Friday, January 28, 2011
Carrefour a invité les 30 étudiants du "Master Distribution et Relation Client" de l’Université Paris-Dauphine à la finale du « Match ». Les étudiants organisés en 6 équipes en compétition ont relevé le défi en proposant de réelles solutions autour de deux problématiques : l’une portant sur le marché des séniors, l’autre sur les produits du rayon surgelés.
L’objectif pour Carrefour est triple :
- Confronter les étudiants à la réalité professionnelle en les mettant face à un enjeu réel
- Travailler la marque employeur de Carrefour auprès de ce Mastère très spécialisé de l’université Paris Dauphine
- Identifier les talents qui se sont exprimés pour les recruter
Sur les produits surgelés, une équipe sur les 3 en compétition a été désignée vainqueur du « Match » par Carrefour.
Il s’agit de : Chloé Douville, Mélanie Le Parquic, Charles Falque-Pierrotin, Céline Maheu et Marine Lehobey
Sur le marché séniors l'équipe vainqueur du match : Flavie Barthel, Charlotte Ciboit, Elena Boric, Rathsamy Thirakul et Marie Cholet.
Tuesday, January 25, 2011
- Les réseaux sociaux: Twitter et Facebook en tête
- La mobilité, avec Foursquare, mais tout un arsenal de possibilité de communications sur mobile.
- La géolocalisation
- La réalité augmentée
- Access for Twitter followers to special parking places on the busiest shopping day of the year: “OnDecember 18, tomorrow, the Mall of America will close its north surface parking lot, just steps away from the north entrance to the mall, reserving 96 spaces for its Twitter followers. To snag one of the coveted spots, Twitter followers needed to register on Eventbrite.”
- Special promotions for Foursquare and Facebook Places users: “the Mall of America will offer a $25 gift card to the first five people who check in on Foursquare each day from December 20 through December 23. And on Facebook Places, the Mall of America Youth Foundation will donate $1 for each check-in through December 24, up to $500 each to VEAP, or Volunteers Enlisted to Assist People, and One Heartland, which operates camps for children impacted by HIV/AIDS.”
The mall business is wondering right now how they may become more attractive to counter attack the Internet offensive. I actually attended last year a conference in France with most of the main mall business people on how to use new technologies to lead traffic in store. It was quite interesting; even though I saw that these people were far from understanding the new customer trends (those people are more real estate managers than marketing/customer relationship management experts).
I hope it will give some ideas to some mall managers in France, to incorporate technologies and/or social media to boost foot traffic in malls.
What do you think about it?
Monday, January 24, 2011
Néanmoins, j’ai lu le mois dernier que l’audience de Twitter commencerait à stagner en France :
« Le nombre de visiteurs uniques était passé de 78.000 en octobre 2008 à 1,5 million en octobre 2009.
En 2010, l'audience de Twitter a continué d'augmenter, mais pas dans les mêmes proportions, puisque l'on observe cette fois une hausse de 21%. Plus intéressant, un pic a été atteint au mois de mars. Depuis, le nombre de visiteurs uniques s'est stabilisé autour de 2 millions, et ne progresse plus vraiment. »
Pour moi, ces chiffres ne peuvent pas être pris sérieusement : les clients Twitter représente une source importante de traffic. Etant donné que Twitter est très utilisé en mobilité, il est logique qu’une grosse partie de l’utilisation ce fait via des applications comme Seesmic, ou encore le client Twitter. D’ailleurs, la baisse de l’utilisation de Twitter semblerait intervenir en juin, lorsque Twitter a commencé à créer ses propres clients sur les différentes plateformes mobiles.
Mais cet article soulève un autre point : La mesure des sites Internet. En effet, avec l’avènement de l’Internet mobile et surtout des applications mobiles, il va être de plus en plus difficile de suivre la fréquentation des sites Internet. De plus, il ne faut pas oublier qu’une grosse partie de la fréquentation des sites est en train de migrer vers les réseaux sociaux, notamment Facebook. Certains sites de marques ont des trafics plus fort sur leurs pages Facebook que sur leurs sites.
Il va donc falloir trouver un moyen d’intégrer les statistiques de visites sur mobile et sur les pages Facebook et Twitter (outils qui n’existent pas réellement à ma connaissance), pour pouvoir gérer des sites de marque à l’avenir.
Internet est devenu un média multi canal, complexe à gérer, comprenant comme composantes principales :
- Le site Internet
- L’activité mobile
- L’activité sur les réseaux sociaux
- Tout ce qui est push, notamment l’emailing, l’achat de mots clés.
Nous nous trouvons dans une situation proche de celle du début du CRM et de la gestion de la relation client. Ainsi, la multiplication des canaux de marketing direct (courrier, téléphone, emails, contact avec le vendeur, etc…) a obligé les sociétés à construire des programmes CRM importants, visant à coordonner ces différents canaux. Maintenant, sur Internet, cela va devenir la même chose.
Qu’en pensez-vous ?
Friday, January 21, 2011
Ce mal est très français. En effet, aux Etats-Unis, depuis de très longues années, distributeurs et fournisseurs travaillent ensemble afin de pouvoir optimiser leurs affaires mutuelles. Notamment, c’est de ces bonnes relations qu’est né le category management.
En France, le category management existe bien évidemment, et est très performant. Néanmoins, les rapports restent toujours basés la plupart du temps sur le rapport de force.
Lars Olofsson est le directeur général du groupe Carrefour, distributeur français, 2ème distributeur mondial et 7ème plus gros employeur privé dans le monde. L’une des particularités de Lars Olofsson est qu’il vient du monde du fournisseur. Ainsi, il connait bien l’envers du décor, mais surtout, a la réelle volonté d’améliorer les pratiques et relations que Carrefour entretien avec ses principaux partenaires.
C’est dans ce cadre d’ailleurs que Carrefour Planet est né, de la collaboration des leaders de chaque category afin de repenser la distribution et l’expérience client en magasin. De cette volonté est né en décembre 2010 un nouveau code de conduite pour les managers Carrefour.
« On apprend ainsi que, chez Carrefour, règle numéro 1, il faut « respecter strictement la légalité ». « Contribuer à un environnement de travail sûr et sain » vient de deuxième position des top priorités, suivi de « s’engager pour la diversité et des conditions de travail respectueuses », « garantir la confidentialité », « éviter les conflits d’intérêts », « refuser toute forme de corruption », « développer des pratiques commerciales loyales et transparentes », « fournir un reporting fiable et fidèle », et, dixième point, « être l’ambassadeur de la marque Carrefour. » »
J’apprécie beaucoup le travail que fait Lars Olofsson, car il a une réelle volonté de transformer Carrefour. Je suis aussi en accord sur cette vision de la négociation. La négociation n’est pas un rapport de force, mais plutôt un processus qui doit mener à obtenir les conditions désirées, tout en s’assurant de la pérennité de l’accord. Ainsi, il est important que les 2 parties ressortent un bénéfice de la négociation. Il est important de garder ainsi pour Carrefour des partenaires avec des revenus stables, qui sont le garant de la bonne continuation de la collaboration.
Thursday, January 20, 2011
Google’s know how and market is mature now. And therefore they are starting to face the same problem global companies are experiencing: fewer and slower innovation, problems in making quick decisions…
The Business Insider gives us a good example of how it impacted some of their decisions. Google aimed to buy an actor in the Internet music distribution market. Nevertheless, due to its unappropriate structure, trying to work as a start up, but in a large company frame, it has not been able to make a decision.
This example shows you how Google is not innovating anymore, but would rather by some existing company/projects, in order to grow. It is also adopting some methods which they were not accustomed to. For example, they have rationalized their customer relationship management for Adword clients to make it more profitable.
Somehow, Google is experiencing the same thing Microsoft has the past few years. They have not been able to innovate with their core products, the operating systems and the Microsoft office softwares. They also have struggled to enter new market.
Google is facing a very important era of its history. It needs to succeed in turning into a global companies, and to structure its business in such a way they will be able to make more consistent decisions.
What do you think about it?
Saturday, January 15, 2011
This vicious spiral is created when competitors start to grow their amount of promotions. The more they are offering vouchers, the less they are effective, but the more they tend to make, as they find it profitable, and the only way to convince shoppers to buy.
I read a very interesting article about Emmanuel Casabianca, which is the CEO of Telemarket, one of the most important grocery online retailer in France. Hence, they have set up a commercial strategy which prefers to offer products to customers rather than discounts and % off. Why? As he explains, when you offer a discount to some customers, they take it, but they forget about your gesture very fast, whereas when you offer something, it seems to remain in customers’ memory more permanently. Hence, they offer in some occasions for customers which spent over 80€ a basket of fruits, or a full breakfast.
That reminds me also something about a concept which is “always exceed your customers’ expectations”. If your customer expect a voucher to come to your store that means your business model is not reliable. Customers should come to your store because you deliver good service and/or a good product. Now, you should also always exceed their expectation, and by giving them a little extra, you may increase a lot customers’ satisfaction.
This reminds me also something else. In November, two of the largest retailers in France, Carrefour and Auchan, around the same period of time, proposed to customer to collect some cartoon cards, in order to boost the traffic in their store. A study showed that traffic has been high thanks to these cards, and that actually customers were basing the choice of the hypermarket they were going to due to the cards they were collecting.
If you really think about it, the marketing investment in cards is very low, compare to the price investment you may use to promote some of your products.
If you want to get out of the promotion loop, and strengthen your customer relationship, you should consider more offering gifts, presents to your customers, than the price.
What do you think about it?
Wednesday, January 12, 2011
We are on the edge of the mobile revolution, and thanks to smartphones, price comparison will be possible in brick & mortar stores. People will be able to scan products and find the prices of the same product in local competitors. Some applications already exist, especial RedLaser which has been the first one.
It will for sure impact the way you deal with customer relationship management. It is somehow like one competitor being able to sell inside your own store! CRM has worked a lot on the way to create added value for customers not to only make its decision on prices, but on the overall experience and service one company can deliver.
What it will imply:
- A faster pricing management: You will need to check competition pricing on a regular basis to adjust your price, to avoid customer leaving the store only for price purpose.
- Propose a better service: As long as the customer feels it has a better service in your store, it won’t leave the store simply for a price difference (especially if it is minor). If your store allows him to gain points, or to leave faster the store thanks to fast cashier, it will stay.
What is sure is that these bar code scanning applications, which will compare prices, will change customer behavior in a way we don’t know. This is the topic of this very interesting article how mobile will effect on impulse purchase.
According to Nick Holland, senior analyst at the Yankee Group, smartphone-empowered consumers are growing in numbers and, as a consequence, the number of impulse purchases being made is decreasing.
Indeed, he believes those that compare prices via mobile, before succumbing to an emotional buy, show "intelligence and cunning when confronted by aggressive sales staff".
"Impulse purchases are the opposite," says Holland "showing personal weakness - they are a dirty little secret that probably isn't to be shared with others."
StorefrontBacktalk editor, Even Schuman, disagrees. He believes shoppers, even those armed with smartphones, won't be able to control their natural urges.
"Impulse purchases are indeed emotional, and rationality does not come nearly as naturally," he writes.
"For every in-aisle price- and feature-comparison that an Android or iPhone enables, there will be 20 purchases in the heat of the moment. And those impulse purchases will be enabled by mobile."
If the customer is already in store, then he has already made a great step toward purchasing. Maybe not now, but sooner or later. Therefore, an appropriate use of mobile technology may actually trigger the sales.
Procter & Gamble in the 2000s has spent a lot of money in optimizing the “First Moment of Truth”, this short period of 7 to 10 seconds when the customer make his decision on which products it will buy. Mobile usage will change this important period of the customers’ decision making process. It is still undetermined what will happen, and if, as the article proposes, mobile price comparison will kill the impulse purchase. I am still not convinced. I actually believe it will help customers to make its decision while in front of the aisle.
What do you think about it?
Monday, January 10, 2011
I read this great article for Business Insider about Amerian Apparel which flocks Groupon, thanks to a successful campaign. I like this article as it gives us a good case study on how to use Groupon.
But a source from American Apparel tells us he's seen sales numbers following his company's deal with Groupon "that disprove many of the ongoing doubts about Groupon."
He says customers who purchased the $25 Groupon – worth $50 – ended up spending an average of $70 once they cashed in the deal.
Our source says the best part of the deal, though, was how American Apparel was able to add a whole bunch of Groupon customers to its own email list.
"The killer was email address acquisition... We converted approximately 25% of in store redemptions into signing up for our email list... which is on track to generate an additional five to six figures in online revenue."
Groupon ended up selling 133,000 Groupons at $25 a deal in the US for a total revenue exceeding $3.3 million. Our source tells us Groupon came out of this deal with "much much less than half" of that $3.3 million figure.
But in my opinion, the main reason why it is experiencing such a success, it is probably because American Apparel prepared well the outcomes of the channel:
- It proposed a large enough supply to content the demand. In France, it is forbidden to advertise for products which you know you won’t have enough to please all the demand it will create (what we call “produit d’appel”). Because it creates dissatisfaction, and hence gives a bad image both to the brand and the retailer.
- It set up a system to boost its email data base thanks to the campaign. Therefore they were able to completely retain this customer data base to use it for further sales.
I believe Groupon is still a retailing channel that needs to be explored. The more retailers and/or brands will have experience with it, the better they will be able to manage it. Groupon is too big now to be used with amateurism.
What do you think about it?
Sunday, January 09, 2011
- Valuation of companies just based on the number of users is dangerous. You may not sure that your website will turn into a highly efficient advertizing platform, Like Google accomplished.
- There is some money in France, and I don't understand why people complain we are not able to finance interesting start ups.
Saturday, January 08, 2011
Customer interaction will become more and more important, and as sales are now made online, point of sales will become large show rooms which will propose a lot of room to these kinds of machines.
What do you think about it?
Friday, January 07, 2011
Social shopping is one of the hottest trend in the Internet world right now. It may be one of the most important one also to follow in 2011. As I would define it, social shopping encompasses all activities which will lead one shopper to use social media in his process to purchase a product or a service.
- Checking in Foursquare or Gowalla to let his/her friends know what he/she is doing, or to access some vouchers.
- Visiting/asking questions/commenting on a blog/forum.
- Asking friends on Twitter or Facebook about the products.
- Simply reading comments and reviews either on Facebook, brand websites, ecommerce websites, blogs...
Wednesday, January 05, 2011
Of course, Richard Branson consider customer service as very important, but what I liked, it is his idea of using its staff to find new ways to excel in customer service:
"A good first step would be to encourage everyone on your staff to take an active role in coming up with new ideas and solutions to improve your products and services. Ask your people to experiment and to offer suggestions, and make sure that they are able to do this without worrying about speaking out of turn or being embarrassed in front of their peers—they should be confident that managers will listen to what they have to say. There is no such thing as a bad idea in my book; there are just some that are harder to achieve and pay for! As a manager, I would rather have the chance to weed through those ideas than rely on the status quo."
Indeed, you don't need to be a CRM expert to have good ideas about how to treat customers. Furthermore, it is important your employees feel concern about customers, because they are the most important thing they should care about.
Tuesday, January 04, 2011
Monday, January 03, 2011
- Customers may now pick up their products at the company's warehouses. For a national chain like Best Buy, it is very interesting to provide this service, as they may own several warehouses across country. Pick up at the warehouse may also decrease the logistic costs, as some part of the merchandise will not need to transit through the stores. The consumer electronics retailer also is letting customers pick up purchases directly from its warehouses to avoid delivery charges and scheduling conflicts for large items such as appliances, or to save time on orders that must be shipped to a store.
- Thanks to a top of the line supply chain information system, they are able to tell to customers to pick up some of their orders 45 minutes after having ordered them online.
Ruppert Murdoch is willing, as a lot of actors in the news market, to benefit from the Ipad to find a new reading experience which would be profitable. Hence The Daily, the first ever magazine to be designed for a tablet, has been released not so long ago. It costs $0,99 per issues, which makes it cheaper than any other magazines.
The Daily have great advantages:
- First, as I have said, the price, which is cheap.
- The reading experience: It has been designed in order to benefit from the great potential of the Ipad, and hence, provide more than a simple newspaper.
To be honest with you, I hope that Ruppert Murdoch succeeds. I consum tons of information online, and I actually contribute online, via my blog, where I post daily my thoughts and valuable information I found online about the topics I master. But it remains important to find professional magazines, profitable, in order to maintain a certain level of information.