un appel téléphonique venait d’Apple, l’autre des pères de Westvleteren. “Il y a quelque chose qui nous dérange”, disaient-ils. Très doux, très amical. Et ils ont ajouté que je pouvais toujours appeler à l’avance si je voulais écrire à leur sujet à nouveau. Vous voyez donc qu’Apple et les pères de Westvleteren sont plus proches que vous ne le pensez. Ce n’est pas si fou non plus. Il y a un côté religieux à Apple : ils ont un but social. Ils veulent ajouter de la valeur à nos vies. C’est ce que l’on constate dans toutes les entreprises prospères. Beaucoup de choses ont été écrites à ce sujet au cours de ces dernières années, trop à mon avis, mais c’est un facteur qui est clairement présent.

 

Le livre De Ondersterfelijke Onderneming a été publié par LannnooCampus. Vous êtes curieux d’en apprendre davantage? Inscrivez-vous dès aujourd’hui au Gondola Day, qui se tiendra le 16 mai 2

Omnichannel is the new minimum threshold for brands: Changes for consumer in 2019

 

Today, the omnichannel customer experience (CX) is quickly evolving into the core brand CX. Consider: Forbes notes that both B2B and B2C transactions have more touchpoints than ever before. Brands designing and delivering their omnichannel customer experience have more opportunities to get their CX right. Here’s how the view of omnichannel is evolving in the year ahead.

Omnichannel is the new minimum threshold for brands

For the last few years, brands have focused on omnichannel delivery as one component of the CX. In 2019, there’s a fundamental shift in the way brands think about omnichannel, as every part of the CX becomes crucial. However, as Shep Hyken writes for Forbes, customers don’t worry about anything other than choice and convenience. Today, competent omnichannel delivery is the minimum bar brands have to hit to compete successfully.

Hyken notes that “‘Omnichannel’ means nothing to the customer. There will be more ways for customers to connect to the company, but so what? Customers don’t care about terminology; all they care about is being able to connect with the brand however they want to.” In response, brands are revisiting the customer journey and investing in CX technology.

Deeper data integration across channels for consistent emotional experiences

Developing a winning omnichannel customer experience starts with understanding who your customers are and what they want. While brands have more data than ever before, they’re still struggling to turn that information into a cohesive picture of who their customers are. Today’s CX technology is making it easier to map buying behaviors to social media interactions and other touchpoints for a more realistic, real-time understanding.

At another level, there’s an increased concentration on delivering a strong emotional impact that drives conversions. According to the Harvard Business Review, “emotional connection matters more than mere customer satisfaction” to the CX. In 2019, brands are moving beyond solutions that don’t communicate or strategies that collect data in silos to ask a critical question: How can technology deliver not only a consistent experience, but a consistent emotional context for customers across channels?

Embracing the dynamic customer journey

As Aberdeen explains, “Customer journeys, however, are dynamic; customer behavior evolves rapidly, and so do the related journeys. Therefore, to keep up with changing buyer behavior, companies must have real-time visibility into customer journeys. Only then will firms deliver truly omni-channel interactions.”

Eliminating friction between channels

An effective omnichannel journey doesn’t just mean having a channel strategy. A successful omnichannel strategy eliminates the friction between channels so customers can start a transaction on one channel and end it on another. As one expert noted in an interview with Inc, “While most consumers expect the ability to shop seamlessly across channels, only 7% of retailers currently provide a complete unified commerce experience by allowing a customer to ‘start the sale anywhere, finish the sale anywhere’… With customer expectations continuing to rise, it is promising to see how many retailers are focused on adding new capabilities to enhance the shopping experience.”

For brands, getting the omnichannel customer experience right simply means developing a winning CX. Creating feedback loops to gather customer intelligence, inform interactions across channels, map the evolving journey, and then take friction out of the buying process are defining how successful brands move forward in the year ahead.

Liz Alton
Liz Alton
Liz Alton is a writer and content strategist specializing in B2B technology, digital marketing, and the customer experience. Her clients include creative agencies, Fortune 500 brands, and venture-backed startups.

BMMA Lunch : Strenghten your brand after the crisis! By Florence Coppenolle –  Chief of communications & CSR at Benelux ENGIE Group – Thursday, 25 April 2019 at 12:00 pm (Cercle de Lorraine)

Key lessons learned during the crisis to build
a more relevant brand.

https://www.bmma.be/events/april-lunch-with-florence-coppenolle-engie-electrabel/?mc_cid=b46a2edd82&mc_eid=cf9860d175

Florence is a passionate woman for whom working on communications is more than a job, because it has been her passion for twenty years now. What is her mission? She strives to transmit information, build new ideas to promote products and services in a positive and engaging context. After graduating from ULB (Université Libre de Bruxelles) and the Louvain Management School, she began her career in political communication. She understands the complexity of institutions, the need to deploy her persuasive skills and to assert her leadership. In this way, she believes that communication strategies must correspond to the societal context and the actuality in which products and services evolve. In 2009, she moved into the world of large companies such as Belgacom, and she has now been with the ENGIE group for seven years.
During her career, Florence has dealt with multiple crisis management situations and she has become a proven expert. How can you protect the image and reputation of an organization in turmoil? How can the brand strengthen despite a crisis? How can a brand define its role and comportment in people’s everyday lives? How can it strengthen its brand legitimacy and nurture the bond with its customers during the crisis? What are the lessons for communication and marketing teams? These are some of the topics that will be discussed at the session on 25 April.

If you come by car we advise you to use the “Poelaert” car parking.

Mandatory : formal dress code  (for men jacket is recommended).