23. Marie Dubois A1A1
Le CMO et le
commercial de
Manitou ont une
vue 360° de
Marie
Le CMO et l’équipe
commerciale suit le
comportement
digital de Marie
depuis son CRM
et peut choisir
d’être alerté
quand Marie
interagit
26. Toute l’équipe marketing de Manitou cible Marie dans des campagnes de lead
nurturing
Campagne Eloqua de l’équipe marketing
Module d’engagement individuel
du commercial embarqué dans
son CRM
Cockpit marketing du
commercial
Propos de Pierre-Etienne Bindschedler, PDG de Soprema
Soprema représente aujourd'hui 5000 salariés dans le monde.
Implication sociétale grande
formations des demandeurs d'emploi longue durée aux métiers de l'étanchéité avec succès et un bon niveau d'embauche à la sortie
depuis 2005, nous avons mis en place un CAP étancheur pour former les jeunes.
don à la fondation Université de Strasbourg pour aider les doctorants
.
But we know that every industry and every market is experiencing disruption and this impacts your ability to achieve your desired business outcomes. This is driven by changes in customer expectations, changing talent dynamics and also rapid shifts in business models fueled by technology. For most organizations the pace of change has surpassed their ability to respond to it. To close this gap, Cloud has increasingly become the default for how technology is being adopted to enable ongoing innovation to help you address your ever changing business needs.
Let me tell you a little story of one of my experience in the controlling department of an Industrial Small enterprise company in the south of France (7 years ago already)
I was in charge of calculating the standard costs on a regular basis, comparing the figures coming from the erp system, coming from our accounting dept(real costs), and the calculated ones for a perfect margin prices’ world.
This was done mainly through Excel, with important & complex Pivot table and linked with several data sheets.
It was very interesting to understand all those details, needing an analytical mind, and looking at the big picture at the same time.
One day, the Ceo of the company called me for an unplanned meeting in his office with one of the commercial director, that he was challenging regarding price discounts. I had to take my last Excel files on the spot, to try to bring a single version of the truth on the table.
Due to the unplanned meeting, the complexity of the process I was doing, handling multiple sources of information, and the Excel complexity, I was not enough confident in the figures to look like a real business partners for this meeting. My conclusion is that I wish I had the tools that were more reliable, to have one single version of the truth to bring along with me. I have learned since then (and within Oracle), that 70 % of the companies are still using Excel for this kind of exercise, as well as budgeting, reporting, and consolidation.
Industrializing this process therefore is a huge business gains’ changers for any company. It allow them to simply look at real figures that cannot be questioned, and take the related actions as a result, taking the right path to a growth’ strategy.
And it has to go through the adoption of world-class tools like the ones we are offering with our integrated ERP, Epm, HCM or Cx solutions;
Transition: The questions we are hearing most from organizations is how to adopt cloud and when to adopt? I would like to share insight on how to embrace the cloud and achieve its promise. …..(connects to next slide)
(Next slide…)
Now let’s discuss some of the challenges that the VP of Demand Gen often faces. We have come up with this list through a combination of research and through surveys submitted by our sales organization. There will of course be some overlap with B2C personas.
-1st off we have the issue of disparate data. In order to properly engage with audiences, marketers need to be able to track prospect behavior throughout their buyer’s journey. If data is not stored in one central location, there will be fragments of customer interactions missing and it will be impossible to provide a truly personalized experience for the prospect or customer.
-This leads to our next issue- the inability to provide personalized messaging. Without unified data, teams, and technologies, it isn’t possible to provide the right content to the right customer at the right time through the right channel.
-3rd we have the lack of alignment with the sales organization. Sales teams cannot be properly enabled because in many cases, they don’t know the history of the lead (for example- where it came from, the prospect’s many touchpoints, why it was sent to them). And on the other side, marketers may have no idea what happens to a lead once it is passed to the sales organization. The lead nurturing process is almost like a guessing game for many organizations.
-4th we have the lack of visibility into metrics and performance. Without this, marketers can’t prove the success or impact of their marketing efforts or make the necessary changes to further improve their campaigns.
-Lastly, with so many vendors and technologies available, it is often confusing for our B2B persona. They hear about different vendors, maybe read articles about why company X is better than company Y, or which software should be used for enterprise companies vs. small businesses. There are so many options out there, the specific needs of the organization need to be met within their budget.
External Assets
Video: Schneider Electric Use Oracle for Cloud – (http://medianetwork.oracle.com/video/player/2255236596001)
Customer Snapshot: Schneider Electric Drives Global Recruitment with Standardized Approach (http://www.oracle.com/us/corporate/customers/customersearch/schneider-electric-1-taleo-ss-2444302.html)
Executive Summary: Schneider Electric is a €26B French multinational providing energy management and automation solutions. The company’s growth agenda was hindered by its global scale (160,000 employees, 100+ countries), complexity across divisions and product lines, and aging systems. An Oracle HCM Cloud early adopter in 2013, the company has progressed from PeopleSoft coexistence to complete, global adoption across HR processes. Improvements include a 10% increase in internal hires and 100% automation of social posting for all new requisitions. In 2015, Schneider Electric turned to Oracle’s CPQ Cloud, accelerating complex order booking by 500% and achieving near-zero wait time as sales reps configure new orders.
Company at a Glance
Schneider Electric (SU:Euronext) is a global specialist in energy management and automation based in France
Ranked 12th in the Top 100 Most Sustainable Corporations in the World
Markets and % Revenue
Non-residential & Residential Buildings – 34%
Utilities & Infrastructure – 25%
Industry & Machine Manufacturers – 27%
IT Data Centers & Networks – 14%
Geography
North America – 27%
Western Europe – 26%
Asia-Pacific – 29%
Rest of world – 18%
Employees and Operations: ~160,000, 100+ countries
Region: EMEA—Headquartered in Rueil-Malmaison, France
Industry: Industrial Manufacturing
Website: www.schneider-electric.com
Deal at a Glance
HCM Cloud
Legacy: PeopleSoft 8.9 + Taleo, Cornerstone, third-party Payroll
Competition: Workday
Sales Process
Less than 3 months
Strong Oracle shop, satisfaction with PeopleSoft—but acknowledgement that modernization was needed
Coexistence capability was ideal as it wanted a phased approach, moving processes from PeopleSoft to the Cloud over time
Strong relationship with Schneider Electric Deputy CIO
Partner: Oracle Consulting
Users: 66,000
Timeline:
Phase 1 Live January 16,2013
Focus: Appraisals and Goals, co-existence with PeopleSoft, 8 languages
Talent (Taleo Recruiting) Live April 2014 (18 months, global)
Phase 2 Live July 13, 2015
Focus: Core HR, Talent with Succession Planning, Compensation, Talent Analytics
Phase 2 Release 10 Live December 7, 2015
Focus: Global Deployment
Phase 2 Release 11: In progress – Target June, 17, 2016
Talent (Taleo) Onboarding (Q4 purchase) – TBC
CPQ Cloud
Legacy: Salesforce SFA, 10+ ERPs (Oracle, SAP, Legacy), multiple configurators and middleware integrations
Competition: Apttus, CallidusCloud
Sales Process
Initial deal, resulting in pilot, initiated prior to BigMachines acquisition
CallidusCloud lacked enterprise-class functionality, global support required, financial stability in question
Apttus played their (at the time) Salesforce card, but were defeated on a) best functional and functional capabilities, b) most flexible, support for complex business needs c) fewer integrations to build d) enterprise-class, global support
Partner: Pierce Washington
Users: 2,500 (licensed for 4,000 Direct/ 6,000 Channel)
Timeline:
Corporate Pilot Live July 7, 2015 (1 year implementation, started July 8, 2014)
October 2015 – Business Unit 1 Live
March 2016 – Business Unit 2 Live
Business Challenges/Triggers
Global scale, expansion, and complexity, including growth through acquisition
Systems, process, and business complexity—in back-office and customer-facing processes
Needed to align a global workforce— at scale and down to the country level (100+), from recruitment and onboarding to performance and succession plans
Increasing cost of sales and sales administration time, extensive manual processes to input an order and produce a single quote correctly (a 100 line order would take sales rep 1 hour to complete, often with errors)
Solution
Oracle HCM Cloud
Oracle Global HR Cloud
Oracle Talent Management Cloud
Oracle CX Cloud
Oracle Configure, Price, and Quote (CPQ) Cloud
Customer also has 10+ ERP systems including SAP and E-Business Suite, Salesforce SFA, E-Business Suite SCM (Planning, Production Scheduling, Warehouse, Transportation, etc.), Demantra, Hyperion, ATG
Results
Minimized disruption with phased approach to cloud
Established scalable, global HR and sales best practices in 100+ countries
Saw 10% increase in internal hires with improved visibility to talent
Automatically post 100% of job postings to LinkedIn, eliminating costly manual process and increasing applications by qualified candidates
500% acceleration in sales order booking
Zero wait time for sales order configurations
Quotes
“An order of 100 lines would take an hour to enter and book, now we can do it in less than 10 minutes.” — Cassie Crossley, Quotation CPQ Program Director, Schneider Electric
“It's very intuitive; should be easy for everyone to learn.” — Cassie Crossley, Quotation CPQ Program Director, Schneider Electric
“Virtually no wait time with any of the integrations between SFDC and our configurators and CPQ.” — Cassie Crossley, Quotation CPQ Program Director, Schneider Electric
“We chose Oracle Talent Acquisition Cloud because it is the best in its class and has a proven reputation with a number of large, global organizations.” – Yvette Stortz, Vice President, Global Talent Acquisition and Mobility, Schneider Electric
"With Oracle Talent Acquisition Cloud, we have vastly improved our global recruitment processes, boosted efficiency, increased internal hires, and gained better visibility of our worldwide candidates." – Yvette Stortz, Vice President, Global Talent Acquisition and Mobility, Schneider Electric
External Assets
Video: Schneider Electric Use Oracle for Cloud – (http://medianetwork.oracle.com/video/player/2255236596001)
Customer Snapshot: Schneider Electric Drives Global Recruitment with Standardized Approach (http://www.oracle.com/us/corporate/customers/customersearch/schneider-electric-1-taleo-ss-2444302.html)
Groupe CARSO 1000 collab
20 implant. En France
15 centres de formation
External Assets
Video: Schneider Electric Use Oracle for Cloud – (http://medianetwork.oracle.com/video/player/2255236596001)
Customer Snapshot: Schneider Electric Drives Global Recruitment with Standardized Approach (http://www.oracle.com/us/corporate/customers/customersearch/schneider-electric-1-taleo-ss-2444302.html)
Executive Summary: Schneider Electric is a €26B French multinational providing energy management and automation solutions. The company’s growth agenda was hindered by its global scale (160,000 employees, 100+ countries), complexity across divisions and product lines, and aging systems. An Oracle HCM Cloud early adopter in 2013, the company has progressed from PeopleSoft coexistence to complete, global adoption across HR processes. Improvements include a 10% increase in internal hires and 100% automation of social posting for all new requisitions. In 2015, Schneider Electric turned to Oracle’s CPQ Cloud, accelerating complex order booking by 500% and achieving near-zero wait time as sales reps configure new orders.
Company at a Glance
Schneider Electric (SU:Euronext) is a global specialist in energy management and automation based in France
Ranked 12th in the Top 100 Most Sustainable Corporations in the World
Markets and % Revenue
Non-residential & Residential Buildings – 34%
Utilities & Infrastructure – 25%
Industry & Machine Manufacturers – 27%
IT Data Centers & Networks – 14%
Geography
North America – 27%
Western Europe – 26%
Asia-Pacific – 29%
Rest of world – 18%
Employees and Operations: ~160,000, 100+ countries
Region: EMEA—Headquartered in Rueil-Malmaison, France
Industry: Industrial Manufacturing
Website: www.schneider-electric.com
Deal at a Glance
HCM Cloud
Legacy: PeopleSoft 8.9 + Taleo, Cornerstone, third-party Payroll
Competition: Workday
Sales Process
Less than 3 months
Strong Oracle shop, satisfaction with PeopleSoft—but acknowledgement that modernization was needed
Coexistence capability was ideal as it wanted a phased approach, moving processes from PeopleSoft to the Cloud over time
Strong relationship with Schneider Electric Deputy CIO
Partner: Oracle Consulting
Users: 66,000
Timeline:
Phase 1 Live January 16,2013
Focus: Appraisals and Goals, co-existence with PeopleSoft, 8 languages
Talent (Taleo Recruiting) Live April 2014 (18 months, global)
Phase 2 Live July 13, 2015
Focus: Core HR, Talent with Succession Planning, Compensation, Talent Analytics
Phase 2 Release 10 Live December 7, 2015
Focus: Global Deployment
Phase 2 Release 11: In progress – Target June, 17, 2016
Talent (Taleo) Onboarding (Q4 purchase) – TBC
CPQ Cloud
Legacy: Salesforce SFA, 10+ ERPs (Oracle, SAP, Legacy), multiple configurators and middleware integrations
Competition: Apttus, CallidusCloud
Sales Process
Initial deal, resulting in pilot, initiated prior to BigMachines acquisition
CallidusCloud lacked enterprise-class functionality, global support required, financial stability in question
Apttus played their (at the time) Salesforce card, but were defeated on a) best functional and functional capabilities, b) most flexible, support for complex business needs c) fewer integrations to build d) enterprise-class, global support
Partner: Pierce Washington
Users: 2,500 (licensed for 4,000 Direct/ 6,000 Channel)
Timeline:
Corporate Pilot Live July 7, 2015 (1 year implementation, started July 8, 2014)
October 2015 – Business Unit 1 Live
March 2016 – Business Unit 2 Live
Business Challenges/Triggers
Global scale, expansion, and complexity, including growth through acquisition
Systems, process, and business complexity—in back-office and customer-facing processes
Needed to align a global workforce— at scale and down to the country level (100+), from recruitment and onboarding to performance and succession plans
Increasing cost of sales and sales administration time, extensive manual processes to input an order and produce a single quote correctly (a 100 line order would take sales rep 1 hour to complete, often with errors)
Solution
Oracle HCM Cloud
Oracle Global HR Cloud
Oracle Talent Management Cloud
Oracle CX Cloud
Oracle Configure, Price, and Quote (CPQ) Cloud
Customer also has 10+ ERP systems including SAP and E-Business Suite, Salesforce SFA, E-Business Suite SCM (Planning, Production Scheduling, Warehouse, Transportation, etc.), Demantra, Hyperion, ATG
Results
Minimized disruption with phased approach to cloud
Established scalable, global HR and sales best practices in 100+ countries
Saw 10% increase in internal hires with improved visibility to talent
Automatically post 100% of job postings to LinkedIn, eliminating costly manual process and increasing applications by qualified candidates
500% acceleration in sales order booking
Zero wait time for sales order configurations
Quotes
“An order of 100 lines would take an hour to enter and book, now we can do it in less than 10 minutes.” — Cassie Crossley, Quotation CPQ Program Director, Schneider Electric
“It's very intuitive; should be easy for everyone to learn.” — Cassie Crossley, Quotation CPQ Program Director, Schneider Electric
“Virtually no wait time with any of the integrations between SFDC and our configurators and CPQ.” — Cassie Crossley, Quotation CPQ Program Director, Schneider Electric
“We chose Oracle Talent Acquisition Cloud because it is the best in its class and has a proven reputation with a number of large, global organizations.” – Yvette Stortz, Vice President, Global Talent Acquisition and Mobility, Schneider Electric
"With Oracle Talent Acquisition Cloud, we have vastly improved our global recruitment processes, boosted efficiency, increased internal hires, and gained better visibility of our worldwide candidates." – Yvette Stortz, Vice President, Global Talent Acquisition and Mobility, Schneider Electric
External Assets
Video: Schneider Electric Use Oracle for Cloud – (http://medianetwork.oracle.com/video/player/2255236596001)
Customer Snapshot: Schneider Electric Drives Global Recruitment with Standardized Approach (http://www.oracle.com/us/corporate/customers/customersearch/schneider-electric-1-taleo-ss-2444302.html)
Customer centric est une façon de faire des affaires avec votre client de manière à offrir une expérience client positive avant et après la vente afin de fidéliser les clients, de fidéliser la clientèle et de réaliser des profits.
Et une entreprise centrée sur le client est plus qu'une entreprise qui offre un bon service.
Les deux Amazon et Zappos (chaussures en ligne, vêtements) sont des exemples de marques qui sont centrées sur le client et ont passé des années à créer une culture autour du client et de leurs besoins.
Nous avons besoin de 7 à 13 points de contact pour convertir un lead.
Les spécialistes du marketing d'aujourd'hui ne peuvent pas s'entourer de l'énorme quantité de données client et marketing nécessaires pour offrir une expérience client de classe mondiale.
Selon Forrester, plus de 80% des directeurs marketing n'ont pas une vue synchronisée des interactions avec les clients.
Pourquoi est-ce important? Bien, sans tirer leurs données sous un parapluie, ils ne peuvent pas cibler les bons clients et exécuter correctement sur leurs programmes de marketing.
Le résultat d'une expérience de marketing cassée est, malheureusement, une expérience client cassée
Avec une approche fragmentée des équipes de marketing en matière de données, de contenu, d'engagement social et trans-canal, il est clair que nous transmettons nos dysfonctionnements à nos clients.
Parce que les marketeurs ont toujours cet objectif de revenus à court terme, ils s'appuient sur ces systèmes et applications fragmentés. Cela signifie plus de contenu. Plus d'interactions sociales désorganisées. Lorsque les clients sont bombardés de contenu, d'annonces et de promotions non pertinents, l'une des deux choses suivantes se produit: Au mieux, ils n'achètent tout simplement pas, ce qui contribue à un taux de conversion stagnant. Au pire, ils s'énervent et décident de cesser toute communication avec vous.
L'échec de Blockbuster est vraiment intéressant ainsi que l'essor de Netflix.
Netflix a pris une part importante de la clientèle de Blockbuster. Pourquoi?
Blockbuster pensait que ce que ses clients achetaient l'expérience de marcher dans un magasin, ramasser un film et peut-être du pop-corn.
Blockbuster a mis en place un réseau de distribution massif. Cela signifiait un risque important si les clients commençaient à vouloir obtenir le produit de différentes manières.
Blockbuster a eu plusieurs occasions d'acheter Netflix au début des années 2000 pour 50 millions de dollars - et l'a refusé parce qu'elle ne voulait pas perturber son revenu traditionnel
Ignorer la perturbation ne la fait pas disparaître. Netflix s'est clairement focalisé sur l'avenir.
Fournisseur de service au fournisseur de technologie
Il est fascinant d'observer la croissance du paysage de la technologie marketing au cours des sept dernières années. Comme vous le voyez sur cette diapositive, le paysage du paysage des technologies de marketing a augmenté chaque année et encore cette année, d'environ 40%, pour atteindre un total de 5 381 solutions disponibles sur le marché.
La statistique intéressante est la répartition de leur taille et de leur financement:
6,9% sont des entreprises de plus de 1 000 salariés ou sont publiques
44,2% sont des entreprises privées, moins de 1 000 employés ou aucune donnée de financement
48,8% sont des startups financées par des investisseurs à n'importe quelle étape avant la sortie
1-Aujourd'hui, vous avez juste besoin d'un bon programmeur et d'un site web pour pouvoir avoir un logiciel en tant que service
Ainsi, lancer un logiciel devient plus facile que jamais avec les nouvelles technologies
Les 2-CMO ont désormais plus de responsabilités, de nouvelles façons de promouvoir leurs produits et doivent être plus techniques. Il y a un décalage entre les CTOs et les CMOs ou vice versa. En fait, j'ai vécu cela au cours de mes 10 dernières années en tant que directeur marketing dans des sociétés SaaS et de divertissement où les clients sont très agiles.
Enfin, les mondes de la technologie de la publicité et du marketing fusionnent. Cela entraîne d'énormes implications pour les commerçants et l'industrie dans son ensemble. Cette nouvelle ère s'appelle MADTECH et fait partie du nouveau processus de perturbation numérique. L'union de ces deux mondes technologiques fait partie d'un changement de mentalité de marketing plus large qui met l'accent sur la qualité plutôt que sur l'échelle.
Les clients d'aujourd'hui exigent des expériences engageantes et pertinentes, et les bonnes technologies aideront les entreprises à atteindre cet objectif.
On the far left side here, you have anonymous behavior – this is where customers engage with your product, brand or service on paid media and advertising
On the far right, we have known behavior – this is where customers are engaging with you after a purchase, or when they’ve shared their contact information with you, such as an email address
When we think about acquiring customers for the first time, it starts in this anonymous context.
Oracle’s Data Management Platform helps us connect data to get a holistic picture of the best audience you should reach
This includes first party data that sits in your known systems, such as CRM, email or web analytics
Second party data you share with another partner
And finally, third party data from Oracle’s Audience Data Marketplace, powered by Oracle Data Cloud. This is the largest marketplace for third-party data and is comprised 7 billion anonymous audience profiles.
As you can see by the channels on the left, we can activate that data on paid media, and start drawing people to the website
As we try to drive that conversion, we can leverage Oracle Maxymiser to optimize the experience with the right content and ensure customers engage with the right products
With Oracle WebCenter Sites and Oracle Commerce, we can manage the content and the shopping cart experience, and drive that first conversion.
Once we drive that conversion, this is where our Cross-Channel Orchestration solution, Oracle Responsys, fits in.
This becomes our digital marketing hub, where we want to retain and grow this customer.
Here, we can orchestrate a consistent experience that adapts rapidly to customer behavior
With Content Marketing and Social Marketing, we can enrich the customer experience and drive higher cross-sell and upsell opportunities.
Finally, with all of the data we’ve garnered to convert the right customer, we can make that data anonymous and send it back into the DMP as a look-alike model.
By activating that data, we can go acquire more customers that look just like our ideal ones, and start the whole lifecycle over again
Personne present sur un event
Comment l'engager via Beacon (Push)
Récupérer des informations
=> Eloqua et dans le CRM
Apres le salon / l'animer avec un newsletter / webinar
=> Lead Scoring/Reporting
Marie doit organiser un évènement sur Paris et dois créer une page de destination pour que ses invités puissent s’enregistrer.
Elle commence ses recherches sur google, puis est interrompu et le soir revient sur facebook et linkedin ou elle voit une annonce publicitaire et elle click dessus.
Marie rempli le formulaire de la landing page et est immédiatement inclue dans le CRM et dans des campagnes d’élevage. Elle sera retargeté avec des campagnes pertinentes en fonction de son comportement digital, de son profile mais également en fonction de son com^promis envers manitou.
This slide can also be used as a Q and A slide
Il s'agit d'un exemple de diapositive Deux images avec légende de présentation idéale pour inclure deux images avec de brèves descriptions.
Pour remplacer les images sur cette diapositive d'échantillon (ceci s'applique à toutes les diapositives de ce modèle qui contiennent des images remplaçables)
Sélectionnez l'image d'échantillon et appuyez sur Supprimer. Cliquez sur l'icône à l'intérieur de la forme pour ouvrir la boîte de dialogue Insérer une image. Accédez à l'emplacement où l'image est stockée, sélectionnez l'image souhaitée et cliquez sur le bouton Insérer pour ajuster l'image proportionnellement à la forme.
Remarque: ne cliquez pas sur l'image avec le bouton droit de la souris pour modifier l'image dans l'espace réservé de l'image. Cela va changer la taille de l'image de l'espace réservé de l'image. Au lieu de cela, suivez les étapes décrites ci-dessus.
Depuis eloqua
Depuis le module engage, coller email
Parler de la gestion de la pression marketing
Sur profiler :Paul suit le comportement digital de Lucie depuis son CRM
Chaque fois que Lucie clique sur un email ou visite le site web de Soprema,Paul peut choisir d’être alerté
Pour l’occasion j’ai décidé de télécharger l’application et de voir combien d’hommes entre 25 et 34 ans se trouvent actuellement à Paris aux alentours de 45km à la ronde.
Rencontrer quelqu’un peu parfois être très long est la preuve et que le résultat a été le suivant : 233 967 hommes !
Dans la vie de tous les jours, nous sommes généralement intéressés par une personne en fonction de leur apparence physique et de leurs intérêts.
Donc on peut ici se poser la question de savoir vraiment quelles sont les probabilités de trouver l’amour sur Tinder !!!???
Donc que se passerait-il si on ajoutait plus de critères tels que :
C'est exactement ce qu’est le Lead Scoring.... Il s’agit de prendre une grande quantité de contacts et de trouver le bon et cela en fonction de critères de profile et d’engagement envers la marque ainsi que de produits et services.
Voici notre matrice qui va nous permettre de mieux comprendre qui sont vos potentielles rencontres, d’affiner votre recherche et vous faire gagner du temps sur des contacts inutiles…Par exemple, nous pourrions mettre en attentes certains contacts, faire augmenter leur score ou maturité dans le but de les rencontrer quand ils seront prêts…Parce que pour rencontrer ces 233 967 hommes, vous auriez
Comment ça marche ? Engagement : compromis envers la marque (ouverture d’emails, clicks, visites websites, etc). Dans le monde des sites de rencontre nous dirions qu’il s’agit des activités que la personne aime faire. ACTIVITES
Profile : les enjeux des entreprises s’alignent-ils avec les solutions que vous proposées ? Cela va se traduire en data par : quelle est leur industrie, leur profit, le poste de travail, etc. PHYSIQUE
besoin de 1424 ans.
Nous pouvons réduire le cycle de vente de nos produits