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Il y a plus de talent hors de votre boîte que dans votre boîte.
Engagez-les.
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Problème # 1:L’innovation est à la mode mais est-elle durable ?
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Problème # 2: Le monde de l’entreprise en crise.
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Problème # 3: Ne perdons-nous pas de vue l’objectif du business ?
“To make and keep a customer”Peter Druker, Management Guru, 1953
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Problème # 4Nous préoccupons-nous vraiment de nos clients ?
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Problème # 5La technologie est-elle employée pour s’en rapprocher ?
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SOURCE: McKinsey Profiting from Proliferation and Polarization PD
Problème # 6A quoi boin se rapprocher d’unclient de plus en plus versatile ?
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Problème #7Versatile ou pas, il est et restera de plus en plus central
Parce qu’ils invententParce qu’ils inversent
les marchésParce qu’ils prennent
la parole massivement
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Problème # 8De la collectivité à la connectivité
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2.5% is the average number of consumers buying 80% of a product, the ‘Pivotal Point Consumers’*
2 à 3,5% is the number of first adopters and key influencers to the rest of the community
Those are often the same. They are critical to new products and innovations. We name them «LEAD USERS».
Source: Catalina marketing study
Problème # 9On ne peut plus se fier à Pareto
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La plupart de ces consommateurs critiques vivent an Belgique, aussi.
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« Je crois à Mme Huard. Mme Huard est une bonne mère de famille belge, qui devant ses fourneaux a eu l’idée que les bagarres entre Flamands et Wallons étaient des conneries, et l’a mis sur son blog. En un mois, elle a eu 500 000 réponses. Le Premier Ministre de l’époque, avec 35 ans de carrière, avait 600 000 voix. C’est l’hirondelle qui annonce le printemps. »
Michel Serres
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1 113 000 Belges
sont créatifs
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598 500 Belges
sont des innovateurset de potentielsambassadeurs
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Typologie belge de lacourbe d’adoption
Innovators6%ators
6%
Early adopters 24%
ModernMaistreamer
s14%
Mains-treamers
50%
Laggards6%
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17www.grp.be
Par quel canal s’expriment-ils ?
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Cette tendance va durer
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Cette tendance va durer
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Cette tendance se prop-âge.
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Cette tendance va durer.
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Passer du dialogue à l’engagement rapporte encore plus
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23SOURCE: McKinsey Technology Initiative
▪ Created support communities, where 80% of queries are answered by members
▪ 15% of customers use communities for support
▪ Customer support community enabled only 2 Novell FTEs to support 20,000 problèmes per quarter
▪ Extensive support community greatly reduced call center volume
▪ Created online communities to improve customer research
▪ Estimated savings of $3M per year in surveys and $1M per year on focus groups
▪ On-line apparel retailer uses existing customers as “reps” to generate 15% of sales
▪ 1% of customers engaging as “reps”
▪ Deployed network of suppliers for designing and manufacturing motorcycles
▪ Reduced cost of components by 70%
▪ Connects photo-graphers to buyers, reducing stock photography cost by ~100 times
▪ Created on-line platform to enable inventors to submit product ideas or provide solutions
▪ Increased R&D productivity by 60%
▪ Doubled new products success
▪ Reduced R&D as a percentage of sales from 4.8% to 3.4%
▪ Opened up product roadmap to online community
▪ Reduced time spent to review product roadmap
▪ Doubled frequency of releases without increasing staff
▪ Community-based t-shirt design company eliminated need for internal design function
R&D/ Product development
Procurement/ Production
Marketing /PR
Sales Service
▪ Created social network for sharing cruise travel plans
▪ Estimated to have driven $1.6M of cruise revenue
Extract from McKinsey research
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Engagez-vous, engagez-les !
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Use case for companies
Needs and ideas
Design and Development
Marketing
Sales and channels
Customer service
• Gather new ideas, test new ideas for brands• Understand much deeper needs, preferences, and spot
trends
• Gather feedback and ideas on new features, packaging, names…
• Crowdsource through ‘voting’ on specific features• Test prototypes and designs
• Prioritize product roll-out• Test out promotional package, marketing campaigns• Encourage viral or buzz behavior of “lead” consumers
• Assist lead generation process• Mandate member as extension of sales function
(referall/eyeball program, using social networks)
• Gather customer feedback improving existing products• Save costs by letting users solve other user’s questions
vs your employees
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An illustration (1)
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An illustration (2)
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An illustration (3)
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Cas concret – espace privé de co-création (banque, confidentiel)
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« Ne vous faites pas d’illusions. La puissance des réseaux sociaux, magré la résistance interne des organisations, tourne tous les anciens modèles pieds par dessus tête.
Dans le monde du Web2.0, les fans deviennent des célébrités, les étudiants deviennent des professeurs, les consommateurs deviennent des producteurs, les employés deviennent des patrons, les citoyens deviennent des politiciens et les David deviennent des Goliaths. »
En guise de concusion...