Emmanuelle Raveau is director of external communication and marketing at EY France, a world leader in auditing and consultancy. Being in charge of brand deployment means she has a hand in strategic thinking, above all when it comes to innovation and contributing to the transformation of the company. Based on her own wealth of experience, she shares with us her vision of brand publishing
What kind of strategy are you developing at EY France, regarding both web platforms and social networks?
Emmanuelle Raveau: Our brand
deployment strategy is quite new when it comes to developing content. We have
been creating branded content for a very long time and we have published
numerous studies in PDF format focusing on our four main branches of activity:
auditing, advisory services, law and tax, as well as transaction advisory
services. But this content needs to be more visible because it generates
business for us. Our website, which is currently being revamped, is like a shop
window displaying EY's expertise. While waiting for the modifications to be
completed we decided to create our own content web platform in order to
broadcast content in a more intelligible and accessible way. Our clients need
us to deliver extremely high-quality, tailor-made content that responds to the
challenges faced by company CEOs. Our "Questions of Transformation" website
stands out from the crowd, with interviews with CEOs from large companies
speaking about transformation, its impact and how they have addressed issues
related to it.
Discover the "Questions of Transformation" website:
How does this approach fit in with the company's more global strategy?
E.R.: It fits perfectly with an initiative that
we have launched internally called "TDay" or "Transformation Day". This
involves a series of conferences aimed at our target audiences in which CEOs of
large companies speak about the theme of transformation. We need content that can
become and remain viral. Brand publishing constitutes turning the brand into a
media channel. It shouldn't be just another logo on the side of a building but
a sign of expertise backed up with associated content. Our clients need to be
able to rapidly find data related to issues such as the industrial sector of
the future, the housing market or the health sector, in order to fuel their thinking.
With this new way of approaching content we are a lot more reactive: we now
have continuous information. Today, all too often, the digital option consists
in carrying out a study that is not in printed form and publishing it online as
a PDF: the digital approach is more than that, it is a state of mind. We need
to have a digital mind-set from the very beginning when it comes to our
studies, whether on our web platform or on social networks. We need to think up
different formats that are not downloadable.
«Our clients need us to deliver extremely high-quality, tailor-made content that responds to the challenges faced by company CEOs»
How do you succeed in reaching diverse target audiences?
E.R.: Before we had a tendency to publish a lot
of content linked to our expertise without asking the right question: which
type of content should be directed towards which target audience, and is this
really the content that they need? Our approach is based on client experience,
which was not necessarily something that a company like ours was used to. We
now think about the specialist topics that might interest our clients, topics
linked to organizational transformation, which is a major issue for all
companies whatever their size of level of activity. When supporting our clients
we always ask ourselves what will make the difference in a competitive
environment – this is what captures their attention.
of the website's audience comes via social networks
What do you think are the most relevant formats for capturing the attention of your target audience?
E.R.: I'm in favour of relatively
short, journalistic-style formats. Academic formats, which can be 40 or 50
pages long, no longer really respond to the challenges that the digital world
has brought with it. The longest amount of time an avid reader dedicates to a
newsletter is six or seven minutes max. In that amount of time you have to give
them the most up-to-date information and shed as much light on it as possible.
They will then be able to take away three or four key words or figures from it
for the day. This information, which will offer them both food for thought and
a framework for action, must act as a gateway to subjects as diverse as the
industrial sector of the future, tomorrow's health care or the augmented
HER LIFE PHILOSOPHY
Who is your guru?
I don't have a guru as such but I like to draw from different sources of inspiration. That's also the basis of how we operate.
What is your mantra?
This quote from Sébastien-Roch Nicolas Chamfort: "The saddest of days is the one when we don't laugh," because the world around is difficult enough as it is.
How do you balance your chakras?
Through museums, exhibitions, the opera... through culture in general. I recently went to see a ballet, "Drumming Live", at the Bastille: I came out of it feeling electrified!
What is the impact of social networks on your strategic communication?
E.R.: The primary ambassadors of a
brand and what a company produces are the people who work in that company. If
you haven't completed your internal business plan then you are also
jeopardising your external one too. As a result, our web platform was first
launched internally, so that internal staff could become familiar it and then
take ownership of it. We can't oblige staff members to massively share
company-related content online: they will only pass on information if it has a
value. After launching the site internally we rolled it out externally, with
social networks as our basis. This was mainly done via LinkedIn and Twitter,
where different stakeholders are waging a veritable "format war", notably in
order to make sure that their slogans and videos "stand out".
Do you consider yourself a publisher?
E.R.: No, not yet! But we do publish
an enormous amount of content and we are drastically changing the way we distribute
that content externally. Thanks to the web platform and the overhauling of our
website we're on the right track, with brand publishing that has strong digital
support and that focuses on client experience.
Where do you see your content in 10 years' time?
E.R.: We should have content that
goes beyond the limits of our expertise. EY will not become a think tank, but
it would be interesting for us to take on a new dimension and to become a real
stakeholder when it comes to making social and economic commitments. I believe
it's important to have a voice that goes further than our expertise, which will
always remain irrefutable. We will carry out qualitative analysis of microdata,
which is what will push us beyond the boundaries of our natural fields of expertise.
For example, we will produce studies on life on Mars. The wealth of data
available will most probably help us.
Emmanuelle Raveau, Director of External Communication and Marketing for EY Western Europe & Maghreb
Emmanuelle Raveau is a BMC EMEIA EY board member whose tasks include team management and strategic thinking in the field of communication and marketing, innovation and contributing to the transformation of the company. She joined EY in 2001 and successively held the positions of head of marketing for France’s entrepreneurial market and director of internal and external communication. Previously, when working for Groupe Credit Agricole, she was in charge of external, client and events communication (1996 – 2000). In June 2017 she was elected president of the Communication & Enterprise network.
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