Category Archives: Changement

Les TPE-PME face à l’économie numérique

Les chefs d’entreprises interrogés confirment leur appétence pour les nouveaux outils, valorisent leur site internet comme allié de leur développement commercial et donnent leur vision du business du futur.

Créée en 2000, Linkeo est une société française spécialisée dans la communication digitale pour les TPE-PME. Les données formant cette infographie proviennent de leur quatrième étude sur le sujet « les TPE-PME françaises face à l’économie numérique ».

Résultats :
– les entrepreneurs ont une appétence pour le numérique,
– pour générer du trafic sur leur site internet, ils font de plus en plus appel au référencement (naturel ou payant),
le site internet est vital pour une entreprise : 48% des prospects recherchent spontanément l’adresse du site internet, et 53% d’entre eux déclarent aux entreprises les avoir connu via leur site internet,
– les entrepreneurs considèrent les réseaux sociaux et le mobile comme des vecteurs de croissance.

New Research on the Visible Expert℠ Advantage in Management Consulting

As a management consulting firm, you’re constantly navigating the challenges that come with a continuously changing industry. These challenges and the marketing initiatives you prioritize in response shape the entire trajectory of your firm—but what if you could address all of your challenges and priorities with one major change to your firm’s personnel?

That’s where Visible Experts come in. But before we get into the benefits of becoming or developing these experts in your firm, let’s back up and showcase how we came to this conclusion.

Breaking Down Challenges and Priorities

Recent research from the Hinge Research Institute identified three top business challenges that management consulting firms are currently facing:

  • Attracting and Developing New Business (81.1 percent)
  • Dealing with a Difficult Economy/Competitive Marketplace (25.2 percent)
  • Finding/Keeping Good People (24.4 percent)

“Attracting and Developing New Business” was the most popular answer by a wide margin. Not surprisingly, generating new business was a top challenge for professional services firms across industries. However, management consulting firms identified it as a top challenge as a higher rate than any other industry.

When asked how they planned to address these challenges, management consulting firms reported these four marketing initiatives as their top priority:

  • Try to Generate More Referrals (47.6 percent)
  • Increase the Brand Visibility of Your Firm (43.6 percent)
  • Increase the Visibility of Firm Experts (42.7 percent)Free Report - Visible Expert Research Study: Management Consulting Edition
  • Develop a More Compelling Message to Potential Clients (42.7 percent)

All four of these priorities can be met with the expanded credibility that comes with becoming or developing high-visibility experts within your firm. However, while our research clearly demonstrated the importance of Visible Experts across all professional services industries, there were a few standout differences for management consulting firms.

SEE ALSO: 9 Steps to Building a Unique Value Proposition in Management Consulting

The Visible Expert Advantage in Management Consulting

Management Consulting Visible Experts Can Command Higher Rates

Top level Visible Experts in management consulting can succeed with higher billing rates than other industries. Here’s the breakdown comparison for what top level experts charge in comparison to other average professionals in other industries:

  • Technology services: 9x the billing rate of average professionals
  • AEC: 8x the billing rate of average professionals
  • Accounting and financial services: 14x the billing rate of average professionals

What about the management consulting industry? 17x the billing rate of average professionals. This suggests that Visible Experts are even more highly valued and sought after in the consulting field than they are in other professional services.

Consulting Experts Generate Leads From Multiple Sources

Our results showed that, in most other professional services industries, Visible Experts relied heavily on traditional referrals to generate leads for their firms. However, the top lead sources for management consulting experts were speaking engagements and book publications.

This directly highlights the marketing tools that management consulting experts find the most impactful—like books, keynote addresses and other speaking engagements. By seeking out leads from various sources, high-visibility experts in the consulting industry are bringing in a great deal of new business for their firms, while increasing their personal visibility.

The Accessibility of High Visibility Expertise

Management consulting experts are well-positioned to succeed at reaching Visible Expert status. Our research found a subset of experts who rose to high visibility at a much faster pace than other experts. These Fast Trackers’ journeys were distinguished by three key characteristics:

  • They focused on a niche
  • They embraced content marketing
  • They wrote a book

With these three approaches, experts in the management consulting field are able to get on the fast track to enjoying the benefits of Visible Expert status. This shows that, while building a reputation as an expert in the management consulting field certainly doesn’t happen overnight, it is more accessible to those willing to commit to a systematic process. Firms that take the time and put forth the effort to cultivate experts can reap the rewards of increased growth and a strengthened brand.

To learn more about cultivating Visible Experts in the management consulting industry, get our full research study here as a free download.

Five Reasons Machine Learning Is Moving to the Cloud

the cloudAmazon Web Services turned a lot of heads recently when it launched a machine learning platform aimed at making predictive analytics applications easy to build and run, joining cloud juggernauts Microsoft and Google with similar ML offerings. It turns out the cloud is very well-suited for this critical type of big data workload. Here are five reasons why.

1. Machine Learning Is Everywhere

If predictive analytics is the killer app for big data, then machine learning is the technological heart powering that killer app. Whether you’re aiming to leverage your big data to stop fraudulent transactions,tree of awesome_1 reduce customer churn, fight cybercriminals, or make product recommendations, machine learning algorithms are the keys to creating models of what happened in the past, so you can use new data to predict what happens next.

Machine learning is nothing new; the field has been around for decades. But thanks to a confluence of events—including the ever-increasing amount of processing power, the growing sophistication of analytic software, and most important of all, the huge amounts of data available to train and feed predictive models—the need for, and the benefits of, machine learning have never been greater.

2. The Cloud’s Super Gravity

The cloud is like the Death Star: The more workloads it sucks in, the cheaper it gets for all cloud death starcustomers, and the harder it is to ever get away. Consider that Amazon Web Services (AWS) has between 2.4 million and 5.6 million servers installed in about 90 data centers across the world, according to a 2014 EnterpriseTech story, and is adding enough server capacity every day to support Amazon.com’s entire ecommerce operation circa 2004.

Cloud services like AWS’ S3 and Microsoft’s Azure make it very cheap to store all kinds of data—including log data, mobile data, and data generated by cloud-based apps like Salesforce andWorkday. When it comes time to running analytics on that data, the economics of the matter make it difficult to justify landing it back down on earth.

3. Statistics Is Really Hard

When the cloud-based machine learning company called BigML was launched in 2011, the only way to do advances analytics was to buy an expensive stats package like SAS orIBM‘s SPSS or use the emerging open source tools like R.math is hard

“Machine learning and predictive analytics aren’t new,” BigML vice president of business development Andrew Shikiar tells Datanami. “But the only alternative in the past was to buy some SAS for your quants and have them do machine learning. Instead of buying SAS or putting R on your desktop, users can just log into BigML…and use an array of algorithms that we’ve introduced to the platform.”

BigML has attracted more than 17,000 users over the past four years, and has more than 200 paying clients, making it one of biggest providers of cloud-based machine learning software whose name isn’t Amazon, Google, Microsoft, or IBM.

4. ML Workloads Are Highly Variable

The actual underlying computational requirements for machine learning vary depending on where you are in the machine learning lifecycle. When you’re training (or retraining) your models, you may need a large amount of processing power, whereas actually running the models may not consume much resources at all. That variability makes the cloud a perfect place to park machine learning workloads, especially if the training data already lives on the cloud. Cloud providers like Amazon can quickly spin up virtual partitions to handle massive training sets, then turn them off when they’re no longer needed.

sin curveConsider the experience of Cisco. The computing device maker maintains an extensive collection of 60,000 “propensity to buy” (P2B) models, which it uses to predict sales of its products every quarter (we profiled Cisco in a January feature in Datanami).

Getting the necessary computer time was a challenge for Cisco’s data scientists, and as a result, it would often take several weeks to retrain the models every quarter. For a big company like Cisco, this type of delay between training and deploying ML models could result in millions in lost sales opportunities. While Cisco doesn’t run on the cloud (it adopted H20.ai to speed up its in-house ML environment), the company’s experience shows the importance of scalability in machine learning.

5. Data Scientists Are Still Unicorns

The shortage of data scientists has been well documented, in this publication and others. In response, universities have ramped up data science programs, and software companies have shifted into overdrive to abstract away the need for data scientists in the first place. While it’s debatable whether software can completely eliminate the need for data scientists, it’s undeniable that many data science activities previously done by highly trained PhDs will eventually be automated. We’re seeing many of these software offerings moved to the cloudunicorn

The combination of advanced analytics software and the availability of cheap processing power makes the cloud a perfect place to play with algorithms—as well as a great place for startups to ramp up their business models.

One of those startups, a Silicon Valley outfit called ForecastThis, yesterday announced that its MLSolver technology is now available via the cloud. “We’ve created a means by which data owners or experienced data scientists can now cut straight to the very best methods for their data,” says the company’s CTO and co-founder Justin Washtell. “There’s no longer an imperative to be an algorithm expert or to spend valuable time testing and comparing different algorithms.”

BigML’s Shikiar says being in the cloud gives him certain advantages over software companies developing on-prem solutions.  “Working in the cloud is the easiest way to evolve the platform and service customers,” he says. “With the advent of cloud-based machine learning platforms…the need to roll your own algorithms may go by the wayside.”

3 Lessons I Learned from Some of the Most Impressive Women

This past month, I had the honor of officially being named one of Glamour magazine’s Top 10 College Women (TTCW) for my work on The Prospect. The 58 year-old competition recognizes outstanding college women for their leadership, community involvements, and academic excellence. Anyone who’s seen me in the past month knows I’m still hyperventilating about being on a list where past winners include businesswoman/TV personality Martha Stewart, legendary editor Kate White, and Olympian Allison Schmitt. Go Team TTCW!

In addition to the plethora of perks that come with winning (including being in the May 2015 issue of Glamour — go pick up a copy!), part of the prize included heading to New York for three days and having the opportunity to network with many impressive and incredible women.

Rockstar ladies at Glamour, LinkedIn, and Google showered us with really important tidbits for taking on your career (I have a notebook full of them), and after the awesome people at LinkedIn asked us to write about our TTCW experience, I decided to share a couple of lessons that really resonated with me.

1. Take Networking into Your Own Hands

Several women at all of the different events we went to touched on this: Networking is about taking initiative, and a lot of times, women fear being a burden by reaching out and asking others for advice or help. When do ladies feel like they’re being even more intrusive? During the follow-up.

At least five different women we talked to mentioned importance of following up with people, especially after they’ve failed to respond to your first attempt at contact. Several women noted that they actually won’t respond to people seeking help or mentorship until the second email, because it shows that those people really want to get in touch and get that help. Also, try not to take networking too personally: Half the time, people don’t respond because their inboxes are full and they just didn’t see your message. The bottom line? Follow. Up.

Speaking of fun networking lessons, a cool pro tip: Create a list of people to email regularly with career updates (and maybe a couple of personal facts, too). It’s like a super snazzy holiday card, except it briefly lists your professional accomplishments and also opens up the opportunity for people to connect or re-connect with you. I’ve already decided to start sending these in June and December every year, so the First Semi-Annual LKHerman Letter o’ News will be rolling out in about a month.

Lesson: Carpe networking (my Latin is a bit rusty).

2. Don’t Sell Yourself Short

What’s actually kind of hilarious about being a winner of something that labels you one of the « Top 10 College Women » is that it makes you want to be more modest about what you do. I noticed that all of us were sort of downplaying our accomplishments around many of the people we met.

Just to get the bragging on for some of the ladies in my TTCW class: Shree Bosejust casually raised $280,000 for her social enterprise Piper, Mariah Stackhouse has a golf record at Stanford that ties that of Tiger Woods, and Niki Acton has had her plays produced in New York City. But why aren’t we shouting these impressive accomplishments from the rooftops?

As many of the people we met pointed out, women have the tendency to sell themselves short for fear that giving themselves any credit is excessive bragging. I know I can personally attest to doing this even on campus when people ask me about what I do (« Uh, I run this website… »). Being okay with not selling myself short as just « a blogger » is something I need to pay more attention to.

Lesson: Give yourself some (actual) credit.

3. Pay It Forward

One of the coolest things Tiffany Dufu, Chief Leadership Officer at Levo League, discussed was how she blocks out time in her schedule every week to meet with and mentor young women on top of her job and all of her other responsibilities.

Lots of people (women, men, executives, the works) talk about the importance of « paying it forward, » but few actually give concrete examples of how they do so on top of a full-time schedule, which is why Dufu’s work really resonated with me. It’s also important to keep in mind that helping other women out doesn’t have to start after you become a powerful and successful person; even just aiding your peers when they need it can make all the difference.

Lesson: Helping people out is more than just good karma. 

What are some important lessons you have the future generations of women coming up the career ladder? Sound off in the comments below or let me know on Twitter!

ABOUT THE AUTHOR:

Lily Herman is co-founder of The Prospect, the largest student-run college access organization in the world. In addition to her work on The Prospect, she also works with USA TODAY, The Muse, HelloFlo, and Her Campus. In recent months, her work has been featured on Newsweek, Mashable, Forbes, TIME, and Lifehacker. You can follow The Prospect on Facebook and Lily on Twitter.

Tesla lance une batterie qui pourrait changer le monde

tesla-musk-powerwall

Le fabricant californien des véhicules électriques de luxe Tesla a dévoilé jeudi une «batterie pour domicile» destinée selon le fondateur de la société Elon Musk à changer «la totalité de l’infrastructure énergétique dans le monde».

Cette batterie baptisée Tesla Powerwall peut stocker l’électricité fournie par des panneaux solaires ou par le réseau électrique au moment où celui-ci fournit de l’électricité bon marché, notamment pendant les heures de nuit, a précisé la société. La batterie peut également servir en cas de coupure de courant, a ajouté Tesla.

tesla-powerwall-redLa batterie, destinée à être fixée sur le mur d’une maison ou dans un garage pourrait rendre les habitations équipées de panneaux photovoltaïques totalement indépendantes des réseaux électriques traditionnels.

«Notre but est de transformer totalement l’infrastructure énergétique mondiale pour la rendre totalement durable et sans produire d’émissions de carbone», a indiqué Elon Musk à la presse avant de dévoiler la Tesla Powerwall dans la banlieue de Los Angeles.

La batterie coûtera 3500 $ lors de sa mise sur le marché américain lors de l’été 2015 et devrait être disponible dans le monde entier l’année prochaine.

L’Allemagne devrait devenir un marché-clé pour cette batterie, car ce pays est l’un des plus équipés en système photovoltaïque du monde, selon Elon Musk. Mais la batterie pourrait également être utilisée dans des régions en développement où les réseaux électriques sont souvent peu fiables en dépit d’une énergie solaire abondante.

La batterie pourrait jouer «un rôle analogue à la manière dont la téléphonie mobile a remplacé les lignes terrestres», a estimé M. Musk.

La Tesla Powerwall «sera une grande avancée pour les communautés les plus pauvres du monde», a ajouté le patron de Tesla, car «elle permet de se passer des réseaux électriques».

Tesla avait annoncé l’année dernière la construction de la plus grande usine mondiale de batteries lithium-ion dans l’état américain du Nevada, une usine géante de 5 milliards de dollars en collaboration avec le géant japonais de l’électronique Panasonic.

L’usine géante a pour objectif de faire baisser les prix des batteries, et donc des voitures électriques, l’une des barrières principales à leur adoption massive par le grand public.

Bien que Tesla produise un nombre relativement réduit de véhicules, il est devenu une vedette du secteur en raison notamment de sa réputation de haute qualité.

Elon Musk a esquivé une question lui demandant si l’activité énergie de Tesla allait supplanter l’activité automobile, pour laquelle elle est aujourd’hui le plus connue.

Elon Musk est un entrepreneur d’origine sud-africaine, qui est devenu une star pour ses succès aussi bien dans l’automobile que dans l’industrie spatiale privée (SpaceX). Auparavant, il avait fait fortune grâce à la société de paiements sur internet PayPal.

Il détient 26,7 % des parts de Tesla, valorisées à plus de 7 milliards de dollars à Wall Street.

Une espèce animale sur six menacée

frog-bg

Une espèce animale sur six risque de disparaître sous les effets du réchauffement climatique si les émissions de dioxyde de carbone (CO2) se poursuivent au rythme actuel, met en garde une recherche américaine qui juge urgent d’agir. « Les résultats de cette étude suggèrent que les risques d’extinction vont s’accélérer avec la hausse des températures du globe, pour menacer jusqu’à 16% des espèces animales s’il n’y a pas de changement des politiques actuelles », souligne Mark Urban, un chercheur du département d’écologie et de biologie de l’Université du Connecticut, le principal auteur de ces travaux publiés jeudi dans la revueScience.

Ce scientifique a analysé 131 études portant sur l’impact du changement climatique sur la faune et la flore, menées dans plusieurs régions du monde et selon différentes méthodes. Il a constaté que la perte de biodiversité s’accélérait pour chaque degrés Celsius d’accroissement de la température sur le globe. Selon l’hypothèse d’une augmentation de seulement 2°C des températures mondiales d’ici la fin du siècle par rapport à l’ère pré-industrielle, qui selon la plupart des climatologues est sous-estimée, cette dernière recherche a calculé que 5,2% des espèces seraient menacées extinction, contre 2,8% actuellement.
Avec une hausse de 3°C sur la même période, ce sont 8,5% des espèces qui pourraient disparaître. Si le mercure grimpe de 4,3°C d’ici 2100, ce serait alors 16% des espèces animales qui seraient menacées.

L’auteur de cette étude a également conclu que le danger d’extinction variait selon les régions du monde, selon qu’elles sont plus ou moins affectées par le réchauffement. Dans certains pays de l’hémisphère austral, où des habitats se réduisent sans possibilité pour des animaux, comme des reptiles et des amphibiens, de se déplacer suffisamment vite, les risques de disparition sont les plus élevés: jusqu’à 23% des espèces en Amérique du Sud et 14% en Australie et en Nouvelle-Zélande seraient menacés.

Stratégies de conservation

L’Amérique du Nord et l’Europe sont les régions où le risque est le plus faible, avec 5 et 6% respectivement des espèces en danger.

« Nous avons un besoin urgent d’adopter des stratégies qui limitent le changement climatique si nous voulons éviter une accélération des extinctions animales sur la planète », plaide Mark Urban. « Nous devons aussi mieux comprendre les effets du réchauffement sur l’extinction des espèces pour permettre d’éclairer les décisions en matière de politique à suivre au international sur les coûts biologiques d’un échec à lutter contre le changement climatique et de mettre en oeuvre des stratégies de conservation pour protéger les espèces animales les plus menacées », poursuit-il.

Selon lui, 7,9% des espèces vont de toute manière disparaître à cause du réchauffement de la planète. Par ailleurs, une recherche internationale également publiée dans la revue américaine Science jeudi s’est appuyée sur une analyse de fossiles d’organismes marins couvrant 23 millions d’années pour prédire les animaux et écosystèmes des océans les plus à risque d’extinction. « Le changement climatique et les activités humaines ont un impact sur des groupes d’animaux qui sont depuis longtemps sur la planète et l’étude de leur histoire peut nous aider à mieux comprendre comment ils pourraient répondre aujourd’hui à ces nouvelles menaces », explique Seth Finnegan, professeur adjoint de biologie à l’Université de Californie à Berkeley, le principal auteur.

Grâce aux fossiles, ces chercheurs ont ainsi évalué les risques d’extinction de nombreux animaux marins, dont les requins, les baleines et les dauphins, mais aussi d’organismes plus sédentaires comme les coquillages et les coraux. Ils ont également établi une carte des zones où ces espèces sont les plus affectées par le réchauffement et autres activités humaines, concluant qu’elles se situaient pour la plupart sous les tropiques.

Dans la perspective de la conférence internationale sur le climat de Paris en décembre, le secrétaire général de l’ONU, Ban Ki-moon, a prévenu mercredi qu’il y a « très peu de temps pour éviter de graves conséquences pour la planète ». « Les données scientifiques sont claires, le climat est déjà en train de changer et l’activité humaine est la principale cause de cette évolution », a-t-il dit.

Russia’s military options in Ukraine


After the fall of Debaltseve on 19 February – four days after the ceasefire agreed in Minsk came into force – the front remained relatively calm for some time, suggesting that Russia had shifted from war to political and diplomatic efforts to destabilise Ukraine. However, the war in Ukraine has had many on and off phases, and the current phase of relative calm may not last. Russia conducted larger military manoeuvres in March 2015. Usually, such manoeuvres are a cover for troop rotations. Many formations leave the barracks; some will return after the manoeuvres, some will head for the Donbas, and others will return from Ukraine. Western intelligence finds it difficult to know who is where. Russia is trying to hide its military engagement from its public, so it cannot deploy the same formations over a long time in the war zone. The Royal United Service Institute has observed that an increasing number of Russian formations are being used to provide troops and materiel to the Donbas in order to keep the numbers of death per garrison small. The winter fighting season has ended, and if Russia wants to conduct a spring offensive with fresh troops, it needs to have put them in place during March and April. Further military escalation cannot be ruled out. Therefore, the West should not stay idle, but should consider what it can do to deter Russia from escalating the war again and what to do if deterrence fails.

The war in Ukraine has had many on and off phases, and the current phase of relative calm may not last.

The war so far

Ukraine faced a very difficult military situation after the capture of Crimea. In April 2014, Russia deployed about 150,000 soldiers on the Russian-Ukrainian border. Around half of the forces were paramilitary forces of Russia’s Ministry of the Interior and the Ministry for Emergency Situations. This showed that Russia was considering occupying Ukraine and setting up an occupation regime. The Ukrainian armed forces were at an all-time low. Of the entire Ukrainian Army (then about 41,000 men strong), not more than 6,000 were judged combat-ready. Initial mobilisation yielded no more than 10,000 additional troops. No armoured unit was able to leave the barracks, because of lack of fuel and bad maintenance. Those sent to the Donbas were in a dismal state. The supply chain was non-existent, so was resolve and discipline. Russian intelligence services were well aware of the state of Ukraine’s armed forces. They knew that victory would have been easy. However, they decided not to invade, and moreover, they never again took a similar posture on Ukraine’s borders or mobilised the paramilitary services to a meaningful extent. Today in the Donbas, Russian paramilitaries take only minor roles, such as enforcing discipline among Russian troops or repairing damaged infrastructure. Russian forces on Ukraine’s borders provide a backup for operations and train and equip Russian volunteers. But nothing suggests that Russia’s military planners again considered a full invasion of Ukraine.

The creation of voluntary forces (the so-called Maidan battalions that were later integrated in the army or national guard) and voluntary organisations that provide all kinds of services for the armed forces (food supply, spares, personnel equipment, ambulances, repair-shops, upgrades for equipment, etc.) took Russia by surprise. Ukraine proved much more resilient to military pressure than Russia expected. Furthermore, the informal structures on which the Ukrainian military effort rests, might work as well in a partisan war. If Russia’s military had pushed deep into Ukraine, it would have to fight a counter-insurgency campaign that it can hardly afford. The results of such a campaign would be uncertain. Hence Russia abandoned the idea of total war in favour of limited war. It is noteworthy that if all-out war would have too high a cost, raising the stakes of a limited war will hardly make Moscow reconsider this calculus.

After Ukraine made considerable progress in pushing back the pro-Russian separatists in the summer of 2014, threatening the existence of the People’s Republics, Russia deployed regular mechanised combat units against Ukrainian forces from August onwards. At that point, the voluntary National Guards battalions were carrying out much of the fighting on the Ukrainian side. The regular army was mostly engaged in combat-support duties. The voluntary forces were light infantry in essence and despite being highly motivated, they proved no match for regular Russian armoured formations.  The slaughter of the voluntary forces culminated in the battle of Ilovaisk, where about 5,000 Ukrainian servicemen were encircled. Aside from the lack of equipment, the loss came about because of mistakes in tactical and operational leadership.

With Russian forces advancing simultaneously in other places across the front line, Russia could have pushed much further into Ukraine, encircling Mariupol and pushing for the borders of Donetsk Oblast at least. Russia chose not to do so. It was enough to inflict a humiliating defeat at Ilovaisk and to demonstrate that Russia could at any time disrupt Ukrainian military operations in the east. After the battles of September-October 2014, the war entered a temporary cooling-off phase, used by Russia to rotate, relocate, and re-supply its troops. Due to increased defence spending, partial mobilisation, and improvements in the supply chain (particularly because many tasks of supplying the army were handed over to voluntary organisations), Ukraine was able to field many more regular army units. The winter fighting season started with the battle of Donetsk airport in January 2015.

The Ukrainian soldiers – both regular and voluntary – again showed great courage and resilience, but the battle for Donetsk airport revealed major shortcomings of the Ukrainian Army: poor coordination between armour, infantry, and artillery, as well as between formal Army and National Guard militias, faulty situation-awareness, insufficient communication of changes to the tactical situation, and again tactical as well as operative mistakes. Russia did not beat the Ukrainian forces by overwhelming them, but by outmanoeuvring them. Again, the Russian forces did not exploit their victory to penetrate further into Ukraine. The same pattern was repeated in the fight for the pocket southeast of Debaltseve. Ukrainian soldiers fought with bravery, especially in the city of Debaltseve itself, where the urban environment reduced much of the Russians’ technical and leadership advantage. But Ukraine’s forces should have been withdrawn as soon as possible; it was clear that the bulge would allow the Russian Army to encircle Ukrainian troops again. The Ukrainian withdrawal was chaotic: it was “self-organised” on the ground rather than ordered from Kyiv. The state of denial of the military and political leadership in Kyiv cast doubt on the ability of the general staff. Again, Russia was exploiting the destabilising effect of the defeat without having to govern larger parts of Ukraine on its own.

Russian military behaviour throughout the conflict suggests that the military effort is part of a destabilisation policy aimed at breaking down Kyiv’s resolve to resist Russian demands. Hence, Russia does not need to conquer large parts of Ukraine: it concentrates on inflecting humiliating defeats that come at a low cost. Russia believes that Ukraine will collapse sooner or later: politically, militarily, or economically. Politically and militarily, Moscow so far has underestimated Ukraine’s resilience. But a renewed military offensive seems likely if Ukraine proves to be economically resilient as well.

How will Russia proceed?

Calm should not be taken for granted: as long as Russia sticks to a limited and (officially) undisclosed war, it needs breaks between different phases of fighting. Russia cannot leave its units in the Donbas for very long, because disproportionate losses in the battalions would be hard to hide. So, it is rotating its brigades and battalions in the Donbas. Russia may also hope that one of the pro-Russian states in Europe – Austria, Hungary, or Greece, for example – will veto an extension of sanctions if the front stays calm.

Russia still wants to enforce its rule over Kyiv. If the war were just about the Donbas, Russia would probably have recognised the “people’s republics” as independent states. This would give Russia the opportunity to openly display its presence in the “brother-states” and consolidate its gains. However on several occasions Moscow declined to do so, indicating that the war is just another tool to force Kyiv into submission and hence will continue.

The war is another tool to force Kyiv into submission and hence will continue.

An undisclosed war means Russia must stick to a limited war, or a war of attrition. Any larger, multi-phased mechanised assault into Ukraine would reveal Russia’s direct involvement in the war to the domestic audience as well as to even the most pro-Russian foreign government. Russia would then face increased sanctions, at the least. Russian military analysts are nervous about what the United States would do in such a scenario.

A total offensive to conquer all of Ukraine seems highly unlikely. Russia probably does not have the resources to support an occupation regime all across Ukraine, buy local complicity, and fight a counterinsurgency campaign on a grand scale. A more limited option would be the conquest of Novorossiya up to the Dniepr River. This scenario would omit the probable centres of fiercest resistance and the terrain most favourable for guerrilla warfare and would increase leverage for negotiations with Ukraine on “federalisation” and “neutralisation”. However, it would also increase the costs of the Russian occupation and a counterinsurgency campaign would still be necessary. Moreover, private enterprises would likely avoid doing business in “Novorossiya” for fear of Western sanctions, so Russia would have to pump in Russian public money. Russia could not be sure that Ukraine would negotiate with Russia or that the West would not ramp up its political, military, and economic support – or even accept “West Ukraine” into NATO and the EU, as it did with West Germany. In that scenario, Russia would permanently lose the rest of Ukraine. Therefore, it will try to find a cheaper solution to destabilise Ukraine without provoking a strong Western reaction.

Russia’s most likely course of action is to conduct limited offensives against Ukrainian forces (not necessarily territory) to show Ukraine that violence will only end on Russia’s terms, and to reinforce Kyiv’s economic woes. The war has caused severe economic difficulties and continuing uncertainty about Ukraine’s future will prolong these problems. The longer the economic crisis persists, the greater will be the pressure on the government in Kyiv to find a compromise. Additionally, the West has to pump money into Ukraine because of the economic effects of war, investor uncertainty, and Russia’s trade policies towards Ukraine. Highly visible but militarily cheap victories like Debaltseve could increase frustration among the Ukrainian population, on which Russia could capitalise. Hence, limited military escalations are embedded in a policy of political subversion, trade war, financial isolation, terrorist destabilisation, and political defamation of Ukraine in the West. Russia will be flexible in using its military superiority and will take chances that arise on short notice. Discontent with Ukrainian political measures agreed at Minsk (such as the law of self-governance for the rebel areas) could be used to spark limited rebel provocations or offensives, and Russian troops will be waiting to exploit the Ukrainian response.

Russia has no intention of ending the standoff quickly. Russia knows that even if its economy is deteriorating, Ukraine’s is deteriorating faster. At some point, Russia will probably manage to stabilise its domestic economy. A rapid military victory would inflict great costs on Russia. But as long as the war continues, the costs fall on the West. If Ukraine should collapse after several years of futile Western support, it would deter the West from trying to support any further “Colour Revolution” in Russia’s near abroad.

The myth of Russian escalation dominance

Western policymakers, particularly in Western Europe, often say “there is no military solution to the conflict”. The phrase is misleading and self-defeating. All military conflicts are ended by diplomatic agreements – but the military situation dictates the terms of the agreement.  And as long as the West refrains from further engagement, Russia can pursue its own military solution.

As long as the West refrains from further engagement, Russia can pursue its own military solution.

Moreover, the idea that Russia will escalate the conflict as soon as Western lethal aid arrives in Kyiv is out of touch with reality. In Russian propaganda, Russia is already fighting a proxy war in Ukraine against NATO, the US, or a Western conspiracy. Russia does not care whether its lies are “confirmed” by the West’s actions or not. Russia refrains from total escalation because of costs, not Western behaviour. Russia’s aggressive rhetoric aims to scare off the West – the more seriously the West takes Moscow’s empty threats, the more effective they are.The problem for Moscow is that as long as the US are able to shift forces to the European continent, the West will be capable to mount a military response Russia cannot match. Russia knows that it would lose a major war with the West. But this situation would change if Russia could split the West, especially by splitting the US from Europe. And Russia knows that Western policy makers are hesitant to resort to military means – hence Russia uses military threats for intimidation. Especially nuclear threats are aimed at subverting Western unity and willingness to react to Russian aggression. Since 2008, top Russian officials have threatened to use deep nuclear strikes against selective high-value targets should the West interfere in a conflict in Russia’s immediate neighbourhood. Vladimir Putin entered this game for the first time during the annexation of Crimea, with his remarks about raising the state of alert of Russia’s nuclear weapons. In the past, aggressive rhetoric about pre-emptive use of nuclear weapons formed part of an intimidation strategy to dissuade Europe from engaging in Russia’s “sphere of influence”. But the West could escalate even a nuclear war to Russia’s disadvantage. Russia is betting that in a nuclear game of chicken, the West would back down first.

However, if Russia finds that it cannot deter the West with these kinds of threats, it will hardly escalate further. The West possesses the ultimate escalation dominance. And as long as the West is ambiguous about the support it will provide Kyiv, Russia needs to be careful about the risks it is prepared to take.

Europe’s options

The ceasefire is likely to break down once Russian troops in eastern Ukraine have rotated, reinforced, and resupplied, so the West needs to think more broadly about how to end the Russian-Ukrainian war.

One policy may be to strengthen Ukraine’s capacity to inflict costs on Russian forces – which would make it much more difficult for Russia to deny its level of involvement. Advocates of delivering lethal aid tend to forget that training and doctrine are just as important. Training of Ukrainian military personnel in the West has started begun on a small scale. The common Polish-Lithuanian-Ukrainian brigade as well as US and British training initiatives will also increase the professionalism of Ukrainian military personnel. However, training and education will need time to take effect. The defence -reform that Kyiv has been undertaking since January has so far yielded few results. Kyiv needs to understand that supplementing official state-structures with voluntary nongovernmental ones has its limits: the west for legal reasons cannot deliver heavy arms to voluntary organisations. Deep reform and lustration of the Ukrainian ministry of defence are necessary – most effectively under supervision and involvement of Western officers.

Other options are to deploy military personnel to Ukraine, either in the form of a peacekeeping force or as a unilateral measure of reassurance. The stakes for Russia could be raised further by an ambiguous guarantee for Ukraine’s sovereignty that would not embolden Kyiv to engage in offensive actions, but would threaten a Western military response to Russian aggression, similar to US guarantees to Taiwan. Such measures seem drastic now, and are probably beyond the threshold of acceptability to Western domestic audiences. But European governments in particular need to realise that the longer they refrain from effectively countering Russian aggression, the bolder Russia will become in airing and executing threats to neighbouring countries.

Quand les banques deviennent des marchands connectés

  • En fonction consommation, clients souhaiteront recevront site banque ligne promotions forme « cashback ».

    En fonction de leur consommation, les clients qui le souhaiteront recevront via leur site de banque en ligne des promotions sous forme de « cashback ».

     Le Crédit Agricole finalise le dispositif qui lui permettra d’analyser les flux de paiements de ses clients pour leur offrir des offres commerciales ciblées.

Les banques françaises sont à deux doigts de franchir une nouvelle étape dans l’ère du shopping connecté, qui voit converger le monde du e-commerce et des magasins. Face au développement de nouveaux usages de consommation liés au mobile, elles se sont déjà toutes dotées de portefeuilles électroniques, mais, pour faire mouche, il manquait à ce contenant du contenu ! Les cartes de fidélité et promotions associées sont les grandes absentes de ces « wallets ». C’est ce sur quoi planchent depuis près de deux ans les établissements de l’Hexagone. Selon nos informations, le Crédit Agricole a en particulier quasiment finalisé le dispositif qui lui permettra de proposer à ses clients de bénéficier d’offres commerciales d’autant plus avantageuses qu’elles seront ciblées en fonction de l’analyse de leurs flux de paiements.

Les modalités seront peu ou prou les mêmes pour toutes les banques françaises. En fonction de leur consommation, les clients qui le souhaiteront recevront via leur site de banque en ligne des promotions sous forme de « cashback ». Ils devront sélectionner d’un click celles qu’ils souhaitent utiliser pour que ces offres de remise soient directement liées à leur carte bancaire. Une fois dans le magasin, le simple règlement de l’achat avec ladite carte déclenchera le remboursement partiel sur leur compte.

La plate-forme construite par le Crédit Agricole – qui a vocation à irriguer les différentes entités du groupe mutualiste – constitue le cœur du dispositif : c’est elle qui analysera l’ensemble des flux des transactions des clients volontaires. Et ce grâce à une solution logicielle fournie par la start-up Cardlinkin’, qui viendra s’implémenter sur le système d’information de la banque. Plebicom, spécialiste des services de fidélisation en ligne, apportera de son côté son expertise en matière d’animation du réseau de commerçants partenaires et de négociation des offres commerciales avec les enseignes. Mais «  aucun d’eux n’aura accès aux données », garantit une source proche.

Protéger les données

Les banques assurent en effet avoir pris soin de protéger jalousement les données de leurs clients. «  Le secteur veut préserver son image de tiers de confiance et il n’était pas question de mettre ces informations sensibles à disposition d’autres acteurs  », souligne un expert du secteur, qui garde en mémoire les déboires de ING. Le groupe néerlandais avait reçu une volée de bois vert en annonçant il y a un an qu’il était prêt à partager les données de ses clients avec des entreprises extérieures afin de leur permettre de mieux cibler les consommateurs.

Les banques sont d’autant plus soucieuses de rassurer leurs clients sur ce plan que l’enjeu est important. Source de commissions supplémentaires (voir ci-contre), en démocratisant les programmes d’avantages liés à la carte bancaire, ce type de solution peut renforcer aussi tout à la fois la fidélité de leurs clients et le recours à un moyen de paiement moins coûteux que le liquide ou le chèque.

Or, d’autres acteurs venus d’Internet se positionnent aussi sur cenouveau marché. Pour cause : 90 % des achats se font en magasin. Plebicom lui-même, qui opère le site eBuyClub – 2,5 millions de membres et 1.900 e-commerçants – est en passe de basculer son site de « cashback » dans le monde physique. Il s’est associé à Ingenico pour permettre aussi à d’autres acteurs disposant de sites d’avantages en ligne d’étendre leurs offres à des marchands traditionnels. Dans cette configuration, c’est la plate-forme d’Ingenico qui permettra de faire le lien entre le client, identifié par sa carte quand il paie sur le terminal de paiement, et Plebicom qui déclenche l’offre de remboursement. Le spécialiste de la fidélité en ligne a déjà trouvé un accord de poids : il prépare la bascule dans le monde physique d’ici à la fin de l’année du site Ma Galerie Marchande de MasterCard

Les ETI prospèrent dans la nouvelle région Midi-Pyrénées-Languedoc-Roussillon

  • Les ETI prospèrent nouvelle région Midi-Pyrénées-Languedoc-Roussillon

D’après la dernière note de l’Asmep-ETI et Trendeo, ce nouveau territoire concentre, sur les douze derniers mois, 13,5 % des emplois créés par les entreprises de taille intermédiaire, et se rapproche ainsi du leader qu’est l’Ile-de-France.

La réforme des régions, qui sera effective au 1erjanvier 2016, dégage de nouveaux leaders. D’après la dernière étude réalisée par l’Asmep-ETI et Trendeo, qui ont analysé la répartition des emplois créés ces douze derniers mois par les Entreprises de taille intermédiaires (ETI) sur la base du nouveau découpage régional, et que les Echos dévoilent, la région Midi-Pyrénées-Languedoc-Roussillon est une des grandes gagnantes. Le territoire est en deuxième position, avec 4.019 emplois créés entre mars 2014 et mars 2015, soit 13,5 % du total national (29.865 emplois). L’an dernier, Midi-Pyrénées, déjà au second rang, représentait 8,7 % du total. L’écart se resserre donc avec l’Ile-de-France, qui reste toujours loin devant avec 7.718 emplois créés (25,8 %). Le Nord-pas-de-Calais-Picardie se place en troisième position avec 3.083 emplois créés (10,3 %). Le nouvel ensemble Lorraine-Alsace-Champagne-Ardenne fait lui aussi une belle percée en prenant la quatrième place (2.510 emplois, soit 8,4 %). Prises séparément, ces régions se situaient l’an dernier bien en dessous de l’échiquier puisque la Lorraine n’arrivait qu’en 9è place (4,5 %) la Champagne-Ardennes et la Lorraine n’occupant respectivement que la 13è et 14è place. Curieusement, le géant territorial composé de l’Aquitaine-Poitou-Charentes-Limousin n’arrive qu’en 7è position avec 1.467 emplois crées (4,9 %), assez loin derrière les Pays de la Loire (7,4 %) qui sont pourtant restés seul.

Moins de destructions d’emplois

Autre donnée révélée par l’étude : les créations d’emplois de ces douze derniers mois ont été principalement réalisées dans le commerce et les services « mais on trouve également des secteurs industriels comme les industries alimentaires, la chimie, l’électronique ou l’aéronautique ». Les chiffres montrent aussi une amélioration du solde net des emplois créés. Si les créations d’emplois par les ETI ont légèrement progressé, passant de 8.062 emplois au premier trimestre 2014 à 8.592 emplois au premier trimestre 2015 (+6,6%), ce sont surtout les suppressions d’emplois, en recul de – 8.781 à – 5.986 (-31,8%) sur cette même période, qui font la différence. C’est cette accalmie du côté des plans sociaux qui fait que le solde net des créations d’emplois passe de -719 à +2.606 emplois en l’espace d’un an.

Focus sur la French Touch

La « French Tech » désigne tous ceux qui travaillent dans, ou pour les start-up françaises en France ou à l’étranger et qui s’engagent pour la croissance et le rayonnement international des start-up.

Ce label est porté par le Gouvernement et a vocation à mettre en valeur les initiatives des membres de la French Tech qui ont réussi et qui peuvent être reproduits.

Les objectifs poursuivis par ce label se situent à 3 niveaux :

Fédérer

Une démarche de labellisation d’écosystèmes attractifs en régions a été mise en place ; il s’agit  des « Métropoles French Tech ».

Ces écosystèmes se caractérisent par une concentration importante d’atouts favorables au développement des start-ups (culture entrepreneuriale, talents, maitrise technologique, financement, etc.)

Aujourd’hui 9 métropoles sont labellisées French Tech (Lyon, Nantes, Rennes, Aix-Marseille, Lille, Grenoble, Bordeaux, Toulouse et Montpellier).

Accélérer

Pour accélérer la croissance des start-up, des moyens sont mis à disposition :

  • Le fonds French Tech Accélération : un fonds d’investissement de 200 millions d’euros, géré par Bpifrance.
  • Le Pass French Tech : un accompagnement stratégique et opérationnel en terme de recherche de financements et de visibilité
  • La bourse French Tech : pour obtenir des fonds en vue de créer une entreprise innovante
  • Recherche publique : l’accès au site http://www.icommunity.fr

Rayonner

La promotion du label à l’international est également une composante majeure, ainsi, 15 millions d’euros sont investis pour renforcer l’attractivité de la French Tech à l’international autour de 3 volets :

  • L’émergence de French Tech Hub au sein de grandes métropoles internationales
  • Le lancement de la Plateforme d’attractivité internationale de la French Tech
  • La création du French Tech Ticket qui vise à attirer les entrepreneurs étrangers à créer leur start-up en France.