Le paysage des affaires est profondément transformé par l’intégration de la personnalisation des offres, la digitalisation et l’intelligence artificielle (IA). L’expérience client, les nouveaux modèles d’affaires ainsi que l’efficacité opérationnelle et la culture du cash sont au cœur des stratégies des entreprises.
In order to better understand the emerging prospects, we have brought together the points of view of several experts from Clémence Consulting concerning the questions that companies have to think about and answer to boost their performance. From these points of view we are able to draw a picture of what the project landscape might look like in 2025.
1. Marketing
Personalization, digitalization and AI to improve the customer experience
Marc-Antoine Labis, Managing Consultant Marketing Data
Marketing keeps on evolving driven by digitalization, personalization and artificial intelligence.
AI has become essential to improve the user experience by helping users throughout their journey. Chatbots, virtual buying guides, analysis of customer reviews and image searches save more and more precious time. Personalization of content, prices and navigation makes it possible to better meet customer expectations. AI also optimizes customer services by prioritizing emergencies and accelerating returns through root cause analysis, which lead to improving products and automating processes.
Marketing relies on advanced segmentation strategies that use data to make faster and more accurate decisions. Products are increasingly personalized, which allows you to differentiate in a competitive market. Personalization enables both to create a unique user experience and to build customer loyalty.
Partnerships and engagement with prescribers increase the impact of offers. In BtoB, marketing focuses on personalized relationships, content marketing and Customer Relationship Management, while in BtoC, omnichannel and e-commerce are essential to acquire new customers with more targeted approaches.
Subscription models are growing, strengthening long-term relationships, while lead nurturing and co-creation become key to quickly meeting customer requirements. AI also adjusts dynamic promotions and loyalty programs based on customer behaviors and locations to make them even more attractive. Finally, AI allows companies to better predict churn by identifying at-risk customers and proposing actions to retain them.
Read another article in this area:
https://www.clemenceconsulting.fr/en/comprehension-du-marche-et-de-ses-consommateurs
2. New business models
Beyond subscription models think of hybrid, flexible, value-centric monetization strategies.
Yana Vasseur, Business Model Innovation (BMI) Senior Consultant
Les entreprises repensent leurs stratégies de monétisation pour s’adapter à un environnement économique complexe. La tendance est l’émergence de modèles au-delà des abonnements traditionnels, privilégiant la facturation à l’usage and basée sur l’impact réel for the customer.
These strategies offer the seller recurring revenue, while allowing the customer to benefit from adjustable OPEX costs. For example: a manufacturing firm might pay a robotics provider based on the actual increase in production efficiency that the robots deliver.
Les modèles à l’usage “Pay-as-you-go” restent pertinents, mais l’accent se déplace vers la facturation basée sur l’impact (où le prix est lié aux résultats générés pour le client comme augmentation des ventes ou économies réalisées).
SaaS is evolving towards more flexible and personalized solutions thanks to fine data analysis and artificial intelligence. Capable of anticipating customer needs, companies adapt offers in real time with dynamic pricing solutions.
In B2B, companies adopt hybrid approaches combining different types of pricing: subscriptions, actual consumption, modular packages. The goal is to maximize customer satisfaction while ensuring their own economic resilience. These hybrid models often include third-party services and leverage ecosystems such as Azure, Salesforce or Amazon marketplaces to maximize reach.
At Clémence Consulting, we support this transition by helping our clients implement agile lead to cash solutions, which precisely meet new market expectations and companies' budgetary constraints.
Read another article in this area:
3. Company portals
Innovation + omnichannel experience for engaging with both customers and employees
David Andrianarivo, Managing Consultant & Digital Project Manager
In 2025, corporate company portals are more than ever strategic applications to address customer relationship, productivity and talent retention.
Brands must adapt their omnichannel strategy to be able to cope with the increase in social networks purchases which are considered as 'extensions' to the company portal. They are accessible from more and more mobile and protean terminals (mobile phone, virtual reality headset, etc.) by customers more and more demanding on the respect of sustainability and ethics rules and which know how to discern greenwashing from real brands ESG commitments.
Company portals will have to support these evolutions. While search engine optimization and content marketing remain key capabilities to increasing visibility and retaining a connected audience, a strategic and controlled implementation of AI will allow them to become intelligent hubs which anticipate the needs of customers, employees and partners. The integration of collaborative tools and predictive analysis will be essential to provide to users a personalized and fluid experience throughout their journey within a growing ecosystem.
Read another article in this area:
https://www.clemenceconsulting.fr/en/portail-banque-entreprise-aux-frontieres-du-retail
4. Finance
In between cash culture, AI and e-invoicing for a sustainable strategy
Benoît Lecouteux, Managing Consultant Finance
In front of an uncertain 2025 economic environment, setting up a company cash culture becomes a strategic priority. This implies securing cash flow and optimizing the management of financial flows using intelligent and automated forecasting tools. The integration of artificial intelligence (AI) makes it possible to strengthen this approach, by proposing concrete actions to reduce risks and improve profitability. At the same time, management control is being redefined with a data-driven approach, providing real-time visibility on the performance of operations and making it possible to better identify profitability levers.
In the context of digital transformation, the regulation on e-invoicing, which turns into an obligation from 2025, represents not only a technical adjustment but also a real opportunity for modernization. By adopting compliant electronic invoicing and reporting solutions, companies can not only simplify their B2B and B2C interactions, but also take advantage of them to reduce payment lead time, optimize their supplies and strengthen their brand image by adopting responsible and innovative practices.
In terms of organization and human resources management within the Finance organization, AI represents both an opportunity and a challenge. Making obsolete the repetitive and time-consuming finance operational tasks with low added value implies to reinvent jobs and careers in the company. Accountants could thus focus more on the strategic and advisory aspect of the job, with a more analytical role, oriented towards financial risk management and strategic planning.
Ainsi, le succès réside dans la combinaison d’une clear and agile finance strategy that integrates cost control, AI and digitalization of processes. This will guarantee a sustainable profitability and offer an optimized customer experience and the The efficient data management is becoming a key element to ensure performance, compliance and long-term competitiveness.
Read another article in this area:
https://www.clemenceconsulting.fr/en/optimisation-des-flux-de-tresorerie-gestion-du-cash-et-des-risques
5. La Business Intelligence
AI, prediction and agility serving strategic and operational decisions
Delphine Ottinger, Managing Consultant Digital & Collaborative Innovation
Business Intelligence (BI) will be an essential strategic lever for companies focused on performance and agility. Thanks to AI and machine learning, BI is moving from a being a descriptive tool to become a predictive and prescriptive solution, providing personalized and actionable recommendations in real time.
User experience is at the heart of the solutions providing intuitive self-service platforms and simplified interactions using natural language processing (NLP). Native integration into business ecosystems (CRM, ERP, etc.) strengthens the data-driven culture, enabling supported decision-making at all levels.
Whereas BI was once retrospective, focusing on historical metrics, it now integrates predictive analytics to guide decision-making in real time. At the same time, data security and compliance are priorities, securing businesses on conformance to privacy regulations (i.e., GDPR), especially with AI at play as legislation has historically been lagging regarding digital advancements.
By democratizing access to data and promoting key insights, BI allows brands to differentiate themselves in ultra-competitive markets and convert opportunities more efficiently.
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MOVING FORWARD!
Véronique
Bui Quan,
Executive Partner
David Vergognan, Executive Partner
Marc Lafond,
Business Model Innovation-Executive Partner
Sandrine Berthuy,
Business Manager
Jose Afonso,
E-Commerce Solutions Advisor
Il ne fait aucun doute que l’année 2025 sera particulièrement dynamique pour les projets nécessitant une adaptation continue aux défis du marché et à ses incertitudes. Les exigences clients, en constante évolution et de plus en plus versatiles – où l’on ne se contente plus d’acheter un objet de mobilité, mais où l’on s’abonne à un service au moment le plus opportun – imposeront de nouvelles dynamiques. Parallèlement, la croissance exponentielle des technologies, des applications et des infrastructures digitales redéfinira le paysage concurrentiel.
In this context, the 2025 offer must be more flexible, customizable and adapted to the specific needs of the customer. The customer will more and more “drive” the product / service capabilities from its expectations (and not the opposite). Sales and Marketing processes must integrate this deep knowledge of the customer (behavior, usage, outcome, pain points,…). In this context, the 2025 offer must be more flexible, customizable and adapted to the specific needs of the customer. The customer will more and more “drive” the product / service capabilities from its expectations (and not the opposite). Sales and Marketing processes must integrate this deep knowledge of the customer (behavior, usage, outcome, pain points,…).
Les équipes projets, leurs sponsors et leurs partenaires technologiques continueront de tester et d’apprendre pour garantir la croissance et l’innovation, tout en apportant une valeur durable aux entreprises.
Clémence Consulting stands resolutely alongside its clients to support them in this transformation, help them realize their full potential and ensure stable performance in the midst of these upheavals.
You have a project? Contact us!
Véronique Bui Quan – 06 09 03 73 28 – vbuiquan@clcg.fr