Bordeaux faces the challenges of customer relations
A hub for digital players, Bordeaux has become the host city for young startups plagued by technology and innovation. This trend has led to a flourish of activities supported by incubators, clusters and other regional economic actors. In addition, the ADI or the Development and Innovation Agency plans to facilitate the implementation of 35 startups per year. Under the influence of this economic dynamic, the Bordeaux city has undergone a digital transformation. The deployment of fibre optics, the use of artificial intelligence, and the opening up internationally are all levers for the development of the local economy. The digitalization of the city must go hand in hand with the redesign of the way companies communicate to meet the new challenges of the customer relationship. Local entrepreneurs would be inclined to accept this change in order to rake more widely and strengthen their clientele. Only the most ingenious will be able to gain visibility and manage to maintain a good profitability of their activities in the long term.
Rethinking your marketing and business strategy
A Smart City such as Bordeaux is the city that is witnessing changes in consumption patterns. The customer no longer buys under the guise of an advertisement. We see profiles of mobile and interactive users who prefer mobile to TV. These seasoned consumers are multiplying their information channels to discover the product from every angle, but also to
compare and know the opinions of their peers. With the Internet helping, buying online has become a daily habit.
In the wine industry, many entrepreneurs have realized that a bottle sells better by adding a complementary value to the brand, price and packaging of the product.
This is how the French Winetech has earned its place in the capital of Girona by grabbing a small market share of winemakers and supermarkets. In any case, the traditional market still weighs heavily, with nearly 80% of local sales. However, the online business is progressing quite rapidly.
The expansion of Winetech is bringing out new marketing concepts in the way bottles are distributed. In this environment, wine boxes invade the web. In this case, the “Little Balloon” and “My VitiBox” monopolize the market, but at the same time, “WineAdvisor,” “Wod” and “Les Grappes” are also making a name for themselves among “community wine marketplaces.” They are directly competed by home sales specialists and the formidable online sales chains of Good, Wineandco or Vinatis. The latest creation, the new Nespresso wine “D-Vine” also plays on the consumer experience. Its manufacturer 10-wines is a great success with winemakers who boast of offering their visitors a glass of wine that is well textured and at the right temperature at each tasting session.
Dealing with new customer relationship issues
These examples are limited to the wine sector, but the customer relationship is “moulting” in all sectors. In marketing, the 4P strategy persists, but the scope of action must be broadened to have a strong impact on the end consumer. Today, in Bordeaux as elsewhere, companies should think “global” and not limit themselves to local marketing. Breaking down language barriers, investing more in setting up a CRM tool to improve customer relationship management should be marketing thinking points. Knowing your targets and being able to bring “tailor-made” to your support before, during after the sale, also helps to address new customer relationship issues.
In order to enrich its commercial offer and create a strong differentiation vis-à-vis competitors, the company must now take into account its environment and its CSR social responsibility. Participation in eco-development projects should be part of the brand strategy. As a true defender of nature, the consumer has become sensitive to the protection of the environment. Hence the craze for “organic”, the strong interest in waste management, the digitization of services to move towards “zero paper.” The optimization of the shopping experience should extend to optimizing mobile payment, eradicating cashier tickets and cards or improving the SAV service.
On the other hand, recognizing that Generation Y has taken over the power of information is also essential in the company’s communication. To optimize the customer journey, it is crucial
to adopt an omnichannel strategy, to take over all the media, both traditional and current. Any lambda company should be visible on the web, remain present on different platforms, be it social networks, websites or blogs. Thanks to clouding, dematerializing orders, and deploying e-commerce, it is possible to double its turnover by devoting its efforts in the online business. Moreover, Bordeaux Digital City’s action programme is in favour of the development of the digital sector.
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