Les médias propriétaires des marques impactent de plus en plus la perception des consommateurs | CB Expert

Source: Les médias propriétaires des marques impactent de plus en plus la perception des consommateurs | CB Expert

Paid, Owned, Earned Media : la publicité média continue de reculer et l’avis des internautes progresse au détriment des retombées éditoriales

Le Pôle Media d’Havas Group présente aujourd’hui les résultats de la 6ème édition de son baromètre de la perception des marques, sur les différents points de contact Owned, Shared, Earned, Paid (OSEP). La dimension Shared a été intégrée l’an dernier : elle est définie comme l’association de marques de secteurs différents pour proposer de nouveaux produits/offres ou promouvoir une cause. Elle est mesurée uniquement par secteur.

Dans la perception des marques par le consommateur, les médias payants ne comptent désormais plus que pour la moitié (50%), contre 53% en 2016 et 59% en 2011. Ils se maintiennent toutefois devant les médias propriétaires (36%), en progression de 3 points vs 2016, et devant les médias publics (14%), stables.


Au sein du Paid Media, les tendances observées il y a un an se confirment. La perception de la publicité continue de s’éroder (-1 point) au profit du sponsoring (+1 point), même si elle reste nettement majoritaire (74%) dans la perception (contre 11% pour le sponsoring). Le poids des prospectus et emailings reste stable à 15%.

 

Au sein du Owned Media (catégorie en hausse de 3 points), les points de vente passent sous la barre des 50% en perdant 1 point de perception et s’établissent désormais à 49%. C’est le CRM qui profite de ce léger retrait (+1 point à 6%). La perception des sites internet, applications et pages de la marque sur les réseaux sociaux est quant à elle maintenue à 45%.

 

La perception de la page de la marque sur les réseaux sociaux (9%) gagne un point au détriment de celle des sites web et applications de la marque (46%, -1 point).

 

Au sein du Earned Media, l’opinion des proches reste majoritaire à 49% (-1 point), devant les retombées éditoriales (30%, -2 points) et l’opinion des internautes qui continue de progresser (21%, +3 points).

Havas Media detail earned-min

 

La présentation des résultats est disponible ici : Havas Media OSEP 2017.

 

Le baromètre OSEP 2017 est réalisé par l’institut CSA Research, auprès de 5400 individus de 15 à 59 ans interrogés en novembre 2016 sur 270 marques et 22 secteurs d’activité. 

– Paid Media :Publicité dans les médias, Sponsoring et Mécénat, Prospectus, Mailing et E-mailing
– Owned Media : Points de vente, Sites Internet ou Applications mobiles des marques, Pages Facebook des marques, Catalogues et Magazines des marques
– Earned Media : Opinion des proches, Opinion des internautes, Articles de presse et reportages citant la marque.
– Shared Media : Association de marques de secteurs différents pour proposer de nouveaux produits/offres, promouvoir une cause (mesuré uniquement par secteur sur le baromètre OSEP).

Emmanuel Charonnat

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Tomorrowland open a unique concept Boutique in Antwerp (#POE)

Tomorrowland will open a unique concept Boutique in Antwerp. From October 3rd till January 3rd you can discover the official new fashion collection, exclusive items, a History Room and much more.
All info:www.tomorrowland.com/boutique.

The Tomorrowland Boutique will be opened by and for the People Of Tomorrow. You can be part of it. Check the official website for contest details and win a trip to Belgium to open the Tomorrowland Boutique, including a Brussels Airlines flight and 2 nights in an exclusive hotel.

Tomorrowland-Brasil-20151

Fan incontesté du plus grand festival de musique électro du monde? Réjouissez-vous, Tomorrowland a trouvé une nouvelle idée pour vous faire claquer votre pognon en attendant l’édition estivale 2016. Une boutique 100% Tomorrowland ! 

Du samedi 3 octobre au dimanche 3 janvier 2016, la boutique Tomorrowland ouvrira ses portes à Anvers, au coeur du quartier mode de la ville. Vous y trouverez les toutes nouvelles collections de vêtements du festival mais aussi de la musique, des gadgets, des objets design et d’autres surprises. Le tout, dans une ambiance féérique à la hauteur des décors fantastiques qui ont fait la réputation du festival à travers le monde.

See you there People of Tomorrowland !

Adresse: Kammenstraat 43, 2000 Antwerpen

Havas Earned Media : Créateur d’audiences

Dans le cadre de sa démarche stratégique qui fait du media, de la data et des contenus les trois socles de son organisation, Havas Media Group Belgique crée Havas Earned Media.

Havas Earned Media a pour mission la création de contenus sur mesure et prêts à être partagés par les influenceurs et fans des marques.

La direction de Havas Earned Media est confiée à Françoise Raes (15 ans d’expérience éditoriale pour La Libre Belgique, Marie-Claire et la RTBF, entre autres).

Françoise  Raes: « Influenceurs, consommateurs, fans et journalistes sont autant de porteurs de communication, particulièrement crédibles dans la construction des marques et la promotion de leurs produits et de leurs services ».

Havas Earned Media propose aux marques d’accompagner leur stratégie de communication en maitrisant les canaux de distribution sociaux destinés aux professionnels et au grand public (identification des influenceurs, veille sur le bruit social de la marque, gestion de la communication de crise).

A travers son concept de Social Newsroom, Havas Earned Media centralise la communication sociale des marques en temps réel et crée des contenus destinés à être diffusés ‘right on time’ vers des publics ciblés ce soit lors d’évènements importants ou dans une gestion de communication continue.

Hugues Rey (CEO Havas Media Group): « Le succès de la gestion du contenu en temps réel est fortement lié, d’une part à son intégration dans une articulation Paid-Owned-Earned à laquelle nous sommes fidèles depuis plus de 4 ans, et d’autre part à la pertinence issue de l’utilisation de la data offrant une identification accrue des moments et des audiences. Le Social Rating Point développé par Havas Media en est une parfaite illustration».

Edelman Digital 2013 Social Media Trends

More people are using social media than ever before – and for longer, on an increasingly diverse array of devices. As a result, newsfeeds are cluttered, and fans are more distracted and discerning. 

In order to succeed, brands will increasingly turn to real-time creative, analytics and paid media to ensure that high-performing content reaches as many people as possible, at the moment they are most interested, to spark conversations and deepen customer relationships. As media converges, brands will invest in ways to complement original, visual content with fan-sourced creative. Promoting high-performing content that aligns with new “real content” search drivers will become essential. Brands will host epic social events to excite the base and invest in tools that help them target and engage one-on-one more efficiently. And brands will have a little fun in the process, remembering that brandplay can go a long way to telling their story. 

There are 10 social media essentials that can help guide brands to achieve success in 2013. We explore these essentials and case studies of brands in action.

Five Trends Driving Traditional Retail Towards Extinction – Forbes

Five Trends Driving Traditional Retail Towards Extinction – Forbes.

The e-commerce behemoth is coming, but that’s no longer news. Amazon is nearly 20 years old now, eBay just a year younger.

What is news? The behemoth is arming itself. New tactics, new friends and a hefty war chest mean that the old defenses insulating traditional retailers are no longer enough. Venture funds dished out $242 million to online retail startups in the last quarter alone, more than any other period since 2000. E-commerce, meanwhile, is now a $200 billion-plus industry in the U.S., set to ratchet up 15% a year as consumers realize there’s no reason to trek out to the local strip mall anymore.

In the retail arms race, e-commerce is winning. Here are five trends driving traditional retail towards the grave:

1.) Voluntary Conversion

The smart brick-and-mortar players recognize the inevitable rise of online shopping and are adapting to the new realities. Take Macy’s: The 154-year-old retail chain saw online sales rise 40% in 2011 while same-store sales grew just 5.3%. The company is transforming nearly 300 of its stores into distribution centers to speed up shipping for online consumers. Expected to do more than $2 billion in online sales this year, they’re even toying around with in-store online kiosks to help customers scan and compare prices.

Nordstrom, a whippersnapper compared to Macy’s at 111 years old, is taking an even more aggressive approach. With free shipping and free returns in its online store, the company has notched three straight quarters of 35% gains in online sales. Nordstrom is integrating its online and in-store strategies by introducing mobile point-of-sale systems–modified iPod touches–that eliminate lines while helping sales clerks sell customers out-of-stock items. According to Barron’s, the company plans to invest $1 billion (one third of its capital expenditures) into online efforts over the next five years.

While adapting their own infrastructure to serve online consumers, Nordstom is also keeping pace with innovation in the space via  acquisitions and investments. Last year, the retailer spent $180 million on flash sales site HauteLook and led a $16.4 million investment in Bonobos, an online retailer of men’s clothes.

The online practices of veteran players validate e-commerce in the minds of older consumers while accelerating the industry’s growth. It also means they get to survive.

2.) A Losing Cost Structure

When you purchase an item at Bloomingdale’s, odds are that it’s been marked up at least three times. Once when it changed hands from the factory to the brand, again as it passed from the brand to Bloomingdale’s, and once more as it goes from Bloomingdale’s into your shopping bag. The result is a purchase price that’s some ungodly multiple of the item’s actual cost, usually between 2x and 5x.

Brands that operate exclusively online–Frank and Oak, Bonobos, orModCloth for example–eliminate that last markup by selling directly to consumers. By taking ownership of the design, curation and retail aspects of the business, these companies can keep hefty margins for themselves while still undercutting brick-and-mortar competitors on price. And because their stores are made out of bits instead of stone, they don’t face the costs of maintaining unwieldy networks of physical locations.

As for the legions of sales clerks that retailers pay? A single web developer probably replaces twenty of them.

3.) Free Delivery, Free Returns

Even if shipping costs don’t negate the price savings of online shopping, they’ve long acted as a source of friction. Asking consumers to factor in some uncertain, variable transaction cost is never a good way to do business, and asking them to pay for returns is even worse. The experience of returning an online purchase, paying two-way shipping costs and ending up with nothing–except $15 in the red–is enough to make anyone wary of online shopping.

Tony Hsieh and Zappos figured this out long ago and built a $1.2 billion business on the idea of free shipping and free returns. This policy is now de rigeur for serious, full-price e-commerce companies. (Flash sales is a different beast.) The reason is very simple. According to Amanda Bower, a business professor at Washington and Lee University, online shoppers given free returns increase their spend on the same site by 50 to 350 percent in later purchases. When they had to pay for return shipping? The value of their purchases decreased.

Free shipping and returns will be standard for e-commerce companies from now on. One less reason to schlep to the mall.

4.) Subscription Commerce

Call it the “set it and forget it” school of business. The bottom line: People are lazy and certain items just make sense to receive once a month. At the danger of touting a model that has already become a cliche (flash sales was a cliche until it proved itself), I should point out that only certain categories of products work for this model. (Battery Ventures partner Brian O’Malley wrote a fantastic post on this topic.) Razors, as you might imagine, make much more sense as a monthly delivery item than sweaters.

The foundation of the model is recurring revenue, where customers sign up to receive a monthly shipment for a set monthly fee. This is attractive to companies because it creates a steady, predictable revenue stream, not unlikeSaaS businesses. It’s attractive to consumers because the system is convenient and usually cost-efficient compared to alternatives. Dollar Shave Club, for example, ships men’s razors to customers once a month at a fraction of the cost of an in-store purchase. Men save money and a trip to the convenience store. And because DSC sources their razors directly from the manufacturer and sells them directly to the customer, they still enjoy comfortable margins.

Follow me @JJColao and on Facebook. Check out my blog here.