Tag / e-commerce
Photo by Christine Roy According to a recent McKinsey Global Institute report, the number of people in the global labor force will reach 3.5 billion by 2030 — and yet there will still be a shortage of skilled workers. The result is likely to be intensified global competition for talent. Rather than assuming we’ll work in one location, in our native culture, we will need new skills, attitudes, and behaviors that help us work across cultures. Our ways of thinking about careers, colleagues, and collaboration will need to become more flexible and adaptable. My five-year study of the global workforce at Rakuten, the Japan-based e-commerce powerhouse, gave me a close-up look at what will drive success for this new type of global worker.
Prior to 2010, Rakuten had been a multilingual global company. The Japanese employees in the Tokyo headquarters communicated in Japanese, the Americans in the U.S. subsidiary spoke English, and the workers in Asia, Europe, and South America spoke a mixture o..
Sur un marché publicitaire en pleine mutation, avec notamment la croissance du mode d’achat programmatique et le renforcement de l’hégémonie des plateformes américaines, les éditeurs prennent progressivement conscience du potentiel de leur actif data. Il apparaît ainsi évident que les acteurs qui s’en sortent le mieux aujourd’hui ont construit leur succès sur une exploitation fine et volumique de la data. Mais quelle est la valeur de sa donnée ? Et comment en tirer profit ?
Pour y voir plus clair et comprendre comment les éditeurs peuvent et devraient valoriser leurs data, deux experts ont accepté de nous apporter un retour terrain. Eric Cholet, Président de Marketshot et expert des données intentionnistes et moments de vie, et Grégoire Fremiot, VP Sales & Marketing de mediarithmics et spécialiste du data marketing répondent à nos questions. Interview croisée.
1- Quels sont les enjeux de la data pour les éditeurs? Grégoire Frémiot : En animant un site en contact dir..
When news broke earlier this year about Amazon’s courtship of some of the world’s biggest consumer packaged goods (CPG) brands, it touched off a wave of speculation. Was the e-commerce giant engaged in a long game to alter the relationships between consumer goods makers and their brick-and-mortar retail partners?
However it plays out, Amazon’s outreach exposed a digital divide in the consumer products world. On one side is the growing interest of brands in direct-to-consumer (D2C) models. On the other side are persistent worries about conflict — not just with traditional distribution channels but also with retailers carrying the brand. To bridge this gap, we’ve identified seven tactics that pioneering brands have used to arrive at an effective digital strategy:
Understand how digital serves different consumer segments. Brands can deepen engagement by bringing people together for shared experiences. Kimberly-Clark, for example, specifically designed its Huggies rewards club to attract..
Laura Schneider for HBR Perhaps the single most important algorithmic distinction between “born digital” enterprises and legacy companies is not their people, data sets, or computational resources, but a clear real-time commitment to delivering accurate, actionable customer recommendations. Recommendation engines (or recommenders) force organizations to fundamentally rethink how to get greater value from their data while creating greater value for their customers. In other words, they’re a terrific medium and mechanism for transitioning traditional managements to platform perspectives.
“Build real recommendation engines fast” is my mission-critical recommendation to companies aspiring — or struggling — to creatively cross the digital divide. Use recommenders to make it easier to gain better insight into customers while they’re getting better information about you. Making recommendation an organizing principle for digital design distinguishes leaders from laggards.
Recommenders’ true ..
Paying for a cup of coffee on an iPad is mainstream in big cities, but the majority of small businesses — the backbone of our local economies — have not yet fully come online. And as e-commerce outfits increasingly follow Amazon’s lead in adopting a purely data-driven model to provide greater value in the face of squeezed margins, retailers and service providers that don’t embrace technology will be at a major disadvantage. Small businesses like restaurants, which have an 80% failure rate in the first five years, are some of the most challenged in curbing inefficiency and meeting the rising expectations of tech-empowered customers.
While the business case for embracing technology is widely documented, retailers have historically shied away, given the high cost and operational complexity. But the rise of cloud computing and open APIs has changed the game for the industry, allowing small businesses to take advantage of data in entirely new ways.
Insight Center Crossing the Digital Divi..
Digital Transformation Is Racing Ahead and No Industry Is Immune – SPONSOR CONTENT FROM DXC TECHNOLOGY
Dealing with today’s digital disruption begins by understanding how it differs from past industry changes. After all, stories of the end of our industry as we know it have been a trade press staple for decades. A few key elements distinguish this era of change from the past.
Disruption has accelerated dramatically, and the numbers prove it. A 2014 study from Constellation Research quantified the accelerating rate of change in the enterprise by examining a simple benchmark — the entry and exit of U.S. corporations in the S&P 500 index.
In 1958, corporations listed in the S&P 500 had an average stay of 61 years. By 1980, numbers from research firm Innosight reveal that the average stay had declined sharply to 25 years. In 2011, the average tenure dropped to 18 years. At the present rate of churn, Innosight’s research estimates three-quarters of today’s S&P 500 will be replaced by 2027.
Digital disruption is the primary catalyst of change. While the Constellation study is careful to sa..
J’ai eu l’envie d’écrire une série d’articles sur le thème de l’UX, non pas pour lister une énième fois les best practices, mais pour mettre en parallèle l’UX que nous connaissons tous dans la “vraie vie” avec celle que nous vivons sur les sites web, mobile ou application. Eh oui parce que l’expérience utilisateur c’est aussi au-delà des interfaces, et ça nous avons tendance à l’oublier !
Il faut le reconnaître, nous savons optimiser les sites e-Commerce en proposant des parcours toujours plus personnalisés, nous connaissons les besoins de navigation d’un internaute sur mobile, nous récoltons des data pour proposer une application intuitive et ergonomique… mais impossible de trouver notre propre chemin dans un aéroport ou dans une gare. Il est toujours utile de garder un œil objectif sur ce qui nous entoure et comparer les absurdités de la vie courante avec celles que l’on peut rencontrer sur les sites web. Cela peut être utile pour optimiser son site !
Passons en revue les pires prati..
Photo by Ferdinand Stohr When the term digital transformation was first bandied about by consultants and business publications, its implications were more about keeping up and catching up than true transformation. Additionally, at first it was only applied to large, traditional organizations struggling, or experimenting, in an increasingly digital economy. But true digital transformation requires so much more. As evidenced by the recent Amazon acquisition of Whole Foods, we’re living in a new world.
Early transformation efforts were focused on initiatives: e-commerce, sensors/internet of things, applications, client and customer experience, and so on. Increasingly, our clients are coming to us as they realize that in order for these disparate initiatives to thrive, they need to undergo an end-to-end transformation, the success of which demands dramatic operational, structural, and cultural shifts.
Insight Center Crossing the Digital Divide Sponsored by DXC Technology How the best com..
Neasden Control Centre for HBR It is barely 20 years since Sergey Brin and Larry Page registered the domain name google.com, and only 10 years since Steve Jobs walked onto a stage in San Francisco and introduced the iPhone. Yet in this short period, digital technologies have upended our world. We introduced the Digital Evolution Index in HBR in 2015 to trace the emergence of a “digital planet,” how physical interactions — in communications, social and political exchange, commerce, media and entertainment — are being displaced by digitally mediated ones. We identified many hotspots around the world where these changes are happening rapidly and other spots where momentum has slowed. Two years on, depending on where we live, we continue to move at different speeds toward the digital planet.
Today’s Digital Landscape While much has changed even since 2015, there are roadblocks on the journey that have remained surprisingly resilient. Consider the five most salient features of today’s digi..