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Les 5 nouvelles orientations qui transforment le retail. Les magasins et points de vente vivent une profonde transformation. Pas seulement à cause des nouvelles façons de consommer, de l’intégration du digital. Mais aussi et surtout dans leur mission même. Sont-ils encore là pour vendre ? Doivent-ils apporter plus aux clients ? Sous quelles formes ? Feel like home Bienvenue chez The Russet. Même constat dans d’autres villes du monde. Que ce soit dans un point de vente indépendant ou au sein d’une grande chaîne, le magasin de demain se profile comme un deuxième chez soi, un univers polyvalent, familier, accueillant, chaleureux. Good time Valoriser l’expérience immatérielle davantage que le produit.
Ici boissons, jeux de société, livres et - évidemment - wifi sont à volonté. Ultra connexion Le lieu de vente n’est plus à envisager comme un espace géographique confiné. Post digital experience All in one Le point de vente vit une profonde transformation, nous l’avons constaté. Kodak: les leçons d'une faillite. Tandis qu’Eastman Kodak s’est placée sous la protection du chapitre 11 de la loi américaine sur les faillites, Isoflux, l’entreprise de David A. Glocker, est pour sa part en pleine expansion… grâce à une technologie qu’il a développée dans les laboratoires de recherche de Kodak. Il n’a rien volé, bien au contraire. Avant de fonder Isoflux avec la bénédiction de Kodak en 1993, David Glocker avait approché la direction de l’entreprise et lui avait suggéré de commercialiser le procédé de revêtement qu’il venait de développer.
“Très bien, allez-y.” La technologie en question est l’une des innombrables innovations que Kodak a développées au fil des ans, mais qu’elle a été incapable de commercialiser avec succès – la plus célèbre étant l’appareil photo numérique, inventé en 1975 par leur ingénieur Steven Sasson. Lorsque surviennent de nouvelles technologies qui changent radicalement la donne, certaines entreprises sont totalement prises au dépourvu. Cela n’a pas toujours été le cas. The digital city: challenges for the future.
The digital city is in vogue and those local councils and other public bodies that have not launched projects aiming to support and encourage the more widespread use of information and communications technologies (ICTs) in their areas are few and far between. These initiatives reflect the growing omnipresence of digital networks in the everyday life of city-dwellers, and the way in which this phenomenon has significantly modified access to the city’s services and resources. The Internet, smartphones and the various digital assistants and devices that most people now use have all become essential vectors of communication and socialisation today – and are likely to be even more so tomorrow.
It cannot be denied that ICTs and digital networks are becoming more and more “embedded” in our lifestyles and are now also a key component of the way in which environmental and urban infrastructures operate. The morphology of the digital city: flows or places? A public cyberspace? Chez L’Oréal, les patrons de filiales partent en stage dans le numérique. 5 Ways Advanced Analytics Are Changing Real Estate. Real estate has traditionally been a game won or lost based on old-fashioned networking and shoe-leather style hard work — deeply dependent on timing, detecting trends and more than a little bit of luck. It may not be that way for much longer, however.
Big data is changing the way real-estate professionals, buyers, sellers — and even banks — think about transactions involving property. On one hand, companies promoting services that plug consumers into big data real estate info are heralding a future of better education and insight. On the other hand, real estate professionals are questioning whether big data algorithms can replace the human-wisdom side of property sales. Other players have points of view on the changes underway as well. 1.
If you want to identify the kind of platform that's emerged to combine big data with real estate, one way is to look to Zillow and companies like it. Analytics is where raw data and the algorithms that crunch it come together. 2. 3. 4. 5. Accor’s Digital Strategy – The Unanswered Questions | By Peter O’Connor. An interview with Vivek Badrinath, Deputy Chief Executive Officer in charge of marketing, digital solutions, distribution, and information systems By Peter O’Connor, Academic Director at ESSEC Business School On 30th October 2014 global hotel operator Accor held its first digital day, launching its ambitious digital transformation project "Leading Digital Hospitality" and highlighting the importance of digital for the hotel company of tomorrow.
This ambitious plan focuses on reinventing both the customer experience and hotel operations through digital technology, with the company committing €225 million to eight clearly defined projects over a five year period. With the hype now cooling, and implementation of the plan well underway, Hotel Yearbook took the opportunity to quiz Badrinath, the plan's main architect, on many of the questions on everyone's lips.
The plan stresses "reinventing the customer experience through digital technology". What exactly do you mean by this? Why now? How big data and analytics are making retailers more customer-centric. For ages retailers across the globe have been focused on their customer base, aiming to satisfy them with their products and services. Why, then, is there suddenly so much buzz around customer centricity? What has changed? Customer-centricity in action I’ll share a personal example: I recently went to buy an electric shaver. After all of the research, questions and comparison, I ended up purchasing from the online store because of the ease of use, and also the savings: based on my purchase history (and the knowledge that I searched for the electric shaver on their site), they sent me an additional 10 percent off discount coupon with free shipping.
Retailers today have to face a new breed of empowered customers who are always connected and have more information on products than sometimes even the retailers do. Insights from studies So who’s responsibility is it to first adopt customer-centricity? It is my opinion that, in fact, it is the responsibility of the whole organization.