Referentiel 2017 : Digital Maturity in european corporate accounts

REFERENTIAL
MATURITY
DIGITAL
2017 THE DNA OF
THE PERPETUALLY
LEARNING BUSINESS

CHAPTER 1 : CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES THE VALUE CHAIN pg. 14
1.1. Customer participation in product design conception pg. 20
1.2. Feedback culture pg. 23
1.3. Relationships that are simplified and personalized pg. 26
1.4. Operations and support functions structured by demand pg. 35
CHAPTER 2 : ARE ENTERPRISES HEADING TOWARDS BEING DATA- DRIVEN? pg. 40
2.1. A work in progress with varying degrees of advancement pg. 47
2.2. The first spectacular results pg. 51
2.3. Data, an IT challenge! pg. 55
2.4. We must go further pg. 57
2.5. The urgency of solving issues of governance and data ownership pg. 61
CHAPTER 3 : OPEN INNOVATION AGILITY: THE CULTURE OF INNOVATION
IS A TRUE MOTOR OF TRANSFORMATION! pg. 70
3.1. Innovation digital: companies enter the age of reason pg. 75
3.2. Progress in agility and coming to scale pg. 86
3.3. The relationship between start-ups and large companies: neither are fascinated, nor afraid of one another! pg. 97
CHAPTER 4 : A NEW WAVE IS ON THE HORIZON pg. 106
4.1. How to be prepared for the next wave of technology? pg. 111
4.2. A promise of competition at all levels pg. 114
CHAPTER 5 : ISSUES OF GOVERNANCE AT THE HEART
OF THE CAPACITY FOR TRANSFORMATION pg. 130
5.1. Digital governance under discussion pg. 135
5.2. Digital-IT: a precarious equilibrium to master pg. 143
CONCLUSION pg. 152
GLOSSARY pg. 154
CONTRIBUTORS pg. 164
S

FROM CREATING A VISION
TO BRINGING IT TO SCALE:
THE BCG APPROACH

The year 2017 confirms that digital is embedded in the
DNA of enterprises. The strategic nature of digital is no
longer a debate. All medium term strategies now incor-
porate a digital dimension comprised of three axes:
• The digitization of core processes to optimize profita-
bility across all functions, by focusing on methods of
acceleration to define, test and scale digital projects.
• A focus on growth through offers and business models
that are innovative and digital.
• Organizations are expanding towards value-driven ini-
tiatives, developing agility, data mining, flexible IT sys-
tems, and creating an ecosystem of partners.
Though the eminent threat of startups and disinterme-
diation is relevant for most enterprises, with a more
connected innovative ecosystem, the majority are not
strong enough to stand against the digital giants. The
recent acquisition of Whole Foods by Amazon for 13.7
Billion USD proves that no sector is safe from digitaliza-
tion; in this case, the purchase of fresh produce.The dis-
ruption is also no longer only occurring from the bottom,
but also from the top, through large scale operations and
predation.
Data mining is also a shared priority: 91% of enterprises
interviewed identified a data value strategy. However,
the capacity to focus efforts efficiently still needs impro-
vement. BCG has found that enterprises estimate that
their capacity to prioritize their big data projects is weak,
attributing on average a rating of 2.5 on a scale from 1 to
51. Enterprises also expect to streamline the use of data
due to consumer pressure and demand for transparency
and thus obliging enterprises to adapt their practices.
Thus, 30% of enterprises are ready to compensate cus-
tomers for using their data.
Digital governance has also become widely accepted:
75% of the companies interviewed have a Chief Digi-
tal Officer, whose first mission is to manage the digital
changes and direction of their group, while maintaining
an adaptable and evolving structure.
However, the proper execution of a digital strategy re-
mains an imperative priority. The challenge is twofold:
• To be able to quickly integrate mature and vital techno-
logy to remain competitive, such as social and collabo-
rative tools, cellphones, analytics, and the cloud.
• To prepare and organize for future technological inno-
vations: artificial intelligence, Blockchain, virtual and
augmented reality, 3D printing, and robotics.
La stratégie intègre l’ensemble des orientations digitales
1. “Are You Set Up to Achieve Your Big Data Vision?”, The Boston Consulting
Group, June, 2017
5

BCG has developed an approach able to answer the two
imperatives, structured in four phases:
• Education: The objective of this phase is to understand
digital technologies, their implications for the organi-
zation and business and to establish a diagnostic, mea-
suring the maturity of the enterprise. It is an informatio-
nal phase of creativity and discovery, where we help our
clients develop their conviction on the benefit of digital
for their business during the Tech Tours, Technovision,
conceptualization workshops and maturity diagnostics.
• Clarification: Involves identifying the areas which are
a priority for investment. The result of this phase is a
portfolio of projects, varied depending on the sector
and level of acompany’s digital maturity.
• Acceleration: This phase consists of launching a first
wave of short-term projects (3 to 6 months) to obtain
results quickly, validating the funding of future pro-
jects and creating a positive dynamic within the or-
ganization. This phase is also used to test the validity
of projects, some projects will be abandoned, others
reoriented.
• Scaling up: We accompany our clients in the implemen-
tation of their digital innovations to the scale of their
company. To scale up a “Build-Operate-Transfer” ap-
proach can be used, where BCG commits to building
digital accelerators for a transitional period and then
transfers the accelerator to the client. The “Agile at
Scale” model also works to diffuse agility beyond just
technological functions.
This approach is dynamic. It must continually search for
technological innovations (Technology Scouting) in or-
der to create a strong mechanism of transformation, able
to provide enterprises with flexibility and the necessary
reactive capacity to succeed in the digital era.
The four phases for a successful digital strategy:
from creating a vision to bringing it to scale
6
Introduction

OPEN TO NEW TECHNOLOGY
TRENDS: THE IBM VISION

The client and the data, the keys
to a successful experience
This was the principal take away from the study conduc-
ted by IBM, the Boston Consulting Group and EBG in
2016: the primary objective of digital transformation is
to facilitate the evolution of an enterprise around a cen-
tral axe, the client, rather than what has been its traditio-
nal focus: products or processes.
The client is thus placed at the heart of the organization,
and due to data, structured or not, the client’s needs are
understood from his or her experience, reinforcing the
relationship.
INCREASED INTELLIGENCE AND PROCESS
GROWTH SERVICING CLIENT EXPERIENCE
To ensure that the client is at the heart of their organi-
zation,companies must be able to adapt and render their
processes flexible. Front office processes must distance
themselves from the rigid automated processes that
have dominated the last several years. The capability to
adapt processes is necessary to be able to support client
needs and to identify and anticipate their expectations.
Every interaction between a company and its interme-
diaries has become a data source, whether the informa-
tion is digital or not. The data unleashes potential and
allows for cognitive interpretation, being able to analyze
a mass amount of information in real time and “learn”
from each interaction, including weak signals.
We thus move from rigid, fixed processes to cognitive
processes, which allows us to service the customer in the
most appropriate way. Conversational agents (notably
“Chatbots”) are used more frequently and compliment
the recommendations consultants receive in “push”
mode, regarding the baseline analysis and data in real-
time past, present and future.
As underlined by Nicolas Thery, President of Credit
Mutuel, after the mass integration of Watson alongside
its banking agents, cognitive technologyallows a tran-
sition to “the literate computer”,with a virtual assistant
supporting each adviser, allowing the adviser to unload
repetitive and tedious tasks, in order to be able to focus
and deliver more services to its client. Nicolas Thery
says it “simplifies the life of our advisers, making use of
our rich database (…), with a 90% level of satisfaction”.
We see the same trend in connected automobiles: “The
ability to converse and to learn that is embedded au-
tomatically in cognitive systems offers BMW vehicles
the possibility to learn personal preferences, needs and
driving habits of its driver over time, which renders the
experience of driving the most comfortable and safest
possible.”
2. IBM IBV “The trust factor in the cognitive era”, 02-2017
7
Introduction

Digital and cognitive industrialization
Last year, we discussed four pillars of digital transforma-
tion that were identified by IBM to support their clients
and decipher the challenge of digital transformation: De-
sign Thinking, the Platform, the Academy and the Facto-
ry. They constitute an end-to-end approach, in order to be
able to experiment, innovate and implement industriali-
zation required for digital transformation. These pillars
are complimentary and interact with one another, and
have evolved with a pillar now dedicated to governance.
Results, orientating the industrialization, from the expe-
rience gathered by IBM clients are the following:
DESIGN THINKING/STUDIO
This pillar deals with initiatives, logistical means, orga-
nization, skills, and positions that need to be created to
treat an industrial fashion client experience, experience
that is evolving. It is about creating a permanent capa-
city to co-create internally, with clients and partners, as
well as to imagine new services driven by the data avai-
lable in design thinking.
This is what will render possible the implementation of
these learning processes, evolving according to the ex-
perience of each client and their interaction with the
company.
PLATFORM
The purpose of this pillar is to motivate traditional in-
dustrial applications to collaborate with digital systems
(engagement systems: client interaction channels, cus-
tomer knowledge; system of insight: data, analytics/ar-
tificial intelligence, etc.) and emerging systems such as
the Internet of Things and Blockchain.
Blockchain allows for the sharing of critical information
in a transparent and secure manner, as well as allowing
for disintermediation. This assures a unique and secure
registration of the steps involved in the transaction on
the digital platform, allowing for a considerable reduc-
tion in time for receiving payment, resolving disputes
and thus benefiting from important savings.
For example, IBM worked with Natixis and Trafigura on a
project to improve lifecycle financing efficiency to arrive
at a digitization of documentary credit.
A number of sectors, in addition to finance, including
agriculture, supply chain, luxury, and pharmaceutical all
benefit from the ability to secure, infringe and trace at all
levels of a transaction.
The use of artificial intelligence becomes a point of diffe-
rentiation for the interpretation of weak data signals,
both structured and non-structured. The number of si-
gnals is increasing with the acceleration of the Internet
of Things (IoT), Blockchain, the cell phone and social
media, and thus the ability to define pertinent informa-
tion, client expectations or even prevent errors.
The use of artificial intelligence becomes
differentiating to interpret continuously weak
signals from structured and unstructured data,
whose volume increases with the acceleration
of the Internet of Things, Blockchain and
always with mobile and social networks,
defining the relevant information
and expectations of the customer, or even
anticipating them.
8
Introduction

FACTORY
This pillar deals with the industrial organization of deve-
lopments, of their testing and integration by the means
of Factory, genuine “agile factories” who will thus per-
mit faster ready-to-market time, and an enhanced abi-
lity to replicate. Factories tend to use hybrid models that
address as many purely agile cycles of construction, as
iterative or continuous traditional cycles (V cycles) and
their maintenance.
GOUVERNANCE
The era of digital transformation has seen a new posi-
tion of responsibility emerge, the Chief Digital Officer,
whose position developed alongside the organization, in
particular the CIO and traditional information systems.
This has allowed for anaccelerated creation of platforms
around digital channels, data or the IoT³. Today, we are
witnessing the re-integration of entire information sys-
tems, incorporating hybrid models combining operatio-
nal IT with the complimentary responsibilities between
the CIO and the CDO, rather than a juxtaposition. Fur-
thermore, depending on the digital maturity and culture,
we are witnessing an evolution of an organization’s trade
with the creation of entities responsible for new trades
around client relations; by definition, this means fol-
lowing and managing customer experience by means of
data: personal client data, enterprise management or big
data. These evolutions have consequences for existing
organizational structures, notably distribution, client
services and marketing.
ACADEMY STARTUP
This pillar deals with the impact of industrialization on
human resources across three levels: enterprise culture,
to apply a spirit of digital paradigm; management, to ap-
ply new collaborative practices and delegate responsibi-
lities; and the evolution and adaptability of collaborative
competencies to key digital methods (design thinking,
agile, DevOps), as well as the retention and attractive-
ness of these key competencies.
It is key to follow the Academy for the evolution of com-
petencies and the acculturation of each generation, as
well, as collaboration to take place between new actors
and startups as open innovation.
Changing management is key to the evolution of an en-
terprise’s DNA.
It must be hybrid:
• On one hand to collaborate with the most innovative
of startups in the Scale Zone, where IBM “incubates” a
selection of startups to provide the opportunity for an
industrialized offer and client-sponsorship
• To be inspired by the pure players who incorporate
“hackathons”
• To integrate the most specialized teams and all genera-
tions to form “digital boomers”,offering them an agile
and digital culture
3. IBM – From The Internet of Things to Cognitive –
The keys for understanding the industry’s digital transformation -
https://ibm.biz/IOT-cognitif
9
Introduction

Towards a learning enterprise
Client experience and data are the two fundamental is-
sues of digital transformation. Improving enterprise
performance always requires improvements in the re-
levance of the information and recommendations made
to users, whether they are clients or employees. Because
they are fundamentally client-oriented, the cognitive
technologies used to support new flexible processes will
be the new standard for a learning enterprise.
Welcome to the era of permanent transformation and of
the learning enterprise!
IBM France
Marc Bensoussan
General Director
Global Business Services
10
Introduction

• Their situation regarding the 5 challenges identified at
the end of 2016:
1. Customer centricity
2. Implementation of data-driven strategies
3. Ability to scale up
4. Digitalization of IT
5. Organization and governance of digital
• Talent and skills needed to become a tech company
• Structure and creation of governance dedicated to inno-
vation and startups
• Opportunities created by the new wave of technolo-
gies (IoT, Robots, Artificial and cognitive intelligence,
Blockchain)
The qualitative study is the heart of this Referential,
whose conclusions are presented around quotes from in-
terviewed decision makers. We were only able to show-
case a limited example and hope that it is representative
of the diverse degree of advancement and inspiring ini-
tiatives that are developed in France.
QUANTITATIVE STUDY
A quantitative study was completed to compliment the
qualitative study. This study was administered online
between March and April 2017. A survey of 1,214 people
was conducted across three primary categories: Mana-
ging Direction, Digital Direction – comprising of Digital
Functions, Marketing Sales – and Functional Direc-
tion. On the following page you will find more detail with
regards to the respondents’ profiles.
REFERENTIALMETHODOLOGY

QUALITATIVE STUDY
After the 2016 edition, which focused on enterprises and
B2C or B2B2C, this Referential’s aim is to extend the field
of study by exploring a diverse number of large enter-
prises across several sectors who have important econo-
mic weight in Europe.
We interviewed and met with 75 key decision makers in
the digital field, most often members of Comex or mana-
ging directors, proof of the digital transformation’s high
level of strategic importance.
A quarter of the decision makers are responsible for in-
ternational markets, most often European, exceptionally,
Brazil or Hong Kong, who offer to give the least surpri-
sing perspective.
The 2016 edition concluded with the reflections of
Christophe Verley, Digital Chief Officer of ADEO
(Parent company of Leroy Merlin), who stated “Digital
transformation is an ongoing process rather than a desti-
nation”, confirmed by the many key decision makers we
interviewed. This transformation is no longer a dynamic
constant but rather what is in question and what is im-
portant today is analyzing the level of economic digital
maturity.
To do this we interviewed each of the 75 key decision
makers for 45 minutes, between January and April 2017,
covering the following subjects:
11
Introduction

The industry is relatively unrepresented, 8% of the panel
versus 19% of the value-added companies4
, whereas the
financial services sector appears over presented, 16.5%
of the panel versus 5% of the French GDP5
.
The sectors represented are diverse. In this survey, ad-
ministered online and based on voluntary submissions,
the response rate by sector is a first indicator, although
imperfect, of the interest for the subject of digital trans-
formation.
16,5 % Banking – Finance – Assurance
11 % Telecom – Utilities
6,5 %
13 %
FMCG – Luxury
2,5 % Health – Pharmaceutical
12 % Media
4,5 % Tourism – Hospitality – Travel
Distribution – Commerce
3 %Transport – Logistics
8 %Industry
19 %Services (to individuals
businesses)
4 %Other (BTP, Real Estate,
High Tech Consumer, etc.)
In what sector do you belong? 1 single category representing your activity
What industry is your enterprise a part of?
14 % CEO or Comex Member
4 % Supply Chain/Purchase – Real Estate –
Production/Quality – Finance
32 %
30 %
Digital - Data digital - Innovation
Marketing – Communication
10 %Information Systems
4 %Sales
6 %Other (HR, Strategy, Transverse Processes, etc.)
4. Source: World Bank
5. Source: Ministry of Economy (economie.gouv.fr)
12
Introduction

The results, showcased throughout this Referential, most
often confirm the views shared by key decision makers
who were personally interviewed. This reaffirms the
idea that the digital has left its silo. The level of maturity
between sectors remains varied, but within each organi-
zation, the process is in progress.
Like the qualitative study, the online study highlights
large groups. Note that medium size companies, who do
figure exceptionally in the panel, are most often digital
companies.
Respondents received questions specific to their profile,
even if some questions were deliberately addressed to all
the participants to discover congruencies or opposing
perspectives.
What is the total number of employees in your enterprise or group?
19 % 2,001 to 10,000 employees
12 % 501 to 2,000 employees
19 % less than 500 employees
12 %10,001 to 30,000 employees
38 %more than 30,000 employees
13
Introduction

CHAPTER 1 : CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES THE VALUE CHAIN PG. 14
1.1. Customer participation in product design conception pg. 20
1.2. Feedback culture pg. 23
1.3. Relationships that are simplified and personalized pg. 26
1.3.1. Simplicity structures the offer and direction pg. 26
1.3.2. Personalization is key and difficult to execute pg. 32
1.4. Operations and support functions structured by demand pg. 35
1.4.1. Tools and men pg. 35
1.4.2. Processes reoriented according to customer experience pg. 38
1
15

Customer centricity has grown considerably with the arrival
of CRM 10 years ago. The concept: is there a marketing
approach that addresses both sales and customer relations?
This has become the focus for the transformation
of companies and a vital issue for any organization looking
to best benefit from the digital revolution.
1.
CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES
THE VALUE CHAIN
16

18
Customer centricity : customer demand shapes the value chain1
1.
CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES THE VALUE CHAIN
New consumer behaviors, access to information and in-
novative business models, have given power to the cus-
tomer. Customer behavior has evolved with the new use
of technology. Companies are forced to answer to the
customer’s demands and volatility. The customer is king
and his or her demand influences the structure of a com-
pany’s entire value chain.
The growth of customer centricity makes good commer-
cial sense. Good sense that demonstrates an ideal wor-
ld permeating all the segments of the value chain, from
product conception to services, all the way to after sales
service. However, companies understand quickly that
this is a difficult objective to accomplish when faced with
the reality of the market or its internal organization.
The interviews conducted for this referential support
that methods, processes and tools exist to achieve this
objective. A number of example initiatives are presented
in this chapter with often spectacular results. However,
the key is perhaps elsewhere.
What is most noticeable in customer centric companies
is their spirit. They have a shared ambition focused on
the customer and end-user, thus discovering the virtues
of working together. An underlying certainty: above all
else, it is the company culture that dictates the willin-
gness to participate in the digital revolution.
A more in depth analysis reveals a pattern of characte-
ristics and processes. The first is the habit of integrating
the customer and end-user during the first phase of pro-
duct conception, a process that can be accredited to the
method of design thinking. The second pertains to the
culture – and the method – favoring feedback. Feedback
is necessary to truly grasp customer needs. The third
reveals a permanent effort to integrate simplicity and
personalization with customer relations. These characte-
ristics are equally supported by the constant evolution of
support functions and operations.

19
Customer centricity : customer demand shapes the value chain 1
Customer centricity : Summary
Reinventing the customer experience to fit with the processes
Concept • Customer centricity is based on two axes both technical and cultural:
- An overhaul of the organization to homogenize the internal structures
for the customer experience
- Direct implication (feedback) and indirect (data exploitation)
• There are a number of challenges: availability of analytical tools, internal
competencies, company vision and an unfit company culture.
Tools and
technical
competencies
• A customer centric approach means understanding the customer but
only 40% of companies have a tool for collecting data and providing
a 360˚ vision of the customer.
• Satisfaction varies according to the industry: 27% of consumer goods
companies measure satisfaction throughout customer experience compared
to 72% in tourism.
• This data allows for target marketing (precise advertising) that once
adopted has a high success rate (a positive return of 73%) despite being
difficult to implement for certain companies.
• The success of chatbots is mixed (a positive return of 32%). They require
a considerable investment for service that is not always sufficient.
• The development of adblocks does not worry companies (33% aren’t
opposed) as there are ways to navigate around the adblocks and other
available channels of communication.
Communication • 65% of companies confirm the development of omnichannels, the use
of a mixed marketing approach, both online and offline will continue
in the medium term.
• 73% of companies do not foresee abandoning the distribution
of their product by the e-commerce pure players.
• They therefore continue to prioritize their own platform as well as
distribution and communication.

20
1.1. CUSTOMER PARTICIPATION IN
PRODUCT DESIGN CONCEPTION

THE CUSTOMER IS INVOLVED FROM THE START
OF THE PROCESS
Co-construction, co-design, association, the terms vary
but the intention is the same for companies who have
chosen to have their customers and end-users actively
participate in the conception of their products and ser-
vices. The process is still too infrequently adopted des-
pite the undeniable positive results, the first being a gua-
ranteed opportunity for companies to test their ideas,
prototypes and succeed in meeting the expectations of
the end-user and the market. Another indirect benefit is
the impact on customer loyalty. How to decipher, if the
product is more efficient and thus attractive because
customers themselves participated in its creation, or the
brands are simply valued by association?
Erwan Gaultier, EMEA Director of Digital Channels
Customer Experience and founder of the Orange
French Lab, has developed a formal approach: after
the prototype phase the customer’s reactions are qui-
ckly measured in-vivo to best consider its implication
for the evolution of either the product or service. “The
whole team is in contact with the end-user – customers
or employees – it is sometimes even ethnology that is
needed to understand the unspeakable!” Mr. Gaultier
welcomes the results: “Future offers are already being
built incorporating these processes. The service actually
corresponds to the expectations and their satisfaction is
greatly improved.”
Without going as far as associating clients to the process
of innovation, Christophe Verley, Digital Chief Officer
d’ADEO (Parent company of Leroy Merlin), confirms
interest for the process and is taking steps towards
incorporating it in the group: “what’s important is to stay
connected to the customer with regards to everything we
design. Some of our BUs have interesting approaches: in
Brazil one of our UX designers spends time at the end
of a store aisle to observe product progress and collect
customer feedback”.
Organizing a hackathon can be a great way to launch,
advises Pierre Gauthier, the Digital Director and CIO at
MACIF: “The participants of our first hackathon had to
test their ideas in the street directly with the end-user”.
The success of the project, which won a jury prize, gave
Mr. Gauthier confidence for the next step: a hundred col-
laborators are already working on its development.
What is “Customer centricity”? (by function)
31%
Structure internal
processes
to optimize
customer
experience
Systemize
Customer
feedback
at every point
of contact
to better
their offer
Involve
their customers
in innovative
process
Use customer
data
to personalize
their product
offer
Use customer
data
to better
target marketing
and advertising
campaigns
42%
44%
Digital
Marketing/Communication
Information Systems
21%
22%
27% 26%
15%
9% 8%
13%
16%
14%
8%
5%
20

21
THE CHALLENGES OF REGULATED SECTORS
Having customers is new for certain organizations,
notably former public companies that have since been
integrated into markets but are still invested in public
services. This is the case for GRTgaz, created in 2005, to
take over Gaz de France’s operations. Herve Constant
pilots the CIO since 2011, his first major project after
the information system separation with Engie was dedi-
cated to end-users: “B2C and client relations are the digi-
tal motor. However, we are evolving in a regulated B2B
environment: so we were initially missing the necessary
motivation to launch”.
Having an HR and operations background Mr. Constant
quickly realized the client and end-user were absent
from CIO: “We often talked about the technical subject,
finances, but rarely of the end-user. IT is composed of
3, those who build, the trade and managers who request
the product but in the end are not using it, the end-user
is at the end of the chain.” How in effect do we succeed in
oriented ourselves towards the end-user if they are not
a part of our conversations? A situation that is luckily
evolving thanks to the development of digital and design
thinking personnel who are holding a more important
position within organizations.
Do you foresee stopping offline marketing to only do personalized online marketing in the next 3 years?
Somewhat agree Strongly disagree
Somewhat disagreeCompletely NSP
22% 44% 33%Transport – Logistics
9% 45% 45%Tourism – Hospitality – Travel
50% 33% 17%Fast- moving consumer goods
32% 37% 16% 16%Telecom – Utilities
33% 33% 33%Health – Pharmacy
50% 30% 20%Media
5% 37% 45% 3Other
14% 25% 36% 19% 6%Banking – Finance – Insurance
4 32% 44% 16% 4Distribution – Commerce
6% 6% 56% 25% 6%Industry
20% 80%Luxury
21

22
For 47% of respondents
The culture of
your business is not
aligned to the needs
of your customers.
In response
to the question
“What are the challenges that slow
the incorporation
of a customer centric organization?”
Arnaud Pelletier
IBM Studios Director, Paris
Studio approaches and design thinking
« IBM Studios Paris welcomes customers since
2014 to workshops and co-creation centers focused on
the end-user experience, in order to be able to imagine,
realize and value their digital initiatives. We transform
the innovative ideas into industrial solutions, where
the value added is confirmed by the end-user since the
first stages of the project thanks to prototyping.
The methodology of IBM Design Thinking allows us
to move from idea to concept with agility, then from
concept to integrated solutions deployed in compa-
nies by multidisciplinary team members (designers,
consultants, developers, architects).
“The French Tennis Federation (FFT) is strongly
focused on our fans for the Roland Garros tournament.
For 2 days, we used the methodology of design thinking
to analyze customer experience and the expertise of
IBM international in the sports domain. “The design
thinking workshop is by far the most conclusive I have
done!” said Mathieu Gras, Director of Data and
Client Experience FFT.
The studio’s capacity for creativity and innovation
can be combined with acceleration assets at IBM such
as the International Center of Trade and Solutions
(a 600 square meter showroom dedicated to industry
solutions) or the Scale Zone which offers the ability to
incorporate startup service tools in our clients’ pro-
jects.”

IBM Focus

23
The consumer centric company must cast wide to not
exclude any clients or customers. “But there is also the
challenge of finding the best service quickly, to test qui-
ckly and change quickly” says Matthieu Tanguy, Chief
Digital Marketing Officer of Direct Energie. Especially
since speed creates a competitive advantage, confirms
Paolo Rovere, VP of Strategic Marketing at SEB Group:
“Fast customer feedback allows us to differentiate oursel-
ves from our competitors” as the customers are immedia-
tely taken into consideration and are subject of continuous
improvement.
1.2. THE FEEDBACK CULTURE

An organizations capability of responding to clients and
end-users largely depends on their ability to receive fee-
dback and its analysis. It is even the only way to become
customer centric according to Thierry Chrin, Chief Tech-
nical Officer at Clarins “All products must be proofed by
customers”. The cosmetic specialist has thus initiated new
projects, like the launch of a customer loyalty program
that is particularly generous reinforcing customer ratings
and review. “We have made an effort to receive positive
feedback from our customers”, says Thierry Chrin “The
simple act of launching a questionnaire is not enough.”
Mr. Chrin’s team has gone as far developing new sales
approaches for the Clarins website so that it becomes the
product point of reference for the brand.
Following the same logic BUT International is launching
a system to measure customer experience both in-store
and online. “Like many retailers our sales are good, but we
don’t take care of our customers enough”, says, Thierry
Lernon, Chief Digital Officer, responsible for BUT’s
international e-commerce. Mr. Lernon states: “it is an
exercise that requires constant questioning of customers
and audit of all the points of contact.” It should not become
invasive.
The measure of rates
of satisfaction vary greatly
depending on the industry
27% of companies
Measure of satisfaction
all along customer experience
In mass
consumer goods
Versus
72% in Tourism

24
DIRECT COMMUNICATION
AND THROUGH COMMUNITIES
Certain companies have a history of engaging with cus-
tomers and receiving feedback. This is the case for Club
Méditerrannée for example, who has always given its cus-
tomers a voice via “GM feedbacks”. “This seems incredible
today but we have a 40% response rate for our print ques-
tionnaires who have more than 100 questions! These ques-
tionnaires have always helped us to better our services at
our resorts” states Quentin Briard, VP of Marketing for
the FBS(1)
zone at Club Méditerrannée.
The time for long paper questionnaires is gone but the
culture remains. “These questionnaires are digitized today
and communicated in synergy with TripAdvisor, however
it is no longer sufficient: a conversation must also take
place between the customers, for the very reason we have
created a help community on our site clubmed.fr” The tour
operator has thus ‘recruited’ representatives in his com-
munity who are in charge of responding to all types of
questions concerning the villages and experience at Club
Méditerrannée. Quentin Briard is happy with the results:
“the enthusiasm is strong, with several thousand ques-
tions posted after a few months with an average of 3 res-
ponses per question”.
Similarly, The Compte-Nickel community was created
spontaneously on social media responding directly to
questions asked by the public about Facebook. “We have
taken the subject and organized a chat between our
clients and the public. We have asked the most enthusias-
tic to animate the communities and answer to the public.
1,200 out of 5,000 have accepted” states Hugues Le Bret,
co-founder of Compte-Nickel.
Yes, only on digital channels No, we haven’t planned to do so
No, but we willYes, on all channels
Fast Moving Consumer Goods 18% 9% 64% 9%
19% 13% 38% 31%Industry
40% 50% 10%Media
24% 20% 36% 20%Distribution – Commerce
27% 22% 46% 5%Banking – Finance – Insurance
47% 26% 16% 11%Telecom – Utilities
45% 36% 9% 9%Tourism – Hospitality – Travel
Other 25% 18% 29% 27%
Note: 184 respondents, small sample for the luxury (5), health (3) and transport (9) sector.
Do you measure customer satisfaction in real time and throughout the entire customer experience?
01 - France, Benelux, Suisse

25
A KEY TO WIN AGILITY
Customer feedback allows for better products and ser-
vices, but it is also a key for improving agility and com-
pany self-improvement. “From the beginning the team
organizes itself to obtain end-user feedback, customers
or employees, qualitative or quantitative” says Erwann
Gaultier, Head of the Digital Transformation Program
and founder of the Digital Factory at Orange. Mr. Gaul-
tier states “there are two challenges: the ability to mea-
sure time and the ability to accept risk – chance? to throw
away a first version to readjust the product if necessary.
We are at the heart of continuous improvement”. The two
challenges are possible for organizations but it means
committing to being between both states at all times and
risk profit.
“SOCIAL” LISTENING TO ANTICIPATE SUCCESSES
Some brands are more adept than others when it comes to
the ability to listen: the love relationship they have with
their fans and the constant demand of new products can
facilitate their capability. This is the case for Disney, for
example, who put this advantage to use to anticipate the
success of a franchise or product. “We have the chance
that the Disney brand is a “love brand” and we have the
chance that for each of our 3 brands (Disney, Marvel and
Star Wars) we have a very strong relationship with our
communities, who are highly engaged and in demand
of our content, products and experiences”, says Jérôme
Le Grand, who pilots the commercial and distribution
licenses at The Walt Disney Company France. “They
bring an amazing sounding box to our diffusion and
content and are equally a great barometer when it comes
to our products, whether it is to measure the potential
success or anticipate novelties. Social listening allows us
to be connected and listen to the social networks”. This
can equally provide an amazing opportunity to achieve
the next step: direct engagement, being able to engage
in conversation, like for example using a conversational
agent.
« All products must
be proofed
by customers »
Thierry Chrin,
Chief Technical Officer, Clarins

26
Companies however still have a long way to go. The
complexity they face is shifting and has multiple facets:
sometime technological, cultural, organizational, or even
strategic and above all else “human” with the famous “but
we have always done it this way!” the complexity pro-
gresses with the customer.
A DIFFERENTIATING VECTOR
Shifting to the birth of Uber and its integration into the
market of urban mobility, Raphael Morel, Director of
Development for France insists on the importance of
standing out amongst the actors and systems in place
“What’s most important for us is to supply innovation to
a traditional sector. We did not invent the possibility of
reserving a chauffeur from a distance: we have rendered
1.3. RELATIONSHIPS THAT ARE
SIMPLIFIED AND PERSONALIZED

1.3.1. Simplicity structures the offer
and direction
implicity is the solution to complexity. This apho-
rism by Constantin Brancusi summarizes the
challenge faced by the key decision makers we
met for the making of this Referential. Simplicity is made
the priority and is applied before anything else to be able
to liberate the customer who for too long had to bend to
the ‘processes’.
You don’t have a common definition of customer centricity within your company
The law on data usage prohibits you from accessing your customer’s preferences
Your organization is focused on sales before the customer
Your company culture is not aligned around client needs
You are missing the proper tools and key technological platforms in order to manage data
Your expertise is insufficient for data analysis
Fast Moving Consumer Goods
Industry
Telecom – Utilities
Transport – logistics
Banking – Finance – Insurance
Tourism – Hospitality – Travel
Media
Distribution – Commerce
Health – Pharmaceuticals
Luxury
30%
24%
15%
23%
25%
14%
17%
14%
11%
28% 28% 17% 11% 17%
17% 28% 33% 11%
26% 23% 9% 11% 17%
17% 33% 17% 17%
27% 5% 32% 23%
25% 8% 8% 25% 8%
20% 20% 6% 20% 11%
13% 27% 3 23% 18%
12% 27% 15% 21%
11% 17% 7% 25% 11%
Note: 186 respondents, small sample for luxury (5), health (3) and transport (9) sectors
What challenges delay the incorporation of a customer centric organization?
S

27
the process more fluid, simple and enjoyable above all
else” The customer and chauffeur are thus both passen-
gers of the VTC (chauffeured tourism vehicle) have
‘chosen’ to use the panel as solution and who express their
own requirements.
An approach that has become the standard for all other
industries. “Client experience is essential. Our clients are
used to Uber, and we need to be able to offer them this
experience”, says David Kownator, founder of the pure
player of parking OPnGO. “Thanks to our application the
driver doesn’t need to go to a parking meter in order to
pay. And the integrated remote control allows access to
private car parks, such as those of Accor Group for exa-
mple”.
Philippe Nobile
Director
From e-commerce to commerce
E-commerce represents 10 to 30% of consumer
good sales, all markets included. Exceptions in-
clude the luxury market that is explained for by
a limited product offering and thus does not pro-
mote direct e-commerce, and thus has allowed for
the emergence of important multi-brand portals
with varying economic models, such as Net-A-
Porter, vente-privee.com and Farfetch.
Despite all that is available on e-commerce we are
still in an era of emancipation, with an online ex-
perience that is globally poor: little inspirational
content, staggered information flows, incomplete
client reviews, display bugs. This also applies to
those who have graduated the first stage of matu-
rity such as Amazon.
The online experience for the e-commerce giant is
a sales catalogue with pages showcasing a dozen
two dimensional photos. It is one of the reasons
luxury brands have hesitated when it comes to
e-commerce, because as it stands, the experience
does not reflect the complex and rich sale that is
specific to the sector.
This will change on one hand due to the growing
maturity of the key players in e-commerce. Their
maturity will significantly reduce anomalies of
the online experience. On the other hand new
technologies will enrich the experience, rende-
ring it state of the art: with better integration of
sales offline and online
- For example with the use of bots to personalize
and humanize the e-commerce experience
- The use of enhanced content (dynamic photos,
videos, social) backed by management of emotio-
nal data.
Online merchandising will then develop. E-com-
merce is only at its beginning. Let’s hope it evol-
ves quickly and will challenge in-store commerce.

An expert’s opinion BCG

28
A DIRECT IMPACT ON THE DIGITAL
TRANSFORMATION OF THE COMPANY
Simplicity is labeled as a priority by Thomas Saunier, Mana-
ging Director of Malakoff Médéric. One of the priorities in
Mr. Saunier’s transformation plan is to place humans at the
heart of the project – customers and collaborators included.
“We have a really propensity for complicating our lives
and thus those of our customers, notably when it comes
to contracts. This is why we wish to offer services that are
simple”.
This priority is also shared by Emmanuel Saudeau-Turlotte,
who joined the executive committee of d’AG2R in 2017 as
Digital, Marketing, Client Relations and Communications
Director. “Digital is very demanding for insurance com-
panies. It forces us to be clearer about guarantees and to
provide simulations for example.” The challenge is indeed
to allow the customer to project instantaneously and in all
transparency when subscribing to technical products, wit-
hout forgetting the option to compare offers which over the
years had been intentionally limited!
HOW TO GET RID OF BASIC IRRITANTS
Defining himself as an evangelist Chief Digital Officer,
Christophe Verley travels the globe in search of innova-
tions to advance the transformation of the group ADEO,
of which Leroy Merlin is the flagship. “We regularly tra-
vel internationally for inspiration. We have seen incre-
dible concepts in the United Sates. However, they cor-
respond to a long term vision”. It is difficult to project
without starting the process of simplification. “One of
our major challenges is to remove all the basic irritants:
individual customer usernames, the continuity of pro-
jects online and in store, price consistency on all chan-
nels...etc.” Only then can we envision more innovative
projects built on a single foundation centered uniquely
on the customer.
Design thinking methods have proven successful in
improving customer experience. At GRTgaz, Hervé
Constant reveals having put himself in the shoes of a
business unit head to understand his day: “For example
we put ourselves in the shoes of a business unit head to
understand his day. We observed that he used a large
number of processes, at times redundant in the same day
for different tasks. We asked ourselves how can we sim-
plify his life and have worked on finding a solution that
will soon come to light: this is also how we regain cus-
tomer confidence”. In effect, taking into consideration
the user’s needs often has a quicker and more positive
impact on the final customer.
Erick Bourriot, Director of Connected Commerce for the
Beaumanoir Group, focuses his efforts on the omnichan-
nel exchange. “The client who purchases online and
wishes to exchange their product in store has be reim-
bursed and then purchase again: the operation is not
seamless”, providing a streamlined buying experience
is a challenge but the client’s satisfaction and loyalty is
worth the effort.

29
STANDARDIZATION, A GIFT OF SIMPLICITY
FOR BOTH THE COMPANY AND CUSTOMER
The customer centric approach implies being able to
provide a customized solution for each customer. Digi-
tal renders this easier and with decreasing costs. “Tech-
nology allows us to propose more complex solutions but
solutions that correspond exactly to the customer”, says
Alain Staron, Senior VP of Digital at Veolia.
This simplicity benefits both the customer and the sup-
plier. Veolia has always proposed tailored solutions but
at a very high cost. “In the 2000s we began to offer the
same solution to everyone which was not suitable either.
Now the products are increasingly sophisticated and
allow from the same frame for customers to customize
solutions for every need. It is the beauty of digital!”
SATISFACTION BEFORE CUSTOMER EXPERIENCE
The complexity faced by leaders of digital is real. In the
past few months Engie has focused a considerable amount
of effort in order to release three innovative offers, com-
bining consulting, consummation optimization and an
advanced form of data personalization. The efforts applied
do not prevent Augustin Honorat, leader of the DMPA
(Market director of individuals) and Marketing Director
of BU France Individuals to return to the fundamentals
of commerce: “help them reduce their bills for the same
comfort or better” – a virtuous strategy that creates cus-
tomer loyalty, strengthening the position of Engie in the
market at the price of client margin. This will be improved
by a better use of data (additional sales for example) and a
reduction in costs – due to more efficient sharing of infor-
mation between services.
Yes on
all channels
No, but
we will be
Yes,
on all digital
channels
No,
and it is
not planned
27%
21%
35%
17%
Note: 184 respondents
Do you measure satisfaction throughout the client
experience?
Interest in measuring satisfaction by sector:
• Tourism: 72% positive opinion
(Digital and omnichannel combined)
• Mass consumerism: 27% positive opinion
(Digital and omnichannel combined)
Personalized content is not yet the norm with
a clear preference for generalized content
(website, network, social media)
• Social media nonetheless permits companies
to organize their client base and obtain an after
sales service without any associated costs

30
On the other hand, in an equally competitive environment
Uber has two obsessions: passenger satisfaction, and also
its drivers, especially in their ability to generate turnover
because they are the key player in the value chain. “Like
passengers, drivers also have their application on their
smartphone which allows them to be in contact with the
passengers”, said Raphaël Morel, Director of Develop-
ment of Uber in France. Mr. More adds “we are working
nonstop to improve the driver experience on our appli-
cation”. For example the improvements allow them to be
paid immediately (and no longer weekly) to optimize their
cash flow. They also have the option to activate an option
that allows them to only take fares that bring them closer
to their home at the end of the day. As well, Uber offers
“access to an expert advisory team to accompany drivers
in the piloting of their business” among other services.
Retaining drivers is as important as passenger loyalty.
EXCELLENCE IS THE STANDARD
Accustomed to experiences that are increasingly
seamless and simple, customers have developed high
standards. The slightest glitch in purchasing, an applica-
tion that doesn’t fulfill its promises and it’s over for the
disappointed client often indefinitely. Realize the nega-
tive impact this can have on social media for a “brand’s
image”. There is no lack of solicitations and buying
opportunities making it easy for the customer to drop a
faulty brand or service even if they have been covered
by adblocks.
The SEB group is working diligently on the connecti-
vity of their products and on the development of asso-
ciated services. “We took a turn to focus on connected
products many years ago. We understood the advantage
for the customer: connectivity allows for more possibi-
lity, updates, all impossible with a book”, explains Paolo
Starbucks
Olivier de Mendez
Managing Director, France
Rewarding client loyalty in an international context
Our loyalty program is based on the frequency of cus-
tomer visits, when it would be more efficient if it was a
mix of frequency and dollars spent in order to be able to
reward both types of buying habits and not only one or
the other. Shopping habits in France are different than
those of the United Kingdom or the United States, where
customers go to Starbucks every day (only) to pick up
their coffee.
It is the customer who decides whether he is loyal to the
brand. Rarely is this understood. Brands often see loyalty
as a trickledown effect: the customer is loyal because he
visits our store every day or because he spends a certain
regular sum.
However, the customer who buys his espresso every day
is as important for Starbucks as the customer who visits
the store once a week but spends 40 Euros. Both deserve
to be rewarded because they are loyal to the brand in
their own way.
Few brands are successful and I would like to see more
work done on the subject to find the best way to reward
our loyal clients. This will require a lot of technological
improvements to create an added value that will have to
be presented to the United States.


Interview

31
Rovere, Vice President of Marketing for the SEB group.
Companions, connected cooking robots are customer
centric by nature “the relationship created with the cus-
tomer is very important: it allows us to be in the posi-
tion of the coach who guides the end-user step by step to
create his own increasingly complex recipes.”
These robots are often gifted for Christmas or birthdays
which obliges the SEB team to be irreproachable. A gift
that doesn’t deliver on all its promises has all the chance
of ending up in the back of the cupboard. “We have to be
irreproachable in what we offer: in the execution, the pro-
duct connectivity, the upload of the application, and its
24/24 availability at the snap of a finger, even on Christ-
mas, all of these options are imperative”, says Paolo
Rovere. A positioning that is compatible with the step
toward agility undertaken by the group, where recipes
and services are constantly being improved.
Evidently the same is applied to applications or further-
more the bots. Interviewed on the best usage of the latter,
Laurent Solly warns: “bots are exceptionally powerful if
they respond to a customer need and the public demands
are high. The expected standards are of great quality and
the end-users expect a solution to the question asked.”
The General Director of Facebook for France Sou-
thern Europe underlines the absolute necessity to be
able to provide a service that at least matches customer
expectations. Without this the relationship is at risk.
WHEN SERVICE CONTINUITY TRUMPS
INNOVATION
Companies of strategic industries and vital infrastruc-
ture are actively working on bettering their services and
optimizing their business models. They don’t however
forget their priorities which are security and service
continuity.
A railway manager concerned for his/or her passengers
will focus on maintenance and punctuality rather than
the exploitation of passenger data. “The director of inno-
vation for the London Underground takes the opposite
stance compared to the entire buzz around new business
models” says Ouahcene Ourahmoune, Director of Inno-
vation and Business Development of Alstom in the
UK. “According to him, there is no money to be earned in
NSP Strongly
disagree
Somewhat
disagree
Somewhat
agree
Definitely
agree
4%
0
10
20
30
40
50
16%
40%
33%
7%
Industry
Average of all sectors
Does your group centralize internal and external data
to have a 360 vision of the customer?

32
developing new services. He already knows his customer
and his goal is not to exploit personal data, it is to main-
tain the day to day function of his network. In other words,
technology should simply allow for a better functioning
tube.” In effect in this context running after connected
objects will allow him to better service for passengers who
are always ready to share their disgruntlement on social
media and taint a brand’s image.
1.3.2. Personalization is key
and difficult to execute
ersonalization is a real challenge for marketing
teams. It offers inconsistent results, which is
just as much to do with project piloting as tech-
nological limitations.
The marketing teams of Beaumanoir have just created
a Data Management Platform DMP and different news-
letters for each of their brands. The project had been
in the works for a long time. “The number of clicks and
page openings are already better!” says Erick Bourriot,
Director of Connected Commerce at Beaumanoir. “We
need to learn to disassociate ourselves from the life of
the product to be able to grow closer to the life of the cus-
tomer.” This objective is just as hard to achieve as is the
difficulty of gathering information on customers in store
rather than online. “We aren’t exploiting all the possible
opportunities at the cash register” regrets Erick Bour-
riot, who has high expectations for the recently launched
loyalty program.
The challenge for sales teams is the ability to combine
personalization and their omnichannel strategy. “We
need to improve our ability to welcome customers to
digital as it is the case in the UK where cash registered
are dedicated to online purchases.” Well executed perso-
nalization happens with the first point of contact, via a
newsletter for example, all the way to the act of exchange
or store visit. Erick Bourriot hopes this will force sales
teams to get rid of any remaining monochannel proce-
dures.
Customer centricity relies on customer
comprehension, but only 40%
of companies are equipped to centralize
data allowing for a 360 vision
of the customer.
Company ability is still partial and
difficult when it comes to implementing
a 360 vision
The integration of tools and solutions
permitting a 360 vision is not universally
adopted (40% of companies are taking this
direction)
This trend varies greatly between sectors:
• Heavy industry (12% in agreement) and telecom
(32% in agreement) are behind
• In comparison, the tourism industry and fast
consumer goods have respectively 55% and
45% positive feedback.
The difficulty to integrate a global system is
a challenge for large groups.
P

33
To contextualize is also to understand the customer
environment and product usage. “It isn’t only necessary
to better understand past customer processes, but also
to consider that the portfolio of solutions is vaster than
our product offer”, says Pascal Brosset, SVP of Strategy
Global Solution CTO at Schneider Electric. He warns:
“the same product, a break for example, can be used a
variety of different ways across different industries.” Mr.
Brosset believes after two years this understanding is
well incorporated in the company.
HANDLED A TO Z
The Engie teams have applied a mix of digital and physi-
cal products to personalize their new offers, notably for
MyPower. Photovoltaic panels are installed on customer
roofs. “For this offer, digital allows us to offer our clients
concrete piloting solutions and to render the actors of
transition energetic” analyzes Augustin Honorat, who
pilots marketing for individuals in the French market.
Replaced by: “MyPower, this offer is the ‘key in hand’
for installing photovoltaic panels on individual’s home
roofs, allowing customers to auto-consume self-gene-
rated energy with a return on investment of 10 years. We
handle everything from A to Z: the conception, adminis-
trative steps, the installation (in one day), the after sales
service, the long term guarantees of material, etc.”
A HISTORY OF CONTEXT
Aside from a customer’s knowledge, the time of contact is
essential for contextualizing the offer or discourse. “Our
goal is to guarantee “moments of life” for our customers”,
says Pierre Gauthier, CIO for MAIF “which implies
being able to source the right information, at the right
moment, to the right person”. Raising relationship inten-
sity is no longer necessary in order to sell more contracts
but rather to predict the moments where the customer
is more susceptible and needing guidance. Data is key,
“just as much as contextualizing the offer is for an advi-
ser”, says Pierre Gauthier.
« I want my 360
customer base
to coincide with that
of my suppliers: it is out
of the question to have
to rebuild everything »
Jean-Christophe Lalanne,
CIO of Air France

34
THE LIMITS OF PERSONNALIZATION
When Odile Szabo arrived at Vestiaire Collective after
being with Ratuken in 2016, she brought with her a strong
personalization culture. “When I arrived almost nothing
was personalized”, said Mrs. Szabo, “We did a number of
tests in the aim of putting in place unique definitions by
client type, and identify the 5% of clients that generate
50% of our revenue.” But the world of fashion has its own
rules, and the new Director of Marketing understood the
importance of not boxing customers into categories. “We
are here to inspire, it is important not to show the same
things to our audience,” Mrs. Szabo explains. Re-targe-
ting is a complex exercise in the fashion industry: “Two
similar coats, one in leather and the other in wool, have
nothing to do with one another in the eye of the cus-
tomer.” Everything depends on the context, the personal
environment and the profession of the customer, of their
hobbies and of course personal tastes without forgetting
the fashion trends.
Completely Somewhat
agree
Somewhat
disagree
Strongly
disagree
NSP
2%
33%
31%
7%
29%
Do adblocks limit the reach of your digital advertising?
Adblocks are perceived as a barrier,
but remain manageable
Not all sectors are concerned by adblocks
who have a greater impact on B2C than B2B
For the professionals who are impacted
the market is divided over adblocks:
• Adblocks are a barrier for online marketing
• However they are manageable by marketing
via other channels
« Adblocking is one of our main
challenges. Our primary response
is to present content differently,
so that it is accepted by
our audience without being
seen as publicity.
A well-executed email remains
efficient and more successful
than an automated campaign »
Guillaume Du Gardier,
Digital Director of Ferrero

35
1.4. OPERATIONS AND
SUPPORT FUNCTIONS
STRUCTURED BY DEMAND

1.4.1. Tools and men
ow do we recognize the right tools? Edouard
Sauvage, Managing Director of GRDF, shares a
first thought: “The step towards digital is in part
a collective appropriation: it involves rendering digital
commonplace and making it so everyone is familiar.”
says Mr. Sauvage, evoking examples of Yammer, which
the company launched in 2016 and celebrates an enga-
gement rate of 85% by its collaborators, as well, as from
external networks like Twitter and Facebook, where it
is possible for collaborators to exchange freely to stren-
gthen and highlight the company traits. In effect it seems
inconceivable for a user to have to manage tools “from
a different era” when there are touch screens and social
networks available at all hours in our private lives and
their use is intuitive.
The priority is impact for Emmanuelle Saudeau-Turlotte,
who has just joined AG2R La Mondiale. “We are rather
agnostic when it comes to technology. We should inte-
grate them with a single question in mind: how can it
change the life of our customer, our partners, or colla-
borators?” The new digital director of the leading social
protection group in France doesn’t start from zero in its
digital acceleration mission. “15% of health contracts are
already initiated online, there is standard form and one
which is dynamic, and aptitudes are organized by teams.
We first need to allow customers to understand, compare
and anticipate challenges that largely surpass interfaces
or creating a new mobile application and push the teams
to work on marketing and offer technique.”
You are missing the key
technological tools and platforms
to manage the data
48%
The culture of your company
is not aligned to customer needs 47%
Your organization’s is sales
before the client 45%
You don’t have a consistent
definition of customer centricity
in your company
38%
Your expertise is insufficient
for data analysis 33%
The laws on the use of personal data
prohibits you from have access
to your customers’ preferences
9%
What are the challenges slowing down
the implementation of a customer centric organization?
« B2C and client relations
are the digital motor. However, we
are evolving in a regulated B2B
environment: so we were
initially missing
the necessary
motivation to launch. »
Hervé Constant,
CIO GRT Gaz
H

36
THE BEST TOOL GENERATES THE DESIRE
TO EXECUTE, AS LONG AS THE PROPER TRAINING
IS IN PLACE
The large majority of those interviewed for this Referen-
tial agree on the effort that is necessary for technological
training, especially for sales. “We can tell that it is abso-
lutely necessary for the sales team to be trained on the
tools in order for them to be useful” says Erick Bouriot,
Director of Connected Commerce for Beaumanoir. “If
you limit yourself to only providing the tablet instruc-
tion manual to your sales force, you can be sure that it
will end up at the bottom of the drawer.”
It is even more possibly damaging as the tablets are dis-
tributed in test stores holding a precious information
like the catalogue, client buying history and the average
purchase basket. “Digital and the tools must not replace
the sales relationship,” says Erick Bourriot, putting at the
chance of the customer finding satisfaction in staying
behind their screen.
This approach is shared by Jean-Christophe Lalanne,
the CIO of Air France who has high expectations for a
tool to be diffused on 5,000 tablets at Roissy and Orly
(airports): “The tool is a motivator for work well done,
but will the agents use it? This remains to be seen. The
main challenge is to prove the use is valuable and that
the tools are foremost at the service of the customer, not
at the service of the agent” Mr. Lalanne underlines. The
impact of the solution lies on the agents’ proper use. Air
France’s relationship with customer interaction is in full
transformation.
The challenges met are a mix
of two obstacles:
• Technical: no tools, no data, no skills
• Social Cultural: internal culture, customer
legal external protection
Depending on the sector the challenges
are very different.
• Such as, the legal aspect in the health sector
is a problem for 33% of companies
(versus the average 9%)
Structure internal
processes
to optimize
customer
Systemize
the customer
feedback at
every point
of contact
to better the offer
Involve
the customer
in the
innovation
process
Use customer
data to
personalize
the product
Use customer
data
to better
target your
marketing
campaigns
29%
0
10
20
30
40
50
26%
22%
12%
11%
Telecom – Utilities
Average
Fast Moving Consumer Goods
What defines being customer centric?

37
THE LIMITS TO TECHNOLOGICAL AUTONOMY
For a long time the ADEO group gave each country tech-
nological autonomy in order for them to be able to adapt
to their local environments and be in accordance with
the strong trends of DIY (Do It Yourself) – the heart of
ADEO’s business. The approach is customer centric in
the first sense of the term. “But this led to each entity
having its own technology platform for online publishing
and sales”, says Christophe Verley, the Chief Digital
Officer for the group.
The costs of digitalization and the threats related to
new market entrants rendered this approach no longer
possible. “The race to “arms” is too expensive and our
business units saw the limitations to this autonomy that
must now be expressed differently” says Christophe
Verley. “We are now in a heavy but necessary mer-
ging phase, with an agility challenge that is difficult to
manage.” Between the one who wants to progress quickly
alone and the one who wants to be surrounded: the ADEO
group has included both approaches in the execution.
Customer centricity relies
on two parallel axes
• An internal reorganization of data to transform
the client experience
• A shared workload with the customer
(feedback, opinion, data exploitation)
Customer centricity is interpreted differently
depending on positions within the company:
• Digital is focused on the customer experience
• Marketing is focused on customer feedback
« Customer centricity is a complicated and
challenging work in progress. The issue is not
digital, it’s before all else a company
issue (…) with a strong commitment from me
and my team to secure an online experience
that is coherent with the offline experience. »
Thierry Lernon,
BUT International

38
1.4.2. Processes reoriented according
to customer experience
eyond talent and tools the transformation process
opens the possibility for companies to reorient
themselves completely towards their end-users
and customers. As long as they ask themselves the right
questions: “Let’s not forget that digital is only one method,
one method certainly…but a method. Ideas will always
count!” says Fabien Le Pen, Strategy and Commercial
Innovation Director at Bouygues Real Estate.
“The real challenge in an improvement project of process
that already exist is to understand are we really offering
digitalinitsnewservicecapacity”,saysSéverin Cabannes,
General Director of Société Générale. “What are the new
services we will be able to offer? What type of use will inter-
fere with what we already have?” Questions the bank has
trouble answering, at fault of not liberating the creativity of
their teams when it comes to data exploitation.
One of the first projects led by Magali Noé after her nomi-
nation as CDO of CNP Assurances in 2015 was to stren-
gthen the client culture. “We first decided to focus on client
experience and data, on tracing the experience and iden-
tifying moments of friction” says Mrs. Noé. An approach
that is shared across the group: Thierry Claudon, who
is managing director of the CNP Group in Latin Ame-
rica piloted the launch of Caixa Seguradora an insurance
pure player in Brazil in 2016. Mr. Claudon believes it is a
shame that large groups take on processes and tools before
even establishing their company project. “Big data is a trap
because it distances you from the tool. It allows you to know
the client profile…so? You have to start by knowing where
to find it, understand what he or she wants and what we are
giving him or her!” reminds Mr. Claudon, confirming that
what’s essential is not to know the customer, but rather to
appreciate his or her experience in order to best service
him or her. “Customers have told us how they wished the
website would function and it is according to their needs
that we built the platform. As well as, for the subscription
of online automobile policies, customers have the capabi-
lity to see what each guarantee costs. They can also pay
in 12 separate payments. These are revolutionary changes
for the market” says Thierry Claudon. The method works,
launched in 2016, Caixa Seguradora sells already 10,000
policies a month, 20,000 next year and has become a major
insurance player in Brazil.
DO YOU HAVE TO START FROM ZERO?
The evolution of processes can also bud from a redoing a
company’s global functions. “It has been one year since
we are digitalizing our sales force and client services
simultaneously”, says Fabien Le Pen, Strategy and Com-
mercial Innovation director for Bouygues Real Estate
“We have launched ourselves into the digitalization of
client experience from SAV to prospecting. Everything
was taken from the beginning, from equipping to the
sales approach on tablets, to the development of digital
tools, like wall imagery, to the creation of web folders
for customers.” Bouygues Real Estate is even pushing
the reach of the initiative to the remodel of its physical
stores, with the launch of a new concept: the “BI Store”.
This evolution has direct repercussions on the method of
product commercialization and introduces a new method
of engaging with the customer. Digital transformation is
not just a question of digital tools; it is before anything
else a question of culture, particularly internal, as this
requires all the ability of all the services to collaborate
with one another and to learn from one another.
B

39
example: “Attention your next objective is for the cus-
tomer to visit Facebook”, says Jean-Christophe Lalanne.
The potential for Air France is immense: here are its
agents equipped with a tool of instant function that
is supported by data allowing them to better complete
their mission. The cultural and adaptation challenge are
even more critical. “Employees will have to understand
the tool and feel accompanied” warns Jean-Christophe
Lalanne, “we will have to communicate precise objec-
tives.”
A NEW WAY OF INTERACTING
There is a change in foundation analyzes Jean-Chris-
tophe Lalanne, CIO of Air France “Historically agents
applied a process that drove the customer to react the
way we wanted him to react. This approach has evolved.”
The company wants to focus on the customer to better
understand and answer to their needs. The new method
thus involves guiding the agent with regards to client
interaction, via the tool on his or her tablet, he receives
a suggestion “for the next best action” according to an
orchestrated process by the company. “This could be for
Gilles Fabre
Partner Managing Director
Redoing Customer Experience: the transformation’s
moment of truth
The new market entrants and the large unicorns of di-
gital have established the new standard for customer
experience, by making their success the key and their
business model. The extensions of mobility, the revo-
lution of customer usage and users have amplified this
revolution by creating a new paradigm of customer ex-
perience based on accessibility, fluidity, simplicity and
transparence. This change in approach and customer
expectations has started an irreversible wave of reinven-
tion across all the sectors and industries for customer
experience.
Redoing customer experience is the catalyst for so-
ciety’s digital transformation. In part it visibly mate-
rializes for the customer, the new offers and services, the
new methods of interaction, the new experiences and
management processes have furnished a visible image
of the transformation. However, the transformation of
customer experience is also an internal transformation
for all companies. Its establishment requires a stronger
customer centricity, sourcing data to be able to better
understand and capture customer attention, an open
mindedness to identify ecosystems or accelerating tech-
nology, multidisciplinary teams leveraging agility, and
new ways to collaborate. Thus, putting in place this new
approach requires ineluctable changes in the operatio-
nal model and organization of each company for the new
customer experience to transition from a prototype to an
active function, at the heart of the business and as a real
tool of differentiation.
Redoing Customer Experience is the digital transforma-
tion’s moment of truth.

Expert Opinion BCG

CHAPTER 2 : ARE ENTERPRISES HEADING TOWARDS BEING DATA- DRIVEN? PG. 40
2.1. A work in progress with varying degrees of advancement pg. 47
2.2. The first spectacular results pg. 51
2.2.1. Data: servicing client relations and personalization pg. 51
2.2.2. Security and maintenance: transitioning from reactive to proactive pg. 53
2.2.3. Data security, more vital than ever pg. 54
2.3. Data, an IT challenge! pg. 55
2.3.1. A solution for managing exponential volumes of data pg. 55
2.3.2. The advantages of a progressive approach: the BUT method pg. 56
2.4. We must go further pg. 57
2.4.1. Data collection is not sufficient; it must be correctly used pg. 57
2.4.2. Towards iteration pg. 57
2.4.3. The challenges of creativity and innovation are still very present pg. 58
2.4.4. Data in real time pg. 58
2.4.5. Data is useless unless correctly collected pg. 60
2.4. The urgency of solving issues of governance and data ownership pg. 61
2.5.1. The Chief Data Officer, here to stay? pg. 62
2.5.2. Personal data: elevated risk of sanctions pg. 63
2.5.3. Must data management be outsourced? pg. 66
2.5.4. Clarifying the question of property to finally allow for progression pg. 68
2
41

Important progress has been made since the turn of
the century and the wave of big data: companies have entered
a phase of acceleration and have oriented themselves towards
incorporating data driven models for their activities. The step
to action is pragmatic, with usage and thus good practices.
The projects underway, even the most simple, already benefit
from spectacular results and are a great example
of a data-driven company’s potential.
2.
ARE ENTERPRISES HEADING
TOWARDS BEING DATA- DRIVEN?
42

44
Are enterprises heading towards being data- driven?2
2.
ARE ENTERPRISES HEADING TOWARDS
BEING DATA- DRIVEN?
The companies who perform the best are those who
underwent a radical transformation of their activities
and acquired crucial competencies. The arrivals of new
talents, combined with training efforts, have contributed
to a general increase in competence. In a few years, these
organizations have succeeded in evolving their pro-
cesses and adopting new practices to surpass the usage
stage and evolve into one of data-management.
Few are able to make use of all the innovative possibi-
lities data offers. A company’s transition from a classic
organization to one piloted by data has no formal method.
It demands developments linked to cultural change and
the acquisition of new skills as well as executing organi-
zational and technological projects. A data-driven com-
pany is a well-defined target but still far from reach.
Awareness is added to the imperative transformation:
the exploitation of data will gain structural importance
creating new challenges for managing executives. First,
on the juridical level, with the enforcement of regulations
on personal data, including the European Regulation
on data protection that will be applied starting in 2018
and provide radical penalties for any breach. Secondly,
strategically, due to customer’s increased transparency
requirements, a vigilant approach to data exploitation
is necessary creating a new dynamic to the customer
centric company.
« We have the tools,
we have the capacity
to calculate and
we have the important
volume of data,
with which we still
don’t know what to do »
Erick Bourriot,
Director of Connected Commerce
Beaumanoir Group

45
Are enterprises heading towards being data- driven? 2
Data-driven company : Summary
Leverage the potential of data
Customer
perception
of data
• Using data is universal: 85% consider it normal to exploit customer data
• However, the value of data varies widely depending on the function of
the sectors: 65% of health companies would agree to pay for data compared
to only 13% of companies in the luxury sector
Technical skills
and obstacles
• Other than acquiring the technical skills needed to start exploiting data,
the biggest step for companies to accomplish is their culture must become
data-driven.
• The emergence of open data: 82% of companies see open data as a strong
and efficient method for innovation. 64% are ready to collaborate with
external resources.
• A new regulation starting in 2018: GDPR securing data. This regulation will
change data usage. Banking and health sectors are the most concerned.
(53% to 48% respectively hold a negative opinion)
Valorizing data • 91% of companies have adopted a data value strategy or a new business
model allowing for the added-value of customer data.

46
Data-driven company
Key Figures
Data exploitation 86% of companies
Regulation 53% of banking companies and 48% of health companies worry
about the implications of the new GDPR norms
Open data 82% of companies consider open data a great opportunity
New business
models
91% of companies adopt new business models in order to support
data usage
MAJOR PRIORITYMINOR PRIORITY
Improve
data quality
3.11
Incorporate tools
for data processing
and stocking
2.98
Develop an understanding
of function and
of the company’s data culture
3.05
Acquire knowledge
related to data
management
2.94
2 43
With regards to data, how do you organize your primary company priorities?
(1: minor priority/4 major priority)

47
2.1. A WORK IN PROGRESS
WITH VARYING DEGREES
OF ADVANCEMENT

THE ERA OF DATA MANAGEMENT:
A SOLID BEGINNING
Announced with a bang in early 2010, the big data revo-
lution finally made its first virtuous effects. The time for
companies to fully be able to support the implications, to
review their organization and to equip themselves with the
solutions and technology that permit themselves today to
realize the potential and to even exploit a certain amount!
TheinterviewscarriedoutfortheReferentialrevealcontras-
ting degrees of progress across different company projects.
A number are still at the stage of choosing between which
infrastructure and which tools to use. Others have initiated
major reforms, redoing their foundation and utilizing the
potential from the tools at their disposal. This is the case of
Carrefour, for example, which has just finished a two year
project. The distributor generates 3 million Euros of daily
revenue and its customer loyalty program is comprised of
15 million active cardholders. In order to process the disag-
gregated data, Carrefour has equipped itself with a data
lake and a processing center, where DMP has been applied.
“We now have an incredible ability for deciphering data”,
rejoices Hervé Parizot, Executive Director of Carrefour
e-commerce and Data Clients for France. This device
allows the personnel to fully enter the era of data manage-
ment, reinforced by the number of teams dedicated by the
company to charter the use of data. “It must only be used
to better understand and service the customer” says Hervé
Parizot.

Those who ran their projects well are already benefiting
from the fruits of their effort. “We started from scratch 3
years ago,” recalls Thierry Lernon, General and Chief
Digital Officer of BUT International. “And today more
than 1.5% of revenue is generated from relationship marke-
ting”. Mr. Lernon’s company made the radical choice to out-
source the processing of its data, a relatively low cost solu-
tion to a situation of colossal implication. “It was the right
decision for us. The stakes are huge with 40 million visits a
year to our stores and 1.5 billion Euros in revenue, with 50
million desktop and 20 million mobile visits!” An example
that summarizes the general sentiment of the companies
interviewed who overall feel they are starting to see the end
of the tunnel: their infrastructure is finally in place, or will
be, after years of development, and they are exiting long
phases of data consolidation to finally be able to pass to a
phase of data acceleration.
COMPANIES GAIN PROFESSIONALISM
The rise of skill in companies concerns all industry,
observes Erwan Gaultier, EMEA General Director of
Digital Channels Customer experience of Orange and
founder of the Digital Factory to which IBM contributes:
“All the actors, including the most advanced are still in
the operational learning phase.” Acceleration is even fas-
ter and data takes on a vital dimension for some, states
François Gonczi, Digital Director of EDF. “The whole
company is affected by data: marketing, web mobile
teams, operations. Half of our employees work in a call
center in France, 5,000 employees whose work involves
anticipating customer calls, schedules, etc. which directly
implies data.” Developments are thus a priority for Fran-
çois Gonczi who is happy with the progress made over the

48
last several months: “The integration and automation of
customer activities is improving every day in the level
of professionalism notably because of text analysis. EDF
receives more than 70 million emails a year. Analysis
allows us to know for what subject we are being contac-
ted, the customer mood, and in how many hours must we
answer, everything in industrial mode.” The professiona-
lism of the team is essential in order to obtain such results:
data is a key trade at EDF, who was able to make use of this
business thanks to an infrastructure adapted to big data.
IoT: AN IMPORTANT VECTOR OF ACCELERATION
The first wave of connected objects also played a role
for the industries who seized the opportunity before the
arrival of the internet age for objects. “We have data of
better quality thanks to IoT”, says Pascal Brosset, Chief
Technology Officer of Schneider Electric, “We have
gone from intuitive management to data driven mana-
gement”. Low volume does not cause problems for the
company, who finds itself in a position of technological
advancement, “at a distance!” in relation the needs of its
customer.
The acceleration of the development of data takes a
strategic turn, one of survival, for companies whose acti-
vity depends on data analysis and their integrity. This is
the case of Thales for example for which data has become
the undertone for all industrial decisions, whether it be
for the company itself or for its customers. Connected
objects generate data that are then stocked and pro-
cessed: “If this data is attacked in the process, whether
it is theft or they are corrupted”, analyzes Jean-Ma-
rie Letort, VP of Strategy for SI Critiques and Cyber
Security at Thales. “Theft is bothersome, and should be
known. But if data is corrupted, then the entirety of the
industrial system and the process for decision making
are damaged.” This situation logically explains the pro-
gress undertaken by the company in the field of data.
Lack of
necessary tools
Lack of skills
Lack of managing
direction’s sponsorship
MAJOR OBSTACLEMINOR OBSTACLE 2.12
2.01
1.89
2 3
How would you classify the obstacles to data management by open data with external communities?
(1: Minor obstacle / 3: Major obstacle)

49
CONTRASTING DEGREES OF ADVANCEMENT
It is hard for companies to discuss acceleration without
discussing the subject of data in detail. After the framing
and adequate structure is put into place (which is not a
small endeavor) then comes the necessary research and
the first usage. AG2R La Mondiale appointed Emma-
nuel Saudeau-Turlotte at the beginning of the year as
Digital, Marketing and Client Relations Director. Mrs.
Saudeau-Turlotte position is intersecting and she works
on date usage with the Chief Data Officer. “The models
are starting to function; we are only at the beginning of
a long cycle that will transform the company. The first
building blocks of infrastructure are in place and all the
work for data management has been initiated”, confirms
Mrs. Saudeau-Turlotte, indicating the first outcomes will
benefit the customers (segmenting and personalization)
on the risk and regulation challenges. The keys for acce-
lerating are the following, according to Emmanuel Sau-
deau-Turlotte: “We must work on the quality of the data
and its structure, and begin with specific cases of use and
the effects of data, that answer real business questions.
We then will use the cases to extrapolate client and ope-
rational value. Finally, we will have to equip ourselves
both in infrastructure and skill to leverage all the poten-
tial of this technology that is still evolving.”
Open data: it’s the whole company
culture that must change
The primary obstacle of open data in data
management is company culture and
a managing direction with a lack of leader
sponsorship.
Other acceleration obstacles are easily
identifiable:
• Technical inability to treat important volumes
of data
• Presence of Silos
• Lack of visibility within the company
« The data project is far from complete.
The transition from a classical organization
to an organization piloted by data has no formal
method. Certainly for a company like ours, present
in 14 countries with varying degrees of maturity »
Olivier Girard, Director of Client Marketing and Data at Auchan Retail

50
Data analysis has always been a strategic skill for insu-
rance companies, who have long attracted the best ana-
lysts and mathematicians. However, the entry into the
era of data management reveals a completely different
exercise for companies in this sector who find themsel-
ves on equal footing with other industries, facing the
same challenges. Data has thus been a key priority for
Goupama in 2016, who launched PoCs and is working on
their industrialization. “We are in the process of putting
into place a DMP and a data lake, and have selected a
number of the most ROI usages cases on the subject,”
says Meriem Riadi, the insurer’s Chief Digital Officer,
“either the prediction churns or the improvement pro-
duces more accurate and likely insurance quotes.”
It’s the level of maturity that Cattolica Assicurazioni
is still looking for, a major Italian operator. Alberto
Ricchiari, the CIO, is working on questions of data pro-
perty and infrastructure. “Control of data in the value
chain will be one of the major short to medium-term
challenges if we are to reach this famous data-driven
company. One of the key turning points for IT will be
to support a data-driven company with an infrastruc-
ture that allows the integration of data from a variety
of sources, that leverage simultaneously big data tech-
nology and hybrid clouds, in order to be an enabler for
all new business opportunities.” Mr. Ricchiari says. The
subject has become urgent for the insurer and risks beco-
ming an IT nightmare if each department continues to
collect its own data.
Antoine Gourevitch
Senior Partner
Accelerate your data transformation now! (1/2)
The rhythm of operational data integration is ac-
celerating. Ten years ago, only one of ten compa-
nies who now have the strongest capital on the
stock market in 2017 was built using data: Micro-
soft. Now there are six: Microsoft, Apple, Alpha-
bet, Amazon, Facebook and Alibaba.
This dynamism has a reason. Companies built
using data reduce waste and perform better, rising
above historical levels. They use updated data
and keep their chains as slim as possible in sales,
marketing, logistics, manufacturing and RD, im-
proving their gross operating surplus (EBITDA)
by 20 to 30 percent.
However, initiatives surrounding data and trans-
formation are often failures, undermined by the
projects taking several years, being centralized
and extremely costly with regards to system re-
design.
Following on page 54.

Expert Opinion BCG

51
2.2. THE FIRST SPECTACULAR
RESULTS
The degree of maturity obtained by companies ex-
ploiting data varies greatly – and rare are those that
are data-driven, rather partially. Nonetheless many
gain concrete results right from the start of their pro-
jects. This confirms positive medium-term progress in
business conduct, in its maintenance and in efficiency
gains and productivity in general.

2.2.1. Data: servicing client relations and
personalization
Whether they are still searching for example
usage or they have transitioned to industriali-
zation, those interviewed for this Referential
have developed a concrete approach to working with
data, notably in marketing, where its potential for appli-
cation is infinite. At Club Méditerranée, Quentin Briard
was able to leverage a large volume of data and benefit
from his teams creativity to conduct target market test:
“Our first experience surrounding machine learning
was on CRM and its targeting capability (technology:
TinyClues). The tests that we conducted had very good
results showing 30% additional efficiency.” Such an effi-
ciency does not merit the reconsideration of the analysts’
work, but does incite the leadership’s necessary reflec-
tion on their role’s future evolution, confirmed by the
Marketing and Digital Director of Club Méditerranée
for the FBS zone (France, Benelux, Suisse): “The role in
our BI department is evolving: data visualization, data
protection and security, data omnichannels, all are a part
of their daily lives.”
Data also permits the improvement of a company’s exis-
ting tools. The relationship marketing of BUT is already
well supported by transactional data, for example: “But
we are already going much further!” says with enthu-
siasm, Thierry Lernon, Chief Digital Officer of Sales,
whose teams have progressed quickly with identifying
indicators of customer intention and online visitor iden-
tification.
For others it was the piloting of major projects that was
the opportunity to launch tools integrating data poten-
tial. This is the case for PSA Peugeot-Citroën, for exa-
mple, who has initiated a global remodel of their website
for Peugeot. “We have just started integrating persona-
lization in our website experience on sample audiences”,
explains Anne-Laure Mérillon, who is head of Interna-
tional Digital Marketing for the Peugeot brand. The
approach was first tested on the Spanish market. “It aims
to facilitate customer choice”, underlines Anne-Laure
Mérillon. An essential element considering sales is the
primary vocation of the website – a first for the French
manufacturer (outside electrical cars).
FIRST RESULTS ARE SIMPLE BUT ALWAYS
CONCRETE
The personalization of the client relationship is a fun-
damental characteristic of a customer centric company
and a shared objective by a large majority of those inter-
viewed for this study. Data permits progress that is now
considered basic but that not too long ago was out of
reach. “We are successfully able to understand our client
profiles,” says Hervé Parizot the Executive Director of
e-Commerce and Client Data for Carrefour France:
“Carrefour is a multi-format group, with e-commerce,
supermarkets, and commerce locations spread across
6,000 points of sales in France. We have discovered
Q

52
much on how our formats are used by customers. They
are ‘mixers’, they have understood us and understand the
way to use each group’s format.” – a first step that should
allow Mr. Parizot to completely personalize the client
experience, following the distributor’s objectives. BNP Paribas Personal Finance
Denis Kraus
Global Head of Digital
One to one marketing is becoming a reality thanks to
data
Decision making motors (bots, after-sales service, etc.)
are the company’s biggest investment. We are in the pro-
cess of transforming our marketing to create a one to one
relationship with our clients. The call center advisors
know the client’s history. The data, coupled to machine
learning and systems capable of identifying strong si-
gnals, permit the company to propose new product and
push the correct offer at the right time. We thus focus on
clients who are the most susceptible to subscribe to our
offer. It is the end of marketing as we knew it in the 80’s!
We are also launching a tool that will use an algorithm
to identify clients who could face difficulties in the near
future. We will be able to anticipate the challenges and
contact the client to offer to review his or her portfolio,
which is a real advantage in client relations. Prospective
clients are a part of a similar initiative, as we wish to ac-
company them from the beginning on their request for
loans, by anticipating the work they would have to do on
their homes for instance. Data permits this type of ini-
tiative, and here lies the potential for gaining customer
loyalty.

Interview

53
2.2.2. Security and maintenance:
transitioning from reactive to proactive
eyond marketing and client relations, data
allows companies to optimize the maintenance
of products, infrastructures, and industrial tools
with a growing efficiency and precision. The impact on
costs and security is as important as the analysis of data
allowing for a predictive approach. A change in para-
digm illustrated by Ouahcene Ourahmoune, Director of
Innovation for the UK and Ireland at Alstom: “the tra-
ditional use is to perform a test every x kilometers or at
predetermined intervals and to replace the part as soon
as it surpasses a limit of usage that was guaranteed.”
Alstom is shifting away from this approach to one that
is predictive and has even opened a center dedicated to
this technology. “Mass data collection allows us to anti-
cipate part replacement”, says Ouahcene Ourahmoune.
Mr. Ourahmoune’s ambition is shared throughout the
industry, where projects are providing concrete results
with regards to quality control for Sanofi Pasteur, or
client knowledge for GRDF. “Actually, a dozen expe-
riments exploiting data internally and externally are
underway in our DataLab center on the subject of pre-
dictive maintenance or client knowledge” says Édouard
Sauvage the General Director. This was a real risk accor-
ding to the gas distributor, who has since succeeded in
applying preventative measures to drastically limit the
probability.
The vital and strategic dimension of supplying energy
pushes this sector thanks to data to optimize risks. Ene-
dis heads a European project working on photovoltaic to
allow a system to function even if the power lines are cut.
“We used big data to understand if we could pilot a com-
munity (a connected micro-grid) thanks to photovoltaic,
combining electricity data and heat”, shares Christian
Buchel, Chief Digital Officer of Enedis. The first tests
concluded virtuous effects well above the company’s
basic organization and opens the possibility of dynamic
piloting and precise energetic installations in case of
accidents.
The banking industry is also concerned by data risk
management. The analysis of client risk is historic of
financial institutions; the transition to predictive analy-
sis opens a new dimension and an opportunity to dras-
tically reduce costs. “We are opening an account every
30 seconds in France. There are a small number of fraud
cases. Artificial intelligence allows us to detect the cus-
tomer profiles who are susceptible and to create “scores”:
this person, this age, at this location has a certain pro-
bability to be a potential risk”, states Hugues Le Bret,
co-founder of Compte-Nickel. This evolution benefits
the customer. “We are fighting fraud and fishing at a cost
that is five times less than the market. The cost is no lon-
ger reflected in the service price: here is a virtuous effect
of data and artificial intelligence!”
B

Referentiel 2017 : Digital Maturity in european corporate accounts

Referentiel 2017 : Digital Maturity in european corporate accounts

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Referentiel 2017 : Digital Maturity in european corporate accounts