business model
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Des bornes Metro dans un métro néerlandais (Tiberiu Ana/Flickr/CC). Metro est l’une de nos premières rencontres chaque matin. A Paris, il est partout.
Metro : Bolloré m'a tuer, TF1 va me sauver ? | Rue89
Twitter 's soon tweaking its " promoted tweets " to use info about the people you follow for targeted ads. It's a case of brand new tech applying an age-old marketing trick, and it just might work. What does Twitter have as a secret jewel at its core, apart from its huge stream of personal observations, thoughts, news items, embedded links, and images in its largely public feeds? The intricate network of who you follow on Twitter, and who they follow and so on--exactly the same core value that lies inside Facebook. Twitter's now about to leverage this network to improve its months-old Promoted Tweet program, because it contains a rich amount of information.
Twitter Ads to Be Based on Knowing Who You Follow, What You Like | Fast Company
Modèle de croissance des startups : comment monter un business « scalable » ? | Creation d'entreprise ! | Guilhem Bertholet
L’une des questions qui revient souvent dans les divers jurys auxquels je participe est celle de la « scalability », comprenez la capacité pour une jeune entreprise de grossir facilement, ou en tout cas avec des coûts maîtrisés, et d’ être capable de reproduire son modèle . Certains parleront même d’industrialisation. Question pertinente côté investisseurs, mais aussi pour les entrepreneurs : si tous les créateurs ne se lancent pas pour faire une « grosse » entreprise, la plupart y songent tout de même et pour certains c’est même l’une des seules façons de se faire plaisir à terme. Comment grandir, vite, bien, et de manière rentable ? Mais alors, qu’est-ce que c’est qu’un business « scalable » ?Si j’étais Nicolas de Tavernost , je serais le chef de M6, la petite chaîne devenue grande et qui monte toujours, avec 10% de part d’audience cumulée. J’aurais aussi des ribambelles de sites web bien positionnés, sur les femmes, les jeunes, les hommes, les fans de tuning et ceux de décoration intérieure. J’aurais aussi un des services de VOD et de catchup TV les plus visités en France. Et des relais musicaux, une chaîne téléshopping, une maison d’édition, des studios de tournage et de production, un club de foot, un opérateur de téléphonie mobile… Mais surtout, si j’étais Nicolas de Tavernost, je créerais très, très rapidement un fond d’ amorçage pour financer des startups prometteuses en lien avec les programmes de la chaîne. Le deal serait simple : je prendrais 3 ou 4 participations dans chacune des grandes thématiques qui font la joie des téléspectateurs, en lien avec leur nouveau positionnement.
Si j’étais Nicolas de Tavernost… | Creation d'entreprise ! | Guilhem Bertholet
Pricing models, the freemium myth and why you may not be charging enough for your product | Seth Levine
I’ve been pulled into a number of product and pricing meetings recently (for reasons unknown I’ve become the Foundry pricing and productization guy). I thought it would be helpful to put some of my thoughts into a blog post and hopefully spur some conversation in the comments and over email . With any broad topic, there are always exceptions to the general rules. There are also few absolutes and much of this advice varies depending on your specific product and market.The following is a guest article by Ruben Gamez of Bidsketch . Not too long ago it seemed like every product I knew was offering some sort of free plan. The strategy was brilliant: get loads of people using your product and eventually turn them into paying customers. Everywhere I looked there were stories of people making money hand over fist with this approach. When 37signals talked about giving something away for free as a marketing strategy , it made a lot of sense to me:
Why Free Plans Don’t Work | Software by Rob
Never Charge for a Mobile App (and Other Freemium Lessons From VCs)
Asking potential customers to buy a mobile app instead of giving them a free one is a huge mistake, said investors on a panel at Google I/O about the freemium business model, where companies give their product away for free and charge for premium features and services. While investor Jeff Clavier said $4.99 has become the standard premium app price, he recommended against charging in favor of recurring revenue. Subscription models, in-app upgrades and virtual goods are a much better idea than an upfront fee, said the panelists. Charging for mobile apps “sucks,” said Brad Feld of the Foundry Group. “You never want a customer to be a single-instance experience.”
4 questions sur les « me too »? - Romain David
Quand Loic LeMeur vient en France il passe son temps à nous expliquer qu’il faut arrêter de faire des « me too », que c’est pas en copiant les américains qu’on créera des nouvelles success stories. C’est vrai qu’il y en a pas mal en ce moment, mais que doit en penser? Est ce que ça marche? Est ce que ça crée de la valeur? Comment réussir un me too? Ca serait faux de penser que ce genre de projets sont voués à l’echec.Editor’s note : With the growth of local commerce on the Web, the links between online and physical commerce are becoming stronger. In this guest post, Alex Rampell , the CEO and founder of TrialPay , explores the forces behind what he calls “online2offline” commerce. What do Groupon , OpenTable , Restaurant.com , and SpaFinder all have in common? They grease the wheels of online-to-offline commerce.
Why Online2Offline Commerce Is A Trillion Dollar Opportunity
Offline/Online Convergence, Mobile Commerce, and Life After Check-ins
For years, offline merchants have been acquiring data about you in attempts to personalize your experience through loyalty and rewards cards, credit card data, and surveys. But the problem is these interactions occur after it’s too late: at the point of sale. You’ve already checked out and are leaving the store, or have ordered dinner. For a merchant to convince you to add an extra item to your shopping cart, or buy an appetizer with your meal, the interaction must happen sooner. Online check-ins, as a trend and use-case, have created a remarkably compelling opportunity for offline merchants to interact with consumers who are in the store before the sale happens.
In crowdsourcing, companies leverage the work of many distributed individuals with whom they have loose, ad-hoc relationships. Doing so can offer competitive advantages. So say Lukas Biewald, founder and CEO Crowdflower, a labor-on-demand company that builds technology to get reliable results out of crowds, and Leila Janah, founder of Samasource, a nonprofit that provides poor women, youth, and refugees throughout the world with computer-based work.
6 Cool Crowdsourcing Business Tools | Inc.com
Why Mobile Business Apps are Attractive to Venture Capitalists
The allure of making millions, perhaps even billions, of dollars developing mobile apps for the consumer market is obvious. Instagram just got a cool $1 billion from Facebook. Path has a $250 million valuation. Even Twitter was started as a mobile, text messaging-based service.Web Strategy
Seth's Blog: Creating sustainable competitive advantage
No successful web company (not eBay, Flickr, Amazon, Facebook...) succeeds because of a significant technological barrier to entry. It's not insanely difficult to copy what they've done. Yet they win and the copycats don't. Few organizations succeed in the long run because of proprietary technology.Ce titre est bien sûr un rien provocateur : nous connaissons tous Amazon et savons tous que c’est un des poids lourds du Web. Pourtant, il fait à tel point partie du paysage qu’on finit par plus le remarquer. Oui ! Près de 34 000 employés contre environ 25 000, 34 milliards de dollars de chiffre d’affaires contre près de 30 milliards de dollars.
Amazon, le géant camouflé | Le blog de Madmagz
This blog was founded in 2003 on the philosophy of a read/write Web - a Web in which people can create content as easily as they consume it . This trend eventually came to be known as Web 2.0 - although others preferred Social Web - and was popularized by activities like blogging and social networking. It would be easy to say that the 'social' element is still the primary part of today's Web, since the popular products of this era enable you to say what's on your mind ( Facebook ), what's happening ( Twitter ), or where you are ( Foursquare ). All of these are mostly social activities. But more significantly, these and other products output data that will increasingly be used to build personalized services for you.