day 3 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
day 2 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
The first requirement for an exemplary customer user experience is to meet the exact needs of the customer, without fuss or bother. Next comes simplicity and elegance that produce products that are a joy to own, a joy to use. User research is about behavior: what drives people, how they do things, how and why they’re likely to use your site.
In recent years, co-creation is the buzzword of the business world. Companies are launching co-creation or innovation centers focused on everything from health care, to toys, to corporate responsibility.
Lego Serious Play - Bringing Creative Collaboration In UXWipro Digital
LEGO Serious Play is a method that creates the experience of generating value and improve understanding. LSP engages all actors involved in the value creation process, from the management of the company, to the designers and the users in a goal oriented, yet fun and engaging experience where all participants literally build ideas and share points of views, generating ideas and value.
[En] how social media changed our (your) livesYann Gourvennec
a presentation I gave to a client recently about how social media changed our professional lives, talking about the impact on organisations, the way we do business, how hierarchies are impacted ... and how employees can help their companies by becoming user-producers with UGC.
Here is the presentation which presented at BlogWell in Atlanta on Nov 10, 2009. See a transcript of the presentation at this URL: http://www.socialmedia.org/blog/orange-business-services-succeeding-in-social-media-initiatives-live-from-blogwell/
day 2 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
The first requirement for an exemplary customer user experience is to meet the exact needs of the customer, without fuss or bother. Next comes simplicity and elegance that produce products that are a joy to own, a joy to use. User research is about behavior: what drives people, how they do things, how and why they’re likely to use your site.
In recent years, co-creation is the buzzword of the business world. Companies are launching co-creation or innovation centers focused on everything from health care, to toys, to corporate responsibility.
Lego Serious Play - Bringing Creative Collaboration In UXWipro Digital
LEGO Serious Play is a method that creates the experience of generating value and improve understanding. LSP engages all actors involved in the value creation process, from the management of the company, to the designers and the users in a goal oriented, yet fun and engaging experience where all participants literally build ideas and share points of views, generating ideas and value.
[En] how social media changed our (your) livesYann Gourvennec
a presentation I gave to a client recently about how social media changed our professional lives, talking about the impact on organisations, the way we do business, how hierarchies are impacted ... and how employees can help their companies by becoming user-producers with UGC.
Here is the presentation which presented at BlogWell in Atlanta on Nov 10, 2009. See a transcript of the presentation at this URL: http://www.socialmedia.org/blog/orange-business-services-succeeding-in-social-media-initiatives-live-from-blogwell/
day 5 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
day 6 Tof the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
day 4 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
[En] Why Big Business Needs Social Media ... under what conditionsYann Gourvennec
This is the presentation which I delivered at the Digital Marketing Forum in Budapest on May 5, 2009. This presentation is CC 2009 - Orange Business Services
day 1 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
Yann GOURVENNEC - ORANGE BUSINESS SERVICES - Conference Media Aces Juin 2010A Mon Boss
Presentation effectuee par Yann GOURVENNEC (Head of Internet and Digital ORANGE BUSINESS SERVICES) lors de la conference Media Aces de juin 2010 a l'Ecole Nationale d'Architecture
BlogWell Atlanta Social Media Case Study: Orange Business Services, presented...SocialMedia.org
In his BlogWell Atlanta case study presentation, "Succeeding in Social Media Initiatives," Orange Business Services' Head of Internet & Digital Media, Yann Gourvennec, explained how they're finding success in social media as a business-to-business brand.
Yann's case study covered how they're finding passionate buyers online that advertising can't reach, how they're using video, and how they've used social media feedback to improve their products.
---
BlogWell is the only conference where social media executives from large companies come together to share their case studies, offer practical how-to advice, and answer your questions.
To learn more about BlogWell, visit gaspedal.com/blogwell/
BlogWell is produced by GasPedal and the Social Media Business Council.
Learn More: http://gaspedal.com and http://socialmedia.org
For more than 30 years, L’Atelier BNP Paribas have been working as an “innovation enabler” for international groups and mid-cap companies.
With a mission of detecting the latest digital trends and innovative technologies, L’Atelier assists companies in building efficient digital strategies and cultivate their digital culture.
www.atelier.net
Presentation on technology entrepreneurship. We use insights from the emergence of the drone industry to explain what is the contribution of new entrants in the creation a new industry. The presentation aims to discuss what can we learn from this case, trying to draw parallelisms with other situation where there has been a technology "meaning" change.
Cette présentation aurait dû être commentée à Tunis aujourd'hui même. hélas, la manifestation a été annulée. Par solidarité avec les organisateurs français et notamment @fbrahimi je mets ma présentation en téléchargement libre.
The 'Orange Start Up Programme' - delivering 'Corporate Open Innovation'bluenove
A specific Open Innovation programme developed by Orange to support partnerships with startups in different areas (web 2.0, mobile, enterprise solutions, etc.) as part of www.orangepartner.com
Les tendances du marketing en 2021 -#inspirationsmarketing - Commundi x Strat...Yann Gourvennec
Annonce de la conférence inspirations marketing de Commundi x Stratégies à l'occasion d'une interview de Yann Gourvennec de Visionary Marketing pour le compte du mag des compétences de Comundi.
day 5 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
day 6 Tof the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
day 4 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
[En] Why Big Business Needs Social Media ... under what conditionsYann Gourvennec
This is the presentation which I delivered at the Digital Marketing Forum in Budapest on May 5, 2009. This presentation is CC 2009 - Orange Business Services
day 1 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.
Yann GOURVENNEC - ORANGE BUSINESS SERVICES - Conference Media Aces Juin 2010A Mon Boss
Presentation effectuee par Yann GOURVENNEC (Head of Internet and Digital ORANGE BUSINESS SERVICES) lors de la conference Media Aces de juin 2010 a l'Ecole Nationale d'Architecture
BlogWell Atlanta Social Media Case Study: Orange Business Services, presented...SocialMedia.org
In his BlogWell Atlanta case study presentation, "Succeeding in Social Media Initiatives," Orange Business Services' Head of Internet & Digital Media, Yann Gourvennec, explained how they're finding success in social media as a business-to-business brand.
Yann's case study covered how they're finding passionate buyers online that advertising can't reach, how they're using video, and how they've used social media feedback to improve their products.
---
BlogWell is the only conference where social media executives from large companies come together to share their case studies, offer practical how-to advice, and answer your questions.
To learn more about BlogWell, visit gaspedal.com/blogwell/
BlogWell is produced by GasPedal and the Social Media Business Council.
Learn More: http://gaspedal.com and http://socialmedia.org
For more than 30 years, L’Atelier BNP Paribas have been working as an “innovation enabler” for international groups and mid-cap companies.
With a mission of detecting the latest digital trends and innovative technologies, L’Atelier assists companies in building efficient digital strategies and cultivate their digital culture.
www.atelier.net
Presentation on technology entrepreneurship. We use insights from the emergence of the drone industry to explain what is the contribution of new entrants in the creation a new industry. The presentation aims to discuss what can we learn from this case, trying to draw parallelisms with other situation where there has been a technology "meaning" change.
Cette présentation aurait dû être commentée à Tunis aujourd'hui même. hélas, la manifestation a été annulée. Par solidarité avec les organisateurs français et notamment @fbrahimi je mets ma présentation en téléchargement libre.
The 'Orange Start Up Programme' - delivering 'Corporate Open Innovation'bluenove
A specific Open Innovation programme developed by Orange to support partnerships with startups in different areas (web 2.0, mobile, enterprise solutions, etc.) as part of www.orangepartner.com
Les tendances du marketing en 2021 -#inspirationsmarketing - Commundi x Strat...Yann Gourvennec
Annonce de la conférence inspirations marketing de Commundi x Stratégies à l'occasion d'une interview de Yann Gourvennec de Visionary Marketing pour le compte du mag des compétences de Comundi.
Visionary Marketing Business Cases - 2014-2020Yann Gourvennec
A list of our most significant business cases since our inception in 2014 up until early 2020. With success stories in WOMM and social media and content marketing as well as marketing strategy.
Perspectives - livre blanc - numero 1 - un autre regard sur le digitalYann Gourvennec
Perspectives sur le digital par Visionary Marketing - numéro 1
Depuis 2004 nous avons pour ambition de jeter un regard avisé sur la technologie, sans la déifier ni la diaboliser. Notre but est de vous donner les clés pour décoder l’innovation avec un maximum de données tangibles et de références précises. Cette nouvelle série est publiée en partenariat avec leslivresblancs.fr
[GEM] Advanced Master's Digital Business Strategy - 2019-2020 presentationYann Gourvennec
This is the standard presentation for the Advanced Master's in Digital Business Strategy of Grenoble Ecole de Management. It is an international program located in Paris in the heart of Europe.
[Fr] le marketing client sur le grill - extrait - WEBER Stephen FranceYann Gourvennec
Weber Stephen France publie les résultats d'une étude exclusive sur le marketing client : faut-il acquérir ou fidéliser ses clients. Une enquête réalisée sur 3223 marketeurs. Avec le point de vue d'Arnaud Le Roux, CDO d'Open
La grande enquête sur la vague des technologies marketing (livre blanc Mapp)Yann Gourvennec
Quand marketing et publicité seront pilotés par la donnée, serez-vous bien préparé ?
Voici quelques questions pour le savoir :
> Comment vont évoluer les métiers du marketing ?
> La guerre entre le marketing et la publicité aura-t-elle lieu ?
> Faut-il supprimer les silos au sein de l’entreprise ?
> Comment garder le contrôle de vos données ?
> Quelles étapes à suivre pour faire converger toutes vos données ?
Sherlock Holmes a voulu répondre à ces questions, et a mené l’enquête sur le futur du marketing.
Marketing d’influence : enseignements sur la beauté par TraackrYann Gourvennec
Le rapport Traackr sur l'influence dans la beauté. Ca rapport est incontournable en 2018. Je le partage notamment pour ses implications dans le domaine de la transparence. Il fournit
[Fr] (Extrait) observatoire commerce mobile juin 2017 - MMAYann Gourvennec
La MMA (Mobile Marketing Association) nous a partagé ce document fort intéressant sur l'état du commerce mobile et de l'écosystème M-commerce en France et dans le monde
[Fr] méthodologie - le rapport du martien - audit de votre capital digitalYann Gourvennec
Une de nos méthodologies phares est celle que nous avons nommée, au fil du temps et des missions, le rapport du martien. Elle permet de se faire une idée rapide de son capital digital sans investir dans des audits coûteux, tout en offrant des pistes correctives et concrètes de mise en œuvre sur le terrain, en combinant l'approche stratégique et opérationnelle, dans le but de revoir sa stratégie ou sa stratégie de contenu.
[Fr] Rapport d'étude simplifié Opinionway sur le content marketing en B2BYann Gourvennec
Opinionway a interviewé fin 2016 environ 300 entreprises du B2B sur leur vision du marketing de contenu (content marketing). en voici le rapport simplifié.
[Fr] Square d'Orléans, la nouvelle Athènes romantique - demeure parisienne de...Yann Gourvennec
Histoire du Square d’Orléans au 80 rue Taitbout à Paris, haut lieu du romantisme du début du 19ème siècle, lieu de résidence de Frédéric Chopin et George Sand et de bien d’autres artistes.
[En] 5 key success factors for content marketing in 2017 and beyondYann Gourvennec
Content marketing has been on everyone's agenda since 2014 (and ours since 1996!). Yet, the question is shifting from "how to produce content" to "how to differentiate with content". Here are 5 key success factors in content marketing derived from a keynote presentation delivered for eZ Systems in late 2016
This is an infographic about infographics. We see them everywhere on the web. There is a lot of interesting facts to discover about this type of content.
Read more on http://visionarymarketing.com/en/blog
Social Media Listening : du bruit au signal (Livre Blanc)Yann Gourvennec
Le social media listening, consistant à réaliser une étude d'opinion via les médias sociaux, existe depuis les début des réseaux sociaux et est utilisé par de nombreuses entreprises. Pourtant, cette pratique est biaisée pour plusieurs raisons que nous aborderons dans ce livre blanc. Aussi, nous avancerons des idées d'amélioration pour élaborer une écoute des médias sociaux qui soit la plus pertinente possible.
Nous avons développer une charte graphique pour ceux d'entre vous qui souhaitent nous envoyer des billets que nous publierons sur notre blog Visionary Marketing
[Fr] Usage du mail au travail Sondage visionary marketing thalesalenia spaceYann Gourvennec
Ce sondage exclusif Visionary Marketing a été mené sur un échantillon aléatoire de 130 cadres de ThalesAlenia Space en juin 2016. Son sujet est l'usage du mail au travail.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
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USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
[En] MIB Dauphine - ICT3
1. Paris, 2011
some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
information and communications
technology (ICT) products and
services
the marketing of technological innovation
day three
2
2. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
copyright notice
•This presentation is made available to all the
registered readers of visionarymarketing.com
•This work is licensed under the Creative
Commons Attribution-Noncommercial-Share Alike
3.0 License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-
sa/3.0/ or send a letter to Creative Commons,
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•You are allowed to use one or all the
slides/images contained within this presentation
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this information (http://visionarymarketing.com)
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3. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
my personal research online… since 1995
• http://visionarymarketing.com
• http://visionarymarketing.wordpress.com
a French Web 2.0 website
4. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
agenda
module timing topic
one 3 hours ICT marketing and innovation, main
characteristics and principles
Two 3 hours innovation management: towards wikinomics
Three 3 hours online marketing innovation
material will be made available online at http://visionarymarketing.com/mibdauphine
5. Paris, 2011
some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
module two
innovation management
6. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
the web: a source of inspiration for economics?
“While the old Web was about
Web sites, clicks, and “eyeballs,”
the new Web is about
communities, participation and
peering.”
Wikinomics, Don Tapscott &
Anthony D. Williams
http://www.wikinomics.com/
7. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
wikinomics: towards mass collaboration
cbs news
•Don Tapscott on Wikinomics
(7:45 min.)
•2007, abc news
•local version click here
8. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
module two agenda
• part one: what is innovation management?
• part two: the organisational factor; a CAA survey
• part three: (some) classic innovation traps and the myths
of innovation
• part four: towards mass collaboration?
9. Paris, 2011
some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
module two – part one
what is innovation management?
10. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
recap
•technology not sufficient
•clients don’t always/seldom have
requirements
•researchers cannot expect
everything from marketing
•product development = major
effort
•marketing = major effort too
•innovation is a source of trouble
before profit
11. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
What is innovation about?
"A lot of people think that coming up with an idea is the key
when it comes to innovation. It’s not. The idea is important. But
ideas are cheap. You have to come up with a lot of ideas and
then pick the right one, the one on which you will focus"
Kevin O’Connor, The Map of Innovation
€
No idea exists until it has been actually implemented
12. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
reminder
•“creativity is the generation
of new ideas. innovation is
the implementation of
creative ideas” jeffrey
baumgartner
http://jpb.com
LEADING EDGE VS
BLEEDING EDGE
•source:
•http://www.strategic-
innovation.dk/Engelsk/Consult.html
13. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
so, do we need innovation?
(source PIMS, profit impact of marketing strategy)
http://bit.ly/innovatecrisis
14. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
innovation requires more than one ingredient
technology
marketingorganisation
15. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
expect similar costs on both sides
technical research and
intelligence
Product development
Product prototype
Marketing investment
Market development
Needs prototype
100 K€ 70 to 100 K€
source: Paul Millier
16. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
is innovation generating value?
•most innovative companies (1) grow
margins faster than average
>average growth worth 3.4% for top
25 innovators vs. 0.4% for S&P 1200
global stock index)
•generate more value than average
>growth of market capitalisation:
14.3% vs. 11.1%
(1) : source Business Week, “The world’s
most innovative companies”, April 24,
2006
** Based on fewer than 10 years of data
17. 2006 – 2011 comparison
Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
** Based on fewer than 10 years of data
18. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
radical
innovation
digital
photography
major
innovation
internet
banking
incremental
innovation
abs
strategic
innovation
lcd tv
screens
OK, but what kind of innovation are we talking about?
effect on established firms’ competencies
and complementary assets
destroysenhances
minor
major
impact of on end-user/client
behaviour
Source : "Fast second", Paul A. Geroski et
Constantinos C. Markides, Jossey-Bass,
2005
http://media.wiley.com/product_data/excerpt/45/0787971
5/0787971545.pdf
19. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
theoretically: the innovation machine
Source: http://www.jpb.com (Jeffrey Baumgartner)
20. some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
ideation process
initial out-of-
the-box ideas
by Orange
(suggestions)
10 ideas
approx.
short-listing
phase
add new ideas
challenge initial
ideas, correct,
transform,
replace, …
2250+
ideas
Idea generation phase
4-5 prioritised
initiatives approx.
prioritisation
phase
3 phases before moving into project phase
ideation process should be refined with client
21. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
project product/service
guess what happens in the middle?
debates, nih, internal politics, project mismanagement …
reality: internal marketing burning a lot of energy
22. ACKNOWLEGEMENT
STEALING
INNOVATOR’S
THUNDER
innovative initiative
COMPETITION
PHASE
Coopetition
competing initiatives
OPTIMISME
[La technologie va résoudre tous les problèmes]
INITIALISATION
• business intelligence
• internal discussions
OR
OR
neither good or bad
hostility, ‘Luddites’,
rejection, scepticism
discovery of innovation
PIONEERING
1
innovation killed
attempts at
suppressing innovation
CONFLICTING
INTERESTS
2
technology becomes
useful
innovation & users mature
REALISM
PHASE
3
common internal innovation process
Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
23. +/- resultsdigestion
technology digestion phases
technological breakthrough
changes are obvious, markets are
disrupted (e.g. online travel, digital
photography, mai order, vs e-commerce)
A1
B
grey area ‘digestion’
may take up to 10 years or even
more
technological changes don’t get
implemented, and new technology is
abandoned, recycled, or stays in a niche
(e.g. first gen tablet PCs, voice recognition).
technology improves IRL
world, and improves existing lines
of business (e.g. online banking, e-
commerce, e-administration (tax
collection)).
HELL
technology is bad and
one has to be protected
from its consequences
A2
C2
C3
C1
HEAVEN
technology is bound to be
good - our lives will be
changed for the better
technology digestion phases
Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
24. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
classical stage-gate innovation process (cooper)
official website for Cooper’s
stage gate process http://www.stage-gate.com/
25. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
the whirlwind model (Millier and Palmer)
III III
exit
strategy
exit
strategy
exit
strategy
assumptions assumptions assumptions
Possible
success
field test
criticism
feed-back
field test
criticism
feed-back
field test
criticism
feed-back
adapted to exploratory project
source: Millier and Palmer
26. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
part one - what have we learnt?
• innovation management is
when the rubber meets the
road
• but overlooking it missed
opportunities (mid-long term)
• innovation management is a
hard nut to crack …
• classic cooper cycle: nice check
list but not very practical
• internal marketing a must
and …
• wikinomics is changing the
rules (share vs hide/outside in
innovation)
27. module two – part two
the organisational factor: can innovation
lead to profitability? (CAA survey: )
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Paris, 2011
28. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
sample of surveyed companies
company names vertical company names vertical
air france transport
air liquide chemical industry
apple multimedia
arcelor steel industry
arianespace aeronautics
ascometal manufacturing
bnp bddf bdm banking
bouygues telecom telecom
cegetel telecom
danone agribusiness
Edf utility
essilor international manufacturing
faurecia
Automotive
industry
france telecom telecom
hutchinson manufacturing
infogrames multimedia
janssen cilag pharmaceutics
lesieur agribusiness
l'oreal cosmetics
merck chemicals chemical industry
nestlé agribusiness
procter et gamble
france hygiene
psa automotive
renault automotive
Rhodia chemical industry
royal canin pet food
saint-gobain manufacturing
schneider electric manufacturing
seb groupe household goods
sodiaal international agribusiness
veolia environment
whirlpool france household goods
29. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
4 main organisational models
technology-centric
R&D or innovation depts
work with a disruptive
technology objective in
mind
client-centric
marketing is working on
the basis of a client’s
requirement (feature or
application)
let’s do it
innovation is developed
by almost anybody in a
not so orderly fashion
cross-functional
innovation managed by
cross-organisational
teams
30. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
innovation management
based on the results of this survey, would you please analyse what
organisation seems best fitted for generating more, better and more
sustainable innovations? for what reasons?
dear innovation manager,
I liked your idea about
creating more and better new
services but judging by the
result, I suspect that there
must be something wrong
with the way you’re
organised. Would you mind
auditing this and draw your
own conclusions from this
study
31. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
(1) technology-centric model: silos and high failure ratio
main characteristics of
that innovation process
•R&D initiates and manages innovation projects
•marketing is not (or not enough) kept in the
loop before decision to launch
•operational departements in charge of
industrialising the solution informed after
decision to launch is made
•BU/internal client can veto idea but only after
decision to launch is made
•innovation budget always voted by R&D before
decision to launch is made
benefits
•disruptive innovation
concerns
•usefulness and marketing
benefits too vague
•pricing is included too far
down in the process
•bottom up pricing applies vs.
design to cost
side notes
•difficult to stop on-going programmes
•partnerships dictated by technical side
financials
margin
existing product
best practice
product innovation
worst practice
product innovation
impact on margins:
from - 15 % to + 5%
0 5
innitial
screen
technical
scoping
testing and
validation
marketing
business case
launchidentification
phase
all done in parallel
100
projects
20 à 50
projects
5 à 10
projects
portfolio of innovative projects
technical
feasibility
industrial
feasibility
marketing
feasibility
launch
1
2 3 4
32. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
(2) client-centric model: disruptive innovations don’t stand a chance
main characteristics of
that innovation process
•business side at the source of innovation
•chinese wall between up-stream R&D (15% of
budget on average) and applied innovations
•useless innovations can be vetoed
•research budgets can be arbitrated, and also
resource allocation
•vetoes can be actioned by various centres of
competence (R&D, marketing, business),
•industrialisation comes too late in that process
benefits
•potential synergy between
product lines
•understanding of clients’s
requirements and expected
benefits
•pragmatic approach
concerns
•incremental-only innovation
•sequential approach
•Industrialisation not
incorporated enough
•marketing statement of
requirements subject to
change
side notes
•user benefit rather straightforward (in principle)
•top execs usually committed
0
1
2 3 4
5
100
projects
50
projects
40
projects
15
projects
25
projects
25
projects
30
projects
launch
financials
portfolio of innovative projects
innitial
screen
technical
scoping
testing and
validation
marketing
business case
launchidentification
phase
all done in parallel
technical
feasibility
industrial
feasibility
marketing
feasibility
margin
existing product
best practice
product innovation
worst practice
product innovation
impact on margins:
from - 5 % to + 15%
33. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
(3) let’s do it model -centric model: opportunistic and hinges on top
exec arbitrage
main characteristics of
that innovation process
•innovation chaotic and plentiful
•‘problem-solving’ emphasis
•no overall innovation management (too chaotic)
•top exec arbitrage of new initiatives between R&D
and marketing
•no objective go/no go decision criteria
side notes
•pricing often not taken into account due to focus
on internal fighting and difficulties
benefits concerns
•opportunistic approach
•top exec involvement
•poor cooperation between
players
•benefits of innovation hard
to isolate and measure
•cannibalisation issues
•resourcing not optimal
10
projects
100
projects
100
projects
10
projects
launch
0
1
2 3
4
5
financials
portfolio of innovative projects
innitial
screen
technical
scoping
testing and
validation
marketing
business case
launchidentification
phase
all done in parallel
technical
feasibility
industrial
feasibility
marketing
feasibility
margin
existing product
best practice
product innovation
worst practice
product innovation
impact on margins:
from - 10 % to +
10%
34. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
(4) cross-functional model: working for the general interest
main characteristics of
that innovation process
•top management is clear exec sponsor
•all payers working jointly from projects
inception and development: “3p model” =
r&d, marketing and development working
as partners
•business plan debated from day one with all
partners involved
•exec committee makes decision and
arbitrage
benefits
•good balance between
disruptive and incremental
innovation
•cross-functional project
management with a good
mixture of skills
•better anticipation of issues
concerns
•lower flexibility
side notes
•comprehensive coverage of all aspects of the
statement of requirements (technical and
marketing)
financials
100
projects
50
projects
50
projects
50
projects
launch
0
1
2 3 4
5
portfolio of innovative projects
innitial
screen
technical
scoping
testing and
validation
marketing
business case
launchidentification
phase
all done in parallel
technical
feasibility
industrial
feasibility
marketing
feasibility
margin
existing product
best practice
product innovation
worst practice
product innovation
impact on margins:
from +5 % to + 20%
35. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
recurring issues for all innovation models
•beyond silos
>innovation scope definition ……………………………………………………………………
>clear roles and responsibilities……. …………………………………………………………
>facilitate cross-functional work between marketing and technical depts………
•a professional approach towards cooperation
>empower a multi-disciplinary project team from cradle to grave ………………
>establish common overall project management
>follow up projects on all criteria
>motivate teams through remuneration
•business benefit at the heart of the innovation process
>freeze the marketing statement of requirement………………………………………
>establish cost control at all stages ………………………………………………………
>incorporate pricing from stage zero ………………………………………………………
>enhance user-benefit………………………………………………………………………
•outsource part of the R&D
>establish alliance strategy……………………………………………………………………
>manage partnerships …………………………………………………………………………
>enter contractual relationship with partners from day one………………………
>enforce top exec involvement ………………………………………………………………
NO ISSUE DEPENDS ON ORGANISATION NOT MODEL
ISSUE
tech-centric
client-centric
cross-functional
let’sdoit
model
36. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
a cooperation hell paved with good intentions
1.please rate the quality of identification of research
programmes in your organisation?
2.please rate the quality of cooperation across
teams (marketing-development-
commercial-legal) in your organisation?
3.please rate the marketing statement of
requirements of new products in
your organisation?
0,0 1,0 2,0 3,0Pas du tout
satisfaisant
Peu
satisfaisant
Plutôt
satisfaisant
Très
satisfaisant
0,0 1,0 2,0 3,0not at all
satisfactory
rather
unsatisfactory
rather
satisfactory
very
satisfactory
4.please rate the information system and
project management in the R&D of your
organisation?
5.please rate cooperation across teams
in your organisation?
6.please rate the control of cost before for
new products in inception phase
0,0 1,0 2,0 3,0Pas du tout
satisfaisant
Peu
satisfaisant
Plutôt
satisfaisant
Très
satisfaisant
0,0 1,0 2,0 3,0not at all
satisfactory
rather
unsatisfactory
rather
satisfactory
very
satisfactory
37. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
a cooperation hell paved with good intentions
0,0 1,0 2,0 3,0
10. rate team involvement and motivation
on innovation projects
11. rate how user-benefit is evaluated by
your organisation?
12. rate how user-benefit is sold by
your organisation?
7.rate price positioning in your
organisation?
8.rate the preparation of the product
launch and the launch itself in your
organisation?
9.rate top exec involvement in your
organisatoin?
0,0 1,0 2,0 3,0Pas du tout
satisfaisant
Peu
satisfaisant
Plutôt
satisfaisant
Très
satisfaisant
0,0 1,0 2,0 3,0not at all
satisfactory
rather
unsatisfactory
rather
satisfactory
very
satisfactory
0,0 1,0 2,0 3,0Pas du tout
satisfaisant
Peu
satisfaisant
Plutôt
satisfaisant
Très
satisfaisant
0,0 1,0 2,0 3,0not at all
satisfactory
rather
unsatisfactory
rather
satisfactory
very
satisfactory
38. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
beyond organisational models: innovation works when…
cross-functional multi faceted
teams are brought together as
early as possible (marketing,
R&D, development..)
financials and cost control are at the
heart of the innovation process and
when the tracking is relentless
team members get paid in similar ways
regardless of the organisation in which
they originate
top execs are involved
scope of innovation is well
defined
pricing issues and end user-benefit are
established at the inception of the project
innovation management and decision
processes are clear
alliance management is used
extensively and R&D is
partially outsourced
arbitration is easy and natural
39. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
keep an eye on these items too…
•statement of requirement to be jointly established
and managed by marketing, technical and
development departments
•pay as much attention to incremental as to
disruptive innovation
•don’t let any party work on its own (marketing,
R&D…)
•stop new programmes if cash-drains
•industrialise alliance management
>improve alliance programme management
>make different parties agree to common objectives
>despite bad habits, collaboration is not an option
40. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
maybe the best model is the cross-functional one but beware of
specific cultural issues
• company culture is not something to be trifled with
> company culture stronger than regional culture?
> cannot be a diktat: requires buy-in and staged approach
• Your methodology must include:
> working across silos
> unify and harmonise objectives across the board
> teach employees to work across silos
> promote multi-disciplinary approach
> includes smart objectives
ultimate goal: industrialising collaboration
41. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
recommendation by CAA
•continuous improvement AND
disruptive innovation
•start with a few target projects
•industrialise collaboration on each
target project
•build on success stories
•learn from examples
•generalise method progressively
42. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
part two - what have we learnt?
• 4 main types of innovation
management
• cross-organisational is best
• … but no guarantee
• cultural issue high on agenda
• side note: project management
is about humans not machinery
• innovation management is
project management
43. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
assignment no.3: classic traps in innovation management
classic traps assignment …
what are the classic traps in
innovation management?
44. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
about Yann Gourvennec
•since 02/2008, director, Web, Digital & Social Media, Orange
•01/2008-02/2011 head of Internet & digital media, Orange Business
Services
•06/2005-01/2008, innovation principal, Orange Business Services
•2003-06/2005, alliance partner manager, france telecom
•1999 – 2002 - director e-business: france telecom teleconferencing
services
•1997 - 1999 – consultant, Internet, marketing & information systems,
cap gemini
•1995-1997 – internet marketing consultant, unisys europe
•1992-1995 – business systems manager, unisys europe
•1988-1992 – business systems manager, unisys france
•1985-1988 – account executive, philips france
my research is available online at: http://visionarymarketing.com/
http://www.linkedin.com/in/ygourven
45. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
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