Corona Virus Paradox ? Les Belges utilisent massivement (+20%) la TV et les canaux digitaux (news et “entertainment”) pendant que les annonceurs les désertent… Si il y a communication, la “meaningfulness” est indispensable (Source: Havas Media Belgium – vague 2)

Ci-dessus la  seconde vague de cette analyse faite par l’équipe d’Havas Media sur l’impact du Corona Virus (Covid-19) sur son métier en Belgique. Elle consiste en quatre parties :

Premièrement, il y a une mise-à-jour des audiences TV et internet. Les derniers chiffres confirment l’estimation que nous avions faite la semaine passée (que la consommation TV augmenterait de 20%) et montrent que la programmation de la catégorie entertainment en profite aussi. Il est plus important que jamais de choisir des émissions « meaningful ».

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Quant aux internautes, ils sont très intéressés par les sites news (hors contexte app), une tendance dont les newsbrands profitent plus que les broadcasters audiovisuels. Nous voyons que le device préféré pour visiter ces sites reste le mobile, même si les premiers chiffres semblent indiquer qu’en lockdown les gens utilisent plus qu’avant leur desktop. Sur les réseaux sociaux nous voyons que le coût par reach diminue, une tendance qui s’explique par l’offre et la demande : les Belges utilisent les réseaux sociaux plus activement et une partie des annonceurs ont annulé ou retiré leurs communications.

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Cette observation nous mène au deuxième point de l’analyse : il y a un véritable paradoxe entre ce que font les consommateurs avec les médias (en consommer plus) et ce que font les annonceurs (en avoir peur). Pourtant il est possible, voire important et recommandé, de continuer à communiquer en période de crise. Afin de le faire correctement, il est important de voir comment le consommateur se comporte – non pas uniquement d’un point de vue média. Ceci constitue la troisième partie de l’analyse.

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Dans la quatrième partie de l’analyse, nous démontrons ce fait à l’aide de campagnes touchantes qui ont été lancées – aussi bien en Belgique qu’ailleurs. La façon dont certains supermarchés ont communiqué ces dernières semaines mérite l’estime, mais il y a aussi des exemples des secteurs déclarés non-essentiels et dont les magasins ont donc dû fermer. L’analyse se termine par quelques slides sur la communication du secteur média même.

A Connected World in Flux: 10 Insights for Marketing and Business Leaders (McKinsey Global Institute)

“Major trends are reshaping business and society, including the way we live and work,” according to the McKinsey Global Institute.

That “we” includes our customers, of course, but also us as marketers—those of us who need to venture out into that rapidly transforming world to do our jobs.

And to do that job well, we need to have strategic insight—an understanding of the big picture—including major trends worldwide. An infographic from the McKinsey & Company institute highlights 10 sets of charts and data on the global economy that offers a look at 10 top trends.

From automation’s effect on gender at work (N0. 6), to regional labor market trends in the US (No. 5), to changing consumption costs (No. 8) and more… the infographic provides a useful overview of the global economy in which we operate.


BMMA – Thursday 23rd January 2020 at 12:00 pm (Cercle de Lorraine) – Lunch with The Marketers of The Year: What does it take to become an exceptional marketer, being a woman or being a digital leader ?


Elke Dens, Marketing director at VisitFlanders

Elke graduated in 2001 as a Communication Scientist at the Catholic University of Leuven. After her studies, she started working there, first as an assistant in mass communication and marketing, and later as a PhD student studying the impact of word of mouth and influentials on travel behavior. It was the beginning of her passion for the tourism industry and it has not disappeared ever since. In 2004, Elke started out in the national tourism agency VISITFLANDERS, working on marketing activities to stimulate the domestic market. In 2008, she internally switched position towards online marketing. In 2012, she became the marketing director, responsible for all marketing activities of the VISITFLANDERS office in Brussels and the network abroad. Since 2016, she combines this current position with the chairmanship of the European Travel Commission marketing group. Together with 32 European countries, the European Travel Commission strives to build the brand ‘Europe’, and develop and promote it as a long-haul destination.


Véronique Vergeynst, Head of Marketing, Brussels Airport Company

Véronique graduated in 1993 as a licensee in Commercial Sciences at ICHEC. She started her career on the field as sales promotor before moving to agency side at VVL/BBDO as a junior account manager on local and international brands. In 1998, she decided to switch side and discover the life of an advertiser where she held different marketing positions and worked for brands like Ericsson mobile phones, Warner Bros & Eurostar. In 2007, she stepped into the consulting business at The House of Marketing, where she held various positions, from Senior Consultant to Business development and member of the managing team. Her curiosity and entrepreneurship pushed her to continue her career as a freelance marketing consultant combining marketing projects at Belga Films, Alpro or Colruyt Group while starting and developing her own brand in the pop-up stores business, Miss Lemon.

She was approached by Brussels Airport Company in 2017 to start the Corporate Marketing department, an offer she could not refuse : combining her love for travel with her marketing skills was actually the job of her dreams !

How Aldi boosted retail traffic while reducing its flyer drops (‘Most effective use of Mobile’ / DADI Awards 2019 / Havas Media Group Danemark)

Havas Media Group won the ‘Most effective use of Mobile’ category at The DADI Awards 2019 with its ‘GPS data/customer mapping’ campaign for Aldi. Here, the agency reveals the challenges faced and the strategies used to deliver this successful project.

The challenge

In Denmark, the distribution of flyers was poised to be taken over by one single company, creating a monopolistic situation that would inevitably translate itself into a steep price increase, calculations put the increase at 40%.


Seeing that flyer distribution was a massive operation in which Aldi was ‘carpet flyering’ (dropping a flyer in every household in any given neighbourhood) in every city where there was an Aldi supermaket without any regard to targeting, the 40% increase would not be sustainable. Moreover, a recent survey in the country revealed that more than 80% of Danes don’t read Aldi’s weekly printed leaflet.

Closing the Flyer distribution operation was out of the question because despite a low share of readers, sales modelling demonstrated a positive ROI for Aldi and other discount / retail chains, despite the low share of readers.

Taking all of this into consideration, we came to the conclusion that we needed to develop a much more intelligent and cost reduced way to distribute our flyers, we needed to find a way to distribute the flyers in areas where we knew they would convert in business for Aldi, where people would read them and use them, we needed to pinpoint and target our distribution.

Moreover, we also needed to move Aldi into the 21st century with a digital flyer that would attract younger readers, reducing their dependence on printed flyers.

The strategy

We used data and technology to provide insight to optimize the distribution model for printed retail flyers. This optimization would in turn allow us to reinvest savings into the production of a digital flyer and its subsequent promotion.

This strategy would allow us to intelligently reduce the distribution of leaflets in areas with low or no potential/customers, or ad new area if relevant for each of the individual shops. The idea was to match the distribution area with the actual Aldi customers.

With the savings from reducing the printed leaflets, we initiated a digital transformation for Aldi to give them an online presence – specifically against a younger and more connected target group.

Along with increasing the number of digital readers, the online presence also had the objective of raising Aldi’s general awareness levels, and thereby also increase the number of readers of the printed version.

The campaign

We started by digitally mapping customers that shopped at each of Aldi’s 189 stores with the help of geo-data. We did this by using mobile app-data from those customers. Once they were mapped pinpointed where they lived thanks to a key insight: their night-time location – if you remained on the same location from 02-04 am, chances where that you were sleeping at home.

We were able to pinpoint where our customers lived, including at the granular level of distances from their closest ALDI Shops: :

Before the operation, the number of flyers that where being distributed numbered 1,227,656. In Q2 we reduced flyers by 310 000, this had such a minimal impact on sales that we could not really link it to the operation. In Q3, with the knowledge, experience and evaluation from the first reduction we applied a second reduction plan (we eliminated 175K) now bringing the distribution down to 742,922 households.

With close to a 50 % reduction in flyering compared to the previous year, some stores did however experience reduced turnover, so after a detailed evaluation of every single shop, including a competitive analysis and other local influential factors, the distribution was raised to approx. 860,087.

We also developed all digital assets for the digital flyer – And launched it all the while updating and optimizing products, visuals, animations etc. on a weekly basis.

The results

  • We dropped the number of flyers being distributed from 1,227,656 to 860,087, a 33% reduction.
  • We saved ALDI a significant amount of distribution budget.
  • The number of readers of the printed flyers increased for the first time in four years by 4.9%.
  • The number of readers of the digital version of ALDI’s leaflet increased by 24.1 pct. (9.1 pct. point above target/objective, 60 pct. above target).

Additionally, we managed to reach a totally new segment thanks to the digitalization of the flyer: a much more modern, younger, urban family segment that spends more than the traditional Aldi customer. In this process it instantly became very clear that urban areas had a much higher performance, when being targeted with Aldi’s digital leaflet.

This project was a winner at The DADIs 2019.

The ‘digital paradox’ facing the media industry in 2020

media predictions

Technology will continue to redefine the media landscape in 2020, creating opportunities and challenges for marketers.



Global Head of Media, Insights Division

DIGITAL 04.12.2019 / 08:00

As ad spend on social and tech platforms continues to grow, technology innovations will also enable a renaissance in real-world engagement. According to Kantar’s global 2020 Media Trends & Predictions report marketers and media owners will be challenged to develop the skills, engagement models and measurement capabilities to meaningfully engage consumers in the crowded media landscape.



Kantar predicts there will be a digital paradox; while new and evolving media channels will create opportunities, the deluge of digital touchpoints will make it more difficult to connect with consumers. Marketers will also need to navigate the ‘data dilemma,’ meeting consumer demand for relevant, personalised content, without breaching trust and privacy. And as third-party cookies start to crumble, advertisers will need to find alternative measurement solutions.

Kantar’s 2020 Media Trends and Predictions fall into three major themes:

The technology trends transforming the media landscape:

  • 5G finally gets real: The marketing industry will be one of the key beneficiaries of the 5G era, enabling far greater capabilities to reach and engage with consumers  but taking advantage of the 5G opportunity will require a significant transformation from marketers.
  • The battle of the streaming platforms heats up: New players will see the battle of the streaming platforms heat up, but an increasingly cluttered market will drive subscription fatigue among consumers.
  • Turning up the volume: Brands will turn up the volume and find their voice as we enter a new age of audio advertising. Newer audio channels are poised to gain mainstream prominence.
  • Content meets commerce: Content and commerce will converge as ‘shopvertising’ evolves from shoppable social to shoppable TV and digital out-of-home resulting in a contraction of the closed-loop marketing cycle.

The spaces that brands can credibly occupy:

  • Brands get back to reality: Brands will balance their digital presence with more real-world experiences, meaning we could see a slowdown in the pace of digital advertising growth.
  • Brands take a stand: Taking the lead from consumers, brands will become more radical in 2020. But they need to ensure their media strategy is aligned with their values and purpose.
  • Influencer marketing must measure what matters: Influencer marketing will mature as brands start to collaborate more deeply and take measurement more seriously in 2020.
  • Esports goes mainstream: esports will go mainstream over the next 12 months, presenting lucrative opportunities for the media owners and advertisers that learn the rules of the game.

The context and catalysts for change

  • The trend towards media in-housing: The trend towards media in-housing will continue as more brands build their own teams of digital experts, pushing agencies and advertisers out of their traditional comfort zones, into a new collaborative and exciting space.
  • Changing the cookies recipe: The demise of cookies could leave many marketers in the dark. Advertisers need to prepare now for the new “mixed economy”. Direct integrations between publishers and measurement partners will enable true cross-publisher measurement for the first time.
  • Doing the right thing with data: Faced with impending legislation like the California Consumer Privacy Act  in January 2020, privacy ethics will come to the fore and marketers will design personalisation initiatives with a people-first, rather than tech-first, mentality.
  • Campaign 2020, crowding and clutter: Political advertising will create crowding and clutter in 2020, especially in the U.S. media landscape. Brand advertisers will need to rethink their strategy during campaign season.

2020 will be an exciting year for marketers. Increased advertising and content possibilities, along with the data generated, create a plethora of opportunities for marketers and media owners. With new opportunities though come new challenges. Emerging foundational technologies could transform media usage, and other industry shifts, such as the demise of third-party cookies, will force marketers to evolve how they measure audiences across screens and wider campaign effectiveness. Other channels, like influencer marketing and the newer audio channels, will face a make-or-break moment; their credibility could be at risk unless they evolve and live up to their promise. Marketers will need to improve their understanding of how different touchpoints effectively work for their brands – online and off.

Andy Brown, CEO, Media Division at Kantar, said: “We are launching Media Trends & Predictions at a critical time for the industry. Bringing together expertise and currency-grade data from across Kantar, this collection provides a window into the forces that are shaping the media landscape and we look forward to continuing these important discussions with our clients and partners throughout 2020 and beyond.”

For more information please visit

Mise en perspective des impacts écologiques du numérique (Source:


Depuis les deux rapports du shift project, sur la sobriété numérique et la vidéo en ligne, et avec de plus la semaine dernière la sortie de l’étude de, on entend beaucoup parler de la pollution due au numérique. Ces études sérieuses sont là pour rappeler que le numérique n’est pas immatériel, et qu’il doit, comme les autres secteurs, s’intérroger sur sa croissance, son efficacité et ses usages dans un monde fini.


Mais, les médias étant ce qu’ils sont, on a vu fleurir des titres racoleurs blamant la jeunesse connectée faussement écolo. On voit aussi des conseils peu pertinents se transmettre et rester dans la tête des gens pour leur simplicité et leur attrait , comme « supprime tes mails et évite la fonction Reply All ». Les chiffres et les constats sont parfois pris hors contexte sans comparaison avec d’autre activités et usages.

C’est vrai qu’il est toujours compliqué de bien visualiser les ordres de grandeurs. C’est donc ce que je me suis attelé à faire avec des bulles colorées.

Voici d’abord une comparaison en taille des données qui circulent typiquement sur le réseau d’un particulier :

Comparaison de taille de différents types de données

On voit qu’on peut faire tout ce qu’on veut avec ses mails, en un épisode de série ou deux, tout est « annulé ». La vidéo est de loin le sujet principal quand on parle de données.

Mais là on est dans le pur numérique. Pour comparer avec d’autres choses du quotidien, j’ai ensuite pris une métrique pour laquelle on trouve des données facilement : les émissions de GES, mesurées en kg équivalent co2.

D’abord avec des choses dont l’échelle est comparable avec l’impact du visionage d’une vidéo en ligne en France :

Comparaison des émissions de GES d'une vidéo en ligne et d'autres actes du quotidien

On voit qu’il est tout à fait cohérent d’être flexitarien et de regarder Stranger Things.

Si vous avez de bon yeux, vous pouvez voir le petit point rouge de l’email à coté du point bleu de la vidéo… (non ce n’est pas vrai je ne l’ai pas mis, mais vous pouvez l’imaginer!)

Voici maintenant une échelle permettant de visualiser l’impact de la fabrication des appareils, là où se trouve vraiment le sujet des impacts écologiques du numérique :

Comparaison des émissions de GES d'un an vidéo en lignen de la fabrication d'appareils et d'autres actes du quotidien

Notez bien que le point bleu de la vidéo est ici multiplié par 365 par rapport au graphique précédent.

Bien sur il y a plein d’autres choses à prendre en compte, notamment l’épuisement des métaux et autres matériaux rares pour la fabrication des appareils. Ces métriques montreraient également la domination de la fabrication par rapport à l’usage.

Laissez vos emails tranquilles, la grosse bonne action en numérique est de faire durer le plus longtemps possible les appareils et d’éviter d’acheter des gadgets. Ensuite on peut réduire son usage de vidéo ou réduire la résolution.

Les données viennent de (site et études) et du Shift Project (via les deux rapports sur le numérique). Pour le calcul de l’impact d’une vidéo j’ai utilisé l’application Carbonalyser développée par Richard Hanna en collaboration avec le Shift Project. Les graphiques sont là pour montrer des ordres de grandeur et ne se veulent pas extremement précis. Les chiffres sont arrondis.

18 days and 9 modules to reach out to the highest level in digital marketing and communication (Solvay Brussels School)

Discover The Solvay Executive Master in Digital Marketing and Communication at solvay Brussels School of Economics

The programme is aimed at professionals in communication and marketing who want to go deeper into their knowledge in marketing and/or digital communication.

Apply and Brochure:

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Let's Discover the Marketing Hackathon ! Solvay Executive Master in Digital Marketing… More info ? Join the Info session (16th October 2018 from 6.30 pm Brussels)

“A training programme lasting 17 days, running from November 2018
to May 2019, created entirely for you or for one of your managers”


The programme is aimed at profesionals in communication and markerting who want to go deeper into their knowledge in marketing and/or digital communication.

Key admissions criteria

University degree
At least 3 to 5 years profesional experience
A perfect knowledge of English and French will be required. Courses will be given in either of these two languages.

Exhaustive approach
The Executive Master in Digital Marketing and Communication proposes an in-depth development of your skills in the various areas of marketing and communication.

Adapted to the digital
The Executive Master in Digital Marketing and Communication is a comprehensive course in marketing and communication, totally adapted to the world of digital.

Practical insights
The Executive Master in Digital Marketing and Communication gives immediate answers to your questions, as well as practical exercises and group work tasks during the sessions.


Are you interested in learning more about this 17-day program?
Register for the information session to be held on 16th October 2018 from 6.30 pm at Solvay Brussels School (42 avenue Franklin Roosevelt, 1050 Brussels) – Atrium on the ground floor. Come and listen to the free talk to be given by Hugues Rey about “Revisiting Kotler’s 4 Ps through Artificial Intelligence”. While you’re there, you can ask all of your questions about the Master’s programme. This evening is completely free of charge and includes a stand-up dinner.

Why The Customer Journey In Banking Will Never Be ‘Digital Only’ (Author: Lisa Joyce, Senior Staff Writer for The Financial Brand)

In an omnichannel world, financial consumers determine what should happen at every touchpoint in the experience. Just because the journey doesn’t start and end digitally doesn’t mean that ‘digital isn’t working.’


How consumers research and purchase banking products is complex. More than half start their journey either online or using a mobile device, and most of them end up finishing the process in a branch.

Many banks and credit unions would call that a failure because the online and mobile channels didn’t deliver an entirely digital consumer journey. That’s not entirely true. Banks and credit unions aren’t measuring digital’s impact correctly, according to the ForeSee. They contend that an “all-digital retail delivery experience” is aspirational, but not realistic.

Financial institutions might desperately want people to use digital channels exclusively (even if they aren’t fully capable of delivering such an experience). But consumers are in charge of their own journeys, which is why ForeSee concludes that digital is working even when the journey doesn’t start and end digitally.

For instance, think about how you shop for clothes, or electric toothbrushes, or a new refrigerator. It’s increasingly rare that consumers shop for a product or service using a single channel. Take a refrigerator. If your refrigerator is ready to take its last breath, you go online and start researching different makes and models. You narrow down your search to a few. But a refrigerator is a big-ticket item and you want to touch and feel it before you buy. So, you hop in the car and drive to the nearest big-box store that carries that brand. You open and close the door, check the freezer space, chat with the salesperson. You kick the tires, as the expression goes.

You then sneak off to the lumber section, out of view of salespeople, so you can use your mobile phone to look up pricing for that model at other stores — both brick-and-mortar stores and online retailers. You return home to think about the refrigerator. The next morning while drinking coffee, you use your tablet to order the refrigerator online from the same big box store you visited the day before. You might have been able to get the same refrigerator for a few bucks cheaper, but it was reasonably priced, you trust the big box brand, and they have next-day delivery.

Your path to a new refrigerator was a complex journey involving multiple channels: online research using a desktop computer, a visit to a physical store, mobile price comparisons, and an online purchase. And in all likelihood, you are perfectly okay with that. You don’t think the process is “broken” or that any particular channel “failed” you. Each channel did exactly what it could/should do, and you leveraged each the right way at the right time.

Consumers like charting their own journey depending on their comfort with different channels, and the type of product or service they are buying. The journey for paperclips would look a lot different than, say, a new sailboat. Similarly with services, the journey to plan a family vacation would look markedly different than finding a new accountant or hair stylist. The combination and weight of online reviews vs. word-of-mouth referrals will vary greatly.

Bank and credit union consumers are no different. Their journey is complex and almost always includes multiple touchpoints. Consumers that start their journey digitally don’t necessarily complete their transaction digitally. In fact, according to the ForeSee Experience Index, Overall, nearly two-thirds (61%) of consumers start their journey in a digital channel when opening a new account, while more than half (58%) of those end up in a branch.

Where Financial Consumers Start and End Their Journey

As part of their analysis, ForeSee broke down the customer journey, comparing the starting point and end point between national banks, regional banks and credit unions. Their resulting illustrations are among some the best infographics The Financial Brandhas ever seen — telling a rich, complex story in a simple, visual format.

Consumers May Actually Like It This Way

So why does the consumer journey include multiple touchpoints? Is it because the online or mobile account opening process is so poor that people get frustrated, hop in the car and drive to a branch? Or is it because they just feel more comfortable opening an account face-to-face?

Not long ago, there was much chatter in the banking world about the “omnichannel experience” — that consumers could choose whatever channel they were most comfortable with. But the general assumption was that digital natives (e.g., Millennials) would be thrilled if they could do everything in digital channels. This, of course, is what banking executives were hoping for — that consumers would eventually migrate to digital self-service channels so those costly branch networks could be pared back. Turns out that ultimately it doesn’t really matter what you want them to do. What matters is that they are using multiple touchpoints by choice.

The mistake that banks and credits unions make is thinking that “omni-channel” is predicated on offering a consistent experience in every channel. But consumers will — and indeed many prefer — to bounce around from channel to channel, depending on where they are in the journey. Or time of day. Or even mood. They’ll select the channel that, at that particular time, seems the easiest or most convenient.

In fact, notes Jason Conrad, Vice President of ForeSee’s retail banking business, consumers who stay in one channel are actually less satisfied than those who use multiple channels. Conrad could be more blunt: “Consumers like having multiple channels.”

And according to ForeSee’s data, the particular channels they start or end with doesn’t impact satisfaction.

Measuring Digital’s Impact the Right Way

Banks and credit unions tend to approach the consumer journey as a logical progression from point A to point B, and therefore assume that consumers want to remain in the channel they started in. If a consumer starts opening an account online, financial institutions consider the consumer experience a failure if the consumer then finishes opening the account in a branch. Banks and credit unions work feverishly to figure how they can improve the digital account opening process so that consumers stay online.

Sure, you can (and should!) improve account opening; many consumers would be thrilled to finish opening and account digitally. But others would prefer to start the process online and then visit a branch to seal the deal.

So you shouldn’t measure success based on how many consumers start and end their journey digitally. Those consumers who research an auto or home loan online but who abandon their session before completing an application doesn’t necessarily mean that something is wrong with the digital experience. Digital could very well be doing what digital should be doing: allowing consumers to research products and services before buying… either online or in a branch.

“Measuring online conversions just isn’t as important as banks and credit unions like to think it is,” says Conrad. “Instead, they should measure and quantify digital’s contribution to conversions in other channels.”

When a consumer walks into a branch, you need to ask them about their journey, says Conrad. Did they conduct some research online? Did they look at reviews on their mobile device? Did they talk with friends or family? And what prompted them to come into the branch? Would they have preferred to complete the transaction fully digitally, or were they happy to research first and then come to the branch?

These questions will allow you to better gauge the success of your digital channels. And the answers enable you to determine which products and services consumers want to complete fully digitally vs. those that require face-to-face interaction. You can then focus on improving the digital experience for those products and services, and tailor your brick-and-mortar experience accordingly. If consumers want to complete a mortgage face-to-face with a lender, don’t spend time and money trying to fully automate the process when you could focus on a different product, such as online checking accounts. Using the right benchmarks lets you properly allocate resources to each channel.

Conrad believes that as long as banking providers manage and measure the experience wherever consumers interact with them in a standard and scientific way, the journey will take care of itself no matter how complex it may be.

“The consumer journey can be infinitely complex with an unlimited number of variations,” he says. “Just remember, branches still matter… a lot.”