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steve hawk

Mortgage Calculator Galway - 0 views

hennellyfinance.ie/index.php

mortgage calculator ireland finance insurance

shared by steve hawk on 07 Jun 12 - No Cached
  • steve hawk on 07 Jun 12
     
    Hennelly Finance ensures the helps the customers on selecting appropriate mortgages which will prove to be a secured future plan and financial situation.
Miguel Membrado

A new way to work with Zoho | FastCompany.TV - 0 views

www.fastcompany.tv/...a-new-way-work-with-zoho

zoho onlineoffice enterprise2.0 newwayofworking work management saas cloudcomputing

shared by Miguel Membrado on 24 Feb 09 - Cached
  • Miguel Membrado on 24 Feb 09
     
    Think you know what work might look like in the future? Zoho's evangelist (and guy who setup their data center) Raju Vegesna shows me how he can gather data from the Internet, process it in a spreadsheet, and build a report -- all within minutes using Zoho's free services. Oh, and all while he could be collaborating with coworkers from around the world on live data. This is a new way to work and it's pretty exciting to think about how cloud-based technologies like Zoho's suite of applications will change how we'll work
Yan Thoinet

Collaborative Thinking: Enterprises Not One Dimensional - Technology Not the Only Influ... - 0 views

mikeg.typepad.com/...enterprises-not.html

entreprise2.0

shared by Yan Thoinet on 03 Feb 08 - Cached
  • Business leaders often view social software through the lens of consumer market trends (e.g., user-generated content) and media coverage of popular Internet sites (i.e., Facebook).
  • Expressing technology value in a business context is fundamental for strategists to gain credibility as they explore new work models made possible through social systems.
  • IT strategists often view social software quite differently, considering such tools as part of the natural progression of existing collaboration and content platforms
  • ...2 more annotations...
  • Transforming social structures within an organization to leverage community relationships across a network of customers, partners, suppliers, and employees has become a key competency demonstrated by high performing enterprises.
  • Enterprises Not One Dimensional - Technology Not the Only Influence on the Future Enterprise
Yan Thoinet

Bloc Note de Bertrand DUPERRIN » A venir : l'émergence du management 2.0. Mai... - 0 views

www.duperrin.com/...t-20-mais-quid-des-managers-20

entreprise2.0 manager2.0

shared by Yan Thoinet on 04 Mar 08 - Cached
  • David Gurteen faisait justement dernièrement le rapprochement entre les usages du web 2.0 et le management 2.0 sur le fondement de ce que Gary Hamel écrivait à ce sujet dans The Future Of Management. Mais il posait également la question suivante : qui seront les managers 2.0 ? Seront ils les managers “1.0″ qui auront changé ? Faut il attendre que les premiers disparaissent du circuit pour voir une nouvelle génération prendre le pouvoir ?
  • j’ai peur que si on attend la passation de pouvoir entre deux générations il sera trop tard.
  • Alors, doit on attendre l’arrivée des digital natives ? Oui certainement. Mais avant eux il y a également une génération intermédiaire qu’il ne faut pas oublier, qui est prise entre deux feux aujourd’hui mais ne demande qu’à jouer le jeu.
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  • Peut on “upgrader” les seniors ? Oui, certains en tout cas. Mais pas en passant en force. Cette génération n’est pas foncièrement hermétique, mais l’expérience lui a également appris le recul et la circonspection. Et ils sont habitués à des cycles de changement beaucoup plus longs que ceux que nous connaissons et connaitrons à l’avenir. Le changement passera par l’exemple. Ils ne sont pas contre a priori, mais ils sont également les gardiens d’un système qui fonctionne (plus ou moins) tant que la preuve que quelque chose de plus efficace existe ne leur sera pas apportée de manière tangible. Bien sur qui ne tente rien n’a rien et, c’est peut être là le point d’achoppement principal, ils ont moins la culture de l’expérimentation que leurs successeurs.
  • Bref nous entrons dans une ère de transition où on devra s’appuyer sur des seniors moteurs, en convaincre quelque autres, faire en sorte que les digital natives ne s’acculturent pas et utiliser la génération intermédiaire comme véritable cheville ouvrière
  • construire des synergies entre ces deux tendances qui seront les piliers de l’entreprise dès demain.
  • A moins que la réalité économique ne nous impose une transition plus abrupte…
Christophe Deschamps

Open-Source Spying - 0 views

www.nytimes.com/...03intelligence.html

ib renseignement entreprise 2.0 enterprise 2.0 gestion projet 2.0 adoption technos 2.0

shared by Christophe Deschamps on 15 Jul 09 - Cached
  • The spy agencies were saddled with technology that might have seemed cutting edge in 1995.
  • Theoretically, the intelligence world ought to revolve around information sharing. If F.B.I. agents discover that Al Qaeda fund-raising is going on in Brooklyn, C.I.A. agents in Europe ought to be able to know that instantly.
  • Writing reports was thus a leisurely affair, taking weeks or months; thousands of copies were printed up and distributed via interoffice mail. If an analyst’s report impressed his superiors, they’d pass it on to their superiors, and they to theirs — until, if the analyst was very lucky, it landed eventually in the president’s inner circle.
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  • When the Orange Revolution erupted in Ukraine in late 2004, Burton went to Technorati, a search engine that scours the “blogosphere,” to find the most authoritative blog postings on the subject. Within minutes, he had found sites with insightful commentary from American expatriates who were talking to locals in Kiev and on-the-fly debates among political analysts over what it meant. Because he and his fellow spies were stuck with outdated technology, they had no comparable way to cooperate — to find colleagues with common interests and brainstorm online.
  • Indeed, throughout the intelligence community, spies are beginning to wonder why their technology has fallen so far behind — and talk among themselves about how to catch up. Some of the country’s most senior intelligence thinkers have joined the discussion, and surprisingly, many of them believe the answer may lie in the interactive tools the world’s teenagers are using to pass around YouTube videos and bicker online about their favorite bands.
  • perhaps, they argue, it’ s time to try something radically different. Could blogs and wikis prevent the next 9/11?
  • during the cold war, threats formed slowly. The Soviet Union was a ponderous bureaucracy that moved at the glacial speed of the five-year plan. Analysts studied the emergence of new tanks and missiles, pieces of hardware that took years to develop.
  • Analysts also did not worry about anything other than their corners of the world.
  • The F.B.I. terminals were connected to one another — but not to the computers at any other agency, and vice versa.
  • If an analyst requested information from another agency, that request traveled through elaborate formal channels. The walls between the agencies were partly a matter of law.
  • Islamist terrorists, as 9/11 proved, behaved utterly unlike the Soviet Union. They were rapid-moving, transnational and cellular.
  • To disrupt these new plots, some intelligence officials concluded, American agents and analysts would need to cooperate just as fluidly — trading tips quickly among agents and agencies. Following the usual chain of command could be fatal. “To fight a network like Al Qaeda, you need to behave like a network,” John Arquilla,
  • What most impressed Andrus was Wikipedia’s self-governing nature. No central editor decreed what subjects would be covered. Individuals simply wrote pages on subjects that interested them — and then like-minded readers would add new facts or fix errors.
  • Spies, Andrus theorized, could take advantage of these rapid, self-organizing effects. If analysts and agents were encouraged to post personal blogs and wikis on Intelink — linking to their favorite analyst reports or the news bulletins they considered important — then mob intelligence would take over.
  • Pieces of intel would receive attention merely because other analysts found them interesting. This grass-roots process, Andrus argued, suited the modern intelligence challenge of sifting through thousands of disparate clues: if a fact or observation struck a chord with enough analysts, it would snowball into popularity, no matter what their supervisors thought.
  • This control over the flow of information, as the 9/11 Commission noted in its final report, was a crucial reason American intelligence agencies failed to prevent those attacks. All the clues were there — Al Qaeda associates studying aviation in Arizona, the flight student Zacarias Moussaoui arrested in Minnesota, surveillance of a Qaeda plotting session in Malaysia — but none of the agents knew about the existence of the other evidence. The report concluded that the agencies failed to “connect the dots.”
  • He pointed out that the best Internet search engines, including Google, all use “link analysis” to measure the authority of documents.
  • Each agency had databases to amass intelligence, but because of the air gap, other agencies could not easily search them. The divisions were partly because of turf battles and partly because of legal restrictions — but they were also technological.
  • This, Burton pointed out, is precisely the problem with Intelink. It has no links, no social information to help sort out which intel is significant and which isn’t. When an analyst’s report is posted online, it does not include links to other reports, even ones it cites.
  • “Analytical puzzles, like terror plots, are often too piecemeal for individual brains to put together. Having our documents aware of each other would be like hooking several brains up in a line, so that each one knows what the others know, making the puzzle much easier to solve.”
  • With Andrus and Burton’s vision in mind, you can almost imagine how 9/11 might have played out differently. In Phoenix, the F.B.I. agent Kenneth Williams might have blogged his memo noting that Al Qaeda members were engaging in flight-training activity. The agents observing a Qaeda planning conference in Malaysia could have mentioned the attendance of a Saudi named Khalid al-Midhar; another agent might have added that he held a multi-entry American visa. The F.B.I. agents who snared Zacarias Moussaoui in Minnesota might have written about their arrest of a flight student with violent tendencies. Other agents and analysts who were regular readers of these blogs would have found the material interesting, linked to it, pointed out connections or perhaps entered snippets of it into a wiki page discussing this new trend of young men from the Middle East enrolling in pilot training.
    • Christophe Deschamps
      Christophe Deschamps on 15 Jul 09
       
      Peut-être un peu idyllique?
  • “The 16 intelligence organizations of the U.S. are without peer. They are the best in the world. The trick is, are they collectively the best?”
  • in a system like this, as Andrus’s theory goes, the dots are inexorably drawn together. “Once the intelligence community has a robust and mature wiki and blog knowledge-sharing Web space,”
  • In the fall of 2005, they joined forces with C.I.A. wiki experts to build a prototype of something called Intellipedia, a wiki that any intelligence employee with classified clearance could read and contribute to.
  • From now on, Meyerrose said, each agency would have to build new systems using cheaper, off-the-shelf software so they all would be compatible. But bureaucratic obstacles were just a part of the problem Meyerrose faced. He was also up against something deeper in the DNA of the intelligence services. “We’ve had this ‘need to know’ culture for years,” Meyerrose said. “Well, we need to move to a ‘need to share’ philosophy.”
  • By the late summer, Fingar decided the Intellipedia experiment was sufficiently successful that he would embark on an even more high-profile project: using Intellipedia to produce a “national intelligence estimate” for Nigeria. An N.I.E. is an authoritative snapshot of what the intelligence community thinks about a particular state — and a guide for foreign and military policy.
  • But it will also, Fingar hopes, attract contributions from other intelligence employees who have expertise Fingar isn’t yet aware of — an analyst who served in the Peace Corps in Nigeria, or a staff member who has recently traveled there.
  • In the traditional method of producing an intelligence estimate, Fingar said, he would call every agency and ask to borrow their Africa expert for a week or two of meetings. “And they’d say: ‘Well, I only got one guy who can spell Nigeria, and he’s traveling. So you lose.’ ” In contrast, a wiki will “change the rules of who can play,” Fingar said, since far-flung analysts and agents around the world could contribute, day or night.
  • Intelink allows any agency to publish a Web page, or put a document or a database online, secure in the knowledge that while other agents and analysts can access it, the outside world cannot.
  • Rasmussen notes that though there is often strong disagreement and debate on Intellipedia, it has not yet succumbed to the sort of vandalism that often plagues Wikipedia pages, including the posting of outright lies. This is partly because, unlike with Wikipedia, Intellipedia contributors are not anonymous. Whatever an analyst writes on Intellipedia can be traced to him. “If you demonstrate you’ve got something to contribute, hey, the expectation is you’re a valued member,” Fingar said. “You demonstrate you’re an idiot, that becomes known, too.”
  • So why hasn’t Intelink given young analysts instant access to all secrets from every agency? Because each agency’s databases, and the messages flowing through their internal pipelines, are not automatically put onto Intelink. Agency supervisors must actively decide what data they will publish on the network — and their levels of openness vary.
  • It would focus on spotting and predicting possible avian-flu outbreaks and function as part of a larger portal on the subject to collect information from hundreds of sources around the world, inside and outside of the intelligence agencies.
  • Operational information — like details of a current covert action — is rarely posted, usually because supervisors fear that a leak could jeopardize a delicate mission.
  • “See, these people would never have been talking before, and we certainly wouldn’t have heard about it if they did,” the assistant said. By September, the site had become so loaded with information and discussion that Rear Adm. Arthur Lawrence, a top official in the health department, told Meyerrose it had become the government’s most crucial resource on avian flu.
  • Intelink has grown to the point that it contains thousands of agency sites and several hundred databases. Analysts at the various agencies generate 50,000 official reports a year, many of which are posted to the network. The volume of material online is such that analysts now face a new problem: data overload. Even if they suspect good information might exist on Intelink, it is often impossible to find it. The system is poorly indexed, and its internal search tools perform like the pre-Google search engines of the ’90s.“
  • But Meyerrose insists that the future of spying will be revolutionized as much by these small-bore projects as by billion-dollar high-tech systems. Indeed, he says that overly ambitious projects often result in expensive disasters, the way the F.B.I.’s $170 million attempt to overhaul its case-handling software died in 2005 after the software became so complex that the F.B.I. despaired of ever fixing the bugs and shelved it. In contrast, the blog software took only a day or two to get running. “We need to think big, start small and scale fast,” Meyerrose said.
  • But the agency’s officials trained only small groups of perhaps five analysts a month. After they finished their training, those analysts would go online, excited, and start their blogs. But they’d quickly realize no one else was reading their posts aside from the four other people they’d gone through the training with. They’d get bored and quit blogging, just as the next trainees came online.
  • This presents a secrecy paradox. The Unclassified Intellipedia will have the biggest readership and thus will grow the most rapidly; but if it’s devoid of truly sensitive secrets, will it be of any use?
  • Many in the intelligence agencies suspect not. Indeed, they often refuse to input sensitive intel into their own private, secure databases; they do not trust even their own colleagues, inside their own agencies, to keep their secrets safe.
  • These are legitimate concerns. After the F.B.I. agent Robert Hanssen was arrested for selling the identities of undercover agents to Russia, it turned out he had found their names by trawling through records on the case-support system.
  • “When you have a source, you go to extraordinary lengths to protect their identities,” I. C. Smith, a 25-year veteran of the bureau, told me. “So agents never trusted the system, and rightly so.”
  • What the agencies needed was a way to take the thousands of disparate, unorganized pieces of intel they generate every day and somehow divine which are the most important.
  • A spy blogosphere, even carefully secured against intruders, might be fundamentally incompatible with the goal of keeping secrets. And the converse is also true: blogs and wikis are unlikely to thrive in an environment where people are guarded about sharing information. Social software doesn’t work if people aren’t social.
  • the C.I.A. set up a competition, later taken over by the D.N.I., called the Galileo Awards: any employee at any intelligence agency could submit an essay describing a new idea to improve information sharing, and the best ones would win a prize.
  • The first essay selected was by Calvin Andrus, chief technology officer of the Center for Mission Innovation at the C.I.A. In his essay, “The Wiki and the Blog: Toward a Complex Adaptive Intelligence Community,”
  • The chat room was unencrypted and unsecured, so anyone could drop in and read the postings or mouth off. That way, Meyerrose figured, he’d be more likely to get drop-ins by engineers from small, scrappy start-up software firms who might have brilliant ideas but no other way to get an audience with intelligence chiefs. The chat room provoked howls of outrage. “People were like, ‘Hold it, can’t the Chinese and North Koreans listen in?’ ” Meyerrose told me. “And, sure, they could. But we weren’t going to be discussing state secrets. And the benefits of openness outweigh the risks.”
  • Indeed, Meyerrose’s office is building three completely separate versions of Intellipedia for each of the three levels of secrecy: Top Secret, Secret and Unclassified. Each will be placed on a data network configured so that only people with the correct level of clearance can see them — and these networks are tightly controlled, so sensitive information typed into the Top Secret Intellipedia cannot accidentally leak into the Unclassified one.
  • For the intelligence agencies to benefit from “social software,” he said, they need to persuade thousands of employees to begin blogging and creating wikis all at once. And that requires a cultural sea change: persuading analysts, who for years have survived by holding their cards tightly to their chests, to begin openly showing their hands online.
    • Christophe Deschamps
      Christophe Deschamps on 15 Jul 09
       
      Un point essentiel. Il faut commencer petit technologiquement et grand humainement!
  • Fingar says that more value can be generated by analysts sharing bits of “open source” information — the nonclassified material in the broad world, like foreign newspapers, newsletters and blogs. It used to be that on-the-ground spies were the only ones who knew what was going on in a foreign country. But now the average citizen sitting in her living room can peer into the debates, news and lives of people in Iran. “If you want to know what the terrorists’ long-term plans are, the best thing is to read their propaganda — the stuff out there on the Internet,”
  • Beat cops in Indiana might be as likely to uncover evidence of a terror plot as undercover C.I.A. agents in Pakistan. Fiery sermons printed on pamphlets in the U.K. might be the most valuable tool in figuring out who’s raising money for a possible future London bombing. The most valuable spy system is one that can quickly assemble disparate pieces that are already lying around — information gathered by doctors, aid workers, police officers or security guards at corporations.
  • The premise of spy-blogging is that a million connected amateurs will always be smarter than a few experts collected in an elite star chamber; that Wikipedia will always move more quickly than the Encyclopaedia Britannica; that the country’s thousand-odd political bloggers will always spot news trends more quickly than slow-moving journalists in the mainstream media.
  • In three meetings a day, the officials assess all the intel that has risen to their attention — and they jointly decide what the nation’s most serious threats are.
  • The grass roots, they’ve found, are good at collecting threats but not necessarily at analyzing them. If a lot of low-level analysts are pointing to the same inaccurate posting, that doesn’t make it any less wrong.
  • Without the knowledge that comes from long experience, he added, a fledgling analyst or spy cannot know what is important or not. The counterterrorism center, he said, should decide which threats warrant attention.
  • Many of the officials at the very top, like Fingar, Meyerrose and their colleagues at the office of the director of national intelligence, are intrigued by the potential of a freewheeling, smart-mobbing intelligence community. The newest, youngest analysts are in favor of it, too. The resistance comes from the “iron majors” — career officers who occupy the enormous middle bureaucracy of the spy agencies. They might find the idea of an empowered grass roots to be foolhardy; they might also worry that it threatens their turf.
  • The normal case for social software is failure,” Shirky said. And because Intellipedia is now a high-profile experiment with many skeptics, its failure could permanently doom these sorts of collaborative spy endeavors.
  • It might be difficult to measure contributions to a wiki; if a brilliant piece of analysis emerges from the mob, who gets credit for it?
  • “A C.I.A. officer’s career is advanced by producing reports,”
  • Though D.N.I. officials say they have direct procurement authority over technology for all the agencies, there’s no evidence yet that Meyerrose will be able to make a serious impact on the eight spy agencies in the Department of Defense, which has its own annual $38 billion intelligence budget — the lion’s share of all the money the government spends on spying.
  • if the spies do not join the rest of the world, they risk growing to resemble the rigid, unchanging bureaucracy that they once confronted during the cold war.
  • Christophe Deschamps on 15 Jul 09
     
    Article du NY Times qui décrit en détail le projet Intellipedia, avantages, inconvénients,.... Très intéressant pour l'étude de cas de déploiement d'un projet 2.0. les risques et écueils ne sont pas oubliés. D'autant plus utile que c'est sans doute l'un des plus anciens projets de grande envergure de ce type actuellement. 10 pages.
Yan Thoinet

Enterprise 2.0 SUMMIT: E2.0 SUMMIT - 0 views

www.enterprise2.0-summit.de/program.html

evenements-web

shared by Yan Thoinet on 04 Mar 08 - Cached
  • Conference ProgramExclusive insights from best practices and international keynotes give an overview about the status-quo and the future of this topic.
Elise Carbone

Le candidat du futur? - 0 views

www.journaldunet.com/...r-vendre-ses-competences-shtml

rh candidat réseau social vidéo cv

shared by Elise Carbone on 30 Apr 09 - Cached
  • Elise Carbone on 30 Apr 09
     
    Un homme vente ses compétences grâce à un clip vidéo qu'il diffuse sur son blog...
Christophe Deschamps

Management.fr Vs 21ième siècle : le coût de la hiérarchie et du contrôle - 2 views

ceciiil.wordpress.com/...e-la-hierarchie-et-du-controle

ib entreprise 2.0 enterprise 2.0 adoption technos 2.0 Etudes

shared by Christophe Deschamps on 16 Feb 10 - Cached
  • Right now, your company has 21st-century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles. (Gary Hamel – The Future Of Management)
  • Cette étude visait à démontrer que la culture d’entreprise ne pouvait pas être la même dans toutes les filiales car elle ne faisait nullement disparaître la culture nationale ; dans le meilleur des cas, elle se juxtaposait à elle.
  • Dans le cadre de cette étude, Hofstede mesure les distances hiérarchiques des différentes filiales. Pour un indice médian de 57, il mesure des distances hiérarchiques faibles dans les pays scandinaves (moins de 31) et anglo-saxons (moins de 40) et élevé en France (68).
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  • Dans cette même étude, Hofstede mesure le contrôle d’incertitude.Le contrôle faible suppose davantage d’acceptation des situations comme ambiguës, réversibles dans leurs malheurs et leurs bonheurs. Les personnes sont acceptées comme pouvant changer d’humeur et de décision. Le contrôle fort veut s’appuyer sur des bases assurées qui peuvent aller de précautions concrètes à des précautions juridiques voire religieuses. Le contrôle fort est très en rapport avec le développement de la culture scientifique et techniqueEncore une fois, la France se classe en haut du tableau avec un contrôle fort de l’incertitude (un score de 86) tandis que les pays anglo-saxons ou nordiques affichent des résultats faibles attestant d’un contrôle faible de l’incertitude.
  • la primauté de la hiérarchie va à l’encontre des valeurs ayant emergé de la culture collaborative internet
  • Depuis au moins dix ans, la France est en retard sur les principaux pays de l’OCDE en matière de développement du télétravail (notamment dans l’administration), quelles que soient les sources ou les approches statistiques. Dans les pays scandinaves et anglo-saxons notamment, il concerne deux à trois fois plus de salariés.
  • ce détail a un coût. Cisco a ainsi publié un rapport intitulé the The Economics of Collaboration, et dans lequel l’entreprise explique comment en mettant en oeuvre des outils collaboratifs et en facilitant la mobilité des employés avec entre autres une démocratisation du télétravail, celle-ci a obtenu des résultats étonnants : Cisco IBSG analysis shows that Cisco realized net benefits of $691 million/year through its Web 2.0 and visual collaboration investments in FY08. (…) These benefits represent a 4.9 percent productivity increase for Cisco. We believe this is just the beginning of the value creation we will see around the new collaborative web.
  • These solutions achieve their remarkable benefits by removing the costs and inefficiencies with which our employees have been struggling. Eliminating these inefficiencies not only brings financial benefits to the company; it also increases employees’ work/life balance, reduces stress and fatigue from extensive travel, and increases job satisfaction.
  • Christophe Deschamps on 16 Feb 10
     
    Analyse d'études sur le contrôle et la hiérarchie dans les entreprises. Le modèle français est-il encore adapté?
Christophe Gauthier

Sens du client - Le blog des professionnels du marketing client: Les 10 tendances du Se... - 3 views

sensduclient.blogspot.com/...es-du-sens-du-client-2010.html

secafi meslectures 2011 2010 publicité mutation marketing attention infobésité havas digital web2.0 socialmedia entreprise2.0 Twitter management

shared by Christophe Gauthier on 04 Apr 10 - Cached
  • Les 10 tendances du Sens du client 2010
  • LE CLIENT SERA PLUSIEURS Le client est devenu mutliple. Présent à plusieurs endroits sous une forme différente, c’est un individu fragmenté auquel les marketers doivent désormais faire face. Multiples identités (on compte en France 2,4 adresses mails par personne et 65% ont 2 adresses ou plus), contextes variables : le client est plusieurs et il devient parfois invisible. Pour les entreprises qui gèrent des données concernant leurs clients (une catégorie en très forte augmentation), l’organisation de ces données, la déduplication et la segmentation sont devenues des exercices complexes.
  • Au moment ou le marketing de masse laisse place au marketing comportemental ou ciblé, le marketing des données devient un marketing de masse. La preuve : le one-to-one est moins à la mode que la gestion des communautés qui est une espèce de one to many. On parle désormais de social CRM comme pour habiller délicatement l’ignorance dans laquelle se trouvent beaucoup d’entreprises. Les systèmes d’information qui ont couté des millions aux entreprises se révèlent insuffisants pour appréhender la réalité du client. Comment donner du sens à ces masses de données ? Comment appréhender les nouveaux segments de clients ?
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  • les nouveaux segments sont devenus un fait acquis, alors demandez-vous : comment concevrais-je mon organisation si je savais que dans les cinq prochaines années, 5 ou 6 segments émergeront pour occuper plus de la moitié de mon chiffre d'affaire ?
  • la convergence des canaux de relation et la cohérence des sollicitations. Comment avoir une vision unique du client et comment gérer la pression de communication ? Comment comprendre un client multiple et anticiper son comportement ?
  • LE CLIENT SERA SEUL Le self-service est un progrès de notre société
  • LE CLIENT SERA ECO-SENSIBLE Passer la marque à la machine sur le programme « GreenWashing » : l'occupation de ces dernières années pour les entreprises au marketing qui lave plus vert. Sous la pression d’une actualité dramatisante et de clients anxieux, presque toutes les entreprises adoptent les valeurs « développement durable » ou « respect de l’environnement », espérant réchauffer le climat entre leurs clients et elles
  • Mais le client veut des marques ou des enseignes disponibles et réactives, il désire être autonome, échanger en temps réel n’importe quel jour et à n’importe quelle heure, dans une relation personnalisée
  • En 2009, 36% des entreprises, soit deux fois plus qu’en 2008, (selon cette étude) « ont opté pour les modes de communication économiques, comme le Web et le self-service ». Parfois mauvais calcul quand on constate que –selon la même étude- « Malgré la mise en place de ces services sur Internet, les centres de contacts constatent que le nombre d’appels entrants n’a pas été impacté
  • Dès qu’on ouvre un nouveau canal de relation avec le client type Serveur Vocal Interactif, celà aurait plutôt tendance à faire croitre le nombre de contact globalement. Au bénéfice de la marque qui maitrise l’information qui la concerne et héberge la conversation, et au bénéfice du client qui choisit son mode de communication
  • apporter un vrai bénéfice au client lorsqu’il est seul. Seul face à un site Internet, avec un SVI, une borne interactive, il se sent trop souvent abandonné
  • Bénéfices évidents du client seul : l’aspect pratique et la réduction des prix.
  • les marques ont l’occasion unique de redonner du sens à leur discours avec des valeurs et de créer du lien avec leurs clients. Seront gagnantes les marques qui apporteront des preuves concrètes, qui feront des gestes sans calcul cynique sur un sujet qui n’est pas prêt de quitter l’esprit du client
  • LE CLIENT SERA ORGANISE On sait que le client est multiple, tout comme le sont les propositions commerciales qui s’adressent à lui. Lorsque celles–ci manquent de clarté ou sont défaillantes dans le bénéfice réel, le client revoit ses préférences et hiérarchise ses fournisseurs. Parfois perdu (8 français sur 10 ignorent encore ce que sont les soldes flottants ), souvent sur-sollicité (rappelons que nous sommes confrontés à 400 messages commerciaux par jour-source Francoscopie 2010), le client doit s’organiser
  • LSA nous rapporte qu’une enseigne espagnole a conçu et marketé son espace de vente en trois circuits d’achat : court (convenience store), moyen (achats quotidiens) et longs (courses de la semaine) pour répondre aux besoins du client.
  • LE CLIENT SERA AMELIORE (Photo Avatar). Le client est un roi doté de super-pouvoirs. Entourés, enrichis, connectés, les français sont 67% à avoir accès à Internet chez eux (+6% en un an), et 82% des Français de plus de 12 ans ont un téléphone mobile. Le monde dans le creux de sa main est une réalité pour déjà 5 millions de personnes utilisant Internet mobile (doublement en un an) Source : ARCEP. Le client est assisté, aidé : il ne faut plus faire partie d'une minorité de privilégiés pour savoir qu'il faut tourner à droite dans 200 mètres avec son GPS embarqué dans sa voiture ou sur son téléphone mobile... Le client français a adopté les réseaux sociaux : près de 16 millions d’inscrits dont les trois quarts pour « rester en contact avec leurs amis ». Le réseau social virtuel qui entoure le client l’aide aussi à faire des choix dans sa consommation. Selon Harris interactive (pour Fleishman Hillard), "50% des français pensent qu’Internet les aide à prendre de meilleures décisions d’achat" et "85% des consommateurs consultent les avis des internautes avant d’acheter". Le téléphone est devenu « smart » pour 3,5 millions d’utilisateurs nouveaux en une année, et pas tous des professionnels ! Que vous partiez en voyage ou que vous vous rendiez au restaurant du coin, vous trouverez sur la route de votre choix des avis de consommateurs en qui vous avez confiance.
  • prendre sa place dans un monde digital et virtuel pour y accueillir son client. Proposer de nouvelles voies d'accès et de dialogue avec lui.
  • LE CLIENT SERA OCCUPE La moitié des adolescents regardent déjà la télé en surfant sur le net et 47% utilisent leur téléphone mobile en étant connectés (source Forrester). La multi-activité se développe
  • Le client est surbooké et ce que nous nommons une maladie pour nos enfants n’est que la caricature et le signe précurseur d’un futur proche de consommateur de média. Le client n’est pas absent ou distrait, il est très occupé. Les Français ont eu en moyenne 40,4 contacts par jour avec une activité média ou multimédia (hors ordinateur) en 2009, un chiffre toujours en augmentation. Un français sur deux se connecte chaque jour à Internet, et les médias sont de plus en plus consultés sur de nouveaux supports
  • LE CLIENT SERA FAN Les grandes marques vont sortir de la crise avec panache et le client n’attend que ça. Pourquoi ? Parce qu’il a désormais la possibilité de se manifester et de faire savoir qu’il aime une marque ou qu’il s’y intéresse sur les réseaux sociaux. 40% des inscrits à Facebook sont amis ou fans des marques et 25% « suivent » des marques sur Twitter selon Razorfish
  • LE CLIENT SERA BAVARD Si je me fie à ce compteur Twitter, au mois de mars prochain, nous passerons la barre des 10 milliards de tweets. Rien qu’en France, si on suit les 25 premiers utilisateurs de ce réseau social, on peut lire 360 000 posts de 140 caractères Pour 23% des Français de plus de 12 ans inscrits sur les réseaux sociaux , le quotidien est fait de conversations.
  • Un tweet sur 5 concernerait un échange d’expérience à propos d’une marque. C’est considérable. A la recherche de la relation authentique, de l’avis sincère, le client est prêt à contribuer et donner de son temps. Sur le très fiable site d’avis consommateurs Beauté Test par exemple, tous les jours, 400 nouveaux avis sont postés et 10 à 20 nouveaux produits sont référencés. On donne la parole au client, il en fait un usage à son profit !
  • les avis seront de plus en plus donnés en temps réel (18% des membres Facebook mettent à jour leur profil depuis un téléphone mobile)
  • favoriser l’expression du client en la rationnalisant. Et face à l’infopollution, investir dans le tri sélectif
  • LE CLIENT SERA AVENTUREUX Seuls 15 %, c’est-à dire un client sur sept se déclare «fidèle » aux marques et 21 % sont moins fidèle qu’avant, c’est ce qu’avait révélé l’étude faite en 2009 à l’occasion de la Saint Fidèle sur ce blog.
  • Laurent Habib de RSCG C&O déclarait à LSA le 29 octobre dernier : «les marques ne parviennent plus à justifier leur positionnement premium, ni a susciter la préférence et la fidélité». Sensible au prix, le client observe avec un scanner dans les yeux les propositions low cost et les propositions premium, délaissant un ventre mou sans odeur et sans saveur. Il privilégie la valeur d’usage et se montre critique envers les innovations sans bénéfice
  • proposer aux clients de vraies innovations, prendre des risques. C’est le moment de mettre en pratique le subtil précepte de Jacques Séguéla (qui a le sens de la formule) : « moins de tests, plus de testicules »
  • LE CLIENT SERA ENTENDU 20% des français ont déjà dénoncé en ligne des entreprises ayant mal agi à leurs yeux TNS Sofres LSA 11/09. Nous sommes entrés dans le nouvel âge de la relation client, l’époque où le client peut s’exprimer et être entendu par des milliers de personnes (cf mon billet à ce sujet). Le patron d’Amazon disait "Si vous rendez vos clients mécontents dans le monde réèl, ils sont susceptibles d'en parler chacun à 6 amis. Sur internet, vos clients mécontents peuvent en parler chacun à 6000 amis."
  • gérer sa réputation et repenser son organisation pour l’orienter vers un client omniprésent. Il ne s’agit plus de surveiller ou faire du buzz monitoring mais bien de pratiquer une écoute active et participer à un nouvel échange.
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