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CRAPULES-CORPS

CRAPULES-CORPS
六十の手習い On apprend à tout âge. (Proverbe japonais) Apprendre le japonais ? Oui, mais par où commencer ? Nous vous proposons une liste de cours afin de débuter l'apprentissage de cette langue. Contrairement à ce qu'on peut croire, parler japonais n'est pas si complexe. Pour bien débuter, lisez la partie "Prononciation" en introduction des cours. En parallèle, suivez les cours de grammaire (ainsi que l'étude des verbes et leurs temps) et retranscrivez de façon systématique tous les exemples avec les syllabaires comme entraînement à l'écriture. Pour finir, il est recommandé de connaître ses syllabaires avant d'entamer l'étude des kanji.

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Test Canon EOS 550D : caractéristiques Après un remarqué Canon 7D lancé cet été sur le segment des reflex experts, Canon enfonce le clou dans la gamme "amateur" avec un EOS 550D sorte de copie allégée de son grand frère. Doté d'un capteur 18 Mpix, le 550D culmine au sommet des définitions sur un imageur au format APS-C, le reflex proposant 50% de pixels de plus que son principal concurrent, le Nikon D90 (12 Mpix) et presque 20% de plus que son rival le plus proche, le Sony Alpha 550. Pour assoir sa suprématie, Canon propose également un reflex "full options" en vidéo avec une mode HDTV 1080 en 30, 25 et 24 i/s ou un mode 720p à 50 i/s.

Visualizing the importance of retention in Freemium A freemium product's retention curve is generally accepted to assume the shape of a negative exponential function, as below: A retention curve might take this form if retention in the earliest stages of product use was determined solely by quality, but it is not. Rather, early retention -- especially Day 1 retention -- is affected by a number of other factors, mostly related to marketing. Marketing channel mix can impact early stage retention substantially. When a product is being marketed across channels that are not optimally descriptive or targeted (such as incentivized mobile installs), Day 1 retention may be reduced.Demographic targeting, when not effectively implemented, can drag Day One retention down by exposing the product to users for whom it is not at all appropriate. Generally, broad, high-volume marketing campaigns are associated with attendant drops in Day 1 retention.

The Freemium Codex - A collection of freemium resources Freemium, as a business model, is not fairly well defined from an academic perspective -- that is, its application to, and implementing in, software products is guided largely by existing precedent. It's only a matter of time until those precedents -- which are essentially best practices -- are codified into a framework and taught in universities and in "analyst" / recent graduate programs at large software companies. Until that happens, however, freemium -- for better or worse -- is largely defined by the most popular articles written about it on the internet. This list of articles attempts to serve as a codex, or a qualified list of resources, for the freemium business model. The articles are grouped according to the major features of the model as defined in Freemium Economics.

Low conversion in free-to-play is a feature, not a bug An article excoriating the supposed plague that is free-to-play made the rounds recently, citing engagement statistics from Swrve's April report in support of an argument asserting that, because average engagement rates for free-to-play games are low, and the percentage of players that pay anything within free-to-play games is very low, consumers clearly don’t enjoy free-to-play games. From the article: Recent data shows 20 percent of mobile games get opened once and never again. 66 percent have never played beyond the first 24 hours and indeed most purchases happen in the first week of play. Amazingly only around two to three percent of gamers pay anything at all for games, and even more hair-raising is the fact that 50 percent of all revenue comes from just 0.2 percent of players.This is a statistically insignificant amount of happy gamers and nothing that gives you a basis to make claims about “what people want”.

MBA Mondays: Revenue Models - Subscriptions When I got into the venture capital business in the mid 80s, software was sold. You would pay a large sum to acquire a license to the software and then a much smaller annual fee for maintenance and support. Today, most software is sold in a subscription model. You pay a monthly fee for the right to use the software.

Why consumer product metrics are all terrible The reality of consumer products I’ve never met an entrepreneur who’s happy with their metrics. Whether you’re talking about sign up rates, retention rates, or how often your users create content – on face value, the metrics always seem terrible. The secret is, almost everyone’s consumer product metrics are horrible, so once you start to compare them with everyone else’s terrible metrics – then at least we’re all in the same leaky boat together! Other than the exceptional cases, consumers are impatient and disinterested in your product. Even the ones who sign up to try it out, only a small % are willing to stick around to use it more. Understanding SaaS: Why the Pundits Have It Wrong Tune into any cable network stock market channel and the airwaves resonate with one consistent theme: SaaS companies are simply too expensive. In fact, we might even be in a bubble! The argument goes as follows — high revenue growth coupled with lack of profits means these businesses are fundamentally broken. Just as we saw in 1999-2000, investors’ willingness to pay for growth at any cost will end and many SaaS companies will be left behind. image: Andreessen Horowitz

The 5$ SaaS The the relatively recent rise of two big types of software pricing & distribution is a opportunity to notice how different things in markets interact in these markets. If you spend your career in software you forget how weird an industry with n marginal costs is. An app store lends well to $1-$10 apps creating a demand creating a supply. Web based Saas lends well to $5-$50 apps creating a demand creating a supply. If you need a sales consultant or a long decision making process you need to go into the 5-6 figures realm.

SaaS Economics - Part 1: The SaaS Cash Flow Trough This post provides SaaS entrepreneurs with an Excel spreadsheet model and graphs that show the cash flow trough that happens to SaaS, or other subscription/recurring revenue businesses that use a sales organization. These kinds of SaaS businesses face a cash flow problem in the early days, because they have to invest up front in sales and marketing expenses to acquire customers, and only get payments from those customers over a delayed period of time. I refer to this phenomenon as the the SaaS Cash Flow Trough. The model also compares the cash flows of businesses that charge monthly to those that are able to charge their customers for a year’s payment in advance. The greatest value from this post will come from downloading the model and inputting your own variables.

SaaS Economics - Part 2: Scaling the Business This is the second part of a 2 part series that discusses the cash flow trough that happens to SaaS, or other subscription/recurring revenue businesses when they decide to scale their business by ramping sales and marketing. These kinds of SaaS businesses face a cash flow problem in the early days, because they have to invest up front in sales and marketing expenses to acquire customers, and only get payments from those customers over a delayed period of time. The first part of the series can be found here: SaaS Econonics – Part 1: The SaaS Cash Flow Trough.

SaaS Metrics - A Guide to Measuring and Improving What Matters This blog post looks at the high level goals of a SaaS business and drills down layer by layer to expose the key metrics that will help drive success. Metrics for metric’s sake are not very useful. Instead the goal is to provide a detailed look at what management must focus on to drive a successful SaaS business. For each metric, we will also look at what is actionable. There is an updated (re-written) version of this post available here: SaaS Metrics 2.0. Why Churn is SO critical to success in SaaS Summary: Illustrates graphically why churn is a huge problem a SaaS company gets larger. It also looks at a very surprising factor that can massively accelerate SaaS growth: negative churn. (This article is applicable to any recurring revenue business, not just SaaS.) Introduction

Multi-axis Pricing: a key tool for increasing SaaS revenue Scalable pricing is a powerful tool to grow revenue in a SaaS or software business. It allows you to capture more of the revenue that your customers are willing to pay, without putting off smaller customers that are not able to pay high prices. It also provides a great way to continue to grow revenue from your existing customers. This post looks at how to create scalable pricing using multiple pricing axes, and discusses the different types of axes that can be used. Introduction

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