The first powerpoint I embed... This post just intends to understand how to embed it.
Saturday, June 27, 2009
Friday, June 26, 2009
Michael Jackson illustrates our EBM course's learnings
The radio keeps repeating it since this morning : Michael Jackson is dead. No need to be a fan of M. Jackson to know that he is considered as a musical phenomenon, and that his songs are classified in "hits".
As a consequence of the "King of the Pop"'s death, the demand for his products increases quickly. As soon as the news has broken out, several offline music stores have contacted the house of music production he belonged to, and ordered more of the Michael Jackson's products they usually proposed. Such retailers may also have asked for some other items of him - to satisfy customers who already possess "usual" products - but not in big quantity.
Online also faces a rush of customers. How does the Long Tail work in this case?
Type "Music Michael Jackson" under Amazon, and a list of 867 items appears. One part of the users come to Amazon website only searching for his products. These people reject whatever is not labelled "Michael Jackson". They required to be orientated down the Long Tail of Michael Jackson's items. Another part of the users visit the website, initially looking for Michael Jackson's items, but with no decision to strictly limit their exploration to that particular class of items. These customers may reach parts of the long tail the first category of customers would neglect.
My question is: how can Amazon adequately accompany each category of customers down the long tail? The comments "People who bought this item also bought..." are useful, but the more customers of the first category buy through the website, the less products that are not labelled "Michael Jackson" appear in the comment. This makes that leading users outside the long tail of Michael Jackson's products into the complete long tail take more clics...
Another phenomenon is the desire of fans and non-fans to share their admiration and sorrow. Online tools made it easy, for example on the comment space of the video by Philipp and Miriam Lents, a parody about Michael Jackson's hit "Thriller".
The main reason why I have chosen to put a link to the video is the fact that it has reminded me of the post-its film we have seen during one of the EBM classes.(If you wish to have a glimpse of the real clip, for a comparison, click here)
If I had to resume the most important lessons of the EBM course so far, it would be : for a successful use of the internet potential, remember that online is not offline; therefore, adapt your way of thinking, and dare dare.
As a consequence of the "King of the Pop"'s death, the demand for his products increases quickly. As soon as the news has broken out, several offline music stores have contacted the house of music production he belonged to, and ordered more of the Michael Jackson's products they usually proposed. Such retailers may also have asked for some other items of him - to satisfy customers who already possess "usual" products - but not in big quantity.
Online also faces a rush of customers. How does the Long Tail work in this case?
Type "Music Michael Jackson" under Amazon, and a list of 867 items appears. One part of the users come to Amazon website only searching for his products. These people reject whatever is not labelled "Michael Jackson". They required to be orientated down the Long Tail of Michael Jackson's items. Another part of the users visit the website, initially looking for Michael Jackson's items, but with no decision to strictly limit their exploration to that particular class of items. These customers may reach parts of the long tail the first category of customers would neglect.
My question is: how can Amazon adequately accompany each category of customers down the long tail? The comments "People who bought this item also bought..." are useful, but the more customers of the first category buy through the website, the less products that are not labelled "Michael Jackson" appear in the comment. This makes that leading users outside the long tail of Michael Jackson's products into the complete long tail take more clics...
Another phenomenon is the desire of fans and non-fans to share their admiration and sorrow. Online tools made it easy, for example on the comment space of the video by Philipp and Miriam Lents, a parody about Michael Jackson's hit "Thriller".
The main reason why I have chosen to put a link to the video is the fact that it has reminded me of the post-its film we have seen during one of the EBM classes.(If you wish to have a glimpse of the real clip, for a comparison, click here)
If I had to resume the most important lessons of the EBM course so far, it would be : for a successful use of the internet potential, remember that online is not offline; therefore, adapt your way of thinking, and dare dare.
Thursday, June 25, 2009
The long tail concept: quit the focus-on-hits mindset
In the article associated to the class preparation work, Chris Anderson exposes the concept of the Long Tail as the future of the entertainment industry.
"Traditional" retail concept face two limitations: space and physics. As it is not possible, for example, to extend indefinitely the shelves of a store, nor to add waves to the radio spectrum, the "traditional" retail industry has responded to those two constraints by focussing on hits. Although it has brought economic successes, such decision neglects existing audiences when not sufficiently gathered in one geographic area and also restricts the access to diversity.
The concept of the Long Tail settled a different mindset for building business success. It claims that access to non-hits is for customers as important as access to so-called "hits". This does not mean that a business should only sell long-tail items! Hits are needed to attract the customers and lead them down the tail. Each business should find the right balance between the amount of hits' market and niches' markets it adresses to.
Yes, the Long Tail concept fits in a customer in charge environment.
- The more items of the long tail are made available, the more opportunities are given to a customer to meet items that fully satisfy him/her. And customers are aware of this chance.
- The more the customers feel treated as individuals, the more easily they will dare search within the catalogue of available items.
An example: The company Sew dolling
In most retail market, when entering the toys' area, how many times do you see a doll with a physical disability? I never met one offline, allthough I know parents who are searching for a doll that has the same disease than their child. Sew dolling offers both normal dolls and dolls with specific physical differences under the motto "Isn't it time there is a doll as unique as you?".
So, yes, the long tail concept fits in a customer in charge environement; yet, customers are not allways clear about what they are looking for. It thus is needed for a business to understand how to wisely accompany the customers further on the long tail down to what they want.
"Traditional" retail concept face two limitations: space and physics. As it is not possible, for example, to extend indefinitely the shelves of a store, nor to add waves to the radio spectrum, the "traditional" retail industry has responded to those two constraints by focussing on hits. Although it has brought economic successes, such decision neglects existing audiences when not sufficiently gathered in one geographic area and also restricts the access to diversity.
The concept of the Long Tail settled a different mindset for building business success. It claims that access to non-hits is for customers as important as access to so-called "hits". This does not mean that a business should only sell long-tail items! Hits are needed to attract the customers and lead them down the tail. Each business should find the right balance between the amount of hits' market and niches' markets it adresses to.
Yes, the Long Tail concept fits in a customer in charge environment.
- The more items of the long tail are made available, the more opportunities are given to a customer to meet items that fully satisfy him/her. And customers are aware of this chance.
- The more the customers feel treated as individuals, the more easily they will dare search within the catalogue of available items.
An example: The company Sew dolling
In most retail market, when entering the toys' area, how many times do you see a doll with a physical disability? I never met one offline, allthough I know parents who are searching for a doll that has the same disease than their child. Sew dolling offers both normal dolls and dolls with specific physical differences under the motto "Isn't it time there is a doll as unique as you?".
So, yes, the long tail concept fits in a customer in charge environement; yet, customers are not allways clear about what they are looking for. It thus is needed for a business to understand how to wisely accompany the customers further on the long tail down to what they want.
Saturday, June 13, 2009
Musicovery
Saturday June 13th's work class, exercise 1 : how to add a powerpoint on www.slideshare.net and embed a link on the blog.
A closer look at a Freemium example : musicovery
A closer look at a Freemium example : musicovery
Freemium : a opportunity to make money
To better understand the principle of “freemium”, we were asked to research an example of it and explain how money can be made through this way of proceeding.
Writing emails to friends spread all around the world is good to keep connected, but we enjoy twice more talking together and hear each others. Having a way to “phone” for free has encouraged us to choose Skype. Used to its free version which has develop our trust in Skype quality and potential, some of us have even bought Skype credits to access extra services. Skype is built on the freemium principle.
“Freemium” on the internet – as Chris Anderson says – refers to a website offering web-software and services for free, with a free access to restricted content. This practice aims to attract users in order to later on generate money through their behaviours and through the collection of information thus obtained. A user who has had only a glimpse of the potential of the tool through the free version may for example decide to pay to access its full version. Other users may never take this step, but will be more inclined to purchase extra material or service either directly sold by the website or sold through connecting the user to a partner’s website. Users’ profiles and behaviours also create a database which can be sold.
Let’s look at how the freemium Musicovery (created in November 2006) proceeds to generate revenues. Musicovery defines itself as “the interactive webradio”. To be able to listen to music freely, you need to create a log in account (name and password). You are then requested to choose the atmosphere (“energic”, “dark”, “calm” or “positive”) and the styles of music (jazz, gospel, blues, metal, rock, variety, pop, disco, funk, r&b, rap, electro, latino, classical, soundtrack, world, reggae, soul) you wish to listen to. A set of songs appear on the screen, each one with its reference (performers and titles). If you don’t enjoy a piece of music, you can click on the broken heart and straight move to another song. If you enjoy a piece of music, you can click on the full heart. Your rates help define your profile in order to propose you music you have more chance to like. You can check and change your rates anytime trough opening “chansons jouees”. Your rates also help enrich the collection of users’ information that Musicovery will sell. Let’s say you are listening to a song you find so great that you wish to buy it. That is easily possible through the direct links to Amazon, i-Tunes or E-Bay. Click on it, and Musicovery will receive a commission for having connected you to them. While you are listening to songs, advertising appears, once again generating a gain for Musicovery. And if you look for an even better sound quality, desire to listen only to your rated favourite songs, wish your webradio without ad, enjoy interactivity with your own Itunes playlists, you can become a Premium Member for 3 euros per month.
Would commercial enterprises choose freemium if the accumulation of revenues thus generated would not be consequent enough for the business to survive? Probably not. Users enjoy the free access concept. The real questions about freemium are: how much of the content should be free? and how much is the free-user ready to pay to have access to more?
Writing emails to friends spread all around the world is good to keep connected, but we enjoy twice more talking together and hear each others. Having a way to “phone” for free has encouraged us to choose Skype. Used to its free version which has develop our trust in Skype quality and potential, some of us have even bought Skype credits to access extra services. Skype is built on the freemium principle.
“Freemium” on the internet – as Chris Anderson says – refers to a website offering web-software and services for free, with a free access to restricted content. This practice aims to attract users in order to later on generate money through their behaviours and through the collection of information thus obtained. A user who has had only a glimpse of the potential of the tool through the free version may for example decide to pay to access its full version. Other users may never take this step, but will be more inclined to purchase extra material or service either directly sold by the website or sold through connecting the user to a partner’s website. Users’ profiles and behaviours also create a database which can be sold.
Let’s look at how the freemium Musicovery (created in November 2006) proceeds to generate revenues. Musicovery defines itself as “the interactive webradio”. To be able to listen to music freely, you need to create a log in account (name and password). You are then requested to choose the atmosphere (“energic”, “dark”, “calm” or “positive”) and the styles of music (jazz, gospel, blues, metal, rock, variety, pop, disco, funk, r&b, rap, electro, latino, classical, soundtrack, world, reggae, soul) you wish to listen to. A set of songs appear on the screen, each one with its reference (performers and titles). If you don’t enjoy a piece of music, you can click on the broken heart and straight move to another song. If you enjoy a piece of music, you can click on the full heart. Your rates help define your profile in order to propose you music you have more chance to like. You can check and change your rates anytime trough opening “chansons jouees”. Your rates also help enrich the collection of users’ information that Musicovery will sell. Let’s say you are listening to a song you find so great that you wish to buy it. That is easily possible through the direct links to Amazon, i-Tunes or E-Bay. Click on it, and Musicovery will receive a commission for having connected you to them. While you are listening to songs, advertising appears, once again generating a gain for Musicovery. And if you look for an even better sound quality, desire to listen only to your rated favourite songs, wish your webradio without ad, enjoy interactivity with your own Itunes playlists, you can become a Premium Member for 3 euros per month.
Would commercial enterprises choose freemium if the accumulation of revenues thus generated would not be consequent enough for the business to survive? Probably not. Users enjoy the free access concept. The real questions about freemium are: how much of the content should be free? and how much is the free-user ready to pay to have access to more?
Where do I want to stand next on the ladder?
During the first class, we took a closer look at the Social Technographics Ladder as described in the book Groundswell
I access the internet. I am thus definitely not an “inactive”, but how much do I take part in the internet? Do I perceive myself more as a “spectator”, a “joiner”, a “collector”, a “critic” or a “creator”? After reading the definitions of these categories and looking at my behaviour, I place myself in three groups. I have become a “creator”, only thanks to the E-business MBA course that forces me to open and manage a blog. I am a “joiner”, due to the few newsletters I receive. And I am a “spectator”, for sure.
Now that I have become aware of my actual use of the internet, the next interesting question is: where do I want to stand next? After considering what I would need the internet for in my future professional and personal life, here is the result of where I want to stand next. Unless I would end up on a desert island, there is no way I would totally step back and be “inactive” forever. I will remain a “spectator”, no doubt about this. I will continue be a “joiner” through newsletters, and, as I have been doing so far, I will care not to be overcrowded by those. Yet, would I join a social network like facebook? I guess not, unless it would professionally become a necessity. I will enter the “collector” group, at least thanks to the use of RSS. What about the “critic” category? Well, I don’t know. And finally, I will need to really develop my “creator” behaviour for both professional and personal reasons, starting by writing articles on a blog as some friends and professionals encourage me to do.
I know where I start from, and where I need to go. How to get there? It sounds clear that I expect a lot from the e-business classes! Put in few words: I trust this MBA course will teach me to better deal with internet tools (blogs, RSS, online software and storage for group works, etc…) and to make a better use of the internet for successful business purpose.
I access the internet. I am thus definitely not an “inactive”, but how much do I take part in the internet? Do I perceive myself more as a “spectator”, a “joiner”, a “collector”, a “critic” or a “creator”? After reading the definitions of these categories and looking at my behaviour, I place myself in three groups. I have become a “creator”, only thanks to the E-business MBA course that forces me to open and manage a blog. I am a “joiner”, due to the few newsletters I receive. And I am a “spectator”, for sure.
Now that I have become aware of my actual use of the internet, the next interesting question is: where do I want to stand next? After considering what I would need the internet for in my future professional and personal life, here is the result of where I want to stand next. Unless I would end up on a desert island, there is no way I would totally step back and be “inactive” forever. I will remain a “spectator”, no doubt about this. I will continue be a “joiner” through newsletters, and, as I have been doing so far, I will care not to be overcrowded by those. Yet, would I join a social network like facebook? I guess not, unless it would professionally become a necessity. I will enter the “collector” group, at least thanks to the use of RSS. What about the “critic” category? Well, I don’t know. And finally, I will need to really develop my “creator” behaviour for both professional and personal reasons, starting by writing articles on a blog as some friends and professionals encourage me to do.
I know where I start from, and where I need to go. How to get there? It sounds clear that I expect a lot from the e-business classes! Put in few words: I trust this MBA course will teach me to better deal with internet tools (blogs, RSS, online software and storage for group works, etc…) and to make a better use of the internet for successful business purpose.
Tuesday, June 9, 2009
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