The French company must transform, but with the right recipes

by bold-lichterman

Society is constantly evolving, adopting new codes and operating methods, companies must therefore adapt to them by modernizing. But modernity in the professional world does not only require technological investments: the human factor, neglected for too long by bosses, must now be part of their priorities.

Technology, essential for the modernization of the company

When we think of modernization, we instinctively think of technological investments. This modernization must be increasing, but progressive. Starting with pilot projects before disrupting everything is essential to avoid unnecessary costs or economic disruption. It is imperative to develop reliable and robust models capable of adapting to consumers, all integrating new technologies.

For example, the insurance industry is adjusting to this transformation. With mobile applications, some American companies – like Oscar Health – are transforming the market. This health insurance offers services that are as close as possible to the real needs of its customers and creates contracts from the geolocation data of the subscriber. The service, which is transparent and simple, aims to reassure the customer of his expenses. In a preventive spirit and thanks to new technological tools, the insurer offers, via the “Oscar” mobile application, additional services and at the same time collects data that it shares with health networks (doctors, hospitals, pharmacies ), with the customer’s agreement of course. In return, he obtains free medical examinations.

Read also: Insurance: 5 trends that will shake up the sector

The responsiveness, simplicity and availability offered by digital technology make it possible to simplify procedures and solutions for customers, but also for companies: sending supporting documents via smartphones, reporting a claim via an app, etc. Insurers have understood this well by adapting their traditional model to a much more modern pattern, in line with current consumption. Some insurers have, for example, deployed simplified models of questionnaires in mobile-first to make quotes more quickly on the Internet. A considerable saving of time which benefits both parties and goes in the direction of the modernization of the market, while remaining attentive to the expectations of the customers.

But it is obvious that modernization should not be limited to technology. A modern company is a company which succeeds in taking into account “the human”.

Employee well-being, a factor not to be overlooked by companies

According to a study conducted by the Gallup Institute, happy employees are twice as sick, 6 times less absent and 9 times more loyal than unhappy or disengaged employees! The well-being of employees, long considered a luxury that could not be afforded by companies wishing to remain profitable, is now taken into account in many companies. We can also see certain professions that are being created going in the direction of this trend: at Allo Resto, a French company delivering ready-made meals, Nathalie Forestier thus occupies the position of “responsible for happiness”. His mission ? Make sure that “employees have a smile when they arrive at the office”. A job description that will become more widespread in the months and years to come, with the aim of strengthening the attractiveness of companies and retaining their best elements.

Another example of well-being in a smart company: letting employees participate in decorating the premises. Relaxation rooms have been around for a few years now, but they are becoming more diverse: nap room, video games, even cinema. It was not so long ago that it was seen as eccentricity on the part of some bosses, now everyone leans towards these trends. Internal gyms, previously reserved for very large groups, have given way to group fitness, yoga or even weight training. And this sometimes during working time, both to show the employee that he is no longer considered as a simple element of work, but as a full human.

This well-being within the company, some leaders want to perpetuate it. And for this, a follow-up can even be set up: Ekito, a computer consulting company, offers its employees to send an email every evening of the work week to assess their day: bad, difficult, average, good or excellent. The answers are anonymous and shared, which allows to have a good vision of the atmosphere of the team and of possible degradations.

The client is king”

The principle of evaluation has been applied to the customer for many years now: it is often said that the customer is king, but few companies really put their customers at the center of their strategy. However, in recent years, we have seen new models of taking customer requests into account: Vitamin, a French brand of Android smartphones, has thus relied on its community to raise the desire for changes in the mobile interface. . So, every month, all users vote for a new feature that they would like to see appear in a future update: the one that wins the most votes is evaluated by the developers who, if possible, add it to the update. the interface to offer it to all users.

Likewise at Sosh, the low-cost mobile operator of Orange, which asks its users to find out what options they would like to see included in their plan. The brand regularly updates its packages by adding new options or adding data, at no monthly additional cost for the user. As a result, the customer, who feels listened to, develops loyalty in a natural way and adheres much more easily to the evolutions of the brand. An investment that results in the “well-being” of the customer is just as beneficial for him as for the company to which he belongs.

Overall, French companies tend to modernize thanks to certain adjustments. But advances in the modernization of the company are still in their infancy. The technological part – development of mobile apps, mobile-first, “responsive design” sites, etc. – is the most visible part, the one that allows the most to be talked about. Other companies are starting their revolution by adapting closely to the expectations of the customer and their employees, and this is what the French model should strive for.

Nicolas SaillyNicolas Sailly built his career within the group ASSU 2000. While it initially has a rather offline profile, with events and operational marketing, the digitalization of the group naturally pushes it towards online, while keeping its taste for creativity and innovation at the service of the customer.

On the strength of this dual culture and the group’s trust, he merged two services, offline communication and web cell, so that the service created represents the group’s vision, multichannel and 360 degrees.

Nicolas Sailly joined the group in 2008, taking charge of operational marketing and communication for its subsidiary maXance, a broker specializing in property and liability insurance. Three years later, he took on responsibilities within the ASSU 2000 group and became manager and then director of digital, marketing and communication. Nicolas Sailly graduated from SKEMA Business School.

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