{"id":7904,"date":"2015-07-30T07:00:11","date_gmt":"2015-07-30T06:00:11","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=7904"},"modified":"2015-07-30T08:10:52","modified_gmt":"2015-07-30T07:10:52","slug":"y-a-t-il-un-business-model-derriere-le-phygital","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/07\/y-a-t-il-un-business-model-derriere-le-phygital\/","title":{"rendered":"Y a-t-il un business model derri\u00e8re le phygital ?"},"content":{"rendered":"

D\u2019une mani\u00e8re g\u00e9n\u00e9rale, les business cases autour du digital sont souvent difficiles \u00e0 \u00e9tablir \u00e0 l\u2019avance. Il s\u2019agit d\u2019usages en rupture, difficilement pr\u00e9visibles. Le \u00ab phygital \u00bb n\u2019\u00e9chappe pas \u00e0 cette r\u00e8gle ; les ROI <\/em>(Return On Investment) <\/em>sont par ailleurs \u00ab plomb\u00e9s \u00bb par une augmentation tr\u00e8s significative des investissements, due aux \u00e9quipements \u00e0 d\u00e9ployer dans de nombreux points d\u2019accueil clients (tablettes, bornes, espaces au design repens\u00e9, formation des vendeurs \/ conseillers\u2026).<\/em><\/p>\n

Des gains directs pas tou\u00adjours faciles \u00e0 tangibiliser<\/h2>\n

Au-del\u00e0 des gains qualitatifs (image, modernit\u00e9, ad\u00e9quation avec les attentes de la client\u00e8le\u2026), quels gains quantitatifs tirer de ces investissements ?<\/p>\n

    \n
  • Accroissement de la fr\u00e9quentation des points de vente \/ agences.<\/li>\n
  • Augmentation des ventes par client se rendant sur point de vente physique.<\/li>\n
  • Augmentation des ventes \/ usages sur les dispositifs on-line.<\/em><\/li>\n
  • Fid\u00e9lisation \/ R\u00e9duction du churn (le terme anglais churn <\/em>d\u00e9signe la perte de client\u00e8le ou d\u2019abonn\u00e9s).<\/em><\/li>\n<\/ul>\n

    La r\u00e9ponse semble positive sur un certain nombre de ces points. Les entreprises qui ont investi dans le phygital depuis plus d\u2019un an commencent \u00e0 avoir le recul suffisant et t\u00e9moignent de quelques gains embl\u00e9matiques.<\/p>\n

    Plusieurs banques ont ainsi exp\u00e9riment\u00e9 l\u2019apport de la tablette dans l\u2019entretien avec un client. Cet entretien c\u00f4te \u00e0 c\u00f4te permet de faire un diagnostic plus pouss\u00e9 des besoins du client et d\u2019y apporter une r\u00e9ponse plus personnalis\u00e9e dans une r\u00e9elle posture de conseiller financier. Les banques ayant test\u00e9 ce dispositif mettent en avant une augmentation sensible du portefeuille d\u2019offres souscrites sur le panel des clients ayant b\u00e9n\u00e9fici\u00e9 de ce type d\u2019entretiens, une augmentation au moins sup\u00e9rieure \u00e0 5% en moyenne.<\/p>\n

    Autre exemple : une enseigne de la grande distribution qui a install\u00e9 des bornes de commande \u00e0 c\u00f4t\u00e9 des pr\u00e9sentoirs des rayons \u00e9lectroniques et \u00e9lectrom\u00e9nagers a fait \u00e9tat d\u2019une augmentation de pr\u00e8s de 8% des commandes annuelles on-line <\/em>des clients ayant utilis\u00e9 cette fonctionnalit\u00e9.<\/p>\n

    Le co\u00fbt de l\u2019inaction<\/h2>\n

    La question du ROI pourrait \u00e9galement se poser autrement.
    \nQue se passe\u00adrait-il si les investissements n\u2019\u00e9taient pas r\u00e9alis\u00e9s ? Certaines enseignes ont estim\u00e9 qu\u2019environ 10 \u00e0 15% des clients qui rentraient dans leur point de vente ne le faisaient que pour visualiser des produits qu\u2019ils avaient rep\u00e9r\u00e9s sur internet et qu\u2019ils comptaient acheter en ligne une fois examin\u00e9s dans le point de vente. Et pas forc\u00e9ment sur le dispo\u00adsitif web de l\u2019enseigne visit\u00e9e.<\/p>\n

    S\u00e9curiser l\u2019achat de ces clients vola\u00adtiles d\u00e8s leur passage en point de vente devient donc un enjeu de conservation du chiffre d\u2019affaires. Ces enseignes ont par exemple \u00e9quip\u00e9 les vendeurs de tablettes pour lancer avec le client les op\u00e9rations de commande sur le site de l\u2019enseigne d\u00e8s que le dialogue avec le client a \u00e9t\u00e9 entam\u00e9.<\/p>\n

    Une opportunit\u00e9 pour de nouveaux business models ?<\/h2>\n

    Ces derni\u00e8res ann\u00e9es ont vu \u00e9merger de nouveaux business models<\/em>, adapt\u00e9s au monde num\u00e9rique :<\/p>\n

      \n
    • Gratuit\u00e9 contre donn\u00e9es (profils utilisateurs Facebook).<\/li>\n
    • Freemium, service dont le socle est en usage gratuit, le service complet \u00e9tant lui payant (Spotify, Viadeo, Skype\u2026).<\/li>\n
    • Micropaiement, affiliation (Groupon, eBay\u2026).<\/li>\n<\/ul>\n

      Ces mod\u00e8les sont-ils transposables aux points de vente physique ? Le web peut-il inspirer le phygital ? Il semble\u00adrait que certaines entreprises com\u00admencent \u00e0 y r\u00e9fl\u00e9chir.<\/p>\n

      Citons plusieurs initiatives :<\/p>\n

        \n
      • Prix pr\u00e9f\u00e9rentiels pour les clients qui viennent faire un diagnostic d\u00e9taill\u00e9 en point de vente \/ agence, ce diagnostic \u00e9tant l\u2019occasion de collecter des donn\u00e9es qualifi\u00e9es pr\u00e9cieuses. \u00c0 l\u2019\u00e8re du Big data<\/em>, r\u00e9compenser le client qui permet d\u2019enrichir la base de donn\u00e9es va devenir une pratique courante.<\/li>\n
      • Service apr\u00e8s-vente \u00e9tendu sur une p\u00e9riode plus longue quand le produit est achet\u00e9 en magasin.<\/li>\n
      • Abonnement pour b\u00e9n\u00e9ficier d\u2019offres promotionnelles disponibles en magasin comme sur les sites en ligne.<\/li>\n<\/ul>\n

        Ces initiatives sont certes encore timides et bien prudentes pour ne pas trop d\u00e9stabiliser le mod\u00e8le de distribu\u00adtion physique, mais elles sont n\u00e9an\u00admoins int\u00e9ressantes et traduisent la volont\u00e9 des entreprises avec un r\u00e9seau physique de faire aussi du phygital un outil d\u2019innovation marketing.<\/p>\n

        Des KPI \u00e0 mettre sous contr\u00f4le<\/h2>\n

        On le voit bien, \u00e9tablir un business plan <\/em>tr\u00e8s fiable du phygital reste un exercice difficile.\u00a0Pour att\u00e9nuer cette difficult\u00e9, les entreprises qui r\u00e9ussissent dans le phygital se sont appuy\u00e9es sur deux leviers forts :<\/p>\n

        Conduire des exp\u00e9rimentations pouss\u00e9es sur quelques points de vente. <\/strong>Pour \u00eatre pertinentes, ces exp\u00e9rimentations doivent rendre les acteurs de l\u2019accueil et la relation client tr\u00e8s actifs et impliqu\u00e9s dans la pr\u00e9paration et la conduite de l\u2019exp\u00e9rimentation (cela a \u00e9t\u00e9 un facteur cl\u00e9 de succ\u00e8s \u00e0 la SNCF). Il convient d\u2019autre part de tirer parti au maximum de ces exp\u00e9rimentations pour enrichir les KPI (Key Performance Indicators<\/em>), base du futur business case.<\/em><\/p>\n

        Augmenter significativement les moyens sur la mise en place d\u2019indicateurs et l\u2019analyse des donn\u00e9es qui en d\u00e9coulent. <\/strong>Ces indicateurs doivent coupler physique et digital (profil des clients qui viennent en magasin, profil de leurs consommation web, rebond web apr\u00e8s visite en point de vente\u2026). Les moyens de collecter ces donn\u00e9es doivent \u00eatre pr\u00e9vus au pr\u00e9alable. Trop d\u2019entreprises d\u00e9marrent en effet l\u2019exp\u00e9rimentation voire le d\u00e9ploiement avec de vraies lacunes en termes d\u2019instruments de mesure. C\u2019est bien de l\u2019analyse de ces KPI<\/em> que viendront des \u00e9l\u00e9ments pour affiner le business case <\/em>et le rendre plus robuste.<\/p>\n","protected":false},"excerpt":{"rendered":"

        D\u2019une mani\u00e8re g\u00e9n\u00e9rale, les business cases autour du digital sont souvent difficiles \u00e0 \u00e9tablir \u00e0 l\u2019avance. Il s\u2019agit d\u2019usages en rupture, difficilement pr\u00e9visibles. Le \u00ab phygital \u00bb n\u2019\u00e9chappe pas \u00e0 cette r\u00e8gle ; les ROI (Return On Investment) sont par…<\/p>\n","protected":false},"author":151,"featured_media":7907,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[37,32],"tags":[2373,2372],"coauthors":[1022],"class_list":["post-7904","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digital-innovation","category-marketing-relation-client","tag-business-model","tag-phygital"],"acf":[],"yoast_head":"\nY a-t-il un business model derri\u00e8re le phygital ?<\/title>\n<meta name=\"description\" content=\"Les business cases autour du digital sont compliqu\u00e9s \u00e0 d\u00e9finir. Usages en rupture, difficilement pr\u00e9visibles. 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