This document presents the system of surveys and indicators, in use since 1987 which allows France Telecom to monitor customers on a permanent basis. It then goes on to explain how this set-up mobilises and stimulates operational units. It also describes the role and the missions of a permanent group of experts, which advises on the conception, production and diffusion of the programmeâs results. The role and missions of experts are illustrated by nearly a dozen examples of operations. The conclusion brings out the main items of our review of ten years of customer monitoring, together with the facilityâs prospects for future development.
This paper presents an approach to this end, in several steps: - to define the object and the relevant scope for a convenient strategic analysis; - to describe the object with its environment trough relevant factors and variables; - to proceed to a structural analysis, resulting in a short list of key-factors. From then on, the approach develops along two different, but interdependent lines: - on the one hand, a systematic Scanning of these factors; - on the other hand, a follow-up of the strategic analysis with hypotheses on future trends concerning the key-factors, the building of scenarios for the future, with analyses of the actors' roles. To implement this approach, three categories of data are required,, each of them leading to a specific scanning: economic and competitive scanning, technological scanning, social, cultural and political, scanning. For the 90âs, the last category requires new developments, both at the conceptual level and at the level of data. Furthermore, it is cleat that the three types of environmental scanning will increasingly have to be carried out at the environmental level. A selection of case studies will easily illustrate the variety and interest of possible applications. This approach can be of some interest not only for Strategic marketing, and R&D (research-development], but also for management of human resources, external and internal communication, and of course for the top management. This approach is relevant., not only for firms and business, but. also for every institution which has to set. up its own strategy according to its environment and to hypotheses for the future.
This paper presents an approach to this end, in several steps: - to define the object and the relevant scope for a convenient strategic analysis; - to describe the object with its environment trough relevant factors and variables; - to proceed to structural analysis, resulting in a shortlist of key-factors. From then on, the approach develops along two different, but interdependent lines: - on the one hand, a systematic Scanning of these factors; - on the other hand, a follow-up of the strategic analysis with hypotheses on future trends concerning the key-factors, the building of scenarios for the future, with analyses of the actors' roles. To implement this approach, three categories of data are required,, each of them leading to a specific scanning: economic and competitive scanning, technological scanning, social, cultural and political, scanning. For the 90s, the last category requires new developments, both at the conceptual level and at the level of data. Furthermore, it is cleat that the three types of environmental scanning will increasingly have to be carried out at the environmental level. A selection of case studies will easily illustrate the variety and interest of possible applications. This approach can be of some interest not only for Strategic marketing, and R&D (research-development], but also for the management of human resources, external and internal communication, and of course for the top management. This approach is relevant., not only for firms and businesses but also for every institution which has to set up its own strategy according to its environment and to hypotheses for the future.
In this paper, we try to give an overview of the present situation of opinion polls in France and of the main recent developments in the field.
The purpose of this paper is to describe some main features of the "cultural industries" as a basis for a discussion of corporate strategies in the field. The future of these industries relies on cannon trends which affect the cultural features of our societies and the ways of social communication. The main source of this paper is an important research which has been carried out in France during the years 1976-77, on the economic and marketing aspects of the main "cultural industriesâ. Due to this main source, the facts, figures and trends presented will generally refer to one specific country: France. In the first part of this paper, we present some main findings about the factual situation of cultural industries, concerning mainly their structures and their inter-industrial and international relationships. Afterwards, we discuss in a second part the corporate strategies in the field of cultural industries. Finally, an attempt is made, as a conclusion, to put some questions about the new strategies for the 80's.
Compared to consumer and production goods industries, market research (meaning thereby above all field research) has been rather scarce in tourism. These last years, an increasing activity could be observed in this field. Yet, initiative has been primarily individual and deprived of coordination. The reason may stem from the diversity of potential tourist market research carriers (national, regional and local tourist organisations, travel agencies, transport institutions and the like).
The following report deals only with survey on French tourists who spend their holidays in France. The I.N.S.E.E. had already included questions on holiday spending in the survey mentioned above, which was effected a posteriori. It aimed to determine the range of total expenditure but was, however, divided into 3 major sections: transport, lodging, other expenses (especially food). In August 1967 , SOFRES conducted a first trial survey, using the method of a diary of the expenses which was handed out by an interviewer in the holiday resorts themselves. At the time of writing, the fieldwork has not been completed, so for the moment the final conclusions of the experiment are not available. Several comments may, however, already be made.
The need for more accommodation does not, however, mean the creation of just any accommodation anywhere. It means the provision of sufficient accommodation of the right type in the right place. The extent and type of additional capacity required may well vary widely between different localities. If the development of accommodation facilities is to be efficiently planned, therefore, detailed information is necessary upon the current demand and supply and probable future trends in each locality. In many cases, this information is not available to planners in any form. It is in the provision of this information that industrial market research techniques can make a valuable contribution. This paper is concerned with the development of a methodology which will yield the required information on how much? of what? where?
During the past two decades an every year increasing part of the Dutch population went abroad on holiday. To indicate how this overall growth of the market for holidays abroad has developed, we show some figures from representative NIPO sample surveys. The figures indicate in what percent of Dutch families one or more persons went abroad for their holidays in the years indicated. The trend of going abroad is even steeper if analysed in connection with the number of families who take a holiday away from home at all.