100 Marketing Directors PDF

MARKETING PROFILE
100
INTERVIEWS WITH
br
id
ge
ve
r
si
on
MARKETING
DIRECTORS
Each year, the Electronic Business Group solicits the

marketing directors in its network to conduct an extensive
study of the developments in their profession and their
challenges. We do not just ask them to complete a multiple
choice form or to answer a few questions: we arrange to
meet with them in their offices for one to two hours, to talk
about the issues and projects that interest them in detail and
to listen to their points of view and their stories.
Conducted with the support of our two partners, SAS and
Deloitte, we have drawn on these extremely rich and diverse
discussions to try to draw a picture of how marketing
departments adapt to their companys business environment,
its market, and the economy in general.
Introduction
Whereas in the first survey we emphasized the impact of the

digital revolution, this year we chose to look more closely at
how marketing interacts with the rest of the organization.
Indeed, if there is one finding that stands out among the rest
in the 2015 Marketing Profile, its that the function is
increasingly shifting towards a role of conductor or platform
for dialogue between the market and the company and
within the company itself.
The book you hold in your hands is an abridged version of
the full study that can be downloaded (in French) for free
from EBGs website (www.ebg.net). In this version, we will
focus on three aspects that particularly caught our attention:
the trend in the fundamentals of marketing, the integration of
marketing into a central role within the company, and the
positioning of digital technology compared to organizations
strategic challenges.
Introduction
1. The role of marketing director in 2015: between
consolidation and innovation
1.1. Marketing directors objectives
1.2. Marketing fundamentals remain the number one challenge for
marketing directors
1.3. The most profound changes are often linked to new ways of
processing information
Contents
2. The marketing department to play a crucial role within

the company
2.1. A function that is becoming more central
2.2.The relationship between marketing and IT is critical
3. Marketing departments and digital integration within

the organization
3.1. Better integration of digital technology for better sales
3.2.Leveraging digital technology at the point of sale
3.3.Digital implementation at the appropriate level of the
organization
Conclusion
1.
The role of marketing
director in 2015: between
consolidation and
innovation
1.1
Objectives of the marketing director
To better understand the everyday life of a marketing director, we asked each of our interviewees to tell us the objectives on
which they spend the most time. The 23 objectives we uncovered are summarized in the table below and organized
according to their degree of novelty and impact.
1. Business-as-usual objectives (e.g. growth or
profitability) that remain a challenge for
marketing directors.
2. New, major trend objectives which are fairly
broad and for which marketing directors are
trying to define their position and approach.
Objectives
CATEGORY
"understand and serve the
customer"
(40 occurrences)
3. Weak signals or what could potentially indicate

how the function will evolve.
CATEGORY
"rework the marketing mix"
(38 occurrences)
CATEGORY
"transform marketing
and the company"
(34 occurrences)
CATEGORY
"contribute to
growth/value "
Type
Number of
occurrences
Improve customer knowledge / personalization
Major trend
11
Improve customer satisfaction
Business As Usual
Improve customer relationships / customer journey
Weak signals
Work on value as perceived by the customer
Weak signals
Improve the customer experience
Weak signals
Reaching customers
Major trend
Reconstruct the oering
Business As Usual
17
Improve / strengthen / work on branding
Business As Usual
10
Work on communication
Business As Usual
Improve the relationship with the network
Weak signals
Improve multichannel marketing
Weak signals
Work on the relationship with the ecosystem
Weak signals
Digitize marketing
Major trend
16
Navigate uncharted waters
Major trend
Drive internal culture change
Weak signals
Support the companys transformation
Weak signals
Improve the image of marketing
Business As Usual
Contribute to growth / value
Business As Usual
30
Protect the business
Weak signals
Improve processes
Business As Usual
Improve profitability
Business As Usual
Improve / implement tools
Business As Usual
Strengthen marketing expertise
Weak signals
(31 occurrences)
CATEGORY
"seek eciency"
(24 occurrences)
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An examination of this table reveals that marketing directors mainly focus on business as usual objectives, which represent
54% of the occurrences. These are the so-called traditional objectives they have always been tasked with: contributing to
growth (the most commonly cited objective, 38% of CMOs), improve customer satisfaction and profitability, etc. We got the
impression during interviews that the pressure was greater than ever to achieve these fundamental objectives, probably
because of the crisis and the increased competition the crisis brought with it.
The second category is that of major trends: digitize marketing, improve customer knowledge and personalization, navigate
uncharted waters, and succeed in reaching customers. In these areas, marketing directors are trying to find the right model
by experimenting, taking risks, and learning from their mistakes. Everything is still up in the air, but there are a few lessons
that can be learned for the future.
Finally, the third category is that of weak signals. Only some
CMOs cited these objectives, which are still not fully defined,
but which could be harbingers of how marketing will evolve
in the future. You can sort them into three main groups: the
objectives related to the cross-functional role (e.g. support
the companys transformation, enhance marketing expertise,
or change the internal corporate culture); objectives related
to its role as conductor (improve the relationship with the
network, work on the relationship with the ecosystem, etc.),
and objectives tied to improving the customer and/or
consumer experience and journey (e.g. improve customer
relationships and work on the value perceived by customers).
When we look closer, this classification shows that the
marketing function is undergoing a radical shift. Nearly twothirds of the objectives either correspond to a major trend
that did not exist in the past, or to weak signals, only
affecting some companies.
Back to Contents
Type of objectives
Business As Usual
Major trend
Weak signals
39%
43%
17%
Ranking of marketing directors objective categories by occurrences

50
40
30
20
10
Understanding and
serving the customer
Back to Contents
Reconstructing
the marketing mix
Transform marketing
and the company
Contribute to
growth/value
Seek eciency
Marketing fundamentals remain the number one

1.2
challenge for marketing directors
Is this because of the recent crisis? Or becausein contrast to what we read in industry magazinesthe profession is slowly
evolving?
Nonetheless, the marketing directors we interviewed mainly emphasized the importance of understanding the market,
developing the right products, and pricing them accordingly so that the business can grow. In other words, the basics of the
profession. The marketing director of Carrefour told us that his primary concern was to succeed with the fundamentals.
Interview
Carrefour
Thierry Pelissier
Director of Marketing and Communication
Of course, these fundamentals are not set in stone forever: they evolve with the market and modernize. Marketing is
expected to move faster than before to achieve these traditional objectives.
Back to Contents
Expert
opinion
Avis
dexpert
Eric Vessier,
Vessier, Functional
Functional Advisor,
Advisor, Solutions
Solutions Integrated
Integrated Marketing
Marketing Management,
Management, SAS
SAS
Eric
The fundamentals remain even though the tools are changing.

What
marketingmanager
managerbasically
basically
looking
What is
is a
a marketing
looking
for?for?
The answer has not changed: to be able to easily identify the key values and have
The answer
has not
changed:
to be able
to easily
identify managers
the key values
have
tools that
tools
that really
help
with decision
making.
Marketing
can and
detect
new
really help with respond
decision making.
managers
can detect
new
respond
opportunities,
quickly Marketing
to important
developments
for
theopportunities,
company, and
adapt
quickly
to important developments
for the company, and adapt their communication to the
their
communication
to the customer.
customer.
To
achieve this, there are still a few major hurdles: access to relevant and
representative
time,
communication
of results
and
their
To achieve this,information,
there are stillprocessing
a few major
hurdles:
access to relevant
and
representative
obsolescence.
How do time,
you successfully
convince
your
colleagues
or your customers
information, processing
communication
of results
and
their obsolescence.
How do you
if
the qualityconvince
of your data
questionable,
if it takes
too long
to conduct
successfully
youriscolleagues
or your
customers
if the
quality ofqualitative/
your data is
quantitative
if you
are the
onequalitative/quantitative
who understands the studies,
findings,if or
if the
questionable,studies,
if it takes
too long
to only
conduct
you
are life
the
cycle
of your
segmentation
is too
short?
only one
who customer
understands
the findings, or
if the
life cycle of your customer segmentation is
too short?
Not
only do todays tools support your decision making with information validated
by everyone, but they also allow you to take it one step further and analyze the more
Not only do todays tools support your decision making with information validated by
complex aspects of marketing, while making the results easier to read and therefore
everyone, but they also allow you to take it one step further and analyze the more complex
interpret. This is all due to enhanced visual representations and easier, more relevant,
aspects of marketing, while making the results easier to read and therefore interpret. This is
and
interactive
means
of perusing
the data.
all more
this with
shorter
all due
to enhanced
visual
representations
andAnd
easier,
relevant,
andprocessing
interactive times.
means
Moreover,
you
can
access
this
data
immediately
and
from
anywhere.
You
become
more
of perusing the data. And all this with shorter processing times. Moreover, you can access
agile
andimmediately
thus responsive,
andanywhere.
you actively
in decision-making
processes.
this data
and from
Youcollaborate
become more
agile and thus responsive,
and
you actively collaborate in decision-making processes.
Back to Contents
The most profound changes are often linked to

1.3
new ways of processing information
In some areas, the profession is slowly changing. But there are other areas where we see radical innovations that are
causing marketing departments to undergo a genuine transformation. These changes are very often related to new ways of
exploiting data, helping to better understand and to address the customer in a completely new way.
Banks and insurance companies in particular stand to gain tremendously by developing the analytical capabilities of their
customer data: the BPCE Group offers an excellent example.
Interview
BPCE
Cdric Mignon
Member of the BPCE Executive Board, Director of Business Development
at Caisse dEpargne
If we can get to know our customers more precisely, we are able to speak to them in a more personalized manner and even
completely transform the way we talk to them. For the Bel Group, data is changing the paradigm of the brands relationship
with its customers.
Interview
Groupe Bel
Mariana Paula Coronel
Director of Marketing Development
Back to Contents
New analysis capabilities allow us to address customers in a different way, as well as make the companys value proposition
stand out better. This ultimately makes the value proposition more easily quantifiable, comparable, and actionable. This is
especially true in a B2B context such as that of Vallourec, whose marketing director developed a new method to establish
the strengths of its offer with industrial customers.
Interview
Vallourec
Jean-Marc Scemama
Vice President of Corporate Marketing
In conclusion, after getting a better understanding of customers, a better way to address to them, and a better way to
position the companys value proposition, the data ultimately helped improve the offering itself. Many of the companies we
interviewed told us they wanted to enrich their service offering by leveraging new digital opportunities.
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10
Avis
dexpert
Expert
opinion
Mouloud Dey, Director of Solutions and Emerging Markets, SAS

Creation
ofnew
newservice
service
offerings
leveraging
Creation of
offerings
by by
leveraging
newnew
datadata.
Digital
transformationand
andcontestability.
contestability.
Digital transformation
Beyond the technological innovations, the digital era has profoundly shaken company
Beyond the
innovations,
the digital
eraThe
hasfirst
profoundly
shaken company
practices
andtechnological
called into question
proven
models.
movers managed
to
practices and called into question proven models. The first movers managed to develop
develop asymmetric disruptive strategies that are gradually unsettling large parts of
asymmetric disruptive strategies that are gradually unsettling large parts of the traditional
the traditional economy.
economy.
Faced with this logic of contestability (more so than competition), the more
traditional
areofnow
urgently raising
thesoquestion
of accelerating
the companys
Faced with brands
this logic
contestability
(more
than competition),
the more
traditional
brands transformation.
are now urgently raising the question of accelerating the companys digital
digital
transformation.
This
transformation requires a fundamental rethink of the relationship with the
consumer, in addition to product design, promotion, marketing and distribution
This transformation requires a fundamental rethink of the relationship with the consumer, in
methods, and pricing models.
addition to product design, promotion, marketing and distribution methods, and pricing
In
the age of the Internet of Things, where the product is less important than the
models.
service, ownership less decisive than usage, free products or services sometimes more
In the age than
of thepaid,
Internet
Things, where
the product
is less and
important
than
the service,
profitable
and of
distribution
becoming
both virtual
physical,
marketing
ownership
less decisive
free products
services
moreexperience.
profitable
has
to constantly
inventthan
newusage,
approaches
that areor
focused
onsometimes
the consumer
than paid, and distribution becoming both virtual and physical, marketing has to constantly
inventthe
new
approaches
that are focused
onWhile
the consumer
experience.
Take
case
of the automotive
sector.
connectivity
in vehicles is gradually
becoming
theofnorm,
the challenge
forWhile
manufacturers
is in
tovehicles
make communication
Take the case
the automotive
sector.
connectivity
is gradually becoming
devices
theirfor
users
a personalized
The digital
transformation
the norm,that
theoffer
challenge
manufacturers
is to experience.
make communication
devices
that offer their
forces
to not only
and sell vehicles,
but to imagine
an only
users a manufacturers
personalized experience.
Themanufacture
digital transformation
forces manufacturers
to not
ecosystem
around
implementing
digitalmodels
manufactureand
andnew
sellbusiness
vehicles,models
but to centered
imagine an
ecosystem
and newnew
business
Back to Contents
11
Avis
dexpert
Expert
opinion
services. The data generated by vehicles and the daily experience of their users will be
the main fuel these models run on, generatingasymmetricallymajor growth drivers
for other activities or other economic sectors.
The marketing revolution is a revolution of data and its uses.
Creation of new service offerings by leveraging new data

Digital transformation and contestability.
Beyond the technological innovations, the digital era has profoundly shaken company
practices and called into question proven models. The first movers managed to develop
asymmetric disruptive strategies that are gradually unsettling large parts of the traditional
economy.
Faced with this logic of contestability (more so than competition), the more traditional
brands are now urgently raising the question of accelerating the companys digital
transformation.
This transformation requires a fundamental rethink of the relationship with the consumer, in
addition to product design, promotion, marketing and distribution methods, and pricing
models.
In the age of the Internet of Things, where the product is less important than the service,
ownership less decisive than usage, free products or services sometimes more profitable
than paid, and distribution becoming both virtual and physical, marketing has to constantly
invent new approaches that are focused on the consumer experience.
Take the case of the automotive sector. While connectivity in vehicles is gradually becoming
the norm, the challenge for manufacturers is to make communication devices that offer their
users a personalized experience. The digital transformation forces manufacturers to not only
manufacture and sell vehicles, but to imagine an ecosystem and new business models
Back to Contents
11
2.
The marketing
department to play a
crucial role within the
company
12
2.1 A function that is becoming more central

The take-away from most of our conversations is that marketing is starting to occupy an increasingly central role within
organizations to the point where it has almost become a platform for the company and its market to contact and interact
with each other. This is true even in areas where it was traditionally not considered the most strategic department. Such is
the case with Saint-Gobain, for example.
Interview
Saint-Gobain
Fabrice Didier
Chief Marketing Ocer
The fact that the marketing department is occupying an increasingly central position in the company is mainly due to the
desire to make the customer a key part of the corporate strategy. New digital channels that bring brands and consumers
closer together and an increasingly competitive environment mean that this fact has to be taken into consideration at all
levels of the organization. The marketing department is generally seen as the most legitimate entity to represent the
customer. This is the vision at Sephora, for example.
We are mainly seen as the customers defender, the department that fights for the interests
of customers in internal debates.
Sephora, Elizabeth Angls dAuriac, Chief Marketing Officer for Europe
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13
In addition to its traditional functions, the marketing department is increasingly taking the role of an internal customer
ambassador. This is the vision shared by Carrefours Chief Marketing Officer.
Interview
Carrefour
Thierry Pelissier
Taking this logic even further, the Chief Marketing Officer of Yahoo! has even gone so far as to evoke the possibility of
marketing losing its function once it has successfully accomplished its goal of creating a customer-centric culture within the
company. This is still a distant horizon though.
Interview
Yahoo!
Jean-Christophe Gombeaud
Stronger collaboration between different departments and mutual understanding needs to happen first, and this is
generally the direction things are moving in.
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14
The relationship between marketing and IT is

2.2
critical
Among the departments that marketing has to collaborate with more closely, there is one in particular where mutual
understanding seems absolutely critical today: the IT department. The specifics of this understanding are different
depending on the company, with varying degrees of proximity and interconnectedness. But almost every marketing
director told us that the quality of their relationship was a key success factor. Anthony Belliot, the Chief Marketing Officer at
Universal Music, for example, explains how this collaboration works: IT offers us genuine support and is an ally. Take the
redesign of our site, for example. We had to produce very detailed specifications and we couldnt have done it without the
validation and support from IT. Its a very on the ball and highly qualified team.
The importance of information technology for marketing is not a new phenomenon of course. Software and hardware are
needed to segment the customer base and manage campaigns. The growth of CRM in the 1990s was one of the most
striking events, and it is not yet finished. On the other hand, how decision-making authority should be shared is now being
questioned. When IT-related issues affect marketing, who should take the lead: the marketing or the IT department?
If this has become a current issue, it is because the nature of IT tools has changed. The mutation of the Web into a platform
for running software (what Tim OReilly has called the Web 2.0) followed by the rise of cloud computing has made these
tools much more intuitive to use. Solutions vendors are more focused on business as opposed to systems.
Their sales force has also begun to talk directly with marketing directors, side-stepping IT altogether.
The tools that were traditionally the hardest to master have not escaped this trend. For example, analytics has become
more accessible to non-technical staff, thanks to the introduction of data visualization software.
How can we therefore ensure that solutions directly adopted by business units fit into the entire enterprise application
ecosystem? How should IT and marketing roles evolve?
Repositioning is often needed in organizations. This was the case at Banco Sabadell.
Interview
Banco Sabadell
Pier Paolo Rossi
Director Business Intelligence
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15
In addition to the extensive set of technological tools to which marketing has access, we saw above how the ability to
intelligently process data is a key success factor for marketing and for the company. However, this also implies an
understanding between IT and the marketing department.
Avis
dexpert
Expert
opinion
Nicolas Terrasse,
Nicolas
Terrasse, Business
Business Solution
Solution Sales
Sales Driver,
Driver, SAS
SAS
Collaboration between the CIO and CMO: a collaboration for the brand
Collaboration CIO - CMO: une collaboration au service de la marque
At a time when everyone in the company should consider information as an asset to
At a time when everyone in the company should consider information as an asset to be
be
widely
shared,
there
aredivisions
still divisions
between
anddepartments.
other departments.
widely
shared,
there
are still
between
IT and IT
other
A recent study has shown that more than 80% of company data remains dormant,
A recent
study has
shown
that
more than
80% ofor,company
datahas
remains
dormant,
or
inadequately
used,
and is
therefore
worthless
even worse,
negative
value or
inadequately
used,
and is therefore
even
has negative
value
dueEither
to the
due
to the cost
of processing
and worthless
storing it.or,
Data
is worse,
sometimes
stored at
a loss.
cost of processing
and storing
it. Data
sometimes
at a loss.
Either because
because
its not available
in the
right is
format
at thestored
right time,
or because
its notits not
availableand
in the
format
the right
time, or because
its not shared and used by as
shared
usedright
by as
manyatpeople
as possible
in the company.
many people as possible in the company.
In
terms of
ofthe
theinformation
information
value
chain,
there
conflicting
constraints:
In terms
value
chain,
there
areare
twotwo
conflicting
timetime
constraints:
First, providing the data users from business units need in a timely fashion (Time to
First, providing the data users from business units need in a timely fashion (Time to
Data);
Data);the time that the users can or should legitimately allocate to studying and
Second,
analyzing
such
to users
Insight)
Second,
thedata.
time(Time
that the
can or should legitimately allocate to studying and
These
constraints
theto
responsiveness,
or even the pro-activeness, of users in
analyzing
suchinfluence
data. (Time
Insight)
terms of decision-making. For IT departments, Time to Data is therefore a
These constraints influence the responsiveness, or even the pro-activeness, of users in terms
This need for collaboration between IT and the marketing department is further reinforced by the digital turning point
another issue that is strongly impacting how CMOs jobs are evolving.
Back to Contents
16
Expert opinion
particularly important issue. It is almost symbolic of a service level agreement that ties
them to the other departments.
Only an approach that favors governance can provide various departments with the
information value chain and the data usage value. But this governance should no longer
be limited to providing traditional decision-making information systems. It also has to
release the creativity of the other departments and consider their new needs.
This need for collaboration between IT and the marketing department is further
reinforced by the digital turning point another issue that is strongly impacting how
CMOs jobs are evolving.
Back to Contents
3.
Marketing departments
and digital integration
within the organization
Digital technology is no longer a luxury: it is a necessity
that needs to be integrated far upstream by marketing
directors: We need to think digital whenever a service is
launched, explains Eric Allombert from Bouygues
Telecom. Imagine from the outset what form it should
take on the Internet, and then maybe apply that to the
other channels.
Several CMOs we interviewed told us that the spread of
digital beyond strictly digital channelsespecially to
points of saleis a key success factor for marketing. They
also try to associate it more closely with different levels of
the company. What for? They gave us several hints.
17
3.1 Better digital integration for better sales

Digital is clearly a lever for sales growth. This is not surprising if we consider that almost 60% of French people made an
online purchase in 20141 and that 90% of Internet users look to user reviews on the Web before making a purchase2. It is
easy to understand how important it can be to effectively integrate digital channels in the companys offering.
The ability to buy directly and easily on the Internet has become an essential element of competitiveness, even in B2B
situations, as Laurence Lucadou from GDF Suez explains: Digital options are very important, with a clear sales orientation,
including online sales. For a few months now, users have been able to subscribe for service completely online. This is a real
differentiator: in B2B, taking out an energy contract online is not nearly as easy as buying something online in a B2C situation.
The same can be said in some B2C sectors where customers expectations in terms of fluidity and simplicity have become
extremely high. All things digital have to be perfectly integrated into the companys processes to avoid being abandoned.
Club Med is well aware of the impact on revenue of a customer experience that seamlessly integrates all the channels.
Interview
Club Med
Mathilde Lamazre
CRM and Internet Director
1 Source: Federation of e-commerce and remote sales (Fdration e-commerce et vente distance FEVAD), key gures for 2014
2 Source: Orange Labs and Mdiamtrie study
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18
3.2 Leveraging digital technology at the point of sale

The relationship between digital technology and points of sale has been (and remains for some) complex to manage
physical stores sometimes tend to view digital channels as internal competitors. Marketing departments have sometimes
had to push hard for them to be positioned as an ally of the point of sale. Today, there is a remarkable creativity in how
synergies between these two long-antagonistic worlds are being leveraged. This is the case with the global leader in optical
distribution, GrandVision: Current geolocalization tests allow us to speak to the customer that is closest to the store, both for
promotional purposes but also for customer service, explains Chief Marketing Officer Florence Chaffiotte. For example, if
the customer goes into a mall, he or she will receive a notification suggesting that they stop in to have their glasses checked for
free. Again, this helps to maintain the relationship directly at the point of sale, whilst escaping the purely transactional
framework.
For this relationship to work and be beneficial to the company, it is of course crucial that the two entities respective roles
are clearly defined. Then, the channel that should be put forward can be defined depending on each scenario. Aoreana
Seguros prefers to promote the agency rather than digital technology for taking out insurance policies.
Interview
Aoreana Seguros
Manuel Leiria
Director of Marketing and Products
Of course, marketings creative ways to better align digital and point of sale channels do not stop at the entrance to the
store! Many people are looking for ways to integrate digital with point of sale in order to create a richer visitor experience.
The Chief Marketing Officer of Sephora revealed its projects to improve the quality of the relationship between its
customers and store staff and to make the experience more emotional for visitors.
Interview
Sephora
Elizabeth Angls dAuriac
Chief Marketing Ocer for Europe
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19
Digital implementation at the appropriate level of

3.3
the organization
Most of the CMOs we interviewed reported that digital marketing is an important part of the companys strategy and not a
silo within the marketing department. For maximum relevance, it is crucial that digital concerns be dealt with at the right
level of the organization, upstream. This is the task that LCLs Chief Marketing Officer has set for himself for example.
Interview
LCL
Frdric Lapeyre
We may need to simply stop looking at digital technology as a separate issue and instead concentrate on how customers
are using it in order to have a consistent approach. Jean-Marie Culpin, Chief Marketing Officer for the Orange Group, insists
on the fact that the concept of channel does not come from the customer. The customer is multi-channel by nature.
Interview
Orange
Jean-Marie Culpin
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20
The entire company needs a sea change for digital systems to be taken into consideration at the right level of the
organization and for them to be perfectly integrated upstream of the strategy. General digital acculturation is necessary so
that certain business units do not turn into blockers. This sea change is generally referred to as the digital transformation.
However, because of their experience and their involvement, marketing directors need to be at the forefront of this
transformation and to act as catalysts for change. This is the point of view of Michael Chrisment from Nestl.
Interview
Nestl
Michael Chrisment
Nescaf Global Integrated Marketing Director
In addition to being the customers spokesperson and providing a platform for the company and market to interact,
marketing directors are also positioned to lead the digital transformation within the organization.
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21
Conclusion
22
In this abstract, we touched on some of the priorities on which the marketing directors interviewed for this survey insisted:
ensuring the fundamentals of marketing, welcoming innovations that come from analytics, orchestrating collaboration with
other departments and especially IT, and putting digital ambitions where they should be in the companyat the center.
The CMOs are facing a multitude of challenges and are caught up in a revolution that they are confronting with creativity.
Digital technology, smart phones, and analytics are changing how you approach the market and enter into a relationship
with customers.
We have learned from our interviews that the function is being pulled in multiple directions: there is tension between an
analytical, scientific, and a more intuitive approach; tension between the need for solid, fundamental marketing skills and at
the same time complementary skills (e.g. business or social media); tension between customers desire for more
personalization and more social interconnectedness.
Should we worry about these tensions? Probably not. They are the types of challenges any leader would have to question
and overcome. The real question is what will marketing directors need to bravely overcome them, so they do not end up
zigzagging from one option to another. How can they make choices that appease the tension on either side? This is where
the human element of marketing comes into play: psychology, sense of nuance, subtlety and finesse are key.
These are perhaps the qualities that best define what a CMO must be in 2015.
Back to Contents
23
Currently, market drivers like the cloud, big data and the Internet of Things are
revolutionizing the software industry, and agility is key. As billions of datagenerating devices become connected, the raw data they generate becomes
collectively valuable. The challenge is drawing insights from that data. SAS is
positioned to do just that.
As the leader in business analytics software and services, SAS transforms your
data into insights that give you a fresh perspective on your business. You can
identify whats working. Fix what isnt. And discover new opportunities to
leverage large amounts of your data.
SAS is the leader in business analytics software and services, and the largest
independent vendor in the business intelligence market. Through innovative
solutions, SAS helps customers at more than 75,000 sites improve
performance and deliver value by making better decisions faster.
Optimize interactions at each touch point. Develop meaningful relationships
with each customer.
Each customer journey is unique. And every interaction along this journey is
an opportunity to maintain and further the relationship with the customer. The
SAS solution covers all marketing functions by focusing on what you know
about your customers. Data synchronization, data quality, and analytical
functions bring value to each bit of information and allow you to better
understand the customer journey as a whole, regardless of how complex and
discontinuous it may be. You optimize the customer experience at every
touch point. A closer customer relationship will provide a real competitive
advantage and drive profitability.
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SAS NEDERLAND
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www.sas.com/nl
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+33 1 60 62 11 11
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Back to Contents
xxiv
Mouloud Dey
Ariane Liger-Belair
Director of Solutions and Emerging Markets - SAS France
Academic Director - SAS France
With degrees in mathematical economics, computer science, and

marketing, Mouloud Dey has devoted his career to new
information and communication technologies, working as a
consultant or in management and covering the main areas of
business intelligence. His understanding of companies strategic needs makes
him a trusted partner for the worlds largest companies in various analytical
capacities. He regularly offers his expertise and vision about innovative issues
in the digital age: Big Data, networks and social media, digital marketing,
customer experience, data monetization, etc.
Eric Vessier
Consultant SAS - Customer Intelligence Functional Advisor - SAS France
Eric Vessier is the Customer Intelligence Functional Advisor at

SAS. Eric studied statistics, economics, and computer science at
university and over the past 20 years he has worked for the
marketing departments of several major corporations. He has
helped several companies with managing the challenges of optimizing their
marketing data and customer targeting. He joined the Pre-Sales Department
at SAS five years ago where he works on developing new sales for accounts in
multiple sectors, including banking, insurance, telecommunications, and
distribution.
Schooled in international business in the United States, Ariane

Liger-Belair began her career as secretary general of a multimedia
group before joining SAS. For more than 16 years, she has been
assisting colleges and universities as a business analytics
professor and researcher, thus bridging the gaps between academia and
businessparticularly in the banking, insurance, retail, and food processing
sectorsand consulting firms.
Nicolas Terrasse
Senior Sales Specialist for the Integrated Marketing Management oering SAS France
A graduate of economics from the Business Administration

Institute in Aix-en-Provence, Nicolas Terrasse has sold software
and services and developed partnerships with various software
vendors. Since he joined SAS 10 years ago, he has been a
marketing solutions expertfrom customer knowledge to digital interactions
in various sectors including retail and banking.
Blandine Colas
Pre-sales consultant for Integrated Marketing Management - SAS France
Received her postgraduate degree in decision-support

mathematics from the University of Nancy I, Blandine Colas has
worked with marketing departments for the past 13 years on
automation, personalization, and optimization challenges related
to customer interactions. Her expertise is in leveraging data with predictive
methods and data visualization.
Back to Contents
xxv
VOS CONTACTS
World leader in innovative and multi-disciplinary business services, Deloitte
helps clients to review, formulate, implement and execute their strategy. In
France, Deloitte is committed to serving its 100,000 customers of all sizes and
every industry.
Its 9,000 partners and staff in France work with stakeholders to help them
anticipate, organize, secure, and implement complex projects and changes
with which they are confronted. Deloite offers a host of best practices drawn
on the expertise of its unique global network of 210,000 consultants, auditors,
accountants, and tax specialists. Deloitte has extensive experience managing
challenges related to strategy, roles, and functions within organizations, and
has developed another high-level offering for its clients marketing and digital
departments (CMO and CDO).
Driven by the Monitor Deloitte (strategy consulting) and Deloitte Digital
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renowned leadership and the skills of 45,000 consultants who work in B2B
and B2C at companies in France and around the world.
Strategy consulting teams work alongside marketing and digital directors to
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models, to reshape the role of marketing within the company, and to develop
talent and leadership. Its consultants work on every aspect of the value chain:
innovation, brand strategy, portfolio review, customer segmentation, category
management, organization, cost optimization, ROMI maximization, digital
strategy, and more.
Jean-Marc LIDUENA
Senior Partner, Monitor Deloitte
+33 1 55 61 23 03
jliduena@deloitte.fr
Sbastien ROPARTZ
Partner, Deloitte Digital
+33 1 40 88 75 22
sropartz@deloitte.fr
Rodrigo GUZMAN
Partner, Monitor Deloitte
+33 1 58 37 94 47
rodguzman@deloitte.fr
Franois-Xavier LEROUX
Directeur, Deloitte Digital
+33 1 40 88 43 08
fleroux@deloitte.fr
Monitor Deloitte also advises corporate executives on all their strategic and
operational challenges. It has a proven track record of designing, supporting,
and implementing organic growth projects using a highly collaborative
approach with its customers. This approach offers access to knowledge and
promotes skills transfer in key areas of expertise, including digital technology,
CRM, data analytics, risk services, sustainability advisory, and talent
development.
Consultants from Deloitte Digital assistwith digital transformation projects that
are technology driven. They draw on complementary talents across 16
countries to design and develop digital experiments and to assist their
customers in defining and integrating every aspect of their digital vision, from
strategy to implementation. Deloitte Digital relies on the multidisciplinary
expertise of the firm to carry out these projects in three main categories of
online expertise: business, creation, and data technology.
Back to Contents
xxvi
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xxviii
Nonetheless, the marketing directors we interviewed mainly emphasized the importance of understanding the market,
developing the right products, and pricing them accordingly so that the business can grow. In other words, the basics of the
profession. The marketing director of Carrefour told us that his primary concern was to succeed with the fundamentals.
Interview
Avis dexpert
Carrefour
Thierry Pelissier
Back to basics
Of course, these fundamentals
are not set in stone forever: they evolve with the market and modernize. Marketing is
expected to move
faster than
beforeAdvisor,
to achieve
theseIntegrated
traditionalMarketing
objectives.
Eric Vessier,
Functional
Solutions
Management, SAS
Our first and foremost goal is to continue to be successful with the marketing fundamentals,
meaning that we execute our marketing strategy extremely well. For example, we work on
keeping prices really low (an absolute imperative for everyone), and a pricing image that is
consistent withremain
this reality.
This is
why marketing
came up
with
the lowest price guarantee.
The fundamentals
even
though
the tools
are
changing.
Another example is how to guarantee the freshness of fresh produce (or Products?). To this
marketing introduced
freshness
guarantee,
What is end,
a marketing
manager the
basically
looking
for?allowing a dissatisfied customer to be
immediately refunded at the store without any argument. Implementing this guarantee means
continuously
modernizingto
stores
and maintaining
very leanthe
supply
The answer
has not changed:
be able
to easily aidentify
keychain.
values and have tools
that
really help with decision making. Marketing managers can detect new opportunities, respond
quickly to important developments for the company, and adapt their communication to the
customer.
To achieve this, there are still a few major hurdles: access to relevant and representative
information, processing time, communication of results and their obsolescence. How do you
successfully convince your colleagues or your customers if the quality of your data is
questionable, if it takes too long to conduct qualitative/quantitative studies, if you are the
only one who understands the findings, or if the life cycle of your customer segmentation is
too short?
all due to enhanced visual representations and easier, more relevant, and interactive means
this data immediately and from anywhere. You become more agile and thus responsive, and
Back to previous page
exploiting data, helping to better understand and to address the customer in a completely new way.
Banks and insurance companies in particular stand to gain tremendously by developing the analytical capabilities of their
customer data: the BPCE Group offers an excellent example.
Avis dexpert
Interview
BPCE
Cdric Mignon
Member of the BPCE Executive Board, Director of Business Development
at Caisse dEpargne
Eric Vessier, Functional Advisor, Solutions Integrated Marketing Management, SAS
Datacustomers
is like a brainmore
that only
uses 10%we
of its
capacity
If we can get to know our
precisely,
are
able to speak to them in a more personalized manner and even
Caisse dEpargne banks have always been proud of the amount of data they have. Even though
with its customers.
The fundamentals
though
are promising
changing.
we barely use remain
10% of theeven
data we
could, thethe
rest tools
offers some
new insights. This data
should allow us to more effectively target customers, get a better rate of return, and increase
What is the
a marketing
basically
looking
for? precision. It should also offer more
likelihood ofmanager
knowing our
customers
with greater
predictability, for example, about insolvency, purchases by younger generations, etc.
The answer
has not changed: to be able to easily identify the key values and have tools that
Interview
The data can be used to implement tools that give us a better, more discrete vision of our
really helpcustomers.
with decision
making.
managers
can
opportunities,
respond
By combining
theMarketing
data we purchase
with that
of detect
our own new
databases,
we can develop
Groupe Bel
quickly tomore
important
developments for the company, and adapt their communication to the
tailored offerings.
customer.Director of Marketing Development
too short?
If we can get to know our customers more precisely, we are able to speak to them in a more personalized manner and even
with its customers.
Avis dexpert
Interview
Groupe Bel
Director of Marketing Development
Digital
innovation
that weaves
emotion
into the customer
relationship
Eric Vessier,
Functional
Advisor,
Solutions
Integrated
Marketing
Management, SAS
Digital is more than just an area of interest for us. It is a tool we use to maintain our relationship
with consumers. We do this in two ways:
Claim: this is the traditional, one-way approach of telling a story to consumers via traditional
What is channels
a marketing
manager
such as
television.basically looking for?
Play & Talk: this is when we back up our stories with some sort of proof in the form of
answer
has not We
changed:
to is
betheable
easily
identify
the keywith
values
experiences.
believe this
bestto
way
to create
a conversation
them.and have
The
tools that
really help with decision making. Marketing managers can detect new opportunities, respond
we invest
80% of our budget
thecompany,
claim. We want
see that
dropcommunication
to 60% and increaseto the
quickly toToday,
important
developments
foron
the
andtoadapt
their
customer.the share of Play & Talk to 40%.
This objective is very important because we have come to realize that it is becoming increasingly
difficult
maintain
competitive
with rational
arguments
or product
To achieve
this, to
there
area still
a few advantage
major hurdles:
access
to relevant
andinnovations.
representative
The consumer relationship, experience, and engagementand the emotional strings that are
attached to themare what will enable us, in our opinion, to differentiate ourselves in the long
successfully
convince your colleagues or your customers if the quality of your data is
run.
too short?
New analysis capabilities allow us to address customers in a different way, as well as make the companys value proposition
stand out better. This ultimately makes the value proposition more easily quantifiable, comparable, and actionable. This is
especially true in a B2B context such as that of Vallourec, whose marketing director developed a new method to establish
the strengths of its offer with industrial customers.
Avis dexpert
Interview
Vallourec
Jean-Marc Scemama
Vice President of Corporate Marketing
Marketing
focused
on value
propositions
In conclusion,Eric
after
getting
a better
understanding
of
customers,
a better
way to address
to them, and a better way to
Vessier,
Functional
Advisor,
Solutions
Integrated
Marketing
Management,
SAS
position the companys value proposition, the data ultimately helped improve the offering itself. Many of the companies we
Its a marketing method that works for large industrial companies, and one I have used for the
interviewed told us theypast
wanted
to enrich their service offering by leveraging new digital opportunities.
ten years. It identifies the levers of value creation that are important for our customers, helps
The fundamentals
even though
the tools
are changing.
us understandremain
what our competitors
are offering,
and quantifies
the creation of additional value
that can be generated with our own products or services. This method is systematic: we start by
What is working
a marketing
manager
looking
internally,
then we basically
interview our
clients. for?
Finally, we create tools to quantify the data.
We applied this method two years ago for a large project off the coast of Ghana. We were able to
The answer
has not
changed:
to be able
to doing
easilythree
identify
key
values
haveundertools that
identify
the creation
of potential
value by
thingsthe
at the
same
time: and
supplying
really helpwater
withpipelines,
decision
making.
Marketing
managers
can detect
new opportunities,
welding
them
together, and
insulating special
deep-offshore
pipelines. Then respond
we
thisdevelopments
value for the client,
which
us winand
the bid.
quickly toquantified
important
for
thehelped
company,
adapt their communication to the
customer.To implement this value proposition method, we trained a hundred of the Groups engineers and
sales people, and we always have a portfolio of fifteen such projects at any given time.
too short?
10
The take-away from most of our conversations is that marketing is starting to occupy an increasingly central role within
organizations to the point where it has almost become a platform for the company and its market to contact and interact
with each other. This is true even in areas where it was traditionally not considered the most strategic department. Such is
the case with Saint-Gobain, for example.
Interview
Saint-Gobain
Fabrice Didier
Marketing,
from guide is
to occupying
leader
The fact that the marketing
department
an increasingly central position in the company is mainly due to the
desire to make the customer a key part of the corporate strategy. New digital channels that bring brands and consumers
Saint-Gobain is a company with a culture of engineers and R&D. Now is the time for marketing to
closer together and ando
increasingly
competitive environment mean that this fact has to be taken into consideration at all
more than just support the rest of the company. Marketing needs to start guiding and pulling
levels of the organization.
The marketing
department
seen
as the
legitimate
it. Marketings
primary mission
is to infuse is
thegenerally
groups various
activities
withmost
synergy
when they entity to represent the
customer. This is the vision
Sephora,
for example.
serveat
the
same market.
We are mainly seen as the customers defender, the department that fights for the interests
of customers in internal debates.
Sephora, Elizabeth Angls dAuriac, Chief Marketing Officer for Europe
13
In addition to its traditional functions, the marketing department is increasingly taking the role of an internal customer
ambassador. This is the vision shared by Carrefours Chief Marketing Officer.
Interview
Carrefour
Thierry Pelissier
Taking this logic even further,

Chief Marketing
Officer ofmarketings
Yahoo! has
even gone so far as to evoke the possibility of
Get out ofthe
the building:
the key to establishing
legitimacy
What ishorizon
the role ofthough.
marketing, if not to make the customer a key focus of the company? This
company. This is still a distant
is what gives us our legitimacy: whenever we propose something, we do it with the intent of
reaching our customers better. We have a form of natural leadership when it comes to these
issues. Marketing is inspiring. Afterwards, at operational level, its procurement or storeswhich
Interview
are the most demandingwho actually kick-off operations. And it is a key success factor. We
cannot embark on pure marketing operations. Our actions have to speak to the groups 110,000
Yahoo!
employees who may
not necessarily possess this marketing awareness in the beginning.
Jean-Christophe
Gombeaud
Stronger collaboration between different departments and mutual understanding needs to happen first, and this is
generally the direction things are moving in.
14
Taking this logic even further, the Chief Marketing Officer of Yahoo! has even gone so far as to evoke the possibility of
company. This is still a distant horizon though.
Interview
Yahoo!
Jean-Christophe Gombeaud
Stronger collaboration Marketing

between
departments
and
mutual
understanding
needs
is adifferent
function that
can claim success
once
it has permeated
every aspect
of theto happen first, and this is
company
generally the direction things
are moving in.
Marketing is at the service of products and business. A company could do without marketing
teams if listening to clients, product positioning, and product promotion happened naturally. I like
the idea of working towards my own job being obsolete, so that products sell themselves. In the
meantime, marketing should be a business accelerator and facilitator.
14
more accessible to non-technical staff, thanks to the introduction of data visualization software.
How can we therefore ensure that solutions directly adopted by business units fit into the entire enterprise application
ecosystem? How should IT and marketing roles evolve?
Repositioning is often needed in organizations. This was the case at Banco Sabadell.
Interview
Banco Sabadell
Pier Paolo Rossi
Director Business Intelligence
15
Towards a rebalancing of the marketing-IT relationship
When I arrived, the relationship with IT was a bit complicated. Our IT has a lot of power because
it is the largest department in terms of personnel.
The best way to work is to combine the forces of the sales and IT departments. Marketing is its
own kind of customer and IT the supplier, but their vision is that we are the users and they are the
last step before the decision.
We have to inform the IT department about our needs and the projects that we intend to carry
out. The solution is a collaborative relationship. It is the only way to work smarter, by combining
our business needs and IT skills.
differentiator: in B2B, taking out an energy contract online is not nearly as easy as buying something online in a B2C situation.
The same can be said in some B2C sectors where customers expectations in terms of fluidity and simplicity have become
extremely high. All things digital have to be perfectly integrated into the companys processes to avoid being abandoned.
Club Med is well aware of the impact on revenue of a customer experience that seamlessly integrates all the channels.
Interview
Club Med
Mathilde Lamazre
CRM and Internet Director
Digital: the consumers ally for high impact purchasing decisions
We are already present on several channels: phone, physical branches, website, and mobile apps.
We are working to gradually synchronize them and offer our customers a seamless experience.
During this experience, the decision time prior to a purchase is very important. It can take up
to two months, and goes through several iterations. A vacation for four or five people in the
Maldives costs a pretty penny: we know that this is not decided all at once. It is therefore essential
that each channel plays its part and allows customers to move forward in their journey, without
starting from scratch each time.
The mobile app is now a major focus in our cross-channel thinking. The idea is to have it be a part
of each step along the customers journey: information gathering, simulation, reservation, and
1 Source: Federation of e-commerce
remote sales
(Fdration
e-commerce
et vente
distance FEVAD), key gures for 2014
evenand
purchasing.
Then
during the
trip and their
stay.
2 Source: Orange Labs and Mdiamtrie study
18
framework.
For this relationship to work and be beneficial to the company, it is of course crucial that the two entities respective roles
are clearly defined. Then, the channel that should be put forward can be defined depending on each scenario. Aoreana
Seguros prefers to promote the agency rather than digital technology for taking out insurance policies.
Interview
Aoreana Seguros
Manuel Leiria
Director of Marketing and Products
Digital technology
business
levers
for agencies
Of course, marketings creative
ways toasbetter
align
digital
and point of sale channels do not stop at the entrance to the
We have an online solution for insurance where customers can make simulations, request
The Chief Marketing Officer
of Sephora revealed its projects to improve the quality of the relationship between its
documents and so on; however, we are not promoting it intensively, because we prefer that they
customers and store staffcontact
and to
make the experience more emotional for visitors.
their agents. This online solution will lead customers and prospects to the agent the
system thinks is best suited to fulfill their request. The sales path will be redirected according to
different criteria: the type of request, the location of the person, the level of satisfaction of a given
Interview
agent, etc. With regard to the latter aspect, an agent will get more prospects if they performed
well during a mystery shopper visit. All agents are informed of these rules in order to motivate
Sephora
them.
Elizabeth
Angls dAuriac
19
Of course, marketings creative ways to better align digital and point of sale channels do not stop at the entrance to the
The Chief Marketing Officer of Sephora revealed its projects to improve the quality of the relationship between its
customers and store staff and to make the experience more emotional for visitors.
Interview
Sephora
Elizabeth Angls dAuriac
How to use digital to bring together personalization and socialization in stores
In 2014-2015, our main watchwords are personalization and socialization. These two trends may
seem contradictory and yet they are complementary.
In terms of personalization, the most visible project we can talk about is My Sephora, which
provides individual advice to each customer.
The second trend is the need for socialization. The store is like a community, where customers
meet in a given physical place and share a common experience. When a customer goes into a
store, we really want her to have an emotional experience. ()
All innovative projects need to foster a genuine relationship with the customer.
19
Most of the CMOs we interviewed reported that digital marketing is an important part of the companys strategy and not a
silo within the marketing department. For maximum relevance, it is crucial that digital concerns be dealt with at the right
level of the organization, upstream. This is the task that LCLs Chief Marketing Officer has set for himself for example.
Interview
LCL
Frdric Lapeyre
digital or at
back
office digitalization
We may need to simplyInvisible
stop looking
digital
technology as a separate issue and instead concentrate on how customers
We are not satisfied by simply adding a digital layer to our operations. We are bringing the entire
on the fact that the concept
of channel does not come from the customer. The customer is multi-channel by nature.
factory into the digital age which means our operations are going digital from within. We have
to do work at several levels. For example, if we want to make it possible to start a sale on one
channel, then interrupt and resume it on another, the underlying contractual documents have to
Interview
be the same. This is why we are working on simplifying and harmonizing our contracts.
Orange
Jean-Marie Culpin
20
We may need to simply stop looking at digital technology as a separate issue and instead concentrate on how customers
on the fact that the concept of channel does not come from the customer. The customer is multi-channel by nature.
Interview
Orange
Jean-Marie Culpin
The most important thing is not the channel, but the customer
A distributors vision is one of entering through the channel and not through the customer.
We prefer to start out by looking at customer behavior. We have now formalized eight typical
customer journeys. It is a valuable tool, used by the product managers for their launches. It helps
them identify the strengths and weaknesses of each offering and launch. These customer journeys
are free of the channels. You might even say that product managers are on their own customer
journey and can decide which channels they want to focus on at different stages.
20
organization and for them to be perfectly integrated upstream of the strategy. General digital acculturation is necessary so
that certain business units do not turn into blockers. This sea change is generally referred to as the digital transformation.
However, because of their experience and their involvement, marketing directors need to be at the forefront of this
transformation and to act as catalysts for change. This is the point of view of Michael Chrisment from Nestl.
Interview
Nestl
Michael Chrisment
Nescaf Global Integrated Marketing Director
Marketing:
the incubator
of the Digitaland
Transformation
In addition to being the
customers
spokesperson
providing a platform for the company and market to interact,
marketing directors are also positioned to lead the digital transformation within the organization.
We launched a strong, worldwide initiative to get marketers to use social networks more often
for their actions. We started a Digital Acceleration Team (DAT) program to bring in about a dozen
employees from around the world for eight months and teach them everything there is to learn
about digital marketing. We use this approach to ensure cross-functional control of marketing and
to bring more teams on board with digital marketing.
We are now supported by a CDO, or Chief Digital Officer, who reports to both marketing and
corporate executives. The CDO helps the Nestl Group to digitize both from a corporate and
branding standpoint.
21

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MARKETING PROFILE

Each year, the Electronic Business Group solicits the

Whereas in the first survey we emphasized the impact of the

2. The marketing department to play a crucial role within

3. Marketing departments and digital integration within

Objectives of the marketing director

3. Weak signals or what could potentially indicate

Improve customer knowledge / personalization

Improve customer satisfaction

Improve customer relationships / customer journey

Work on value as perceived by the customer

Improve the customer experience

Reconstruct the oering

Improve / strengthen / work on branding

Improve the relationship with the network

Improve multichannel marketing

Work on the relationship with the ecosystem

Navigate uncharted waters

Drive internal culture change

Support the companys transformation

Improve the image of marketing

Contribute to growth / value

Protect the business

Improve / implement tools

Strengthen marketing expertise

Ranking of marketing directors objective categories by occurrences

Marketing fundamentals remain the number one

The fundamentals remain even though the tools are changing.

The most profound changes are often linked to

Mouloud Dey, Director of Solutions and Emerging Markets, SAS

The marketing revolution is a revolution of data and its uses.

Creation of new service offerings by leveraging new data

2.1 A function that is becoming more central

The relationship between marketing and IT is

3.1 Better digital integration for better sales

3.2 Leveraging digital technology at the point of sale

Digital implementation at the appropriate level of

SAS BELGIUM KASTEEL DE

CAMPO GRANDE 378 - 1 ANDAR

PLANTA 3. EDIFICIO VESTAS

28050 MADRID SPAIN

+351 210 316 000

Director of Solutions and Emerging Markets - SAS France

Academic Director - SAS France

With degrees in mathematical economics, computer science, and

Eric Vessier is the Customer Intelligence Functional Advisor at

Schooled in international business in the United States, Ariane

A graduate of economics from the Business Administration

Received her postgraduate degree in decision-support

FOR MORE INFORMATION ABOUT EBG OR BEST PRACTICE

Stphane Richard, Chairman and CEO of France Telecom Orange

Eric Vessier, Functional Advisor, Solutions Integrated Marketing Management, SAS

The fundamentals remain even though the tools are changing.

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Taking this logic even further,

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Director of Marketing and Communication

Stronger collaboration Marketing

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