{"id":1362,"date":"2013-08-14T11:35:35","date_gmt":"2013-08-14T03:35:35","guid":{"rendered":"http:\/\/blog.moneythor.com\/?p=74"},"modified":"2024-03-01T11:21:27","modified_gmt":"2024-03-01T03:21:27","slug":"les-medias-sociaux-dans-le-secteur-bancaire-une-mode-ou-une-tendance","status":"publish","type":"post","link":"https:\/\/www.moneythor.com\/fr\/avis-danalyse\/les-medias-sociaux-dans-le-secteur-bancaire-une-mode-ou-une-tendance\/","title":{"rendered":"Les r\u00e9seaux sociaux dans le secteur bancaire : mode ou tendance ?"},"content":{"rendered":"<p>Dans la qu\u00eate des banques pour accro\u00eetre la satisfaction de leurs clients et leurs revenus, disposer d&#039;une strat\u00e9gie de m\u00e9dias sociaux est devenue une aspiration majeure. Ces derni\u00e8res ann\u00e9es, un certain nombre d&#039;activit\u00e9s et de programmes sur les r\u00e9seaux sociaux g\u00e9r\u00e9s par les banques se sont sold\u00e9s par un m\u00e9lange d&#039;\u00e9checs (rappelez-vous <a title=\"Barclays\" href=\"http:\/\/readwrite.com\/2012\/07\/13\/epic-fail-barclays-facebook-debacle-highlighted-the-chasm-between-the-bank-and-its-customers\" target=\"_blank\" rel=\"noopener\">Barclays<\/a> et la d\u00e9b\u00e2cle avec son personnage fictif Dan sur Facebook ?) et le succ\u00e8s (comme <a title=\"Banque de chasse\" href=\"http:\/\/thefinancialbrand.com\/29616\/chase-community-giving-social-media-analysis\/\" target=\"_blank\" rel=\"noopener\">Banque de chasse<\/a> m\u00e9langeant les canaux de m\u00e9dias sociaux avec les dons caritatifs et communautaires). Dans le paysage actuel en constante \u00e9volution dans lequel les institutions financi\u00e8res op\u00e8rent, quelle est la place des m\u00e9dias sociaux dans le secteur bancaire ? Est-ce un terrain r\u00e9volutionnaire et durable pour les banques pour concevoir et d\u00e9ployer leurs produits et services ? Mode ou tendance ?\u00a0<!--more--><\/p>\n<p><strong>Les r\u00e9seaux sociaux, encore un autre jeu de donn\u00e9es<\/strong><\/p>\n<p>Au c\u0153ur des m\u00e9dias sociaux se trouve la possibilit\u00e9 pour les utilisateurs d\u2019\u00e9changer et de cr\u00e9er des informations publiquement (et sans doute \u00e9galement derri\u00e8re les limites d\u2019un pare-feu d\u2019entreprise). Que ce flux d\u2019informations soit directement exploitable ou non dans un contexte bancaire, il est ind\u00e9niable qu\u2019il est r\u00e9el et l\u00e0 pour rester.<\/p>\n<p>Le premier aspect que les banques doivent pleinement appr\u00e9cier est l\u2019ampleur de l\u2019\u00e9change d\u2019informations et de la cr\u00e9ation m\u00e9diatique. Se doter d\u2019une capacit\u00e9 \u00e0 collecter et \u00e9valuer une multitude de points de donn\u00e9es et de flux d\u2019informations sera probablement la premi\u00e8re \u00e9tape \u00e0 franchir par une banque avant de pouvoir tirer le moindre b\u00e9n\u00e9fice des r\u00e9seaux sociaux. Alors oui, c\u2019est probablement un autre candidat pour le mot \u00e0 la mode du Big Data.<\/p>\n<p>Pour paraphraser (ou plut\u00f4t contredire) <a title=\"Dilbert\" href=\"http:\/\/dilbert.com\/strips\/comic\/2010-09-14\/\" target=\"_blank\" rel=\"noopener\">Dilbert<\/a>, il est peu probable qu&#039;une partie importante du travail de tout gestionnaire de m\u00e9dias sociaux consiste uniquement \u00e0 utiliser beaucoup les mots \u00ab Facebook \u00bb et \u00ab Twitter \u00bb, mais plut\u00f4t \u00e0 g\u00e9rer une \u00e9norme quantit\u00e9 de donn\u00e9es.<\/p>\n<p><strong>Permettre un large \u00e9ventail d\u2019activit\u00e9s<\/strong><\/p>\n<p>Pour tenter d&#039;\u00e9valuer l&#039;impact r\u00e9el des m\u00e9dias sociaux sur l&#039;activit\u00e9 des banques, il convient d&#039;examiner les activit\u00e9s typiques que ces flux de donn\u00e9es des m\u00e9dias sociaux leur permettent de mener\u00a0:<\/p>\n<ul>\n<li><em>Surveillance<\/em>: une mesure pr\u00e9cise des signaux des r\u00e9seaux sociaux permet une analyse du sentiment autour de la marque de la banque et de ses produits, mais aussi une veille concurrentielle, l&#039;identification de prospects ou une meilleure compr\u00e9hension de ses clients existants.<\/li>\n<li><em>Participant<\/em>: la r\u00e9solution des probl\u00e8mes de satisfaction des clients ainsi que la gestion de communaut\u00e9s d&#039;\u00e9ducation financi\u00e8re et d&#039;apprentissage sont le moyen le plus courant pour les banques d&#039;entrer dans le dialogue.<\/li>\n<li><em>\u00c9dition<\/em>: la diffusion unidirectionnelle de relations publiques et de publicit\u00e9 est per\u00e7ue comme un fruit \u00e0 port\u00e9e de main et souvent trait\u00e9e comme un nouveau canal de distribution d&#039;informations et de campagnes, bien que de plus en plus modifi\u00e9 pour tenter d&#039;impl\u00e9menter certains composants viraux.<\/li>\n<li><em>Externalisation participative<\/em>: utiliser la contribution collective des masses pour aider \u00e0 concevoir de nouveaux produits et services est prometteur, mais jusqu&#039;\u00e0 pr\u00e9sent limit\u00e9 \u00e0 l&#039;apparence des produits (la conception de cartes de d\u00e9bit et de cr\u00e9dit en est un exemple typique). Il est peu probable que les obstacles r\u00e9glementaires li\u00e9s au lancement de v\u00e9ritables nouveaux produits bancaires permettent de proposer des produits enti\u00e8rement participatifs, mais un bon niveau de personnalisation est probablement r\u00e9alisable.<\/li>\n<li><em>Transactions<\/em>: permettre des paiements peer-to-peer fluides est le candidat type sur le front transactionnel mais \u00e9videmment l&#039;un des plus difficiles \u00e0 mettre en \u0153uvre, avec tr\u00e8s peu d&#039;initiatives r\u00e9ussies jusqu&#039;\u00e0 pr\u00e9sent.<\/li>\n<\/ul>\n<p><strong>S&#039;aligner sur la cha\u00eene de valeur<\/strong><\/p>\n<p>Si elles sont r\u00e9alis\u00e9es de mani\u00e8re globale et avec la bonne dose d\u2019engagement des dirigeants, les activit\u00e9s sur les r\u00e9seaux sociaux semblent pouvoir contribuer \u00e0 pratiquement toutes les \u00e9tapes de la cha\u00eene de valeur des produits bancaires. \u00c9valuer les m\u00e9dias sociaux du point de vue de la gestion du cycle de vie des produits est un moyen int\u00e9ressant de mesurer leurs avantages potentiels de bout en bout\u00a0:<\/p>\n<ol>\n<li>Au moment de la <em>la g\u00e9n\u00e9ration d&#039;id\u00e9es<\/em>, en surveillant les tendances et les sentiments, les commentaires et les id\u00e9es,<\/li>\n<li>Dans <em>la conception des produits<\/em>, en externalisant des fonctionnalit\u00e9s populaires ou en organisant des concours pertinents,<\/li>\n<li>Sur <em>mise en \u0153uvre<\/em>, en augmentant la productivit\u00e9 entre la banque, ses fournisseurs et ses early adopters avec des communications plus efficaces,<\/li>\n<li>Dans <em>commercialisation<\/em> activit\u00e9s, en diffusant sur plusieurs canaux, notamment des vid\u00e9os, des blogs, des messages courts sur plusieurs plateformes pour augmenter la port\u00e9e et la viralit\u00e9,<\/li>\n<li>Dans <em>ventes<\/em>, en r\u00e9duisant les co\u00fbts et en augmentant l&#039;efficacit\u00e9 gr\u00e2ce \u00e0 une proximit\u00e9 accrue avec les clients et \u00e0 une capacit\u00e9 plus transparente d&#039;acheter des produits sur plusieurs plateformes.<\/li>\n<li>Et enfin en cours <em>service client<\/em>, en offrant plus de transparence dans le traitement des requ\u00eates.<\/li>\n<\/ol>\n<p>Le dernier morceau n\u2019est cependant pas sans d\u00e9fi. Mettre l&#039;accent sur l&#039;interactivit\u00e9 en ligne s&#039;accompagne d&#039;une certaine perte de contr\u00f4le et les banques, tout comme les r\u00e9gulateurs, n&#039;aiment pas perdre le contr\u00f4le.<\/p>\n<p><strong>Une banque collaborative ?<\/strong><\/p>\n<p>Tout en veillant \u00e0 ce que les m\u00eames politiques de s\u00e9curit\u00e9 et de confidentialit\u00e9 que pour les autres canaux soient fermement mises en place (un autre d\u00e9fi majeur), les m\u00e9dias sociaux peuvent \u00e9galement inciter les banques \u00e0 explorer de nouveaux usages, comme les produits bancaires communautaires ou collaboratifs.<\/p>\n<p>\u00c0 ce stade, les fonctionnalit\u00e9s communautaires derri\u00e8re le pare-feu des services bancaires en ligne au sein de la fonctionnalit\u00e9 de gestion des finances personnelles n&#039;ont pas tenu leurs promesses. Comparer ses d\u00e9penses dans une cat\u00e9gorie \u00e0 celles de ses pairs est largement per\u00e7u comme un gadget sans appel \u00e0 l&#039;action et peu susceptible de faire revenir le client.<\/p>\n<p>D\u2019un autre c\u00f4t\u00e9, les services bancaires collaboratifs pourraient \u00eatre consid\u00e9r\u00e9s comme une \u00e9volution relativement transparente du compte joint traditionnel. Le suivi, le partage et\/ou la contribution aux comptes d&#039;\u00e9pargne bas\u00e9s sur des objectifs de familles ou d&#039;amis en sont un excellent exemple, initialement lanc\u00e9 par des soci\u00e9t\u00e9s comme SmartyPig, mais dont l&#039;int\u00e9r\u00eat n&#039;est pas clair \u00e0 ce jour. Les clients sont-ils pr\u00eats \u00e0 partager ce qui est traditionnellement consid\u00e9r\u00e9 comme des informations de compte personnel ou sont-ils encore r\u00e9ticents \u00e0 m\u00e9langer les op\u00e9rations bancaires et les activit\u00e9s sociales ? Le jury n&#039;est pas encore parvenu \u00e0 d\u00e9terminer pleinement les opportunit\u00e9s offertes par la banque collaborative.<\/p>\n<p>Cependant, m\u00eame si nous aimons d\u00e9mystifier les mots \u00e0 la mode et adopter un point de vue \u00e0 contre-courant, les m\u00e9dias sociaux sont sans aucun doute un \u00e9l\u00e9ment cl\u00e9 du monde dans lequel les banques op\u00e8rent aujourd\u2019hui. Collecter et analyser les donn\u00e9es des r\u00e9seaux sociaux et envisager d&#039;int\u00e9grer leurs signaux dans ses politiques de gestion de produits ne semblent plus \u00eatre une option, que la banque envisage ou non de se vanter d&#039;une strat\u00e9gie de r\u00e9seaux sociaux \u00e0 part enti\u00e8re.<\/p>","protected":false},"excerpt":{"rendered":"<p>In the banks&#8217; quest to increase customer satisfaction and revenues, having a social media strategy has become a prominent aspiration. The past few years have witnessed a number of social media activities and programmes operated by banks with a mixed bag of failure (remember Barclays and the debacle with its fictional character Dan on Facebook?) [&#8230;]\n","protected":false},"author":4,"featured_media":1534,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[7,279],"tags":[13,20],"class_list":["post-1362","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-analysis-opinions","category-blog","tag-online-banking","tag-social-media"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Social media in banking: fad or trend? | Moneythor<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.moneythor.com\/fr\/avis-danalyse\/les-medias-sociaux-dans-le-secteur-bancaire-une-mode-ou-une-tendance\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Social media in banking: fad or trend? | Moneythor\" \/>\n<meta property=\"og:description\" content=\"In the banks&#8217; quest to increase customer satisfaction and revenues, having a social media strategy has become a prominent aspiration. 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The past few years have witnessed a number of social media activities and programmes operated by banks with a mixed bag of failure (remember Barclays and the debacle with its fictional character Dan on Facebook?) 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