Gratis wifi in winkelgebied Almere


Almere Centrum kan beschikt vanaf vandaag over gratis Wifi in het hele winkelgebied. Daarmee is Almere Centrum één van de eerste gebieden in Nederland waar bezoekers in een ruimte van één vierkante kilometer kosteloos, zonder inloggevens en een wachtwoord, gebruik kunnen maken van een naadloos wifinetwerk.

Het gratis wifinetwerk is tot stand gekomen door samenwerking van de Ondernemersvereniging Stadscentrum Almere, vastgoedeigenaren Klépierre en Unibail-Rodamco, de gemeente Almere, Windesheim Flevoland, Almere City Marketing en VodafoneZiggo.

Almere Centrum denkt hiermee ook klaar te zijn voor de toekomst. Nik Smit, directeur van Almere City Marketing, zegt: ‘Het maakt ook dat je buiten naar binnen haalt: Als je face-timend met je vriendin uit Den Haag je outfit uitzoekt ziet zij meteen wat een mooi centrum wij hier hebben.’

How Cities Can Save Small Shops

from: The Atlantic/ Citylab, by Karen Loew

This space on First Avenue has been vacant for months.

Some places are already taking action, but New York City is lagging behind. Here’s a blueprint for keeping local retail healthy.

Jane’s Exchange co-owner Gayle Raskin in her shop (Karen Loew)

This is the moment for mom-and-pop shops to assert their value proposition, says Olivia LaVecchia, a research associate at the Institute for Local Self-Reliance in Washington, D.C. “There’s really a failure to recognize what a powerhouse small businesses are,” says LaVecchia, citing their interdependency with other desirable local outcomes, such as maintenance of affordable housing and jobs.
A recent report from ILSR advocates six policy approaches that any locality can apply. These ideas lend themselves to being customized. After a raft of tavern closures in England, a new process was born to dub locals Assets of Community Value that could follow a path to business preservation. Now the Ivy House is thriving as the first cooperatively owned pub in London. In the Latin Quarter of Paris, when too many bookstores closed, and too many tourists thronged, the city’s Vital Quartier program was born to combat “blandification” and promote the tenancy of culturally significant organizations. From Barcelona to Buenos Aires, cities are demonstrating that local retail culture matters.But in New York City? “Crickets,” as Kirsten Theodos would say. She’s the passionate coordinator of Take Back NYC, which advocates for passage of the Small Business Jobs Survival Act, or SBJSA, the only measure to directly address the matter of rent rates and lease renewal, which is what proprietors will tell you is their number-one problem.

But the sound of silence in New York is starting to change. There are many ideas circulating from various politicians and groups—even more now than two years ago, when I optimistically wrote a roundup of proposals for my former job in East Village preservation (and came to know some of the people cited in this article). A proposal under consideration by Community Board 3 in downtown Manhattan would create a special zoning district in the East Village aimed at limiting the number of new chain stores and banks. A recent rally in favor of the special zoning district was held in front of a Starbucks under construction on Tompkins Square Park, one block from where the popular Café Pick-Me-Up was reportedly driven out by landlord demands. A candidate for mayor and a candidate for public advocate are both making small business a central campaign topic.

But that’s just the thing: So much is always on the brink of happening.

While Gotham talks, Jersey City, directly across the Hudson River, acts. Its city leadership just voted to reaffirm a similar “formula retail” provision capping how much of its downtown street-level retail can be chain stores.

Small business advocates say the reason for inaction, in this case, is that Mayor Bill de Blasio and the most powerful councilmembers simply have no desire to touch the third-rail topic of commercial rents when the Real Estate Board of New York is one of the most reliable sources of campaign cash. A REBNY rep was one of the four people to speak against the proposed special district in the East Village, among several dozen emphatically in favor, at a June hearing on the matter, held by Community Board 3. As State Senator Brad Hoylman, a Democrat who represents much of the East and West Village, delicately put it to me in an interview last month: “The truth is at the local level, and state level, the real estate community is very influential. It’s up to constituents and tenant advocates and small business owners to push back on that.”

This May, Hoylman released a report documenting the empty state of storefronts on Bleecker Street, which was a shopping destination a decade ago. He says he was promptly contacted by a number of people in the real estate industry with input to give. He plans to hear from them, but says that he stands by his policy recommendations, which if taken together would form the kind of robust, multi-pronged strategy that has succeeded in San Francisco, where it kept mom-and-pop stores a visible part of the city’s fabric. The plan includes support for the SBJSA; “formula retail zoning” that allows chain stores only by permit, not by right; disincentives to landlords for keeping spaces empty, plus incentives for filling them, even with temporary uses; fairer taxation; new data collection; and creation of a Legacy Business Registry like that in San Francisco, which helps to raise the profile of historic old restaurants and shops (and in SF, to direct some money to them as well).

Manhattan Borough President Gale Brewer, too, promotes a packageof policy fixes, with the notable addition of “condo-izing” storefronts, so that shop owners can have more control over their business, without having to buy an entire building. Like Hoylman downtown, her staff counted empty storefronts uptown, finding a similarly sad situation. At that City Council hearing in September, the city’s reps from City Planning and Small Business Services (SBS) made it clear that they had no real data on small business numbers, or plans to gather any.

That lack of direction from the top is why our streets look and feel the way they do. Sure, there are a handful of smaller government programs, whether a retail set-aside in Harlem or a Love Your Local campaign across the city. But a place determined to keep its retail culture must approach it holistically, and with teeth, as San Francisco has, or as Hoylman points toward.

Back at Jane’s Exchange, Raskin herself acknowledges that if her children were toddlers today, Amazon would be mighty appealing. Chain stores can be useful, and online shopping can be convenient. But what NYC’s small business advocates want to see is an environment in which successful small businesses can stay open—and new businesses can have the time to become successful. There are ways to do it. What New York City leaders need now is will.

Here’s What Transport for London Learned From Tracking Your Phone On the Tube


At the end of last year, between 21st November and 19th December, Transport for London carried out an intriguing trial: It was going to track your phone on the London Underground.

Today, thanks to the Freedom of Information Act, Gizmodo UK can exclusively reveal some of the utterly fascinating findings that the agency has been able to make from all of our data – and how the plan, if the trial is deemed a success and tracking is implemented full time, is also to use the data to inform advertising decisions on the Tube network.

Where and Why The Trial Took Place

This four week period was merely a pilot project – baby steps to test the water and see what could be learned – as well as, presumably, what the backlash would be like once passengers know that TfL is hoovering up data from phones whether they are connected to TfL’s Virgin Media Wifi network or not. Wisely, it was accompanied by a publicity campaign which included posters in stations and articles in the Metro – so that passengers could at least be informed that it is happening, rather than being horrified several months later when somebody spills the beans.

To have had your data collected in the trial, all you needed to have was your wifi switched on – then the various wifi hotspots around the Tube network would be able to pick up your phone (or tablet, or laptop, or whatever)’s unique MAC address that enables you to be identified.

The good news for the paranoid is that TfL appears to have gone out of its way to make sure everything is above board. In the documents that Giz UK has seen, it makes clear that it is only MAC data that’s collected (ie: they’re not monitoring the websites you visit) – and that this data is stored as encrypted hashes – so even if hackers could somehow break in and obtain the collected data, they wouldn’t be able to get any MAC address data.

As it was only a trial, only 54 out of out of 270 tube stations were involved. Mostly in Zone 1 and everything in the red patch below, apart from Tottenham Court Road, which doesn’t have wifi yet (because they’re too busy building Crossrail).

Though as you can see, the trial did extend out further up the Metropolitan and Northern Lines. According to the documents, the idea was to test whether a station being underground or not has an impact on wifi usage. If someone is at, say, Finchley Road, which is above ground, will they just use their phone’s mobile signal, or will they connect?

According to TfL’s one day analysis of Vauxhall station, for every 3 people who touched in at the Oyster gateline, they saw one person wifi device picked up by the wifi traps. This either means that the Virgin Media wifi is really popular – or there are a lot of people out there walking around with their wifi switched on.

So what has TfL learned? Here’s what we think are the most interesting results from the documents.

Route Tracking

Perhaps the number one reason to do the trial was to better understand the journeys that people actually make on the Tube. At the moment, TfL can tell what station you started and ended your journey at based on your Oyster card – but it can’t tell how you got between two locations. It sometimes supplements this data with a Rolling Origins Destination Survey (RODS) to figure out specific routes, but this is done manually, which is expensive and time consuming.

So one immediately obvious benefit of the wifi data is being able to collect the same data much faster, on a larger scale, and for a fraction of the cost. If you look at the slide below, you can see how popular different routes between Liverpool Street and Victoria are.

So if you travel via Oxford Circus, you do the same as 44% of other people. If you lazily sit on the circle line you do the same as 26% of people making the same journey. And if you change twice – once at Holborn, then again at Green Park, then congratulations, you’re a psychopath.

According to one document, the inclusion of the Finchley Road to Wembley Park section of the Jubilee and Metropolitan lines (they run next to each other – the Jubilee just stops at more stations in between) was deliberately included in order to observe customer behaviour when there are two options where one is obviously faster than the other (It takes 5 minutes on the Met, 12 on the Jubilee).

TfL even checked if this data was accurate, by matching it up with actual train timetables, and was able to demonstrate how on one journey southbound down the Victoria Line they were able match the wifi data of one passenger and figure out which specific train they were travelling on.

The upshot of this is fairly obvious. As TfL says itself “By using Wi-Fi data, merged with aggregated Oyster and Contactless ticketing data we would have a far richer data source to ensure optimal and evidence based decision making for a wide range of planning decisions.”.

In-Station Tracking

It isn’t just travel across the whole network that can be tracked by wifi. It’s even possible to track your location within an individual station – presumably by working out which access point that you’re closest to.

This means that TfL can use the data to make cool maps, like this:

This is a heat map of Euston tube station and shows where passengers walked around the station. Comparing this to the excellent 3D tube map from the Station Master app reveals that the busiest platform by some distance is the southbound Victoria Line. Which perhaps isn’t surprising as that’s the line you need if you want to get to Oxford Circus.

TfL hopes that this data could be used to analyse crowding. For example, the Northern Line was included in the trial as the two branches enables them to compare how the City and Charing Cross branches impact each other. The documents also seem to suggest that if TfL switched on tracking full time it could offer real time crowding information to passengers – so we could see a CityMapper of the not-too-distant future telling us which stations to avoid.

TfL also thinks the crowding data could be used to “Inform decisions on how many staff needed at each station and in what role”. This no doubt nods towards the recent reorganisations which have seen ticket offices close across the Tube network – which has provoked huge controversy in some quarters. One thing that everyone will like, though, is that the same data could also be used to monitor how long passengers have been stuck on trains or held outside of stations – and refunds could be offered as a result.

The in-station tracking enabled TfL to work out the average travel times between different parts of stations. Pictured above is Victoria – which reveals that it takes on average 86 seconds to take the escalator from the ticket hall to the Victoria Line platforms, and 67 seconds to walk along the platform from end to end. This could also have health and safety benefits, as this data could be fed into evacuation planning, and also help TfL test new initiatives. For example – remember the Holborn escalator trial? Using wifi data could give TfL researchers better information on whether they are making journeys faster.

Advertising Potential

In what will no doubt be the most controversial aspect of the trial, the possibilities of using the data to inform advertising are a big motivation. And to be fair to TfL, you can understand why. “TfL is under increasing financial pressure”, the documents note, adding that “The Department of Transport grant we receive (£591m in 2015/16) will be removed from 2018. In addition, fares are to be frozen over the current mayoral term (2016 to 2020).”

So could wifi tracking provide the extra cash to pay for Mayor Khan’s big fare freeze? According to a detailed grid outlining the rationale for the trial, the advertising upshot could be valued at hundreds of millions of pounds because TfL will be able to offer better analytics to advertisers about exactly how many people are looking at their ads around the tube network, because they know where you’re standing.

Being able to estimate the footfall in different parts of each station – and even roughly how long you’ll be staring at each advert – means that they can offer differential pricing depending on how good each advertising slot is. Being able to “demonstrate customer journey pattern volumes” will “enable advertising assets to be sold on a campaign level where the same customer views the same advert”. In other words – as TfL know your commute, if you’re the consumer a company wants to attract, they’ll know exactly the right places to buy ads so that you’ll see them.

The thinking on advertising has gone into some detail too. The docs reckon the data could also be used to choose which advertising slots on the Tube could be upgraded to digital displays next – and using the timing data even decide how long each digital ad will be displayed before switching to the next one.

Customer Attitudes to Tracking

Based on the documents we’ve seen, it’d be easy to write a scaremongering hit-piece based on scary quotes about tracking and advertising. But what’s interesting to see is the level of care TfL took before going through with the trial.

For example, there are numerous privacy assessments, and different tasks are assessed for how they’d use the data. In one document it raises privacy concerns – pointing out that this new data could conceivably be mashed up with data from Oyster or CCTV to enable the close tracking of individuals. This wasn’t done in this trial – though it’s clear that if it wanted to, TfL could conceivably create an Orwellian nightmare for Londoners – so if this does get switched on full time, it’ll be something new for privacy watchdogs to keep a close eye on.

What’s interesting though is that the cache of documents contains the results of research that TfL commissioned from a company called 2CV aimed at analysing customer attitudes to tracking their data – which makes for interesting reading.

For example, it revealed that customers are much more okay about sharing data when they feel that they are making an “informed decision”, and that many people are “apprehensive” about mobile tracking, because it is so new. The sharing of location data in particular is “viewed differently” to other private information too.

“It is clear that communicating the technology and raising awareness of its use will be critical in driving acceptance of TfL using it”, the research notes. Apparently once people understand the benefits, they are much more accepting of it.

Perhaps most intriguing though was that TfL decided to focus group reactions not just to the Tube wifi tracking – but to other potentially trackable aspects of London’s transport too. Unfortunately all we have to go on is these two slides – but this doesn’t mean we can’t wildly speculate. For example – it proposes using bluetooth to track vehicles in order to collect real time congestion data. It also suggests that by using an app, a customer could share their location data with TfL directly and have it automatically hooked up to their Oyster or Congestion Charging account.

Perhaps most intriguingly is mobile phone tracking – which appears to an ambition to do something similar to the Tube tracking but for all of London. If TfL could get data from the mobile networks, it would know where we’re travelling to and from, and would be able to better optimise cycle and bus routes.

As you can see above the reaction to these different scenarios was mixed – with mobile tracking the foggiest by some distance. Conversely, everyone appeared to like the tube tracking idea – as it has both tangible benefits for the customer, and it is obvious why TfL would need the data.

So that’s essentially what TfL have learned so far, as far as can we can tell. Just before publication we reached out to them to find out what the plan is going forward – will it be rolled out more fully? A spokesperson told me that they’re still assessing the data, as the trial was only completed relatively recently – but we wouldn’t be surprised if this quickly becomes standard in the future.

James is Interim Editor of Gizmodo UK and tweets as @Psythor.


door: bas Hakker  |

Outletcentra lopen als een trein, maar wat zijn de marketingwetten van merkparadijzen als Batavia Stad en Rosada Fashion Outlet? De (gedwongen) eensgezindheid van de retailers en zeer doelgerichte databasemarketing op basis van voorkeuren van klanten spelen een grote rol.


Natuurlijk is er veel kritiek op outletcentra. De ‘merkjongens’ zouden de boterhammen van de winkeliers uit de binnensteden opeten, maar het blijven bijzondere cijfers. In 2016 steeg de omzet van Rosada met 40 procent terwijl dat percentage in 2015 op 27 procent kwam. De omzet per vierkante meter steeg het afgelopen jaar naar eigen zeggen met 78 procent en er kwamen 57 procent meer bezoekers naar Roosendaal. Ook in Batavia Stad, gelegen aan de rand van Lelystad, nam de omzet toe met dertien procent en dit jaar nog gaat ‘Batavia’ flink uitbreiden tot 150 merkenwinkels.

Miljoenen mensen 

Inmiddels komen er jaarlijks meer dan 2 miljoen mensen naar deze plek. In het Roermondse Designers Outlet zijn de merkentassen van Prada en Puma al helemaal niet aan te slepen. Daar lopen – afhankelijk van de geraadpleegde bron – jaarlijks tussen de 5,5 en 7,5 miljoen mensen rond, meer mensen dan in De Efteling. In 2017 staat ook in het Limburgse een uitbreiding gepland; tot 200 winkels. Met 45.000 vierkante meter is het ‘RDO’ dan het grootste winkelcentrum van Europa. Volgens marketingprofessor Kitty Koelemijer bij RTL komt het succes vooral door een grote groep mensen die wél merken willen, maar daar normaal gesproken geen budget voor hebben. Bovendien nemen de outletcentra de drempel weg om zo’n strakke designwinkel binnen te lopen.

Outlet in Zoetermeer gaat door

Outletcentra zijn dus een succes in Nederland, niet voor niets lijkt de kans op een variant in Zoetermeer van 18.000 vierkante meter groot na goedkeuring door de Gemeenteraad. Volgens onderzoek door de Gemeente zelf  – die wel een ‘belangetje’ heeft natuurlijk – ziet 80 procent van de inwoners zo’n outlet wel zitten. Ook in Zevenaar en Halfweg worden de komende jaren merkenparadijzen uit de grond gestampt. Over de effecten op de winkeliers in de binnensteden is van alles te vertellen, maar wij zijn nu eenmaal en dus zijn we vooral benieuwd naar de marketingwetten van deze designcentra. Is het alleen de prijs of zit er meer denkkracht achter? Hoe ga je er op dat moment voor zorgen dat er voldoende mensen komen die met een paar gevulde tassen de stadspoorten uitwandelen?

De kenner: de marketingwetten van een outlet  

Gerben Boomsma is managing director van STABLE, dat het centrale management doet van grote winkelconcentraties. Zo was dit bedrijf nauw betrokken bij de eerste twaalf jaar van Batavia Stad en ‘beheert’ het Rosada Fashion Outlet in Roosendaal. ,,Weet je wat het succes bepaalt van outletcentra? De samenwerking tussen retailers en de beheerder/eigenaar van de outlet. In traditionele winkelcentra gaat er slechts een klein beetje geld naar de winkeliersvereniging en die huurt dan een bevriende websitemaker in. Bij ons betalen retailers een huurbedrag op basis van de omzetten én een fee voor service & promotie. Een substantieel gedeelte wordt besteed aan professionele marketinginstrumenten,” zegt hij.

Gratis PR 

In de beginfase van de eerste Nederlandse outlet – Batavia Stad opende in 2001 – was het trouwens wel even zoeken naar de juiste marketingingimpulsen. De gratis PR in het NOS Journaal en de landelijke tv-campagne met Ushi leverden veel bezoekers op, maar weinig kopers. In die periode was Boomsma werkzaam bij huurder Puma. ,,We moesten echt nog zoeken naar het juiste profiel van de klant. Iedereen die normaal gesproken winkelt bij een winkel als Bristol vindt de producten in een outlet nog steeds duur. Je moet dus consumenten vinden die wél merken willen, maar niet per se de allerlaatste mode dragen. Het vergde wat tijd om die doelgroepen te vinden,” vertelt hij.

Boomsma legt uit dat de basis van het centrale marketingplan altijd het merkwinkelaanbod is en daar ga je vervolgens publiek bij zoeken. Tenminste, zo gaat dat bij Rosada. ,,Alle huurders rapporteren op dagniveau de behaalde omzetten en bezoekersaantallen omdat ze de huur op die basis betalen. Je kunt op die basis dus bijsturen om de marketingbudgetten van huurders zo slim mogelijk uit te geven. Als je dat slim en effectief doet, komen er meer bezoekers. Deze geven meer geld uit, waardoor omzetten in winkels hoger worden. Hierdoor betalen de huurders meer huur en daarmee wordt de waarde van het vastgoed hoger gewaardeerd.”

Veel onbenut potentieel  

Okay, er is dus volgens Boomsma een stevige koppeling te maken tussen investeren in marketing en omzet genereren, maar dat betekent dus dat er veel onbenut potentieel is qua doelgroep. Ergens moeten er nog voldoende merkenliefhebbers rondlopen die nog te weinig naar Roosendaal gaan voor een leuk merkshirtje? ,,Klopt,” zegt hij. ,,Dat potentieel is er. Stel dat een centrum 2 miljoen bezoekers heeft en mensen komen gemiddeld 4 keer per jaar dan heb je het over 500.000 unieke bezoekers. Dat wil zeggen 200.000 families van gemiddeld 2,5 personen die het centrum bezoeken. Dat betekent dus een enorm potentieel. Ga maar na: bij de gemiddelde Albert Heijn om de hoek komen 2 miljoen bezoekers per jaar en die zijn er 2 à 3 keer per week.”

Sort by price’ is lazy

by Seth Godin

Sort by price is the dominant way that shopping online now happens. The cheapest airline ticket or widget or freelancer comes up first, and most people click.

It’s a great shortcut for a programmer, of course, because the price is a number, and it’s easy to sort.

Alphabetical could work even more easily, but it seems less relevant (especially if you’re a fan of Zappos or Zima).

The problem: Just because it’s easy, it doesn’t mean it’s as useful as it appears.

It’s lazy for the consumer. If you can’t take the time to learn about your options, about quality, about side effects, then it seems like buying the cheapest is the way to go–they’re all the same anyway, we think.

And it’s easy for the producer. Nothing is easier to improve than price. It takes no nuance, no long-term thinking, no concern about externalities. Just become more brutal with your suppliers and customers, and cut every corner you can. And then blame the system.

The merchandisers and buyers at Wal-Mart were lazy. They didn’t have to spend much time figuring out if something was better, they were merely focused on price, regardless of what it cost their community in the long run.

We’re part of that system, and if we’re not happy with the way we’re treated, we ought to think about the system we’ve permitted to drive those changes.

What would happen if we insisted on ‘sort by delight’ instead?

What if the airline search engines returned results sorted by a (certainly difficult) score that combined travel time, aircraft quality, reliability, customer service, price and a few other factors? How would that change the experience of flying?

This extends far beyond air travel. We understand that it makes no sense to hire someone merely because they charge the cheapest wage. That we shouldn’t pick a book or a movie or a restaurant simply because it costs the least.

There are differences, and sometimes, those differences are worth what they cost.

‘Worth it’ is a fine goal.

What if, before we rushed to sort at all, we decided what was worth sorting for?

Low price is the last refuge of the marketer who doesn’t care enough to build something worth paying for.

In your experience, how often is the cheapest choice the best choice?

37% of Dutch use more Wi-Fi with 4G subscription

from: Telecompaper, Monday 20 March 2017

Over a third (37%) of Dutch people with a 4G subscription say they use Wi-Fi more to get an internet connection than when they only had 3G. About 15 percent say they use Wi-Fi less, the latest study from Telecompaper revealed, based on its Consumer Panel. The number of Dutch using Wi-Fi after stepping over to 4G from 3G has grown over the last few years, from 34 percent in both January and August 2016, and January 2015. The percentage of people that use Wi-Fi less on their smartphone has not changed much, at 46 percent.

The study concludes that mobile internet and Wi-Fi are complementary. The advent of faster mobile internet and bigger data bundles has not so far led to less Wi-Fi use among the Dutch for online services. Earlier this year, a study from Open Signal showed that on a global level, the Dutch use Wi-Fi the most: 68.5 percent of the total time they spend online on their device.

A small majority (51%) of all Dutch people also now use one of the four LTE networks in the country, according to a survey by Telecompaper in January. By comparison, in September 2013, the percentage was only at 2 percent of the Dutch active on a 4G network. About 69 percent of the Dutch say they have a 4G-capable handset, against 54 percent the year before and 14 percent in September 2013.

“…toen ik tegen zo’n gast riep dat ik geen customer journey wilde, maar gewoon dat mijn wifi het deed”

uit: NRC

Wekelijks rekent Japke-d. Bouma af met kantoorclichés.

De mensen van sales verdienen ons respect

Ik zeg het vaak, maar ik zeg het nóg maar eens: de mensen van sales verdienen groot respect. Omdat het werk dat ze doen het belangrijkste is van het hele bedrijf – proberen te verkopen wat hun colle- ga’s in elkaar prutsen – maar vooral omdat ze zich dagelijks door een enorme berg jeukwoorden heen moeten worstelen.

Als ik een „meeting” met ze heb, verdiep ik me daarom vooraf altijd even in hun vakliteratuur. Om mee te kunnen praten, om weer even „feeling te krijgen met the brand”, om in hun „flow” te komen en om ze ergens mee te kunnen „triggeren”. En zo las ik ineens over „de customer journey.”

De customer journey is „de reis die de klant aflegt naar de aankoop van een product” en sinds het zo heet, is het er voor sales niet makkelijker op geworden. Want het is dus niet meer gewoon een klant die wifi wil, een stofzuiger of een winterjas, nee, het is een customer journey, „een klantreis” (jeuk) en iedereen moet mee. Niet alleen de klant, maar ook de mensen van sales zélf, om inzicht te krijgen in „de klantbeleving”. Dus als jullie denken: wat staat daar toch een enorme file met rugzakken, windjacks en slaapmatten: dat is dus de customer journey. Gelukkig is er de afdeling ‘customer experien- ce management’ om iedereen op de weg te houden. Die hebben ook „roadmaps” gemaakt’, iedereen kan douchen in ‘de customer experience room’ en er zijn ‘de touch- points’: de plekken waar klanten in contact komen met je product. Op al die ‘touch- points’ moet iemand klaarstaan om de klant op te vangen, zo las ik op een site, want voor je het weet is hij weer op customer journey naar een ander bedrijf. En het houdt ook nooit op hè, zo las ik ergens op een site. „Want als bedrijf wil je natuurlijk uiteindelijk dat de klantreis nooit eindigt.”

Het is dus geen snoepreisje, die customer journey, maar een survivaltocht van bikkelen, schuttersputjes graven, valkuilen, trekkershutten, into the wild, grizzly’s, en alles natuurlijk van de gebaande paden, dat snap je. „Want een customer journey is allesbehalve een geëffend pad!”, zo stond ergens en man man man, dat geloof ik graag. Ik heb zelfs gehoord van mensen die de verkeerde afslag namen op een customer journey, en nooit meer terugkwa- men.

Maar de grote verliezer op de klantreis, is natuurlijk de consument. Want die moet uren in de wacht staan bij de customer experience officer, te pas en te onpas enquêtes invullen hoe hij zijn klantbeleving ervaren heeft, en het komt natuurlijk ook niet altijd uit, om op customer jour- ney te gaan, mij in ieder geval niet.

Ik had laatst dus bijna even een fysiek klantcontact- momentje, toen ik tegen zo’n gast riep dat ik geen customer journey wilde, maar gewoon dat mijn wifi het deed. Gelukkig liep dat met een sisser af toen hij me vertelde dat het niet ging om mijn bestemming, „maar om de journey ernaar toe”.

Hij zei ook dat ik mezelf veel breder moet zien dan mijn behoeftenbevrediging alleen, en hij bracht mijn hele customer journey in kaart, compleet met „de emoties, de pijnpunten, de points of delight en de moments of truth” – google maar even, je gelooft gewoon niet dat het bestaat. En toen berustte ik erin en dacht ik: die klantreis, dat is gewoon het leven zelf. Ik heb nog maar niet tegen sales gezegd, dat daar weinig aan te plannen valt.

WiFi in Healthcare – Hospital technology trends


Technology is revolutionising healthcare across the board but the biggest visible changes are taking place at the point of provision. Patients are now in more control of their treatment regimes than ever before and the relationships they have with their doctors are also evolving.


This patient-centric change is being supported by a growth in wireless connectivity; something backed up by forecasts from the Wi-Fi Alliance, which states that machine-to-machine connections in the health consumer market are forecast to grow by more than eight times (54 per cent CAGR) between 2014 to 2019.

This fact hasn’t escaped the UK Government, which has pledged £1bn fund to enable free public WiFi in every NHS building by 2020. And so, with the growth of the Internet of Things (IoT), the need for strong, secure WiFi networks in medical settings is more crucial than ever, both for the doctors and patients who are utilising wearable devices, tablets and phones.

WiFi has a huge potential to expand the sphere of healthcare technology. This is highlighted in a Forrester Consulting survey, which reported that 70 per cent of respondents cited WiFi as the most important technology for supporting the growth of healthcare IoT implementations such as smart wearable devices.

These personalised applications can lower the risk of infection through the need for less invasive checks, increase patient comfort through smaller devices and improve monitoring capabilities beyond the hospital, which can lead to improved recovery times. For example, the continuous measurement of blood glucose levels could put a stop to the largely avoidable hypoglycaemic episodes that one fifth of diabetics suffer during hospital stays.

As well as enhancing health management, access to free public WiFi can help improve patients’ wellbeing. With the average hospital stay in the UK and US lasting just over five days, patients can become bored and lonely. WiFi provides connections to social networks, allowing friends and family to stay in touch, as well as offering access to entertainment, again supporting faster recovery.

Furthermore, the use of location tools on mobile devices can help save time and lower stress as patients and visitors are quickly directed to their correct destinations.

From the point of clinicians, a properly configured network can reduce nonattendance for appointments as automated reminders can be routinely triggered and delivered. With wasted appointments currently costing the NHS more than £162m a year, this is something that cannot be overlooked.

A reduction in the administrative burden offers widespread dividends; the UK’s Department of Health estimates that paperwork and routine admin currently absorbs around 70 per cent of a junior doctor’s day. In addition, it notes that new working practices can improve patient safety, such as e-prescribing, which is known to reduce medication administration errors by half.

Many processes can be sped up or improved through an implementation of an IoT platform, using connected devices and the data they generate to better manage inventories, compliance, staff and security – something, according to the Forrester report, that over half of healthcare professionals and administrators are excited about.

No drop in Wi-Fi usage despite higher 4G penetration


KPN, Vodafone, T-Mobile and Tele2 have all rolled out their 4G networks, and while consumers are increasingly adopting 4G services and using more data over the networks, this has not led to any less use of Wi-Fi services. On the contrary, a third of Dutch consumers are using Wi-Fi more often since they have access to 4G, according to research by the Telecompaper Consumer Panel.

Earlier this year, Telecompaper asked consumers if they use Wi-Fi the same, more or less since they have access to a 4G network. The survey found that a third (34%) use Wi-Fi more. Nearly half (49%) said there was no change in how much they use Wi-Fi, and 15 percent said they use it less. Three percent said they don’t know.


Men (37%) were more likely to say they use more Wi-Fi than women (29%) since gaining access to 4G. The age group 20-29 also indicated increased Wi-Fi usage, at 39 percent compared to a market average of 24 percent.

Compared to the same survey a year ago, there was little change in the responses. In January 2015, 34 percent also said they used Wi-Fi more since gaining access to 4G, while 43 percent saw no change in their Wi-Fi usage and 19 percent used Wi-Fi less.

Since the previous survey, 4G access has become more widespread. KPN, Vodafone and T-Mobile have all completed their network roll-outs, and Tele2 is nearly finished. The operators are also upgrading speeds with LTE-Advanced and launching voice over LTE. More and more consumers also have 4G phones and are increasing their data usage.

4G and Wi-Fi complementary

Despite the growing penetration of 4G, Wi-Fi usage is not letting up. A possible explanation is that the faster 4G connections stimulate mobile internet use, driving consumers to connect more often, also over Wi-Fi. 4G also uses up data allowances faster, causing consumers to turn to Wi-Fi more to avoid overspending. Unlimited mobile data plans are no longer available in the Netherlands.

Quarter watch more videos with 4G

The faster 4G networks are used often for watching videos and streaming music, which consume a significant amount of data. A quarter of the 4G users (24%) said they watch videos more, for example over YouTube or Facebook, than when they were on 3G. Only 4 percent said they watch less video on 4G.


Fourteen percent said they stream music more since having 4G instead of 3G. Other research by Telecompaper shows that almost half smartphone users have a music app installed on their phone.

Only 12 percent of 4G users said they are streaming films or TV series more, while twice as many said their streaming had not changed since they started using 4G. Five percent said they even stream video less since getting 4G. A majority (57%) still don’t stream movies or TV programmes over the mobile network, even though they have 4G.

This research is based on the Telecompaper Consumer Panel. The survey was conducted in January 2016 (n=574) and January 2015 (n=169). Panel participants were asked the questions: “Do you use Wi-Fi more, less or the same since you have access to a 4G network?” and “Do you do the following activities more, less or the same over mobile internet since you have 4G access?”. Panel participants are aged 12-80, and results are stratified according to age, gender and education. For more information about research opportunities with the panel, please contact

“Trendkaart Retail” volgens Creating 010


  1. Hybridisering en Flexibilisering

Fysieke retail raakt steeds meer verweven met andere maatschappelijke functies, zoals horeca, persoonlijke dienstverlening en entertainment. Ook is de levensduur van retailformats steeds korter en wordt retail mobiele, verbindt zich slechts tijdelijk aan plaats (nomadic retail).

  1. Contractie

De oppervlakte die retail inneemt wordt kleiner, onder meer door de opkomst van online retail Bovendien wordt de ruimte anders gebruikt Retail raakt daarmee geconcentreerd in een kleinere gebieden, vooral de binnensteden.

  1. Consumenten als co-producenten.

De rol van consumenten als coproducenten wordt belangrijker. Behalve dat ze context vormen voor andere consumenten in fysieke retail komen ze meer aan de stuurknuppel bij de bepaling van aard en inhoud van producten, geven ze vorm aan ervaringen en oefenen door hun interventies online (user-generated-content), invloed uit op merkwaarde en -beleving van anderen.

  1. Customer data als stuwende kracht

Data over consumenten zijn in omnichannel omgeving de sleutel tot nieuwe vormen van waarde creatie, maar ook voor allerlei nieuwe vormen van het te gelde maken van waarde, op verschillende momenten, plaatsen en gelegenheden.

  1. Nieuwe waarden van consumenten

Nieuwe waarden, als duurzaamheid, authenticiteit en oog voor het lokale, zorgen voor verschuivingen in de motivaties van consumenten. Dat heeft vergaande implicaties voor klantengedrag en in laatste instantie ook voor het succes en falen van retailformats.

  1. Omnichannel retail

Retail van de toekomst is voor het grootste deel de volkomen en naadloze integrate van fysiek en virtueel waarbij de waarde van verschillende kanalen alleen maar bepaald kan worden aan de bijdrage van de totale propositie.

  1. Demografische ontwikkelingen

Demografische ontwikkelingen hebben invloed op preferenties, koopkracht en koopgedrag. Voor de nabije toekomst zijn vergrijzing, verkleuring en toenemende verstedelijking van belang.

  1. Global en local

Er is sprake van een ontwikkeling in retailformats en -brands in twee tegengestelde richtingen. Global brands zijn in opmars in retail waarbij ook global consumer brands de stap naar dedicated retail maken. Anderzijds gaat lokale retail steeds meer richting lokale identiteit en verbinding met lokale productie. Daardoor is er steeds minder ruimte voor het onbestemde midden.

  1. Nieuwe coalities

Door de vermenging van fysieke retail met andere domeinen in de samenleving ontstaan er nieuwe coalities in het retail waarde netwerk. Dat geldt ook binnen winkelgebieden die de concurrentie met andere gebieden willen aangaan. Aard en inhoud van de samenwerkingsverbanden binnen online retail verschillen van die in de fysieke retail

  1. Post-internet

Onze cultuur wordt steeds meer gekarakteriseerd als post-internet. Het web is dermate onderdeel van ons dagelijks leven dat we het niet meer als een apart verschijnsel benoemen en herkennen. Virtualiteit is realiteit geworden. Internet of Things zal deze ontwikkeling verder versterken. De kracht van technologie groeit naarmate ze onzichtbaarder wordt. Retail is hierin een voorloper.

Retailinnovatie in Rotterdam, Creating 010, April 2016