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Réflexions & retours d’expérience autour du Marketing Digital et Social
		 #socialdrinkup
etune initiative de
#1 Social Shoppping
#2 Marketing Prédictif
#3 Nouveaux métiers du marketing digital
#4 ROI du Marketing Mobile
#5 L’intimité client
#6. Best practices pour réussir sa transformation digitale
		 #socialdrinkup
ETAT DES LIEUX
78 % des responsables marketing anticipent une transformation du marketing
des entreprises par les technologies numériques au cours des cinq prochaines années.
Source : CMOs: Time for Digital Transformation or Risk Being Left on the Sidelines - 2014 - Accenture
11ADOBE | DIGITAL ROADBLOCK:
Marketers struggle to reinvent themselves, European edition.
47%
30% 30% 30%
27% 26%
21%
20% 19% 18%
53%
26%
36%
38%
26% 32%
19%
21%
16%
13%
45%
37%
23% 22%
25%
18%
16%
21% 22%
30%
39%
31%
29%
27%
31%
27%
31%
17%
20%
14%
Lack of
resources or
budget
Company
resistance trying
new programs
that may fail
Lack of training
in new marketing
skills
Confusion over
roles and
responsibilities
Dysfunction and
friction over
priorities across
the company
Organizational
inability to adapt
Misalignment
between
company
priorities and my
professional
goals
Not having a
seat at the table
when decisions
are made
Manager
expectations
Risk of failing or
losing my job
TOTAL UK GERMANY FRANCE
Q20. What are some of the barriers to becoming the marketer that you aspire to be? n=351
European marketers highlight organizational
challenges as key obstacles to progress.
WHAT PREVENTS YOU FROM BECOMING THE MARKETER YOU ASPIRE TO BE?
58% agree that marketing success is dependent on organizational change.
Q3. Please indicate whether you agree or disagree with the following statements: Summary of Top 2 Box, n = 351 (Europe) and n=1,000 (US)
11ADOBE | DIGITAL ROADBLOCK:
Marketers struggle to reinvent themselves, European edition.
47%
30% 30% 30%
27% 26%
21%
20% 19% 18%
53%
26%
36%
38%
26% 32%
19%
21%
16%
13%
45%
37%
23% 22%
25%
18%
16%
21% 22%
30%
39%
31%
29%
27%
31%
27%
31%
17%
20%
14%
Lack of
resources or
budget
Company
resistance trying
new programs
that may fail
Lack of training
in new marketing
skills
Confusion over
roles and
responsibilities
Dysfunction and
friction over
priorities across
the company
Organizational
inability to adapt
Misalignment
between
company
priorities and my
professional
goals
Not having a
seat at the table
when decisions
are made
Manager
expectations
Risk of failing or
losing my job
TOTAL UK GERMANY FRANCE
Q20. What are some of the barriers to becoming the marketer that you aspire to be? n=351
European marketers highlight organizational
challenges as key obstacles to progress.
WHAT PREVENTS YOU FROM BECOMING THE MARKETER YOU ASPIRE TO BE?
58% agree that marketing success is dependent on organizational change.
Q3. Please indicate whether you agree or disagree with the following statements: Summary of Top 2 Box, n = 351 (Europe) and n=1,000 (US)
Les marketeurs européens désignent l’organisation
de l’entreprise comme un obstacle clé au progrès
58% pensent que la réussite du marketing dépend des changements
au niveau de l’organisation de l’entreprise
Manque de
ressources ou
de budget
Résistance
de la société
à essayer de
nouveaux
programmes
à risque
Manque de
formation
aux nouvelles
compétences
en marketing
Confusion des
rôles et des
responsabilités
de chacun
Dysfonction-
nement sur les
priorités internes
de la société
Incapacité de
s’adapter à
une nouvelle
organisation
Décalage entre
les priorités de
l’entreprise et
ses objectifs
professionnels
Absence des
réunions
décisionnelles
Attentes
Managériales
Risque de
perdre son
emploi
47% des projets numériques sont portées par la Direction de la Communication
Source : Observatoire de l’Intranet et de la stratégie numérique – Arctus
Les DRH sont 68% à anticiper
“la création et développement
de nouvelles compétences dans
l’entreprise”, bien plus que les
directions finance et marketing
(51 et 41%).
Source : IDC France pour TechDays de Microsoft 214
14ADOBE | DIGITAL ROADBLOCK:
Marketers struggle to reinvent themselves, European edition.
66% 66%
64% 63%
66%
70%
65%
62%60%
56% 56%
64%
70%
68% 69%
64%
Marketers need to embrace
hyper-personalization
Capturing and applying data to
inform and drive marketing
activities is the new reality
Data (metrics from digital ads,
campaigns, website, etc.) are
informative in evolving marketing
creative of my company
Digital marketing is more about
driving and rewarding
engagement
Total
UK
Germany
France
Q12. Below are some statements that may reflect the extent to which your personal approach to marketing may have changed over the last 12
months. Please indicate how much you either agree or disagree with each statement. (TOP BOX) n=351
U.K. and France agree how their
approach to marketing has changed;
Germany underplays the use of data.
HOW MUCH DO YOU AGREE WITH…? (AGREE NET)
14ADOBE | DIGITAL ROADBLOCK:
Marketers struggle to reinvent themselves, European edition.
66% 66%
64% 63%
66%
70%
65%
62%60%
56% 56%
64%
70%
68% 69%
64%
Marketers need to embrace
hyper-personalization
Capturing and applying data to
inform and drive marketing
activities is the new reality
Data (metrics from digital ads,
campaigns, website, etc.) are
informative in evolving marketing
creative of my company
Digital marketing is more about
driving and rewarding
engagement
Total
UK
Germany
France
Q12. Below are some statements that may reflect the extent to which your personal approach to marketing may have changed over the last 12
months. Please indicate how much you either agree or disagree with each statement. (TOP BOX) n=351
U.K. and France agree how their
approach to marketing has changed;
Germany underplays the use of data.
HOW MUCH DO YOU AGREE WITH…? (AGREE NET)
Au Royaume Uni et en France,
les marketeurs conviennent que leur approche
du marketing a changée
Les marketeurs ont besoin de
personnaliser d’avantage leurs
messages selon leurs cibles
Extraire des données et les
comprendre afin de conduire
les activités de marketing doit
aujourd’hui être une réalité
Les Data sont essentielles
dans l’évolution du marketing
créatif de la société
Le marketing numérique concerne
davantage la conduite et la
récompense de l’engagement
Quelles sont les meilleures pratiques pour réussir cette mutation ?
Qui sont les décideurs de cette stratégie ?
Quelles sont les initiatives que les managers doivent engager ?
Quels sont les talents indispensables pour réussir sa digitalisation ?
Quel rôle va jouer le département marketing ?
Top Down
ou Bottom Up ?
Fabien Monsallier
Directeur de l’Innovation, de la Prospective et Transformation Digitale
Direction Générale du Réseau La Poste
David KUJAS
Senior Executive Accenture Digital

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Social Drink-Up! #6 - Best practices pour réussir sa transformation digitale

  • 1. Réflexions & retours d’expérience autour du Marketing Digital et Social #socialdrinkup etune initiative de
  • 2. #1 Social Shoppping #2 Marketing Prédictif #3 Nouveaux métiers du marketing digital #4 ROI du Marketing Mobile #5 L’intimité client
  • 3. #6. Best practices pour réussir sa transformation digitale #socialdrinkup
  • 5. 78 % des responsables marketing anticipent une transformation du marketing des entreprises par les technologies numériques au cours des cinq prochaines années. Source : CMOs: Time for Digital Transformation or Risk Being Left on the Sidelines - 2014 - Accenture
  • 6. 11ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition. 47% 30% 30% 30% 27% 26% 21% 20% 19% 18% 53% 26% 36% 38% 26% 32% 19% 21% 16% 13% 45% 37% 23% 22% 25% 18% 16% 21% 22% 30% 39% 31% 29% 27% 31% 27% 31% 17% 20% 14% Lack of resources or budget Company resistance trying new programs that may fail Lack of training in new marketing skills Confusion over roles and responsibilities Dysfunction and friction over priorities across the company Organizational inability to adapt Misalignment between company priorities and my professional goals Not having a seat at the table when decisions are made Manager expectations Risk of failing or losing my job TOTAL UK GERMANY FRANCE Q20. What are some of the barriers to becoming the marketer that you aspire to be? n=351 European marketers highlight organizational challenges as key obstacles to progress. WHAT PREVENTS YOU FROM BECOMING THE MARKETER YOU ASPIRE TO BE? 58% agree that marketing success is dependent on organizational change. Q3. Please indicate whether you agree or disagree with the following statements: Summary of Top 2 Box, n = 351 (Europe) and n=1,000 (US) 11ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition. 47% 30% 30% 30% 27% 26% 21% 20% 19% 18% 53% 26% 36% 38% 26% 32% 19% 21% 16% 13% 45% 37% 23% 22% 25% 18% 16% 21% 22% 30% 39% 31% 29% 27% 31% 27% 31% 17% 20% 14% Lack of resources or budget Company resistance trying new programs that may fail Lack of training in new marketing skills Confusion over roles and responsibilities Dysfunction and friction over priorities across the company Organizational inability to adapt Misalignment between company priorities and my professional goals Not having a seat at the table when decisions are made Manager expectations Risk of failing or losing my job TOTAL UK GERMANY FRANCE Q20. What are some of the barriers to becoming the marketer that you aspire to be? n=351 European marketers highlight organizational challenges as key obstacles to progress. WHAT PREVENTS YOU FROM BECOMING THE MARKETER YOU ASPIRE TO BE? 58% agree that marketing success is dependent on organizational change. Q3. Please indicate whether you agree or disagree with the following statements: Summary of Top 2 Box, n = 351 (Europe) and n=1,000 (US) Les marketeurs européens désignent l’organisation de l’entreprise comme un obstacle clé au progrès 58% pensent que la réussite du marketing dépend des changements au niveau de l’organisation de l’entreprise Manque de ressources ou de budget Résistance de la société à essayer de nouveaux programmes à risque Manque de formation aux nouvelles compétences en marketing Confusion des rôles et des responsabilités de chacun Dysfonction- nement sur les priorités internes de la société Incapacité de s’adapter à une nouvelle organisation Décalage entre les priorités de l’entreprise et ses objectifs professionnels Absence des réunions décisionnelles Attentes Managériales Risque de perdre son emploi
  • 7. 47% des projets numériques sont portées par la Direction de la Communication Source : Observatoire de l’Intranet et de la stratégie numérique – Arctus
  • 8. Les DRH sont 68% à anticiper “la création et développement de nouvelles compétences dans l’entreprise”, bien plus que les directions finance et marketing (51 et 41%). Source : IDC France pour TechDays de Microsoft 214
  • 9. 14ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition. 66% 66% 64% 63% 66% 70% 65% 62%60% 56% 56% 64% 70% 68% 69% 64% Marketers need to embrace hyper-personalization Capturing and applying data to inform and drive marketing activities is the new reality Data (metrics from digital ads, campaigns, website, etc.) are informative in evolving marketing creative of my company Digital marketing is more about driving and rewarding engagement Total UK Germany France Q12. Below are some statements that may reflect the extent to which your personal approach to marketing may have changed over the last 12 months. Please indicate how much you either agree or disagree with each statement. (TOP BOX) n=351 U.K. and France agree how their approach to marketing has changed; Germany underplays the use of data. HOW MUCH DO YOU AGREE WITH…? (AGREE NET) 14ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition. 66% 66% 64% 63% 66% 70% 65% 62%60% 56% 56% 64% 70% 68% 69% 64% Marketers need to embrace hyper-personalization Capturing and applying data to inform and drive marketing activities is the new reality Data (metrics from digital ads, campaigns, website, etc.) are informative in evolving marketing creative of my company Digital marketing is more about driving and rewarding engagement Total UK Germany France Q12. Below are some statements that may reflect the extent to which your personal approach to marketing may have changed over the last 12 months. Please indicate how much you either agree or disagree with each statement. (TOP BOX) n=351 U.K. and France agree how their approach to marketing has changed; Germany underplays the use of data. HOW MUCH DO YOU AGREE WITH…? (AGREE NET) Au Royaume Uni et en France, les marketeurs conviennent que leur approche du marketing a changée Les marketeurs ont besoin de personnaliser d’avantage leurs messages selon leurs cibles Extraire des données et les comprendre afin de conduire les activités de marketing doit aujourd’hui être une réalité Les Data sont essentielles dans l’évolution du marketing créatif de la société Le marketing numérique concerne davantage la conduite et la récompense de l’engagement
  • 10. Quelles sont les meilleures pratiques pour réussir cette mutation ? Qui sont les décideurs de cette stratégie ? Quelles sont les initiatives que les managers doivent engager ? Quels sont les talents indispensables pour réussir sa digitalisation ? Quel rôle va jouer le département marketing ? Top Down ou Bottom Up ?
  • 11. Fabien Monsallier Directeur de l’Innovation, de la Prospective et Transformation Digitale Direction Générale du Réseau La Poste David KUJAS Senior Executive Accenture Digital