{"id":13913,"date":"2018-09-03T20:13:14","date_gmt":"2018-09-03T23:13:14","guid":{"rendered":"https:\/\/www.mjvinnovation.com\/case-studies\/marketing-agile\/"},"modified":"2018-09-03T20:13:14","modified_gmt":"2018-09-03T23:13:14","slug":"marketing-agile","status":"publish","type":"case-studies","link":"https:\/\/www.mjvinnovation.com\/fr\/projets-realises\/marketing-agile\/","title":{"rendered":"Marketing Agile: augmenter les taux de conversion d’un programme de fid\u00e9lit\u00e9 retail"},"content":{"rendered":"

Au cours des derni\u00e8res ann\u00e9es, le mod\u00e8le traditionnel des strat\u00e9gies marketing a \u00e9t\u00e9 repens\u00e9. Les changements r\u00e9sultent de la grande n\u00e9cessit\u00e9 de g\u00e9rer les actions de mani\u00e8re dynamique et flexible face aux transformations du march\u00e9 et \u00e0 l\u2019arriv\u00e9e des nouvelles technologies num\u00e9riques.<\/span><\/p>\n

Le marketing agile appara\u00eet comme une tendance, adaptant le concept utilis\u00e9 par les \u00e9quipes de d\u00e9veloppement logiciel au sc\u00e9nario des \u00e9quipes marketing – et s\u2019est r\u00e9v\u00e9l\u00e9 une approche efficace.<\/span><\/p>\n

Au sein des d\u00e9partements marketing, le mode de pens\u00e9 Agile est orient\u00e9 vers des r\u00e9sultats \u00e0 court terme et des cycles d’exp\u00e9rimentation et de planification plus courts. Les avantages sont de r\u00e9duire le Time to Market, augmentant ainsi l’engagement et la motivation des \u00e9quipes, ainsi que la productivit\u00e9 et la qualit\u00e9 des livraisons.<\/span><\/p>\n

Notre proposition \u00e9tait d’introduire ce concept, en utilisant une approche centr\u00e9e principalement sur les besoins de l’utilisateur. L\u2019objectif fix\u00e9 \u00e9tait tr\u00e8s ambitieux: doubler les r\u00e9sultats mensuels des campagnes d\u2019\u00e9change de points.<\/span><\/p>\n

Diviser pour mieux r\u00e9gner: Design Sprints, concentration et cr\u00e9ation des prototypes au sein d\u2019une base \u00e9tendue.<\/b><\/h2>\n

Pour relever ce d\u00e9fi, l\u2019entreprise a mis en place une \u00e9quipe multidisciplinaire de 12 professionnels, comprenant des sp\u00e9cialistes en marketing, en gestion de la relation client, en finance et en business intelligence. Les collaborateurs ont \u00e9t\u00e9 lib\u00e9r\u00e9s de leurs responsabilit\u00e9s et plac\u00e9s dans l’un de nos bureaux, \u00e0 S\u00e3o Paulo, o\u00f9 ils ont commenc\u00e9 \u00e0 se familiariser avec les m\u00e9thodologies agiles.<\/span><\/p>\n

Afin de mesurer et de comparer les r\u00e9sultats du projet, un million et demi de leads ont \u00e9t\u00e9 s\u00e9par\u00e9s, sur un total de 8 millions dans la base. Ils ont \u00e9t\u00e9 utilis\u00e9s comme \u00e9chantillon pour la performance du marketing agile.<\/span><\/p>\n

Avant la mise en \u0153uvre des m\u00e9thodologies agiles, un sprint de conception de deux jours avait d\u00e9j\u00e0 eu lieu, comprenant des \u00e9tapes d’immersion rapide et d’id\u00e9ation pour placer les besoins des utilisateurs au centre du processus.<\/span><\/p>\n

Le processus de Design Thinking a jou\u00e9 un r\u00f4le essentiel dans la capacit\u00e9 de l\u2019\u00e9quipe \u00e0 comprendre les probl\u00e8mes des clients, \u00e0 reconna\u00eetre les sch\u00e9mas de comportement d\u2019achat et \u00e0 d\u00e9finir les personnalit\u00e9s et les hypoth\u00e8ses de l\u2019acheteur.<\/span><\/p>\n

Le r\u00e9sultat de cette premi\u00e8re \u00e9tape a \u00e9t\u00e9 le point de d\u00e9part de la contextualisation et de la d\u00e9finition du retard et des cycles de sprint du projet.<\/span><\/p>\n

Outils: r\u00e9unions agiles et cycles d’am\u00e9lioration continue<\/b><\/h2>\n

La cl\u00e9 du succ\u00e8s des sprints \u00e9tait la perception par l\u2019\u00e9quipe de la pertinence des c\u00e9r\u00e9monies agiles – et leur engagement \u00e0 les remplir. Les r\u00e9unions de stand-up ont eu lieu quotidiennement, des r\u00e9unions rapides o\u00f9 les activit\u00e9s de travail ont \u00e9t\u00e9 consult\u00e9es, les backlogs ont \u00e9t\u00e9 d\u00e9compos\u00e9s et les probl\u00e8mes \u00e9ventuels partag\u00e9s.<\/span><\/p>\n

Une fois par semaine, l\u2019\u00e9quipe organisait la r\u00e9union de r\u00e9trospective, une r\u00e9union de retour d\u2019information collective, pour signaler les erreurs et les succ\u00e8s, ajuster les processus pour le prochain sprint et cr\u00e9er ainsi un cycle d\u2019am\u00e9lioration continue.<\/span><\/p>\n

Un bon exemple est l’ajout d’outils agiles \u00e0 chaque r\u00e9union pour aider l’\u00e9quipe \u00e0 r\u00e9duire les \u00e9l\u00e9ments du backlog, \u00e0 hi\u00e9rarchiser les demandes et \u00e0 mesurer les d\u00e9lais.<\/span><\/p>\n

Pour \u00e9viter une division in\u00e9gale des t\u00e2ches, en raison des comp\u00e9tences techniques diff\u00e9rentes de l’\u00e9quipe, une programmation en bin\u00f4me a \u00e9galement \u00e9t\u00e9 mise en place. Cette m\u00e9thode consiste \u00e0 ex\u00e9cuter des t\u00e2ches ensemble, dans le cadre de laquelle chacun apprend les processus et peut r\u00e9pondre \u00e0 la demande de l’autre lorsque c’est n\u00e9cessaire.<\/span><\/p>\n

Marketing agile: r\u00e9sultats sup\u00e9rieurs \u00e0 la moyenne<\/b><\/h2>\n

\u00c0 la fin du dernier sprint, l’\u00e9quipe agile \u00e9tait d\u00e9j\u00e0 en mesure de travailler simultan\u00e9ment sur 6 campagnes, en s’adaptant aux \u00e9ventuels probl\u00e8mes, tels que les vacances non planifi\u00e9es. Les professionnels ont \u00e9galement commenc\u00e9 \u00e0 s\u2019attaquer aux campagnes de promotion des opportunit\u00e9s impr\u00e9vues dans l\u2019arri\u00e9r\u00e9, telles que des \u00e9missions sp\u00e9ciales pour des dates comm\u00e9moratives et des sujets d’actualit\u00e9 dans les m\u00e9dias sociaux.<\/span><\/p>\n

R\u00e9sultat final apr\u00e8s seulement 4 semaines:<\/span><\/p>\n

Croissance mensuelle de 115% de la conversion des clients de la base de propagation de 1,5 million, surperformant le r\u00e9sultat total de la base restante de 6 millions de clients utilisant l’ancien mod\u00e8le de cascade.<\/b><\/p>\n

Autres indicateurs:<\/b><\/p>\n

Am\u00e9lioration de la performance des autres indicateurs de performance cl\u00e9s du marketing par courrier \u00e9lectronique;<\/span><\/p>\n

Augmentation de la productivit\u00e9 de l\u2019\u00e9quipe;<\/span><\/p>\n

Augmentation de la r\u00e9activation des utilisateurs inactifs.<\/span><\/p>\n

Outre les r\u00e9sultats mesurables, la performance sup\u00e9rieure aux attentes, bas\u00e9e sur l\u2019adoption du marketing agile, a valu \u00e0 l\u2019\u00e9quipe une reconnaissance et impressionn\u00e9 le conseil d\u2019administration, qui envisage d\u2019adapter la m\u00e9thode Agile au reste de la soci\u00e9t\u00e9.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"En seulement 4 semaines, nous avons constat\u00e9 une augmentation de 115% du taux de conversion client","protected":false},"author":6,"featured_media":34625,"parent":0,"template":"","categories":[1627],"tags":[],"class_list":["post-13913","case-studies","type-case-studies","status-publish","has-post-thumbnail","hentry","category-agile-methodology-fr"],"acf":[],"yoast_head":"\nMarketing Agile: augmenter les taux de conversion d'un programme de fid\u00e9lit\u00e9 retail | MJV<\/title>\n<meta name=\"description\" content=\"En utilisant une approche centr\u00e9e principalement sur les besoins de l'utilisateur, 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