Elodie Gaussares

I enable scale-ups, SMEs and Midcaps to benefit, over the long term, from the support of a marketing and digital expert at the pace that suits their needs, to accelerate during the take-off phase, react to a downturn in their business or anticipate market developments. My support helps to increase the online visibility of the company and increase e-commerce turnover: - Building and redefining brand identity - Building the digital marketing plan: definition of the objectives in line with the company's strategy, building the marketing and digital strategy to meet the challenges of the company's reputation and growth, and providing the sales teams with the best tools, in particular a qualified and segmented database. - Increase turnover > Generating leads: implementing a content strategy to establish the company's know-how and expertise, which will improve the company's Google referencing and generate qualified traffic (prospects). > Developing online acquisition and loyalty channels: defining a CRM strategy (the right message at the right time to the right person), running the database to increase customer acquisition and loyalty, optimizing the allocation of budgets between online (SEA, SEO, affiliation, RTB, etc.) and offline (TV) marketing channels. - Managing digital projects: website redesign, creation of mobile apps, CRM or marketing automation deployment Examples of missions : - B2B / datavisualisation (brand platform redesign, definition of marketing strategy) - Vegan chocolate (executive coaching, marketing strategy) - Online training (optimization of online marketing channels and e-commerce website) - Contemporary art gallery (redesign of the brand platform, digital marketing strategy, website redesign) - Online ecological hygiene products (e-commerce training for marketing teams)

Digital transformation | Product strategy | Cross-functional leadership | Change management | E-commerce optimization Pluxee France, ex-Sodexo Pass France, B2B2C services (employee benefits, motivation solutions and employee engagement) 350 employees for a business volume exceeding €1 billion Member of the management committee (CODIR) Management of 45 people Management of the B2B2C strategic plan (market shares, 3-year budget) Product development: value proposition, business case, delivery management in agile mode, UX-UI, continuous improvement of the user experience, go-to-market management (product marketing) Digital marketing: acquisition (SEO, SEA, display, RTB, Email), website management (B2B lead generation), content marketing (blog, podcast, webTV), social media Deployment of the new B2B2C brand, management of external communication (PR) and events 1. Challenges o Structuring a Product team using existing resources to improve user experience and market share. o Profitably develop the SME segment o Optimize operational efficiency between Marketing, Product, Tech & Sales departments o Adopt a B2B2C approach to support commercial activity (B2B) 2. Actions o Design and validate an optimized organization with the CODIR and the CSE. o Train and recruit the necessary digital & product skills (+7 FTE) o Develop an SME e-commerce journey starting from existing interfaces (cost/time/quality optimization) o Strengthen collaboration through new processes between Marketing, Sales, Product & Tech o Launch innovative B2C initiatives with the 1st communication plan targeting end users to strengthen engagement (email, podcast) 3. Results o Close-knit team with significant improvement in cross-functional collaboration, go-to-market, product roadmap o +2M€ of additional profitable business volume in SME in less than 2 years o B2C NPS increase

Brand redesign | B2B2C transition | Digital strategy | Change management | Budget planning HR Tech founded in 2008 in recruitment and career management for young graduates Around 300 employees serving millions of users in Europe Management of a multidisciplinary team of 25 people (France & Germany, functional link with other countries) Responsible for product marketing, digital marketing (growth, SEO, SEA, Display) Responsible for the brand, graphic studio, social networks and content marketing Management of the marketing budget for France and Germany Transition management 1. Challenges o Define the 1st B2C France and Germany strategy to move from a B2B model to a B2B2C approach: better address GenZ and support activity, within a framework of post-Covid budgetary constraints o Strengthen the legitimacy of Marketing through better collaboration and integration with the Product o Remotivate teams after a complicated 2020 in the recruitment sector 2. Actions o Re-engage teams through listening, co-construction of a new vision for management, onboarding of the new marketing director o Redesign the brand towards a B2B2C approach: creation of the Brand & Content Factory, overhaul of the graphic charter (GenZ codes) o Develop the first B2C digital marketing budget (France, Germany), support change through the co-construction of the budget between Product and Marketing, internal education on KPIs with general management and DAF 3. Results o Re-motivated team (low turnover rate despite a dynamic job market) o Adoption and deployment of the new brand charter, increasing engagement on the social networks of our core target (GenZ) and supporting commercial activity (B2B sales in employer branding) o Strengthened collaboration between Marketing and Product: alignment on a common budget, which strengthens the commitment and trust of all

Brand redesign | Profitability strategy | Cross-functional leadership | Change management | Digital acquisition monAlbumPhoto.fr, subsidiary of the M6 group (2010-2018), then albelli group (since 2018) French leader in personalized photo products with €30M turnover and 130 employees Member of the Management Committee (CODIR) Management of a multidisciplinary team of 30 people Responsible for B2C marketing & communication strategy, branding, acquisition (SEA, SEO, emailing, affiliation, RTB), loyalty (CRM / newsletters) Media TV for awareness and commercial performance (advertising creation, media planning in DRTV mode) Management of the product offer (design/development of products using agile method), annual roadmap with IT (web, mobile with native iOS/Android & responsive apps) Management of e-commerce strategy, e-merchandising, commercial performance (promotional plan, P&L responsibility/gross margin) Management of internal & offshore Customer Service (quality of service, customer satisfaction, NPS) 1. Challenges o Create a strong brand to differentiate yourself in a commoditized market o Optimize profitability (acquisition costs, promotional plan), in a competitive market, while maintaining turnover growth o Optimize resources (continuous search for the optimum) o Improve collaboration between Production, Finance, Marketing and IT departments to maximize business & costs 2. Actions o Work on the commercial effectiveness of the brand (blog, copy TV, thematic online stores) o Lead change during the acquisition by albelli, integrating the group's business and HR standards into the daily lives of the teams, while maintaining commercial performance 3. Results o Strengthened brand with a market share of 17% o Improved conversion rate (+50%) o Optimization of acquisition costs (-40%) and profitability o Success of the takeover: successful transition to group standards (85% customer retention upon migration)

- Brand management - Press relations (relationships with journalists, press releases, press conferences) - Construction of the double-entry marketing plan for lenders (BtoC) and borrowers (BtoB) > Acquisition: Digital marketing (display, RTB, adwords/SEA, SEM) & offline marketing (print, radio, tv) > Growth hacking > Loyalty: Implementation of automatic conversion, activation and loyalty scenarios on the customer base > Content marketing (via Hubspot in particular) - Reporting (improvement of web conversions, Google Analytics, Google Adwords, Salesforce) - Budget management - Operational communication in support of Business Development teams (trade shows, sales documentation...)

Product strategy | Growth strategy | Profitability | Change management | Project management | Innovation Boursorama, online bank, subsidiary of Société Générale French leader in online banking with more than 3 million customers, €207 million net banking income and 800 employees Management of the product team (4 people) Construction and development of the product strategy for prospects and customers Coordination with COMEX to validate new offers Development of the range of financial products and services Creation and optimization of customer journeys 100% online with electronic signature Management of web, CRM, and back-office projects (role similar to business MOA / Product Owners) 1. Challenges o Create the product team to improve customer journeys and develop competitive banking products. o Develop additional income to compensate for the “zero costs” strategy and improve profitability. o Accelerate growth (1M customer objective) by developing rapid growth levers. o Improve internal collaboration and effectively integrate the product team into an existing organization where relationships were already well established. 2. Actions o Develop innovative and profitable products (100% online insurance, modernization of payment means protection) o Optimize operations (renegotiate partner commissions, improve web journeys) o Support change management and train teams (mainly coming from Customer Care) in the adoption of effective marketing and product methodologies, formalize product processes 3. Results o Strengthened team (doubling in 2 years) o Product innovations having improved acquisition (1M customers in 2014) & customer loyalty, generated additional revenue. o Improved collaboration and integration of the Product team with other departments, strengthening cohesion and efficiency.

Skills: Lancement de produit · Indicateurs de performance · Vision produit · Compétences analytiques