Ma\u00eetriser l’externalisation BPO en 2026 \u2014 OswegO<\/title>\n<style>\n :root{\n --black:#252525;\n --offwhite:#f2f2f2;\n --grey:#72706d;\n --red:#ff0000;\n --border:#3a3a3a;\n }\n *{box-sizing:border-box;}\n body{margin:0; font-family:Arial, Helvetica, sans-serif; color:var(--offwhite); line-height:1.7; background:var(--black);}\n a{color:var(--red); text-decoration:none;}\n .wrap{max-width:760px; margin:0 auto; padding:0 32px;}\n .hero-img{width:100%; border-radius:14px; margin:26px 0 10px;}\n .mid-img{width:100%; border-radius:14px; margin:44px 0;}\n .img-caption{font-size:12px; color:var(--grey); margin:-2px 0 30px; text-align:right;}\n .eyebrow{color:var(--red); font-weight:bold; font-size:12.5px; letter-spacing:1.5px; text-transform:uppercase;}\n h1{font-size:36px; line-height:1.2; color:var(--offwhite); margin:14px 0 8px;}\n .subtitle{font-size:18px; color:var(--grey); margin:0 0 24px;}\n hr.accent{border:0; border-top:3px solid var(--red); width:64px; margin:24px 0 34px; text-align:left; margin-left:0;}\n p{color:#d8d6d2; font-size:16px;}\n h2{font-size:24px; color:var(--offwhite); margin:44px 0 16px;}\n h3{font-size:16px; color:var(--offwhite); margin:28px 0 10px;}\n\n .stat-grid{display:grid; grid-template-columns:repeat(3, 1fr); gap:18px; margin:30px 0;}\n .stat-card{background:#1c1c1c; border-top:3px solid var(--red); padding:20px 18px; border-radius:10px;}\n .stat-card .num{font-size:34px; font-weight:bold; color:var(--red); line-height:1;}\n .stat-card .label{font-size:13px; color:var(--grey); margin-top:8px;}\n\n blockquote{border-left:3px solid var(--red); padding:4px 0 4px 20px; margin:32px 0; color:var(--offwhite); font-style:italic; font-size:16.5px;}\n blockquote .who{display:block; margin-top:10px; font-style:normal; font-weight:bold; font-size:13px; letter-spacing:0.5px; text-transform:uppercase; color:var(--red);}\n\n ul{padding-left:20px; color:#d8d6d2; font-size:16px;}\n li{margin-bottom:10px;}\n li b{color:var(--offwhite);}\n\n .cta-stack{margin:36px 0;}\n .cta-box{display:flex; align-items:flex-start; gap:16px; background:#1c1c1c; border-left:4px solid var(--red); border-radius:10px; padding:18px 22px; margin-bottom:14px;}\n .cta-box svg{flex:none; width:26px; height:26px; margin-top:2px;}\n .cta-box p{margin:0; color:var(--offwhite); font-size:15px;}\n .cta-box a{font-weight:bold;}\n .inline-link{border-bottom:1px solid rgba(255,0,0,0.35);}\n\n @media (max-width:600px){\n .stat-grid{grid-template-columns:1fr;}\n h1{font-size:28px;}\n }\n<\/style>\n<\/head>\n<body>\n\n<div class=\"wrap\" style=\"padding-top:60px;\">\n\n <div class=\"eyebrow\">Article \u00b7 BPO 2026<\/div>\n <h1>Ma\u00eetriser l’externalisation BPO en 2026<\/h1>\n <p class=\"subtitle\">Le guide strat\u00e9gique \u00e0 l’heure de l’IA<\/p>\n <hr class=\"accent\">\n\n <img decoding=\"async\" class=\"hero-img\" src=\"https:\/\/i0.wp.com\/oswego.eu\/wp-content\/uploads\/2024\/11\/oo_card_36.png?resize=1200%2C700&ssl=1\" alt=\"Centre de contact BPO\">\n\n <p>Un rapport isol\u00e9 donne un chiffre. Le croiser avec d’autres sources donne une conviction. En 2025, le chiffre d’affaires du march\u00e9 fran\u00e7ais de la relation client externalis\u00e9e a recul\u00e9 de 1,4 % \u2014 un premier vrai coup d’arr\u00eat apr\u00e8s plusieurs ann\u00e9es de croissance quasi continue depuis 2021. Ce recul, conjugu\u00e9 \u00e0 l’adoption acc\u00e9l\u00e9r\u00e9e de l’intelligence artificielle, oblige les entreprises \u00e0 repenser en profondeur la mani\u00e8re dont elles choisissent et pilotent leurs partenaires BPO.<\/p>\n\n <h2>Entre prudence et transformation : ce que dit le march\u00e9 en 2026<\/h2>\n <p>En 2026, le paysage du BPO tient en une phrase : l’IA est partout dans les discours, l’humain reste le socle des op\u00e9rations. Ce recul du march\u00e9 ne traduit pas une baisse des besoins en relation client, mais une recomposition de la valeur. Les volumes simples sont progressivement absorb\u00e9s par le selfcare, l’automatisation et les outils conversationnels, tandis que les interactions restantes deviennent plus complexes, plus sensibles, et souvent plus longues \u00e0 traiter. Le BPO ne dispara\u00eet pas : il se d\u00e9place vers des activit\u00e9s qui exigent davantage d’expertise, de discernement et de capacit\u00e9 \u00e0 r\u00e9soudre d\u00e8s le premier contact.<\/p>\n <p>Pour les directions de la relation client, cela change la nature de l’\u00e9quation \u00e9conomique. Comparer des volumes et des prix unitaires ne suffit plus : il faut mesurer le co\u00fbt complet du <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/parcours-client\/\" target=\"_blank\" rel=\"noopener\">service rendu<\/a> \u2014 r\u00e9it\u00e9rations, escalades, temps de traitement, <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/quality-monitoring\/\" target=\"_blank\" rel=\"noopener\">qualit\u00e9 des r\u00e9ponses<\/a>, satisfaction, fid\u00e9lisation, impact sur les \u00e9quipes internes. Un prestataire moins cher \u00e0 l’heure peut devenir plus co\u00fbteux si son dispositif g\u00e9n\u00e8re davantage de contacts ou mobilise excessivement les fonctions support du donneur d’ordres.<\/p>\n\n <h3>Les chiffres cl\u00e9s du march\u00e9<\/h3>\n <div class=\"stat-grid\">\n <div class=\"stat-card\">\n <div class=\"num\">73 %<\/div>\n <div class=\"label\">du chiffre d’affaires toujours port\u00e9 par le t\u00e9l\u00e9phone, qui r\u00e9siste face au recul des canaux digitaux.<\/div>\n <\/div>\n <div class=\"stat-card\">\n <div class=\"num\">8,7 %<\/div>\n <div class=\"label\">c’est la part r\u00e9elle des solutions IA dans le chiffre d’affaires du march\u00e9 fran\u00e7ais en 2025.<\/div>\n <\/div>\n <div class=\"stat-card\">\n <div class=\"num\">90,4 %<\/div>\n <div class=\"label\">des op\u00e9rations toujours r\u00e9alis\u00e9es par des conseillers humains, hors usage de l’IA.<\/div>\n <\/div>\n <\/div>\n <p style=\"font-size:12.5px; color:var(--grey);\">Source : Barom\u00e8tre <a href=\"https:\/\/sp2c.org\/\" target=\"_blank\" rel=\"noopener\">SP2C<\/a>-EY 2026.<\/p>\n\n <p>Le barom\u00e8tre r\u00e9sume bien cette r\u00e9alit\u00e9 : le BPO accompagne la <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/systemes-dinformation\/\" target=\"_blank\" rel=\"noopener\">technologie<\/a>, il ne la pilote pas. L’int\u00e9gration de l’IA reste mesur\u00e9e car elle implique des restructurations profondes. Pour les donneurs d’ordres, l’enjeu n’est plus seulement technologique \u2014 il est humain.<\/p>\n\n <blockquote>\n \u00ab L’IA n’est pas un sujet technologique. C’est un sujet humain. [\u2026] Mal d\u00e9ploy\u00e9e, sans formation, elle fait exactement l’inverse : elle \u00e9puise. \u00bb\n <span class=\"who\">Ang\u00e9lique G\u00e9rard \u2014 Pr\u00e9sidente, <a href=\"https:\/\/www.stem-academy.fr\/\" target=\"_blank\" rel=\"noopener\" style=\"color:inherit; text-decoration:underline;\">STEM Academy<\/a><\/span>\n <\/blockquote>\n\n <p>La r\u00e9sistance du t\u00e9l\u00e9phone illustre pr\u00e9cis\u00e9ment ce paradoxe. Les canaux digitaux ont largement progress\u00e9, mais la voix reste privil\u00e9gi\u00e9e d\u00e8s que la demande est urgente, \u00e9motionnelle ou difficile \u00e0 formuler. Les clients acceptent volontiers l’autonomie pour une op\u00e9ration simple ; ils recherchent encore un interlocuteur lorsqu’ils ont besoin d’\u00eatre compris, rassur\u00e9s ou accompagn\u00e9s dans une d\u00e9cision. Automatiser les flux simples accro\u00eet donc m\u00e9caniquement la complexit\u00e9 moyenne des contacts pris en charge par les conseillers.<\/p>\n\n <h2>Crit\u00e8res de choix : pourquoi le prix n’est plus la bonne question<\/h2>\n <p>Lors des phases de s\u00e9lection, la tentation est grande de se focaliser sur le co\u00fbt \u00e0 l’heure ou \u00e0 l’acte. Mais l’exp\u00e9rience montre que les fournisseurs ont tendance \u00e0 s’aligner les uns sur les autres lors des n\u00e9gociations finales, rendant le crit\u00e8re prix souvent neutre \u00e0 ce stade.<\/p>\n\n <h3>Trois filtres devenus indispensables<\/h3>\n <ul>\n <li><b>La solidit\u00e9 financi\u00e8re.<\/b> Face aux plans de restructuration de certains grands leaders, un audit financier syst\u00e9matique \u2014 cours de bourse, notation de dette \u2014 est devenu un filtre de survie op\u00e9rationnelle, pas une simple formalit\u00e9.<\/li>\n <li><b>L’exp\u00e9rience r\u00e9ellement v\u00e9cue.<\/b> Plut\u00f4t que de se fier aux indicateurs d\u00e9clar\u00e9s par le prestataire, privil\u00e9gier les clients myst\u00e8res et l’\u00e9coute directe d’interactions r\u00e9elles.<\/li>\n <li><b>La capacit\u00e9 de formation.<\/b> Le premier crit\u00e8re doit \u00eatre l’investissement du prestataire dans la <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/gestion-des-competences\/\" target=\"_blank\" rel=\"noopener\">mont\u00e9e en comp\u00e9tence<\/a> de ses \u00e9quipes face \u00e0 l’IA \u2014 avant m\u00eame la technologie qu’il d\u00e9ploie.<\/li>\n <\/ul>\n <p>Ces crit\u00e8res se v\u00e9rifient sur des preuves, pas sur la qualit\u00e9 du discours commercial. Une visite de site pr\u00e9par\u00e9e, des \u00e9coutes anonymis\u00e9es, l’examen des parcours de formation, le taux de stabilit\u00e9 de l’encadrement ou des \u00e9changes avec plusieurs clients comparables apportent souvent plus d’informations qu’une longue r\u00e9ponse \u00e0 un appel d’offres.<\/p>\n\n <blockquote>\n \u00ab Choisissez un partenaire qui vous ressemble : ni la taille, ni la r\u00e9putation ne sont le bon crit\u00e8re. Pr\u00e9f\u00e9rez un partenaire ind\u00e9pendant mais r\u00e9ellement engag\u00e9. \u00bb\n <span class=\"who\">Olivier Pellevoizin \u2014 Fondateur d’OswegO<\/span>\n <\/blockquote>\n\n <img decoding=\"async\" class=\"mid-img\" src=\"https:\/\/i0.wp.com\/oswego.eu\/wp-content\/uploads\/2024\/11\/oo_card_22.png?resize=1200%2C700&ssl=1\" alt=\"Op\u00e9rations client\">\n\n <h2>Revoir sa strat\u00e9gie Make or Buy : g\u00e9opolitique et IA<\/h2>\n <p>La carte mondiale des prestataires se redessine sous l’effet de deux forces : la maturit\u00e9 technologique et l’instabilit\u00e9 g\u00e9opolitique. La consolidation mondiale montre ses limites \u2014 le Top 5 du march\u00e9 fran\u00e7ais recule de 1,6 %, quand les acteurs situ\u00e9s au-del\u00e0 du Top 10 affichent une croissance moyenne de 5,9 %. Cette dynamique favorise des acteurs plus agiles et sp\u00e9cialis\u00e9s, pour qui la taille n’est plus, \u00e0 elle seule, le bon crit\u00e8re.<\/p>\n\n <h3>Ce que change la g\u00e9opolitique<\/h3>\n <ul>\n <li><b>Reconfiguration de l’offshore.<\/b> Des pays comme le Maroc doivent se r\u00e9inventer, notamment avec l’interdiction du d\u00e9marchage t\u00e9l\u00e9phonique non sollicit\u00e9 qui entre pleinement en vigueur en France le 11 ao\u00fbt 2026 (passage \u00e0 un r\u00e9gime de consentement pr\u00e9alable).<\/li>\n <li><b>\u00c9mergence de nouveaux p\u00f4les.<\/b> Acc\u00e9l\u00e9ration des investissements en \u00c9gypte, qui devient un centre reconnu pour l’IA g\u00e9n\u00e9rative, et maintien du nearshore roumain pour sa couverture multilingue europ\u00e9enne.<\/li>\n <\/ul>\n <p>Le choix d’une localisation doit d\u00e9sormais se faire flux par flux. Le co\u00fbt, la langue et la disponibilit\u00e9 des comp\u00e9tences restent essentiels, mais doivent \u00eatre compl\u00e9t\u00e9s par la r\u00e9silience politique, la s\u00e9curit\u00e9 des donn\u00e9es, les infrastructures, la r\u00e9glementation sociale et la facilit\u00e9 de d\u00e9placement des \u00e9quipes. Un mod\u00e8le hybride associant plusieurs zones peut r\u00e9duire les risques \u2014 \u00e0 condition d’\u00e9viter une fragmentation excessive de la connaissance et de la gouvernance.<\/p>\n\n <h2>IA analytique vs IA g\u00e9n\u00e9rative : une cartographie \u00e0 construire<\/h2>\n <p>La strat\u00e9gie d’externalisation doit d\u00e9sormais int\u00e9grer une lecture pr\u00e9cise des usages de l’IA. L’IA analytique \u2014 pour comprendre les verbatims et d\u00e9tecter les signaux faibles \u2014 est d\u00e9j\u00e0 la plus directement exploitable : elle objective les motifs de contact, identifie les irritants et d\u00e9tecte les \u00e9carts de qualit\u00e9. L’IA g\u00e9n\u00e9rative et agentique intervient davantage en assistance au conseiller \u2014 recherche de connaissances, r\u00e9sum\u00e9 d’interaction, suggestion de r\u00e9ponse, r\u00e9daction de compte rendu \u2014 via des plateformes comme <a href=\"https:\/\/konecta.com\/solutions\/kolibri-ai-platform\" target=\"_blank\" rel=\"noopener\">Kolibri (Konecta)<\/a> ou des solutions sp\u00e9cialis\u00e9es \u00e9quivalentes. Les agents autonomes promettent une \u00e9tape suppl\u00e9mentaire en encha\u00eenant plusieurs actions, mais leur gouvernance et leur supervision doivent encore \u00eatre solidement encadr\u00e9es.<\/p>\n <p>Le donneur d’ordres doit surtout \u00e9viter de d\u00e9l\u00e9guer enti\u00e8rement sa strat\u00e9gie technologique au prestataire. C’est \u00e0 lui de d\u00e9finir les cas d’usage prioritaires, la gouvernance des donn\u00e9es, les r\u00e8gles de s\u00e9curit\u00e9, les conditions de r\u00e9versibilit\u00e9 et le partage des gains de productivit\u00e9. Sans cette ma\u00eetrise, la d\u00e9pendance se d\u00e9place simplement du fournisseur BPO vers sa plateforme technologique \u2014 sans am\u00e9lioration durable du mod\u00e8le \u00e9conomique.<\/p>\n\n <h2>Piloter le partenariat au-del\u00e0 du contrat<\/h2>\n <p>La r\u00e9ussite d’une externalisation se joue apr\u00e8s la signature. Une <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/management-operationnel\/\" target=\"_blank\" rel=\"noopener\">gouvernance<\/a> efficace distingue le pilotage quotidien, la r\u00e9solution des probl\u00e8mes structurels et les d\u00e9cisions de transformation. Elle associe des indicateurs de production \u00e0 des mesures de qualit\u00e9, d’exp\u00e9rience client, de d\u00e9veloppement des comp\u00e9tences et de cr\u00e9ation de valeur.<\/p>\n <p>Les m\u00e9canismes contractuels doivent soutenir cette ambition. Les p\u00e9nalit\u00e9s ont leur utilit\u00e9, mais elles ne remplacent ni la transparence ni la capacit\u00e9 \u00e0 progresser ensemble. Un bon dispositif pr\u00e9voit des revues r\u00e9guli\u00e8res du mod\u00e8le \u00e9conomique, un partage document\u00e9 des gains, des plans d’am\u00e9lioration suivis et une trajectoire technologique commune. Le partenariat devient alors un levier de transformation, plut\u00f4t qu’une simple relation entre un acheteur et un fournisseur.<\/p>\n\n <h2>S\u00e9curiser vos op\u00e9rations avec OswegO<\/h2>\n <p>Naviguer dans la complexit\u00e9 du march\u00e9 BPO 2026 demande une vision \u00e0 la fois op\u00e9rationnelle, financi\u00e8re et technologique. OswegO accompagne les directions de la relation client dans cette transformation avec une m\u00e9thodologie en cinq \u00e9tapes.<\/p>\n\n <div class=\"cta-stack\">\n <div class=\"cta-box\">\n <svg viewBox=\"0 0 24 24\" fill=\"none\" stroke=\"#ff0000\" stroke-width=\"1.8\"><path d=\"M4 4.5C4 3.7 4.7 3 5.5 3H12v18H5.5c-.8 0-1.5-.7-1.5-1.5v-15Z\"\/><path d=\"M20 4.5c0-.8-.7-1.5-1.5-1.5H12v18h6.5c.8 0 1.5-.7 1.5-1.5v-15Z\"\/><\/svg>\n <p><a href=\"https:\/\/bb6d17e9.sibforms.com\/serve\/MUIFAFQcQlLW1knO3aJiheRjcJjkKPrEGNBdqr84gd0K-quEHk8Yk2WA-50fLOgM3KimTwuXig6WWyZBCQWiJZHDwePshWbxMaByQf5gu9OAAU3O8e91SsKgms2eyscOXCLLhZ_SATxyV6O9dcrxRY7ZEUv5ALWrF8Du3PbcHyPkUfjs-oZNTOHZlnvsDZLEzgBlkJ9WueqzZfQi\" target=\"_blank\" rel=\"noopener\">T\u00e9l\u00e9chargez le Livre Blanc BPO 2026<\/a> \u2014 panorama complet des acteurs et m\u00e9thodologie.<\/p>\n <\/div>\n <div class=\"cta-box\">\n <svg viewBox=\"0 0 24 24\" fill=\"none\" stroke=\"#ff0000\" stroke-width=\"1.8\"><circle cx=\"12\" cy=\"12\" r=\"9\"\/><path d=\"M3 12h18M12 3c2.5 2.6 3.8 6 3.8 9s-1.3 6.4-3.8 9c-2.5-2.6-3.8-6-3.8-9s1.3-6.4 3.8-9Z\"\/><\/svg>\n <p><a href=\"https:\/\/bb6d17e9.sibforms.com\/serve\/MUIFABciP-KGWxiAObCJnnqzBAGfav8S6Lq8vGO363ywK4ktPcMBRCi9CNBNmBnHB-QSPj608WMv8qdUpLo12-2pfY0Ww0d08cuP8B-aZQllzagua1s80tCBLoHXz90q5xnD5hIvvivm7hklkQqxdHputjCKkiWSughnpGsEcGj6LMwzbKHlMDsz2-5_VShu9sHh_IUHZcTvv7HR\" target=\"_blank\" rel=\"noopener\">Consultez la mise \u00e0 jour 2026 de notre analyse des localisations<\/a> \u2014 \u00ab O\u00f9 produire votre relation client demain ? \u00bb<\/p>\n <\/div>\n <div class=\"cta-box\">\n <svg viewBox=\"0 0 24 24\" fill=\"none\" stroke=\"#ff0000\" stroke-width=\"1.8\"><rect x=\"3\" y=\"4\" width=\"18\" height=\"16\" rx=\"2\"\/><path d=\"M8 2v4M16 2v4M3 10h18\"\/><path d=\"M12 14.5 9.8 12.3a1.6 1.6 0 0 0-2.3 2.3l3.5 3.5c.8.8 2 .8 2.8 0l4.2-4.2a1.6 1.6 0 0 0-2.3-2.3L14 13.3\"\/><\/svg>\n <p><a href=\"https:\/\/bookings.cloud.microsoft\/bookwithme\/user\/c09acb872b9449c2bc2e99a7ecf94bb6@oswego.eu\/meetingtype\/PwTmFN4cbkKwsrIbRdJi5w2\" target=\"_blank\" rel=\"noopener\">Prenez rendez-vous avec Olivier Pellevoizin<\/a> pour un diagnostic personnalis\u00e9 de votre strat\u00e9gie d’externalisation.<\/p>\n <\/div>\n <\/div>\n\n<\/div>\n\n<\/body>\n<\/html>\n","protected":false},"excerpt":{"rendered":"<p>Ma\u00eetriser l’externalisation BPO en 2026 \u2014 OswegO Article \u00b7 BPO 2026 Ma\u00eetriser l’externalisation BPO en 2026 Le guide strat\u00e9gique \u00e0 l’heure de l’IA Un rapport isol\u00e9 donne un chiffre. Le croiser avec d’autres sources donne une conviction. En 2025, le chiffre d’affaires du march\u00e9 fran\u00e7ais de la relation client externalis\u00e9e a recul\u00e9 de 1,4 % […]<\/p>\n","protected":false},"author":258930097,"featured_media":3400,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_wpcom_ai_launchpad_first_post":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"{title}\n\n{excerpt}\n\n{url}","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false,"_members_access_role":[],"_members_access_error":""},"categories":[1],"tags":[],"class_list":["post-4342","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t<meta name=\"description\" content=\"Ma\u00eetriser l'externalisation BPO en 2026 \u2014 OswegO Article \u00b7 BPO 2026 Ma\u00eetriser l'externalisation BPO en 2026 Le guide strat\u00e9gique \u00e0 l'heure de l'IA T\u00e9l\u00e9chargez le Livre Blanc BPO 2026 \u2014 panorama complet des acteurs et m\u00e9thodologie. 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{"id":4342,"date":"2026-08-12T11:13:57","date_gmt":"2026-08-12T09:13:57","guid":{"rendered":"https:\/\/oswego.eu\/?p=4342"},"modified":"2026-08-04T11:22:13","modified_gmt":"2026-08-04T09:22:13","slug":"bpo-mise-a-jour-2026","status":"publish","type":"post","link":"https:\/\/oswego.eu\/ar\/2026\/08\/12\/bpo-mise-a-jour-2026\/","title":{"rendered":"BPO Mise \u00e0 jour 2026"},"content":{"rendered":"\n\n\n\n\n\nMa\u00eetriser l’externalisation BPO en 2026 \u2014 OswegO<\/title>\n<style>\n :root{\n --black:#252525;\n --offwhite:#f2f2f2;\n --grey:#72706d;\n --red:#ff0000;\n --border:#3a3a3a;\n }\n *{box-sizing:border-box;}\n body{margin:0; font-family:Arial, Helvetica, sans-serif; color:var(--offwhite); line-height:1.7; background:var(--black);}\n a{color:var(--red); text-decoration:none;}\n .wrap{max-width:760px; margin:0 auto; padding:0 32px;}\n .hero-img{width:100%; border-radius:14px; margin:26px 0 10px;}\n .mid-img{width:100%; border-radius:14px; margin:44px 0;}\n .img-caption{font-size:12px; color:var(--grey); margin:-2px 0 30px; text-align:right;}\n .eyebrow{color:var(--red); font-weight:bold; font-size:12.5px; letter-spacing:1.5px; text-transform:uppercase;}\n h1{font-size:36px; line-height:1.2; color:var(--offwhite); margin:14px 0 8px;}\n .subtitle{font-size:18px; color:var(--grey); margin:0 0 24px;}\n hr.accent{border:0; border-top:3px solid var(--red); width:64px; margin:24px 0 34px; text-align:left; margin-left:0;}\n p{color:#d8d6d2; font-size:16px;}\n h2{font-size:24px; color:var(--offwhite); margin:44px 0 16px;}\n h3{font-size:16px; color:var(--offwhite); margin:28px 0 10px;}\n\n .stat-grid{display:grid; grid-template-columns:repeat(3, 1fr); gap:18px; margin:30px 0;}\n .stat-card{background:#1c1c1c; border-top:3px solid var(--red); padding:20px 18px; border-radius:10px;}\n .stat-card .num{font-size:34px; font-weight:bold; color:var(--red); line-height:1;}\n .stat-card .label{font-size:13px; color:var(--grey); margin-top:8px;}\n\n blockquote{border-left:3px solid var(--red); padding:4px 0 4px 20px; margin:32px 0; color:var(--offwhite); font-style:italic; font-size:16.5px;}\n blockquote .who{display:block; margin-top:10px; font-style:normal; font-weight:bold; font-size:13px; letter-spacing:0.5px; text-transform:uppercase; color:var(--red);}\n\n ul{padding-left:20px; color:#d8d6d2; font-size:16px;}\n li{margin-bottom:10px;}\n li b{color:var(--offwhite);}\n\n .cta-stack{margin:36px 0;}\n .cta-box{display:flex; align-items:flex-start; gap:16px; background:#1c1c1c; border-left:4px solid var(--red); border-radius:10px; padding:18px 22px; margin-bottom:14px;}\n .cta-box svg{flex:none; width:26px; height:26px; margin-top:2px;}\n .cta-box p{margin:0; color:var(--offwhite); font-size:15px;}\n .cta-box a{font-weight:bold;}\n .inline-link{border-bottom:1px solid rgba(255,0,0,0.35);}\n\n @media (max-width:600px){\n .stat-grid{grid-template-columns:1fr;}\n h1{font-size:28px;}\n }\n<\/style>\n<\/head>\n<body>\n\n<div class=\"wrap\" style=\"padding-top:60px;\">\n\n <div class=\"eyebrow\">Article \u00b7 BPO 2026<\/div>\n <h1>Ma\u00eetriser l’externalisation BPO en 2026<\/h1>\n <p class=\"subtitle\">Le guide strat\u00e9gique \u00e0 l’heure de l’IA<\/p>\n <hr class=\"accent\">\n\n <img decoding=\"async\" class=\"hero-img\" src=\"https:\/\/i0.wp.com\/oswego.eu\/wp-content\/uploads\/2024\/11\/oo_card_36.png?resize=1200%2C700&ssl=1\" alt=\"Centre de contact BPO\">\n\n <p>Un rapport isol\u00e9 donne un chiffre. Le croiser avec d’autres sources donne une conviction. En 2025, le chiffre d’affaires du march\u00e9 fran\u00e7ais de la relation client externalis\u00e9e a recul\u00e9 de 1,4 % \u2014 un premier vrai coup d’arr\u00eat apr\u00e8s plusieurs ann\u00e9es de croissance quasi continue depuis 2021. Ce recul, conjugu\u00e9 \u00e0 l’adoption acc\u00e9l\u00e9r\u00e9e de l’intelligence artificielle, oblige les entreprises \u00e0 repenser en profondeur la mani\u00e8re dont elles choisissent et pilotent leurs partenaires BPO.<\/p>\n\n <h2>Entre prudence et transformation : ce que dit le march\u00e9 en 2026<\/h2>\n <p>En 2026, le paysage du BPO tient en une phrase : l’IA est partout dans les discours, l’humain reste le socle des op\u00e9rations. Ce recul du march\u00e9 ne traduit pas une baisse des besoins en relation client, mais une recomposition de la valeur. Les volumes simples sont progressivement absorb\u00e9s par le selfcare, l’automatisation et les outils conversationnels, tandis que les interactions restantes deviennent plus complexes, plus sensibles, et souvent plus longues \u00e0 traiter. Le BPO ne dispara\u00eet pas : il se d\u00e9place vers des activit\u00e9s qui exigent davantage d’expertise, de discernement et de capacit\u00e9 \u00e0 r\u00e9soudre d\u00e8s le premier contact.<\/p>\n <p>Pour les directions de la relation client, cela change la nature de l’\u00e9quation \u00e9conomique. Comparer des volumes et des prix unitaires ne suffit plus : il faut mesurer le co\u00fbt complet du <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/parcours-client\/\" target=\"_blank\" rel=\"noopener\">service rendu<\/a> \u2014 r\u00e9it\u00e9rations, escalades, temps de traitement, <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/quality-monitoring\/\" target=\"_blank\" rel=\"noopener\">qualit\u00e9 des r\u00e9ponses<\/a>, satisfaction, fid\u00e9lisation, impact sur les \u00e9quipes internes. Un prestataire moins cher \u00e0 l’heure peut devenir plus co\u00fbteux si son dispositif g\u00e9n\u00e8re davantage de contacts ou mobilise excessivement les fonctions support du donneur d’ordres.<\/p>\n\n <h3>Les chiffres cl\u00e9s du march\u00e9<\/h3>\n <div class=\"stat-grid\">\n <div class=\"stat-card\">\n <div class=\"num\">73 %<\/div>\n <div class=\"label\">du chiffre d’affaires toujours port\u00e9 par le t\u00e9l\u00e9phone, qui r\u00e9siste face au recul des canaux digitaux.<\/div>\n <\/div>\n <div class=\"stat-card\">\n <div class=\"num\">8,7 %<\/div>\n <div class=\"label\">c’est la part r\u00e9elle des solutions IA dans le chiffre d’affaires du march\u00e9 fran\u00e7ais en 2025.<\/div>\n <\/div>\n <div class=\"stat-card\">\n <div class=\"num\">90,4 %<\/div>\n <div class=\"label\">des op\u00e9rations toujours r\u00e9alis\u00e9es par des conseillers humains, hors usage de l’IA.<\/div>\n <\/div>\n <\/div>\n <p style=\"font-size:12.5px; color:var(--grey);\">Source : Barom\u00e8tre <a href=\"https:\/\/sp2c.org\/\" target=\"_blank\" rel=\"noopener\">SP2C<\/a>-EY 2026.<\/p>\n\n <p>Le barom\u00e8tre r\u00e9sume bien cette r\u00e9alit\u00e9 : le BPO accompagne la <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/systemes-dinformation\/\" target=\"_blank\" rel=\"noopener\">technologie<\/a>, il ne la pilote pas. L’int\u00e9gration de l’IA reste mesur\u00e9e car elle implique des restructurations profondes. Pour les donneurs d’ordres, l’enjeu n’est plus seulement technologique \u2014 il est humain.<\/p>\n\n <blockquote>\n \u00ab L’IA n’est pas un sujet technologique. C’est un sujet humain. [\u2026] Mal d\u00e9ploy\u00e9e, sans formation, elle fait exactement l’inverse : elle \u00e9puise. \u00bb\n <span class=\"who\">Ang\u00e9lique G\u00e9rard \u2014 Pr\u00e9sidente, <a href=\"https:\/\/www.stem-academy.fr\/\" target=\"_blank\" rel=\"noopener\" style=\"color:inherit; text-decoration:underline;\">STEM Academy<\/a><\/span>\n <\/blockquote>\n\n <p>La r\u00e9sistance du t\u00e9l\u00e9phone illustre pr\u00e9cis\u00e9ment ce paradoxe. Les canaux digitaux ont largement progress\u00e9, mais la voix reste privil\u00e9gi\u00e9e d\u00e8s que la demande est urgente, \u00e9motionnelle ou difficile \u00e0 formuler. Les clients acceptent volontiers l’autonomie pour une op\u00e9ration simple ; ils recherchent encore un interlocuteur lorsqu’ils ont besoin d’\u00eatre compris, rassur\u00e9s ou accompagn\u00e9s dans une d\u00e9cision. Automatiser les flux simples accro\u00eet donc m\u00e9caniquement la complexit\u00e9 moyenne des contacts pris en charge par les conseillers.<\/p>\n\n <h2>Crit\u00e8res de choix : pourquoi le prix n’est plus la bonne question<\/h2>\n <p>Lors des phases de s\u00e9lection, la tentation est grande de se focaliser sur le co\u00fbt \u00e0 l’heure ou \u00e0 l’acte. Mais l’exp\u00e9rience montre que les fournisseurs ont tendance \u00e0 s’aligner les uns sur les autres lors des n\u00e9gociations finales, rendant le crit\u00e8re prix souvent neutre \u00e0 ce stade.<\/p>\n\n <h3>Trois filtres devenus indispensables<\/h3>\n <ul>\n <li><b>La solidit\u00e9 financi\u00e8re.<\/b> Face aux plans de restructuration de certains grands leaders, un audit financier syst\u00e9matique \u2014 cours de bourse, notation de dette \u2014 est devenu un filtre de survie op\u00e9rationnelle, pas une simple formalit\u00e9.<\/li>\n <li><b>L’exp\u00e9rience r\u00e9ellement v\u00e9cue.<\/b> Plut\u00f4t que de se fier aux indicateurs d\u00e9clar\u00e9s par le prestataire, privil\u00e9gier les clients myst\u00e8res et l’\u00e9coute directe d’interactions r\u00e9elles.<\/li>\n <li><b>La capacit\u00e9 de formation.<\/b> Le premier crit\u00e8re doit \u00eatre l’investissement du prestataire dans la <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/gestion-des-competences\/\" target=\"_blank\" rel=\"noopener\">mont\u00e9e en comp\u00e9tence<\/a> de ses \u00e9quipes face \u00e0 l’IA \u2014 avant m\u00eame la technologie qu’il d\u00e9ploie.<\/li>\n <\/ul>\n <p>Ces crit\u00e8res se v\u00e9rifient sur des preuves, pas sur la qualit\u00e9 du discours commercial. Une visite de site pr\u00e9par\u00e9e, des \u00e9coutes anonymis\u00e9es, l’examen des parcours de formation, le taux de stabilit\u00e9 de l’encadrement ou des \u00e9changes avec plusieurs clients comparables apportent souvent plus d’informations qu’une longue r\u00e9ponse \u00e0 un appel d’offres.<\/p>\n\n <blockquote>\n \u00ab Choisissez un partenaire qui vous ressemble : ni la taille, ni la r\u00e9putation ne sont le bon crit\u00e8re. Pr\u00e9f\u00e9rez un partenaire ind\u00e9pendant mais r\u00e9ellement engag\u00e9. \u00bb\n <span class=\"who\">Olivier Pellevoizin \u2014 Fondateur d’OswegO<\/span>\n <\/blockquote>\n\n <img decoding=\"async\" class=\"mid-img\" src=\"https:\/\/i0.wp.com\/oswego.eu\/wp-content\/uploads\/2024\/11\/oo_card_22.png?resize=1200%2C700&ssl=1\" alt=\"Op\u00e9rations client\">\n\n <h2>Revoir sa strat\u00e9gie Make or Buy : g\u00e9opolitique et IA<\/h2>\n <p>La carte mondiale des prestataires se redessine sous l’effet de deux forces : la maturit\u00e9 technologique et l’instabilit\u00e9 g\u00e9opolitique. La consolidation mondiale montre ses limites \u2014 le Top 5 du march\u00e9 fran\u00e7ais recule de 1,6 %, quand les acteurs situ\u00e9s au-del\u00e0 du Top 10 affichent une croissance moyenne de 5,9 %. Cette dynamique favorise des acteurs plus agiles et sp\u00e9cialis\u00e9s, pour qui la taille n’est plus, \u00e0 elle seule, le bon crit\u00e8re.<\/p>\n\n <h3>Ce que change la g\u00e9opolitique<\/h3>\n <ul>\n <li><b>Reconfiguration de l’offshore.<\/b> Des pays comme le Maroc doivent se r\u00e9inventer, notamment avec l’interdiction du d\u00e9marchage t\u00e9l\u00e9phonique non sollicit\u00e9 qui entre pleinement en vigueur en France le 11 ao\u00fbt 2026 (passage \u00e0 un r\u00e9gime de consentement pr\u00e9alable).<\/li>\n <li><b>\u00c9mergence de nouveaux p\u00f4les.<\/b> Acc\u00e9l\u00e9ration des investissements en \u00c9gypte, qui devient un centre reconnu pour l’IA g\u00e9n\u00e9rative, et maintien du nearshore roumain pour sa couverture multilingue europ\u00e9enne.<\/li>\n <\/ul>\n <p>Le choix d’une localisation doit d\u00e9sormais se faire flux par flux. Le co\u00fbt, la langue et la disponibilit\u00e9 des comp\u00e9tences restent essentiels, mais doivent \u00eatre compl\u00e9t\u00e9s par la r\u00e9silience politique, la s\u00e9curit\u00e9 des donn\u00e9es, les infrastructures, la r\u00e9glementation sociale et la facilit\u00e9 de d\u00e9placement des \u00e9quipes. Un mod\u00e8le hybride associant plusieurs zones peut r\u00e9duire les risques \u2014 \u00e0 condition d’\u00e9viter une fragmentation excessive de la connaissance et de la gouvernance.<\/p>\n\n <h2>IA analytique vs IA g\u00e9n\u00e9rative : une cartographie \u00e0 construire<\/h2>\n <p>La strat\u00e9gie d’externalisation doit d\u00e9sormais int\u00e9grer une lecture pr\u00e9cise des usages de l’IA. L’IA analytique \u2014 pour comprendre les verbatims et d\u00e9tecter les signaux faibles \u2014 est d\u00e9j\u00e0 la plus directement exploitable : elle objective les motifs de contact, identifie les irritants et d\u00e9tecte les \u00e9carts de qualit\u00e9. L’IA g\u00e9n\u00e9rative et agentique intervient davantage en assistance au conseiller \u2014 recherche de connaissances, r\u00e9sum\u00e9 d’interaction, suggestion de r\u00e9ponse, r\u00e9daction de compte rendu \u2014 via des plateformes comme <a href=\"https:\/\/konecta.com\/solutions\/kolibri-ai-platform\" target=\"_blank\" rel=\"noopener\">Kolibri (Konecta)<\/a> ou des solutions sp\u00e9cialis\u00e9es \u00e9quivalentes. Les agents autonomes promettent une \u00e9tape suppl\u00e9mentaire en encha\u00eenant plusieurs actions, mais leur gouvernance et leur supervision doivent encore \u00eatre solidement encadr\u00e9es.<\/p>\n <p>Le donneur d’ordres doit surtout \u00e9viter de d\u00e9l\u00e9guer enti\u00e8rement sa strat\u00e9gie technologique au prestataire. C’est \u00e0 lui de d\u00e9finir les cas d’usage prioritaires, la gouvernance des donn\u00e9es, les r\u00e8gles de s\u00e9curit\u00e9, les conditions de r\u00e9versibilit\u00e9 et le partage des gains de productivit\u00e9. Sans cette ma\u00eetrise, la d\u00e9pendance se d\u00e9place simplement du fournisseur BPO vers sa plateforme technologique \u2014 sans am\u00e9lioration durable du mod\u00e8le \u00e9conomique.<\/p>\n\n <h2>Piloter le partenariat au-del\u00e0 du contrat<\/h2>\n <p>La r\u00e9ussite d’une externalisation se joue apr\u00e8s la signature. Une <a class=\"inline-link\" href=\"https:\/\/oswego.eu\/management-operationnel\/\" target=\"_blank\" rel=\"noopener\">gouvernance<\/a> efficace distingue le pilotage quotidien, la r\u00e9solution des probl\u00e8mes structurels et les d\u00e9cisions de transformation. Elle associe des indicateurs de production \u00e0 des mesures de qualit\u00e9, d’exp\u00e9rience client, de d\u00e9veloppement des comp\u00e9tences et de cr\u00e9ation de valeur.<\/p>\n <p>Les m\u00e9canismes contractuels doivent soutenir cette ambition. Les p\u00e9nalit\u00e9s ont leur utilit\u00e9, mais elles ne remplacent ni la transparence ni la capacit\u00e9 \u00e0 progresser ensemble. Un bon dispositif pr\u00e9voit des revues r\u00e9guli\u00e8res du mod\u00e8le \u00e9conomique, un partage document\u00e9 des gains, des plans d’am\u00e9lioration suivis et une trajectoire technologique commune. Le partenariat devient alors un levier de transformation, plut\u00f4t qu’une simple relation entre un acheteur et un fournisseur.<\/p>\n\n <h2>S\u00e9curiser vos op\u00e9rations avec OswegO<\/h2>\n <p>Naviguer dans la complexit\u00e9 du march\u00e9 BPO 2026 demande une vision \u00e0 la fois op\u00e9rationnelle, financi\u00e8re et technologique. OswegO accompagne les directions de la relation client dans cette transformation avec une m\u00e9thodologie en cinq \u00e9tapes.<\/p>\n\n <div class=\"cta-stack\">\n <div class=\"cta-box\">\n <svg viewBox=\"0 0 24 24\" fill=\"none\" stroke=\"#ff0000\" stroke-width=\"1.8\"><path d=\"M4 4.5C4 3.7 4.7 3 5.5 3H12v18H5.5c-.8 0-1.5-.7-1.5-1.5v-15Z\"\/><path d=\"M20 4.5c0-.8-.7-1.5-1.5-1.5H12v18h6.5c.8 0 1.5-.7 1.5-1.5v-15Z\"\/><\/svg>\n <p><a href=\"https:\/\/bb6d17e9.sibforms.com\/serve\/MUIFAFQcQlLW1knO3aJiheRjcJjkKPrEGNBdqr84gd0K-quEHk8Yk2WA-50fLOgM3KimTwuXig6WWyZBCQWiJZHDwePshWbxMaByQf5gu9OAAU3O8e91SsKgms2eyscOXCLLhZ_SATxyV6O9dcrxRY7ZEUv5ALWrF8Du3PbcHyPkUfjs-oZNTOHZlnvsDZLEzgBlkJ9WueqzZfQi\" target=\"_blank\" rel=\"noopener\">T\u00e9l\u00e9chargez le Livre Blanc BPO 2026<\/a> \u2014 panorama complet des acteurs et m\u00e9thodologie.<\/p>\n <\/div>\n <div class=\"cta-box\">\n <svg viewBox=\"0 0 24 24\" fill=\"none\" stroke=\"#ff0000\" stroke-width=\"1.8\"><circle cx=\"12\" cy=\"12\" r=\"9\"\/><path d=\"M3 12h18M12 3c2.5 2.6 3.8 6 3.8 9s-1.3 6.4-3.8 9c-2.5-2.6-3.8-6-3.8-9s1.3-6.4 3.8-9Z\"\/><\/svg>\n <p><a href=\"https:\/\/bb6d17e9.sibforms.com\/serve\/MUIFABciP-KGWxiAObCJnnqzBAGfav8S6Lq8vGO363ywK4ktPcMBRCi9CNBNmBnHB-QSPj608WMv8qdUpLo12-2pfY0Ww0d08cuP8B-aZQllzagua1s80tCBLoHXz90q5xnD5hIvvivm7hklkQqxdHputjCKkiWSughnpGsEcGj6LMwzbKHlMDsz2-5_VShu9sHh_IUHZcTvv7HR\" target=\"_blank\" rel=\"noopener\">Consultez la mise \u00e0 jour 2026 de notre analyse des localisations<\/a> \u2014 \u00ab O\u00f9 produire votre relation client demain ? \u00bb<\/p>\n <\/div>\n <div class=\"cta-box\">\n <svg viewBox=\"0 0 24 24\" fill=\"none\" stroke=\"#ff0000\" stroke-width=\"1.8\"><rect x=\"3\" y=\"4\" width=\"18\" height=\"16\" rx=\"2\"\/><path d=\"M8 2v4M16 2v4M3 10h18\"\/><path d=\"M12 14.5 9.8 12.3a1.6 1.6 0 0 0-2.3 2.3l3.5 3.5c.8.8 2 .8 2.8 0l4.2-4.2a1.6 1.6 0 0 0-2.3-2.3L14 13.3\"\/><\/svg>\n <p><a href=\"https:\/\/bookings.cloud.microsoft\/bookwithme\/user\/c09acb872b9449c2bc2e99a7ecf94bb6@oswego.eu\/meetingtype\/PwTmFN4cbkKwsrIbRdJi5w2\" target=\"_blank\" rel=\"noopener\">Prenez rendez-vous avec Olivier Pellevoizin<\/a> pour un diagnostic personnalis\u00e9 de votre strat\u00e9gie d’externalisation.<\/p>\n <\/div>\n <\/div>\n\n<\/div>\n\n<\/body>\n<\/html>\n","protected":false},"excerpt":{"rendered":"<p>Ma\u00eetriser l’externalisation BPO en 2026 \u2014 OswegO Article \u00b7 BPO 2026 Ma\u00eetriser l’externalisation BPO en 2026 Le guide strat\u00e9gique \u00e0 l’heure de l’IA Un rapport isol\u00e9 donne un chiffre. Le croiser avec d’autres sources donne une conviction. En 2025, le chiffre d’affaires du march\u00e9 fran\u00e7ais de la relation client externalis\u00e9e a recul\u00e9 de 1,4 % […]<\/p>\n","protected":false},"author":258930097,"featured_media":3400,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_wpcom_ai_launchpad_first_post":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"{title}\n\n{excerpt}\n\n{url}","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false,"_members_access_role":[],"_members_access_error":""},"categories":[1],"tags":[],"class_list":["post-4342","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t<meta name=\"description\" content=\"Ma\u00eetriser l'externalisation BPO en 2026 \u2014 OswegO Article \u00b7 BPO 2026 Ma\u00eetriser l'externalisation BPO en 2026 Le guide strat\u00e9gique \u00e0 l'heure de l'IA T\u00e9l\u00e9chargez le Livre Blanc BPO 2026 \u2014 panorama complet des acteurs et m\u00e9thodologie. 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