{"id":1390,"date":"2012-02-16T14:00:12","date_gmt":"2012-02-16T13:00:12","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=1390"},"modified":"2015-08-17T11:03:35","modified_gmt":"2015-08-17T10:03:35","slug":"distribution-multicanal-du-multi-pilotage-a-une-gouvernance-globale-coherente","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/02\/distribution-multicanal-du-multi-pilotage-a-une-gouvernance-globale-coherente\/","title":{"rendered":"Distribution multicanal : du \u00ab multi-pilotage \u00bb \u00e0 une gouvernance globale coh\u00e9rente"},"content":{"rendered":"<h4>Piloter le multicanal\u00a0: une gouvernance transverse, multidimensionnelle, mouvante<\/h4>\n<p>La mont\u00e9e en puissance de la relation multicanal am\u00e8ne \u00e0 r\u00e9interroger les dispositifs de pilotage existant. Or, mettre en place une gouvernance multicanale est un exercice complexe.<\/p>\n<p>Par essence transverse, elle concerne \u00e0 la fois les march\u00e9s (vision \u00ab\u00a0client\u00a0\u00bb), les canaux (vision \u00ab\u00a0relation\u00a0\u00bb), la vente et l\u2019apr\u00e8s-vente (vision \u00ab\u00a0op\u00e9ration\u00a0\u00bb). Elle est \u00e9galement multidimensionnelle, devant int\u00e9grer l\u2019efficience, la qualit\u00e9 (produite par l\u2019entreprise et per\u00e7ue par le client), la performance commerciale (conqu\u00eate et fid\u00e9lisation).<br \/>\nElle \u00a0est enfin mouvante, dans le contexte actuel de foisonnement des canaux, les leviers de performance d\u2019hier n\u2019\u00e9tant plus forc\u00e9ment ceux de demain.<\/p>\n<p><!--more-->Piloter la performance des parcours clients\u00a0: <strong>le lien entre le pilotage strat\u00e9gique et le pilotage par canal <\/strong><\/p>\n<p>D\u2019une mani\u00e8re g\u00e9n\u00e9rale, l\u2019entreprise a mis en place deux niveaux de pilotage\u00a0:<\/p>\n<ul>\n<li>En amont, le <strong>pilotage de la strat\u00e9gie multicanal<\/strong> pour r\u00e9pondre notamment aux besoins d\u2019allocation des ressources et des investissements. Il fixe les objectifs de d\u00e9port entre canaux, d\u2019efficience (productivit\u00e9, qualit\u00e9, \u2026), de performance commerciale (co\u00fbts d\u2019acquisition, taux de transformation, \u2026), etc.<\/li>\n<li>En aval, <strong>le pilotage de la performance par canal<\/strong> (agence, centre de relation client, Internet, \u2026), chaque canal ayant son r\u00e9f\u00e9rentiel de pilotage propre et ses objectifs adapt\u00e9s.<\/li>\n<\/ul>\n<p>Cependant, le lien entre ces 2 niveaux de pilotage ne se fait pas. Le cha\u00eenon manquant ne peut qu\u2019\u00eatre le <strong>pilotage de la performance des parcours client<\/strong>.<\/p>\n<p>Ce niveau \u00ab\u00a0Pilotage de la prise en charge Client\u00a0\u00bb a pour objectif de mesurer la contribution des parcours client \u00e0 la fois aux objectifs de satisfaction client et aux objectifs de performance \u00e9conomique et de vente.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: center;\"><a href=\"http:\/\/www.solucominsight.fr\/2012\/02\/distribution-multicanal-du-%c2%ab-multi-pilotage-%c2%bb-a-une-gouvernance-globale-coherente\/image-pilotage-multicanal-201201-schema-2\/\" rel=\"attachment wp-att-1392\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-1392\" title=\"image Pilotage Multicanal 201201 Sch\u00e9ma\" src=\"http:\/\/www.solucominsight.fr\/wp-content\/uploads\/2012\/02\/image-Pilotage-Multicanal-201201-Sch%C3%A9ma.jpg\" alt=\"image Pilotage Multicanal 201201 Sch\u00e9ma\" width=\"619\" height=\"349\" \/><\/a><\/p>\n<h4>3 dimensions \u00e0 prendre en compte : la satisfaction client, l\u2019efficience du processus de prise en charge et la maturit\u00e9 des organisations en contact<\/h4>\n<p>Il est \u00e0 la fois quantitatif et qualitatif, permet de traduire vis-\u00e0-vis des canaux le niveau de service attendu du client et d\u2019identifier les leviers qui permettent de r\u00e9pondre aux objectifs de performances pour l\u2019entreprise comme pour le client.<\/p>\n<p>Il d\u00e9finit les normes de prise en charge client (d\u00e9lai, qualit\u00e9 per\u00e7ue et produite, \u2026), les objectifs d\u2019efficience par op\u00e9ration sur tous les parcours multicanal ouverts (d\u00e9lai, s\u00e9curisation de l\u2019op\u00e9ration, r\u00e9duction des r\u00e9clamations, \u2026), ainsi que les objectifs commerciaux associ\u00e9s (taux de transformation, taux de rebond, \u2026).<\/p>\n<p>Il mesure l\u2019efficacit\u00e9 des leviers mis en \u0153uvre par canaux et entre canaux (par exemple\u00a0: un service de web call back en appui des souscriptions sur Internet, des alertes et confirmations par SMS pour s\u00e9curiser le client, \u2026.) et d\u2019ajuster ainsi en permanence ces solutions pour optimiser les parcours.<\/p>\n<p>Il proc\u00e8de d\u2019une triple vision\u00a0:<\/p>\n<ul>\n<li>la qualit\u00e9 per\u00e7ue du client qui s\u2019\u00e9value par les \u00e9tudes et barom\u00e8tres ainsi que par les \u00ab\u00a0irritants\u00a0\u00bb (r\u00e9clamations),<\/li>\n<\/ul>\n<ul>\n<li>la performance du processus de prise en charge du client qui agr\u00e8ge des indicateurs d\u2019efficience (productivit\u00e9 \/ d\u00e9lai selon le parcours), de performance commerciale (taux de transformation), de diff\u00e9renciation selon les segments \/ valeurs client,<\/li>\n<\/ul>\n<ul>\n<li>enfin, la maturit\u00e9 des organisations en contact sur la ma\u00eetrise de la relation client (pratiques relationnelles, pratiques manag\u00e9riales, int\u00e9gration des parcours multicanal, \u2026).<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p>En assurant le lien entre le pilotage de la strat\u00e9gie et de l\u2019efficience de chaque canal, piloter le parcours client permet au final de valider leur performance au regard d\u2019un param\u00e8tre essentiel\u00a0: le comportement du client.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Piloter le multicanal\u00a0: une gouvernance transverse, multidimensionnelle, mouvante La mont\u00e9e en puissance de la relation multicanal am\u00e8ne \u00e0 r\u00e9interroger les dispositifs de pilotage existant. Or, mettre en place une gouvernance multicanale est un exercice complexe. Par essence transverse, elle concerne&#8230;<\/p>\n","protected":false},"author":133,"featured_media":3385,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[32],"tags":[105,84,213,258,340],"coauthors":[998],"class_list":["post-1390","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing-relation-client","tag-gouvernance","tag-multicanal-2","tag-parcours-client","tag-pilotage","tag-strategie-relationnelle"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Distribution multicanal : du \u00ab multi-pilotage \u00bb \u00e0 une gouvernance globale coh\u00e9rente - RiskInsight<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2012\/02\/distribution-multicanal-du-multi-pilotage-a-une-gouvernance-globale-coherente\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Distribution multicanal : du \u00ab multi-pilotage \u00bb \u00e0 une gouvernance globale coh\u00e9rente - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Piloter le multicanal\u00a0: une gouvernance transverse, multidimensionnelle, mouvante La mont\u00e9e en puissance de la relation multicanal am\u00e8ne \u00e0 r\u00e9interroger les dispositifs de pilotage existant. 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