Independence, audacity and hybridization of resources
Insign is an independent company created in 2010. The group, spread over several sites (Paris, Lyon, Dakar, Los Angeles, Tournon-sur-Rhône), is chaired by Lionel Cuny.
45% owned by its employees with a single investor (Evolem), the agency has 250 employees.
Insign challenges the normative positioning of its sector with the ambition of bringing together consulting and marketing for the benefit of growth.
Through bold and creative solutions, Insign helps companies or institutions align their operating model with their commitments and reorient their business strategy towards successful business models.
Based on expert skills (consulting, branding, creation, design, business model, communication, digital transformation, social media, brand content, influence, etc.), Insign pushes for hybridization to break through glass ceilings.
From the recruitment of atypical profiles to continuous training and the creation of multidisciplinary client teams, Insign encourages its employees to invest in new territories and to learn new professional languages.
After two years of health crisis, Lionel Cuny does not fail to make the necessary observations: “
Agencies are increasingly considered as service providers and not as partners.
Marketing and communication expenses are still seen too much as an expense and not as an investment.
We do not sufficiently measure the impact of our actions and we are often unable to predict what will happen.
We cannot resume our lives where we left off: our business must transform and invest in order to be able not only to objectify our intuitions but to anticipate the creation of expected value and justify our prices”.
Being Creative Partners…
To embody this advisory role, Insign defines its profession at the crossroads of two worlds, that of consulting and that of creative agencies.
Neither 100% creative nor 100% consultants, at Insign we talk about
Creative Partners
, that is to say consultants with cross-cutting expertise, equipped with technological tools and algorithmic models to assess the impact of their actions. and to measure the achievement of estimated objectives.
No more betting and jumping into the unknown hoping that the strategy will work.
For Lionel Cuny, it is a question of building a learning company: "
what makes the strength of an agency is the sum of its collective experiences and the capacity to be able to benefit its customers in order to define patterns of hit "
.
For customers, it is therefore the assurance of having benchmarks on their performance, of mitigating the risk, of committing to general management on the impact of the marketing actions undertaken, of the budgets invested as than budget trade-offs.
an objective and measurable contribution to the five areas of expertise claimed by the agency: the reinvention of their model, the promotion of their brand, the development of their income, the transformation of their organization and the increase of their influence.
For the teams, being
Creative Partners
means learning a new job and coming back to a simple starting point: if you can't measure it, you can't improve it.
… for a committed and engaging transformation
To advise its clients on their budgetary priorities, the measurement of their impact and the effort required to achieve their objectives, Insign has thus multiplied the financial investments devoted to data.
Since last year and until 2023, no less than 2.5 million euros will be invested in data science and the creation of proprietary technological tools.
To steer the present, measure results and anticipate the future, Insign is increasing the recruitment of data experts but also in the fields of diagnosis and prediction.
At the same time, Insign continues to pursue an HR policy based on dialogue and transparency to solidify the foundations of increased trust.
After opening up the capital to employees, the company also recently gave them the opportunity to participate in all of the company's strategic bodies or to ask anonymous questions on all structuring subjects.
Each
Creative Partner
also has a right of withdrawal allowing him not to or no longer work on a project that conflicts with his convictions.
Currently, Insign continues its evolution through 4 transformative working groups co-piloted by employees (executives, non-executives) to carry out the agency's strategic projects.
Logically, the questioning of its fundamentals and all the automatisms of the sector pushes Insign to reposition itself also on the commercial level.
Thus, the group claims to no longer participate in calls for tenders which involve questionable conditions of participation and relies on stricter qualification for the competitions entered into.
In this, Insign intends to rationalize its know-how and make profitable the time devoted to calls for tenders.
While Insign competed in 150 competitions in 2021, the company is today announcing a maximum of 50 competitions for 2022.
Convinced by the quality of their services and their skills, Insign's Creative Partners have therefore chosen to continually challenge their commitments and contributions to their clients.
To date, Insign no longer counts its prestigious partners both in the public sector with the Army and the Ministry of Economy and Finance but also with private sector customers such as Acadomia, Orano, Manutan, Disneyland Paris , or even Renault Trucks.
