La Business Intelligence qui relève les opportunités internes, de marché et des prospects
Dès 2015 le “smart data discovery”, qui comprend les recherches en langage naturel, les analyses automatiques et prescriptives avancées ainsi que le développement des outils de découverte de données interactives vont devenir les plateformes BI les plus demandées. Ceci va permettre de aux entreprises d'avoir une vision factuelle sur les groupes d'acheteurs, segments de consommateurs, des prévisions et prendre en compte les éléments globaux de l'économie actuelle. Source : Gartner on BI platforms 2014
Web & Mobile
Les solutions Web & Mobile qui offrent aux clients, aux collaborateurs et aux partenaires le support approprié pour les relations d'affaires, les promotions et les ventes
D’après la plupart des études menées en 2014, les réseaux sociaux, l’analyse de données, le mobile, l’expérience client ainsi que le développement de contenu sont les sujets les plus importants pour les entreprises actuelles. Source : McKinsey &Company 2014 on digitalization
Le leadership de relation publique qui démontre la qualité, les avantages produits/services et guide les clients potentiels
83% des acheteurs qui utilisent des appareils mobiles envisagent d’augmenter leur volume d’achat online en 2014. De plus est, 61% des utilisateurs de téléphone mobile sont aussi confortables avec la publicité sur leur téléphone que sur la TV ou sur internet. Source : Inmobi report on digital trends
Progiciels de gestion intégrés
Les applications pour entreprises qui fournissent les solutions appropriées en matière d'analyse de données, vente online, CRM, soutien logistique, tâches administratives, archivage digital et mesurent le succès d'entreprise
En 2014, la vue globale des données d’affaires provenant de l’usage mobile des ERP va améliorer le temps de réponse client ainsi que la communication avec les revendeurs et la communication interne. Source : Sage ERP
There is a divide within organizations and marketing departments, but it’s quickly going away. This is the divide between what is quantifiable, and what isn’t.
Marketing Becomes (More) Measurable:
As Chris Helle, Executive Director of Brand Marketing and Strategy for Comcast, said at last year’s Incite Summit: East,
“When all of us probably started our marketing careers, there was a lot more judgement than data.”
- Chris Helle, Executive Director of Brand Marketing and Strategy, Comcast
There are plenty of things marketers have been preoccupied with that weren’t quantifiable until recently. Take brand, for example. Few would argue that a strong, recognizable and positive brand image isn’t a vital component to many a company’s success. However, there was no way to see how brand awareness led directly to dollars and cents. You could run surveys and focus groups, which would give you a single, small reference point within an expanse of potential customers. These only allowed for inferences. You never really knew for sure.
A more timely example might be social media. Can you remember when ‘having a social media presence’ meant ‘having a Facebook page’? Yet as social media has become more measurable, it’s become more accountable to the bottom line and thus more accepted as an integral part of marketing. As a director at a leading research firm told us, “If your social media agency tells you there’s no ROI in social, you
As consumers browse the aisles of their local supermarket, dozens of products call out to them. Those with the best placement—perhaps on an endcap, by the register or at eye level on a shelf—are the most likely to get their attention. Perceptions of quality and market leadership are often influenced by shelf position, too, and brands have paid for just that possibility.
But while brands invest $500 billion per year for better physical shelf space, customers are turning to the web to research, discover and purchase products—throughout the day and across screens and devices. In fact, 84% of smartphone shoppers turn to their mobile phone to help them shop while in a store. One-third of shoppers use their smartphones to find information instead of asking store employees. Instead of using retail shelves, these constantly connected consumers browse pages of search results—the “digital shelves”—looking for answers to their questions. And a brand’s placement on those shelves can put it in front of the eyeballs and mouse clicks of a huge, interested audience. This can mean a lift in sales and, perhaps just as importantly, a big opportunity to grow brand awareness at the point when your potential customer is considering a purchase.
Be at eye level
Although in-store product placement strategies have been honed for decades, we’re just now learning what works best online. One thing we’ve found is that, just as in physical stores, location matters. It’s not about just showing up somewhere on the search results page; it’s about where you show up. That’s because, as with a physical store&rsqu
Companies have so many analytical options at their disposal that they often become paralyzed, defaulting to just one approach.
There’s no question that the development of better analytical tools and approaches in recent years has given business leaders significant new decision-making firepower. Yet while advanced analytics provide the ability to increase growth and marketing return on investment (MROI), organizations seem almost paralyzed by the choices on offer. As a result, business leaders tend to rely on just one planning and performance-management approach. They quickly find that even the most advanced single methodology has limits.
The diverse activities and audiences that marketing dollars typically support and the variety of investment time horizons call for a more sophisticated approach. In our experience, the best way for business leaders to improve marketing effectiveness is to integrate MROI options in a way that takes advantage of the best assets of each. The benefits can be enormous: our review of more than 400 diverse client engagements from the past eight years, across industries and regions, found that an integrated analytics approach can free up some 15 to 20 percent of marketing spending. Worldwide, that equates to as much as $200 billion that can be reinvested by companies or drop straight to the bottom line.
Here’s one example. A property-and-casualty insurance company in the United States increased marketing productivity by more than 15 percent each year from 2009 to 2012. The company was able to keep marketing spending flat over this period, even as related
Did you know the total amount of data doubles every year? Did you know 90% of all digital data was created within the past 2 years? On YouTube, 100 hours of video is being uploaded every second of every day.
Data is growing exponentially and businesses are discovering the possibilities of bringing together large pools of data to be more efficiently analyzed so we can make better decisions and choices. This will become a significant basis of competitive advantage and growth for firms. Businesses will need to optimally mine the intelligence contained in their enormous data repositories to stay ahead of the curve.
Big data has been instrumental in helping such industries as Healthcare. Doctors and others in this field can understand and analyze trends to better battle against disease, injuries, and more. Huge sweeping changes and advances are coming in Healthcare because of the access to this type of information.
Other industries are using Big Data to gather information like buying habits so they know how, what, and when consumers will buy. Companies are able to utilize the results to better target you and increase their sales and streamline your buying experience.
In the past, the ways in which we researched information have been limited. With the explosion of available information, this has changed. Technology is allowing us to gather and process information in ways that the results offer great benefit. Companies that effectively analyze data make informed decisions, and many are able to use live data as it changes and evolves to make real time decisions.
Ironically what we call Big Data today is going to look puny in a fe
Want to make sure you don’t miss out on the next trend in social media?
Fresh from the 2014 Social Media Marketing Industry Report (which surveyed 2,800+ marketers), this article will highlight some of the newest social media trends faced by marketers.
Here’s what you need to know from the latest social media research.
Latest Research Reveals Social Media Trends
Not surprisingly, the use of visual content (infographics and memes) is set to increase over the next year—70% of marketers plan on increasing their use of these content forms.
Speaking of infographics, here’s one that illustrates some key findings from the survey:
Social media marketing trends for 2014.
Let’s take a deeper look at some key
There’s a new trend driving successful digital advertising campaigns: profit-driven marketing. It flips digital tradition on its head by approaching marketing as a profit center instead of as a cost center. A profit-driven approach means spinning familiar problems in new ways. In this article, we identify the main pillars of profit-driven marketing—recognizing value, targeting outcomes and capturing demand—to help you achieve a better bottom line.
Right now, digital marketers are standing at the crossroads between opportunity and challenge. The C-suite wants more accountability for the marketing spend, but at the same time, the multi-channel purchase path is becoming increasingly complicated. A growing cadre of search marketers is responding to this tension by rethinking digital advertising basics such as KPIs, budgets and customer journeys. These search marketers are part of a trend toward what we call “profit-driven marketing.”
We’ve been watching this movement from the front row as it’s developed and delivered big strategic advantages. You might not have noticed this new movement, but your search team or vendor probably has. And if you’re willing to empower them to pursue profit-driven marketing tactics, you could see big returns that you probably didn’t even know you were missing, as well as additional customers.
Best practices and patterns are emerging from this forward-thinking group of profit-driven marketers, and they’re worth sharing.
A shift in mind-set
At the highest level, profit-driven marketing means moving digital marketing from a cost center to a profit center and extracting as much profit as possible out
Tinkering and short-term fixes aren’t enough. Traditional companies seeking strong digital performance must thoroughly transform their IT functions.
More connected consumers, automated processes, and sophisticated analytics place unprecedented demands on IT functions. Many companies are struggling to cope, and they seek to deliver on new demands by adding piecemeal elements to their existing operations. Yet what’s really required is the reinvention of IT entirely, which can help incumbents compete against digital attackers and even create a new strategic advantage.
This is easier said than done. Reinventing the IT function requires far-reaching changes, from talent to infrastructure, and takes multiple years to complete. Fortunately, companies can adopt an approach that delivers results quickly while still reshaping IT for the long term. This two-speed approach requires first building a “high-speed” IT function to work alongside the existing IT function, focusing on one or two valuable business areas such as web and customer relationship management. It enables the company to address its most critical IT areas within 18 months before scaling up to cover the remaining areas. Successful transformations avoid fractures between the high-speed and legacy IT functions and are driven by the CEO and business leaders who treat it as one of their top priorities, not just as an “IT effort.”
Many IT functions struggle to support digitization
Digitization changes the demands on IT in three principal ways. First, digitization requires increasingl
Gamification is one of the most hyped and misunderstood areas of IT today, and the path to adoption is littered with failed projects. In fact, Stamford, Connecticut-based research firm Gartner Inc. predicted in late 2012 that 80% of all existing gamified applications would fail by 2014 due to poor design.
So, should gamification be chalked up to unfounded fad? Brian Burke, research vice president at Gartner, doesn't think so. Burke has worked closely with organizations undertaking gamification projects over the last several years, and has observed firsthand what makes for success -- and failure. In his new book Gamify: How Gamification Motivates People to do Extraordinary Things, Burke attempts to clear up the confusion surrounding gamification and get to the heart of its real value.
SearchFinancialApplications.com sat down with Burke to talk about what gamification actually is, how organizations should build the technology behind it and how to avoid its most dangerous pitfalls. While Burke listed three primary audiences for gamification today -- customers, communities of practice and employees -- he wrote that the latter is the fastest-growing segment, and so this Q&A focuses specifically on using gamification for employees.
How is gamification different from games and reward programs?
Brian Burke: Games are positioned primarily for entertainment. Gamification is different -- you're trying to change behavior, motivate, develop some skills, [or] whatever it happens to be, and so there's some kind of motive. With games, the only motive is to entertain.
Despite the conceptual understanding of Big Data, many people are still trying to figure out how to put the concept in practice.
There is no doubt that data is spreading quickly and sources are many. Also, proper usage of all data available can help organisations to stay ahead of competition, however making the case to include Big Data as part of the strategic investments needs a bit more consistency.
Let's see how Strategy Management can help unleash Big Data investments.
If data is really valuable, what defines its value is definitively the Enterprise Strategy.
Whatever long-term aspirations of achievements will establish the sources for Use Cases so much required for the implementation of relevant, sustainable Big Data solutions.
In order to demonstrate true business value of Big Data, you will need to make a pitstop at the strategy management model to understand what exactly is required in terms of improvements of Operational Efficiency and to be able to quickly and easily drive competitive innovation that translates immediately into some sort of advantages that benefits your organisation"
So based on the formal strategy definition: You want to gather information and insights from all of your data to be able to pull it together to be able to quickly and easily drive business value that translates immediately into some sort of advantages that benefits your organisation.
For instance, by following the well-known methodology of the Balanced Scorecard, created by Drs. Kaplan-Norton in early 90s, you will find significant information at the core of the enterprise strategy regarding tangible and intangible assets translated into a measurabl
Advancements in digital advertising have blurred the lines between creative and data, bringing forth a new class of digital marketers. These “brand response” marketers know how to combine the power of technology with the beauty of creative to deliver a rich, engaging brand experience. Google’s Head of Creative Platforms Strategy Peter Crofut discusses ways that today’s marketers can follow suit. By harnessing data and embracing artistry, brands can drive beautiful, high performance and well-targeted marketing campaigns.
Marketers have long known that they need to evaluate their campaigns for both brand impact and tangible performance goals. They’ve worked hard to create compelling creative stories and then deliver those stories to the right people to achieve those goals. While the performance and data side of the advertising equation have gotten a boost, thanks to the rise of programmatic technologies, the creative side has been slower to follow suit.
Programmatic media buying and robust targeting technologies have created rich data signals that marketers can use to ensure that every impression reaches the right people at the right price. However, this deep focus on data has left a gap in the attention spent on the creatives served through these channels, causing them to become conversion oriented while lacking the engaging elements that grab consumers’ attention.
WHAT IT MEANS: Programmatic Buying
There are some fundamental content marketing best practices worth noting if you are actively using this strategy.
These are tried and tested rules that every business should adhere to if they want to get it right. But don’t make the mistake of trying to learn them in a vacuum. Why? Because content marketing involves triggering emotion and behaviour in people – and no two people are the same.
Have a read through this list of 10 content marketing best practices and see whether there are gaps in your campaigns.
1. Set Clear Goals
Avoid setting far-reaching, generalised aims and objectives. Be as specific as possible so that you are able to effectively match measurable metrics to your goals. If your scope is either too wide or too narrow, the end result will be a fuzzy picture of performance.
2. Specific Content
Have you heard the popular cliché that content is king? Quality content is without doubt the single most important factor in content marketing. It’s pointless to attract people to your website without being able to provide great content for them to digest. They will surely leave within seconds and your chance to retain and convert will be lost.
3. “You” Content
Talk about your customers – try not to talk about yourself. It sounds simple, but so many companies get it wrong. Of all the content marketing best practices, this one is easily overlooked because businesses try to match goals with actions too closely and in doing so, the essence of content marketing is lost. Start creating content about what you know, not what you sell.
Most organizations recognize that being a successful, data-driven company requires skilled developers and analysts. Fewer grasp how to use data to tell a meaningful story that resonates both intellectually and emotionally with an audience. Marketers are responsible for this story; as such, they’re often the bridge between the data and those who need to learn something from it, or make decisions based on its analysis. As marketers, we can tailor the story to the audience and effectively use data visualization to complement our narrative. We know that data is powerful. But with a good story, it’s unforgettable.
Rudyard Kipling once wrote, “If history were taught in the form of stories, it would never be forgotten.” The same applies to data. Companies must understand that data will be remembered only if presented in the right way. And often a slide, spreadsheet or graph is not the right way; a story is.
Executives and managers are being bombarded with dashboards brimming with analytics. They struggle with data-driven decision making because they don’t know the story behind the data. In this article, I explain how marketers can make that data more meaningful through the use of storytelling.
The power of a meaningful story
In her “Persuasion and the Power of Story” video, Stanford University Professor of Marketing Jennifer L. Aaker explains that stories are meaningful when they are memorable, impactful and personal. Through the use of interestin
With this article we will cover how you can ensure Model Agility to create the desired insights from the analytics rapidly and with high level of confidence. In upcoming articles we will address the other three dimensions.
1. Select fit for purpose models versus state of the art: The analytical world has no shortage of models from simple regression that can be done in Excels, general purpose statistical software packages to complex proprietary software systems. Selecting the least complex model and technology that can answer the business problem on hand goes a long way towards getting the timely insights with the highest confidence. The model should be straight forward so that the results can be clearly understood along with the factors driving the insights.
Example: A well known company with strong brand was in the business of selling under-clothes was facing challenges with high inventories. The company was leveraging a demand supply model built within a software package. This business had a fairly static demand curve and the supply planning could be done with reasonable accuracy to not have as high inventories. The company moved towards a simpler in-house algorithm that could be easily managed with results that were clear versus using the complex package.
2. Remember that real world does not follow model laws: All models work within a certain set of assumptions about the real world. Often times companies will bend the real world to fit the model versus the other way around. This can result in real big surprises when the market does not react exactly as the models expect.
“People have said when checkout is working really well, it will feel like stealing. You grab a pair of shoes and you just walk out.” That’s how Michael Chui, a partner at the McKinsey Global Institute, describes the retail-checkout experience in your not-too-distant future.
This coming transformation in the way you pay for items in bricks-and-mortar stores will occur through a network of sensors placed strategically around stores, which will enable retailers to recognize you (through your smartphone or other devices) when you walk through the door. Inexpensive sensors also will be attached to (or embedded in) items available for purchase. And the stores will already have your preferred payment information on file, so when you exit the store with your chosen merchandise, you’ll simply be billed automatically, totally skipping any traditional checkout experience.
Many restaurants are already in the vanguard of transforming the checkout experience. As Alexis Madrigal explained two years ago here, a growing number of restaurants are using iPads or other tablets to have diners place their own orders and then check themselves out at the end of the meal. If such a change becomes widespread, as Madrigal pointed out, the implications for waitstaff employment will be profound.
Retail stores are heading in that direction too. According to M.V. Greene, writing in Stores, a trade magazine for retailers:
The “Internet of Things,” where objects in the physical world are connected to electronic virtual networks, is poised to turn retail on its head. Not since the introduction of online shopping – a
1. Non-boring typography
A typography-lover myself, it’s great to see more designers experimenting with different types of type. One trend with type we can expect to see in 2014 is fonts with personality.
“Fonts with personality” are fonts that feel like they can stand on their own. They are not your standard serif or san-serif font (ahem, Helvetica). Designers are starting to find different fonts to add to their arsenal that add a little personality and uniqueness to their designs.
For instance, check out Stuff and Nonsense’s new website design. They could have used any old serif font, but they picked a beautiful serif font that keeps it professional but with a side of personality. We expect to see many more websites in 2014 getting away from very simple and overused typefaces and finding some with personality.
2. Flat design
Oh Apple, how we love thee. Last year we said that more than likely, Apple was going to shake its Skeuomorphism, and boy did they ever. With the release of iOS7 came the design aesthetic most commonly known as “flat design.” While dropping drop shadows and gradients often seems like a good idea in some cases to give a more updated look to things, Apple took it to a whole other level by dropping pretty much any design element it could.
Apple has for a long time been a trendsetter, and what Apple does, the rest of the world seems to follow. iOS7 has been out for a while and already there are a flood of sites coming online every day with new “flat” designs. We don’t anticipate this trend ending in 2014.
We don’t buy ads.
We don’t write stories for reporters
We don’t put up billboards.
We don’t come up with catchy phrases to make people buy more products they probably don’t need.
So what do public relations agencies do?
PR agencies, as opposed to advertising agencies, promote companies or individuals via editorial coverage. This is known as “earned” or “free” media — stories appearing on websites, newspapers, magazines and TV programs — as compared to “paid media” or advertisements.
PR agencies and advertising agencies share the same goals: promoting clients and making them seem as successful, honest, important, exciting or relevant as possible. But the paths to creating awareness are vastly different. Most people understand advertising is paid for by the client and should be viewed with skepticism. Articles or TV appearances in respected publications have the advantage of third-party validation and are generally viewed more favorably.
The Public Relations Society of America defines the management of public relations as:
- “Anticipating, analyzing and interpreting public opinion, attitudes and issues that might impact, for good or ill, the operations and plans of the organization.
- Counseling management at all levels in the organization with regard to policy decisions, courses of action and communication, taking
Will 2014 be the year that social ERP catches on? And what about mobile ERP? Experts offer their predictions for the coming year.
The ERP field can be slow to change. But the last couple of years have unleashed forces which are fundamentally shifting the entire area. The experts tell us some of the new and continuing trends affecting enterprise software in 2014:
Eric Kimberling, managing partner at Panorama Consulting Solutions, said mobility continues to be a big trend. Executives and employees want real-time access to information, regardless of where they are.
"Gone are the days of accessing ERP system from a single computer – now employees use phones and tablets just as much -- if not more -- than they do a computer or laptop," said Kimberling. "Vendors are finally beginning to provide compelling and secure ways for employees to accomplish this, so look for increased adoption of mobile solutions."
Zach Nelson, CEO of NetSuite, concurs. He believes that in the coming year businesses will quickly embrace mobile ERP, not just for reports and dashboards, but for conducting key business processes.
Consumerization's Impact on ERP
Jeremy Roche, president and CEO of FinancialForce.com, sees consumerization of the back office as the key trend in
We are often asked, “what is the best way to create an analytics organization within my company?” While there is no one right answer, we have had the opportunity to observe many highly successful organizations and have identified a few keys to building and running a successful analytics organization.
Let’s start with the reporting structure. Who reports to whom? Who sets the strategy? We have observed firsthand the struggle organizations go through when trying to figure out where analytics should live within the organization — IT, Marketing, Finance, Operations, Office of the CEO. We believe that the analytics organization should report up through a “neutral party,” this avoids as much as possible the political infighting that happens when insights generated by the analytics organization reflect poorly on the performance of team leadership.
Having the analytics organization report directly to the COO or CEO, can help the organization properly prioritize the vision of the business as well as be protected and empowered to deliver true insights for all business units, even if the insights reported show negative results.
When is comes to structuring the team itself, there are four key roles that are critical to success. Depending on the company, one person could potentially play all four roles or there may be multiple people playing a single role. What is important is that each of the skillsets are properly represented in the team.
Director of Analytics
This role should report directly into the COO or CEO. The role is multi-focused, serving as both subject matter expert and mentor for
Dlence a pour objectif d’aider ses clients dans les analyses de données disponibles à l'interne et à l'externe afin de construire la meilleure stratégie d'affaires. Notre solution en temps réel favorise la collaboration et affine les modèles de décision. La stratégie proposée, faite de recommandations provenant notamment d’analyse de grandes quantités de données(Big Data), peut porter sur les produits à développer, l'organisation à mettre en place ainsi que les marchés à cibler.
Une fois la stratégie de l'entreprise démontrée et validée, Dlence développe une stratégie numérique complète, y compris la proposition de création de matériel commercial, design d’applications, sites web et plateformes spécifiques pour clients. Notre solution e-commerce prend en compte de multiples facettes, telles que concept éthique, protection de la propriété intellectuelle, contrôle des données, sécurité des paiements, respect des normes TVA et optimisation des moteurs de recherche.
La troisième étape de la réussite se trouve dans nos services de communication publique. Ces activités font le lien entre les solutions e-commerce précédemment développées, les clients actuels et prospects. Du contenu et des services optimisés seront proposés et mis en œuvre.
Nos dernières prestations spécialisées sont les applications d'entreprise type ERP. Celles-ci permettent d'obtenir un soutien incontournable de la relation client, les outils de consolidation, la gestion des besoins matériels, la gestion des talents et les solutions d’archivage électronique.
Dlence est convaincu que les forces de travail apprécient la mobilité et sont avides d'informations. Les entreprises doivent prendre en compte les risques et les opportunités dans les choix de développement informatique. L’analyse des données internes et externes permetd’obtenir uneexcellente vision. Dès aujourd’hui, avec Dlence,nous vous proposons de bénéficier d'une suite digitale complète qui traite de gros volumes de données, fournit des solutions de vente, de communication sur les réseaux sociaux et des outils d'optimisation qui mesurent le succès et réduisent les coûts.
N'hésitez pas à nous contacter pour plus de renseignements ou une recevoir une offre.