NEW EXAMPLE
AMAZON Unbox
http://www.amazon.com/b?ie=UTF8&node=16261631 you can rent a movie for less than 1 € Its amazing , awesome,
samedi 9 juin 2007
vendredi 8 juin 2007
i tunes
iTunes' pay-to-download model of Internet TV is on the way out, according to a recent Forrester Research report. Though iTunes itself will peak in 2007, the study predicts, it will see a steady downturn as mainstream viewers turn to free, on-demand, ad-supported streaming video coming in at increasingly higher levels of quality.
The future of Internet television will be dominated by ad-supported models, according to a report from Forrester Research that raises new questions for the future of Apple's (Nasdaq: AAPL) iTunes-focused and Apple TV video download service.
Even as the report predicts that the market for paid downloads will nearly triple in 2007 to US$279 million, it claims that the paid download market is ultimately a dead end. Media-hungry and tech-savvy individuals, not mainstream viewers, are now feeding the pay-to-download market, the research asserts. The key to reaching mainstream viewers, Forrester predicts, will be through ad-supported models that let consumers easily connect Internet video services to their living room televisions and other devices.
Apple's CEO Steve Jobs rocked the music industry by becoming the dominant seller of online music, and he did it by starting with a killer device -- the iPod. With television, on the other hand, Apple started selling shows before it had a killer device -- the Apple TV. Also, the Apple TV is no iPod. While popular among Apple aficionados, the device, which connects a TV to iTunes running on a Mac or PC, has so far failed to grab the attention of broader tech buyers, not to mention living room viewers.
The Steve Jobs Model
Jobs has consistently fought the music industry for the right to sell music that customers can buy to own, as opposed to renting or subscribing to it. He also fought for years to keep the price at $0.99 per song. At $1.99 for TV shows, though, Apple faces a consumer challenge -- no matter how low the cost, the viewer still has to buy it. Mainstream television viewers are accustomed to watching televisions shows that are free of charge and supported by advertisements.
Most people would prefer to buy and download shows they own forever -- the iTunes model -- but are stymied by the fact they still have to find the budget to pay for them, Phil Leigh, principle analyst for Inside Digital Media, stated.
"The pay-per-view is going to be a niche," Leigh told MacNewsWorld. "It's not the case right now, but there's good reasons to question it."
iTunes Out, Apple TV In?
"I think Apple will change how they deliver TV shows, but not starting with iTunes," James McQuivey, a Forrester analyst, vice president and lead researcher for the report, told MacNewsWorld. Apple TV, he said, is like a great novelty that only a few million people will want when it's tied to iTunes, especially if the same shows are available free online at similar or better quality.
"I expect the Apple TV 2.0 to be an Internet video box capable of streaming video directly off the Web, much the way the iPod will play audio ripped from your CDs that you didn't buy from Apple," McQuivey speculated. "Once you can stream ABC.com on the Apple TV, you won't want to spend extra to buy the episodes unless you're a big fan or want to view back episodes, which you will have to pay to do.
"Sure, Apple will sell fewer downloads per box, but they'll sell twice as many boxes, which earns them a lot more money than the downloads do," he added.
Apple TV has the potential to be huge, but again, not through iTunes, Inside Digital Media's Leigh said.
"I think [television online] will be ad-supported," he said. "The exception is, the movie rental business, which is a multi-billion dollar business. If Apple can get viewers to rent movies like Amazon (Nasdaq: AMZN) is doing with TiVo (Nasdaq: TIVO) , that's a big windfall. And in fact, Apple would probably make more money that way than it does selling them for $15 or $20 because the volume will be so much larger."
iTunes' pay-to-download model of Internet TV is on the way out, according to a recent Forrester Research report. Though iTunes itself will peak in 2007, the study predicts, it will see a steady downturn as mainstream viewers turn to free, on-demand, ad-supported streaming video coming in at increasingly higher levels of quality.
The future of Internet television will be dominated by ad-supported models, according to a report from Forrester Research that raises new questions for the future of Apple's (Nasdaq: AAPL) iTunes-focused and Apple TV video download service.
Even as the report predicts that the market for paid downloads will nearly triple in 2007 to US$279 million, it claims that the paid download market is ultimately a dead end. Media-hungry and tech-savvy individuals, not mainstream viewers, are now feeding the pay-to-download market, the research asserts. The key to reaching mainstream viewers, Forrester predicts, will be through ad-supported models that let consumers easily connect Internet video services to their living room televisions and other devices.
Apple's CEO Steve Jobs rocked the music industry by becoming the dominant seller of online music, and he did it by starting with a killer device -- the iPod. With television, on the other hand, Apple started selling shows before it had a killer device -- the Apple TV. Also, the Apple TV is no iPod. While popular among Apple aficionados, the device, which connects a TV to iTunes running on a Mac or PC, has so far failed to grab the attention of broader tech buyers, not to mention living room viewers.
The Steve Jobs Model
Jobs has consistently fought the music industry for the right to sell music that customers can buy to own, as opposed to renting or subscribing to it. He also fought for years to keep the price at $0.99 per song. At $1.99 for TV shows, though, Apple faces a consumer challenge -- no matter how low the cost, the viewer still has to buy it. Mainstream television viewers are accustomed to watching televisions shows that are free of charge and supported by advertisements.
Most people would prefer to buy and download shows they own forever -- the iTunes model -- but are stymied by the fact they still have to find the budget to pay for them, Phil Leigh, principle analyst for Inside Digital Media, stated.
"The pay-per-view is going to be a niche," Leigh told MacNewsWorld. "It's not the case right now, but there's good reasons to question it."
iTunes Out, Apple TV In?
"I think Apple will change how they deliver TV shows, but not starting with iTunes," James McQuivey, a Forrester analyst, vice president and lead researcher for the report, told MacNewsWorld. Apple TV, he said, is like a great novelty that only a few million people will want when it's tied to iTunes, especially if the same shows are available free online at similar or better quality.
"I expect the Apple TV 2.0 to be an Internet video box capable of streaming video directly off the Web, much the way the iPod will play audio ripped from your CDs that you didn't buy from Apple," McQuivey speculated. "Once you can stream ABC.com on the Apple TV, you won't want to spend extra to buy the episodes unless you're a big fan or want to view back episodes, which you will have to pay to do.
"Sure, Apple will sell fewer downloads per box, but they'll sell twice as many boxes, which earns them a lot more money than the downloads do," he added.
Apple TV has the potential to be huge, but again, not through iTunes, Inside Digital Media's Leigh said.
"I think [television online] will be ad-supported," he said. "The exception is, the movie rental business, which is a multi-billion dollar business. If Apple can get viewers to rent movies like Amazon (Nasdaq: AMZN) is doing with TiVo (Nasdaq: TIVO) , that's a big windfall. And in fact, Apple would probably make more money that way than it does selling them for $15 or $20 because the volume will be so much larger."
jeudi 7 juin 2007
mardi 5 juin 2007
1 Social Network
social network is a social structure made of nodes (which are generally individuals or organizations) that are tied by one or more specific types of relations, such as values, visions, idea, financial exchange, friends, kinship, dislike, trade, web links, sexual relations, disease transmission (epidemiology), or airline routes.
Social network analysis views social relationships in terms of nodes and ties. Nodes are the individual actors within the networks, and ties are the relationships between the actors. There can be many kinds of ties between the nodes. Research in a number of academic fields has shown that social networks operate on many levels, from families up to the level of nations, and play a critical role in determining the way problems are solved, organizations are run, and the degree to which individuals succeed in achieving their goals.
In its simplest form, a social network is a map of all of the relevant ties between the nodes being studied. The network can also be used to determine the social capital of individual actors. These concepts are often displayed in a social network diagram, where nodes are the points and ties are the lines.
2 Zilo
Networks Inc. is an integrated entertainment and marketing television network aimed at college students and young adults. Zilo includes:
"Zilo TV", a college television network that provides 12 hours of programming per week to over 5.5 million campus-based cable subscribers and 3.2 million broadcast households.
"Zilo Live", a series of multi-campus, participatory event franchises.
"Zilo Online", a broadband website for college students with original streaming content.
wists
Social Shopping is a method of e-commerce in which consumers shop in a social networking environment similar to MySpace.
Social Shopping is based on the principles outlined in the wisdom of crowds where a large group of users can recommend products to each other and between them work out what to buy and which ones have the most buzz. Some of the leading companies in this field include Wists, Stylehive, ThisNext, StyleFeeder, Kaboodle and ZEBO.
Another Social network
43 things
43 Things or 43things.com is a social networking site that is built on the principles of tagging, rather than creating explicit interpersonal links (as seen in Friendster and Orkut). Users create accounts and then list a number of goals or hopes; these goals are parsed by a lexer and connected to other people's goals that are constructed with similar words or ideas. This concept is also known as folksonomy.
[edit] Recognition
In 2005, 43 Things won the Webby Award for the best Social Networking site.
On April 27, 2007, 43Things reached the 1,000,000 registered users mark.
[edit] Launches
43 Things was launched on January 1, 2005, by the Robot Co-op, a small company based in Seattle founded by prominent blogger "Erik Benson", Maktub keyboardist Daniel Spils, and former Amazon.com and Microsoft executive Josh Petersen. The site was developed using the Ruby programming language and the Ruby on Rails framework. The development of the site (and company) was chronicled on the company's blog. The first version of the site was released 43 days before January 1, with a stripped down text interface asking "43 days till the new year. What do you want to do with your life?" Hundreds of thousands of users browsed the site before the official launch - leading to news coverage in several countries.
"43 Places", a sister site, was launched June 27, 2005.
"43 People", another sister site, was launched in August, 2005.
[edit] Press coverage
43 Things and statements from developer Erik Benson were given a prime spot in an article on tags written by Katharine Mieszkowski, a senior writer for Salon.com. After publication Mieszkowski received an anonymous email tipping her off to investigate how the Robot Co-op was funded. Mieszkowski called 43 Things founder Erik Benson at his home at 7:45 am demanding to know if 43 Things was funded by Amazon.com. She published her version of this conversation in a follow up piece in Salon.com entitled "Amazon's 43 Secrets".
That article included confirmation from Amazon.com and The Robot Co-op's CEO that internet bookseller and web giant Amazon.com was the sole investor in The Robot Co-op. Amazon.com declined to comment on their investment, but Mieszkowski speculated that they plan to use this site to further customize their individual marketing and site preferences for their users. Mieszkowski did not restate the glowing material from her prior tagging article that had described what the Robot Co-op was building. Mieszkowski implied that Amazon is being somewhat underhanded in disguising their use of a pseudo-independent site, as many users are entering data about their planned purchases, without realizing that they are giving this information to a potential marketing machine, rather than a social website. Mieszkowski never announced who the anonymous tipster was or speculated about their motivations (or intentions) in leaking this announcement to the press ahead of The Robot Co-op or Amazon.com's publicity schedule.
Prominent blogger Jason Kottke weighed in on the "43 Things Amazon Conspiracy" by asserting that the history of the site from inception to release was chronicled on a public blog, that the employees of the Robot Co-op all keep blogs, and that all significant information on 43 Things is available via the internet, if not on the site itself or in the interview with Benson. The three day period of attention from Salon and other media was asserted to have led to a 35% increase in users of 43 Things.
social network is a social structure made of nodes (which are generally individuals or organizations) that are tied by one or more specific types of relations, such as values, visions, idea, financial exchange, friends, kinship, dislike, trade, web links, sexual relations, disease transmission (epidemiology), or airline routes.
Social network analysis views social relationships in terms of nodes and ties. Nodes are the individual actors within the networks, and ties are the relationships between the actors. There can be many kinds of ties between the nodes. Research in a number of academic fields has shown that social networks operate on many levels, from families up to the level of nations, and play a critical role in determining the way problems are solved, organizations are run, and the degree to which individuals succeed in achieving their goals.
In its simplest form, a social network is a map of all of the relevant ties between the nodes being studied. The network can also be used to determine the social capital of individual actors. These concepts are often displayed in a social network diagram, where nodes are the points and ties are the lines.
2 Zilo
Networks Inc. is an integrated entertainment and marketing television network aimed at college students and young adults. Zilo includes:
"Zilo TV", a college television network that provides 12 hours of programming per week to over 5.5 million campus-based cable subscribers and 3.2 million broadcast households.
"Zilo Live", a series of multi-campus, participatory event franchises.
"Zilo Online", a broadband website for college students with original streaming content.
wists
Social Shopping is a method of e-commerce in which consumers shop in a social networking environment similar to MySpace.
Social Shopping is based on the principles outlined in the wisdom of crowds where a large group of users can recommend products to each other and between them work out what to buy and which ones have the most buzz. Some of the leading companies in this field include Wists, Stylehive, ThisNext, StyleFeeder, Kaboodle and ZEBO.
Another Social network
43 things
43 Things or 43things.com is a social networking site that is built on the principles of tagging, rather than creating explicit interpersonal links (as seen in Friendster and Orkut). Users create accounts and then list a number of goals or hopes; these goals are parsed by a lexer and connected to other people's goals that are constructed with similar words or ideas. This concept is also known as folksonomy.
[edit] Recognition
In 2005, 43 Things won the Webby Award for the best Social Networking site.
On April 27, 2007, 43Things reached the 1,000,000 registered users mark.
[edit] Launches
43 Things was launched on January 1, 2005, by the Robot Co-op, a small company based in Seattle founded by prominent blogger "Erik Benson", Maktub keyboardist Daniel Spils, and former Amazon.com and Microsoft executive Josh Petersen. The site was developed using the Ruby programming language and the Ruby on Rails framework. The development of the site (and company) was chronicled on the company's blog. The first version of the site was released 43 days before January 1, with a stripped down text interface asking "43 days till the new year. What do you want to do with your life?" Hundreds of thousands of users browsed the site before the official launch - leading to news coverage in several countries.
"43 Places", a sister site, was launched June 27, 2005.
"43 People", another sister site, was launched in August, 2005.
[edit] Press coverage
43 Things and statements from developer Erik Benson were given a prime spot in an article on tags written by Katharine Mieszkowski, a senior writer for Salon.com. After publication Mieszkowski received an anonymous email tipping her off to investigate how the Robot Co-op was funded. Mieszkowski called 43 Things founder Erik Benson at his home at 7:45 am demanding to know if 43 Things was funded by Amazon.com. She published her version of this conversation in a follow up piece in Salon.com entitled "Amazon's 43 Secrets".
That article included confirmation from Amazon.com and The Robot Co-op's CEO that internet bookseller and web giant Amazon.com was the sole investor in The Robot Co-op. Amazon.com declined to comment on their investment, but Mieszkowski speculated that they plan to use this site to further customize their individual marketing and site preferences for their users. Mieszkowski did not restate the glowing material from her prior tagging article that had described what the Robot Co-op was building. Mieszkowski implied that Amazon is being somewhat underhanded in disguising their use of a pseudo-independent site, as many users are entering data about their planned purchases, without realizing that they are giving this information to a potential marketing machine, rather than a social website. Mieszkowski never announced who the anonymous tipster was or speculated about their motivations (or intentions) in leaking this announcement to the press ahead of The Robot Co-op or Amazon.com's publicity schedule.
Prominent blogger Jason Kottke weighed in on the "43 Things Amazon Conspiracy" by asserting that the history of the site from inception to release was chronicled on a public blog, that the employees of the Robot Co-op all keep blogs, and that all significant information on 43 Things is available via the internet, if not on the site itself or in the interview with Benson. The three day period of attention from Salon and other media was asserted to have led to a 35% increase in users of 43 Things.
samedi 10 mars 2007
Revenue sources!
The main sources of revenue
To gain the low-cost leadership strategy the company implemented the following actions :1. Offering no commissions to travel agents (all the services are provided via internet)2. Eliminating meals during flights3. Savings in turnaround time (the key to profits is keeping planes in the air). EasyJet flies only short-haul routes and the company uses only one type of airkraft to minimise parts stock, training and maintenance costs – and to reduce downtime.4. Negociating low cost with new and existing airports5. Continuing implementation of more efficient technologies6. Obtaining profitable conditions of airbus leasing
Additional Revenue sources
From comissions
- Hotels and apartments revenues
- Car rental
- Lounges
- Easy pizza ( food)
- Airports parkings
- Easy bus
- Easy cruise
- Insurances
Oppurtunities
- More advertising from the partners
- Affiliation programs (credit cards, mobil operators)
- To create a community
- Business collaborations
- To do more partnerships
- To change the lifestyle of people
- To fidelize the customers with their services
- To create more connection like easy cinema and easy meetic.
- Easy video games
- Easy excursions
- Easy meetiq,
- Easy bet
- Easy fast food
-
Cross marketing
They create a community with their clients,
It’s a networking marketing, with the different product that they can offer.
Searching at all the opportunity that emerge on the market to provide to the community (Ex. Selling Easy Pizza in the Easy Cinema)
The main sources of revenue
To gain the low-cost leadership strategy the company implemented the following actions :1. Offering no commissions to travel agents (all the services are provided via internet)2. Eliminating meals during flights3. Savings in turnaround time (the key to profits is keeping planes in the air). EasyJet flies only short-haul routes and the company uses only one type of airkraft to minimise parts stock, training and maintenance costs – and to reduce downtime.4. Negociating low cost with new and existing airports5. Continuing implementation of more efficient technologies6. Obtaining profitable conditions of airbus leasing
Additional Revenue sources
From comissions
- Hotels and apartments revenues
- Car rental
- Lounges
- Easy pizza ( food)
- Airports parkings
- Easy bus
- Easy cruise
- Insurances
Oppurtunities
- More advertising from the partners
- Affiliation programs (credit cards, mobil operators)
- To create a community
- Business collaborations
- To do more partnerships
- To change the lifestyle of people
- To fidelize the customers with their services
- To create more connection like easy cinema and easy meetic.
- Easy video games
- Easy excursions
- Easy meetiq,
- Easy bet
- Easy fast food
-
Cross marketing
They create a community with their clients,
It’s a networking marketing, with the different product that they can offer.
Searching at all the opportunity that emerge on the market to provide to the community (Ex. Selling Easy Pizza in the Easy Cinema)
EASY JET
ENQUÊTE
Sommaire Tourisme
Compagnies low cost : plongée au coeur de leur business model
Les compagnies "low cost", qui représentent 24 % du trafic dans l'Union Européenne, réalisent 90 % de leurs ventes en ligne. Les e-services et la vente de prestations annexes sont au centre de leur développement. (18/04/2006)
En savoir plus
Dossier Transport aérien
Le site
Easyjet.com SkyEurope.com Ryanair.com Virgin-express.comDans un contexte général de forte progression du e-commerce, les compagnies "low cost", qui ont mis Internet au cœur de leur modèle, enregistrent des chiffres en très forte augmentation sur 2005, témoignant d'un secteur en pleine croissance. En 2002, les aéroports français enregistraient près de 5,5 millions de passagers voyageant sur des compagnies low cost, soit 5 % du trafic total selon la Direction Générale de l'Aviation Civile (DGAC). En 2005, ce seraient près de 15,1 millions de passagers de ces compagnies qui auraient transité dans les aéroports français, sur un total de 140 millions, soit plus de 10 %. La DGAC estime également que la part des compagnies à "bas coûts" dans le trafic sur les destinations de l'UE est de 24 %, ce qui représente une croissance annuelle de 19 %.Les compagnies "low cost" s'étant, dès leurs origines, largement appuyées sur le canal de vente en ligne, il n'est pas étonnant que le profil des clients des compagnies "low cost" soit en priorité celui d'internautes avertis, comme le met en lumière la récente étude de TNS Infratest. En effet, le cabinet d'études allemand estime que le succès du modèle "low cost" se confirme tout particulièrement auprès des "Smart shoppers", qui sont de jeunes voyageurs issu d'un milieu socio-culturel et éducatif plus élevé que la moyenne, et qui consacrent beaucoup de temps à la recherche de bonnes affaires sur Internet.
Inspirées du modèle de la compagnie américaine Southwest, les compagnies à bas coûts ont rapidement opté pour du 100 % Internet afin de réduire leurs coûts de distribution. "Avec l'impression de billets et la distribution via des agences de voyage, le circuit traditionnel représentait 15 % des coûts d'une compagnie régulière. Or chez SkyEurope, tout est électronique : le paiement en ligne est immédiat, ce qui nous garantit un surbooking nul et nous permet d'enregistrer directement les commandes dans notre outil comptable", affirme Christian Mandl, directeur général de SkyEurope, une compagnie "low cost" slovaque créée en 2001 et desservant trois aéroports en France (Orly, Mulhouse, Nice), via six destinations en Europe Centrale. Pour cette compagnie, 77 % des réservations au départ de la France sont réalisées en ligne. Chez Virgin Express, qui depuis avril 2005 est placée avec la compagnie SN Brussels Airlines sous l'actionnariat de SN Brussels Airholding, 80 % des passagers en moyenne effectuent leur réservation via Internet. Un chiffre bien supérieur à celui de SN Brussels Airlines, dont 20 % des passagers auraient réservé en ligne depuis Bruxelles en 2005, selon la compagnie. Pour leur part, EasyJet et Ryanair flirtent tous deux avec les 100 % de réservations en ligne en 2005 : 97 % des vols sont réservés sur le site d'EasyJet, les 3 % restants étant vendus via le call center et aux comptoirs des aéroports ; ce taux atteint 98 % chez Ryanair. "A la différence des autres compagnies aériennes, nos clients viennent sur notre site avec l'intention d'acheter, et ne se limitent pas à la consultation des horaires", estime Peter Sherrard, directeur de la communication de Ryanair.
Activité en ligne des compagnies "Low cost"
Compagnie
Part des réservations en ligne
e-services
Offres additionnelles via des partenaires
EasyJet
97 %
• Enregistrement en ligne pour les passagers sans bagage• Modification en ligne des réservations
• Location de voiture (Europcar)• Réservation de nuitées d'hôtels (Hotelopia)• Assurance Voyage• Réservation d'accès aux salons des aéroports
Ryanair
98 %
• Modification en ligne des réservations• Enregistrement en ligne pour les passagers sans bagage • Enregistrement des bagages en ligne lors de la réservation• Réservation d'une assurance voyage
• Location de voitures (Hertz)• Réservation de nuitées d'hôtels (Cendant)• Réservation d'emplacement de parking dans les aéroports
SkyEurope
77 %
• Enregistrement en ligne• Enregistrement des bagages• Modification en ligne des réservations
• Réservation de nuitées d'hôtels (Octopustravel)• Location de voiture • Réservation de bus/navette pour les transferts• Assurance Voyage • Réservation d'accès aux salons des aéroports
Virgin Express
80 %
• Modification en ligne des réservations• Réservation d'"add-on" (espace supplémentaire pour les jambes, assurances…)
• Location de voitures (Hertz) • Réservation de nuitées d'hôtels (Expedia)
Sources : Compagnies aériennes, 2006Toujours dans cette même optique de réduction des coûts, les compagnies low cost ont été pionnières en matière de e-services, la plupart s'étant notamment lancées en "ticketless", c'est-à-dire sans billet papier, comme notamment Virgin Express. "Pour Virgin Express, la réservation est réalisée contre un paiement, et n'a pas de valeur faciale, à la différence du e-ticket correspondant aux normes IATA proposé sur le site SN Brussels Airlines", explique Bruno Drusselmans, responsable e-business. La modification des billets (pour la destination ou pour le vol) impose donc l'annulation de la vente et la création d'une nouvelle réservation, ce qui a conduit la compagnie à offrir immédiatement la possibilité à ses clients de modifier leurs réservations en ligne.
ENQUÊTE
Sommaire Tourisme
Compagnies low cost : plongée au coeur de leur business model
Les compagnies "low cost", qui représentent 24 % du trafic dans l'Union Européenne, réalisent 90 % de leurs ventes en ligne. Les e-services et la vente de prestations annexes sont au centre de leur développement. (18/04/2006)
En savoir plus
Dossier Transport aérien
Le site
Easyjet.com SkyEurope.com Ryanair.com Virgin-express.comDans un contexte général de forte progression du e-commerce, les compagnies "low cost", qui ont mis Internet au cœur de leur modèle, enregistrent des chiffres en très forte augmentation sur 2005, témoignant d'un secteur en pleine croissance. En 2002, les aéroports français enregistraient près de 5,5 millions de passagers voyageant sur des compagnies low cost, soit 5 % du trafic total selon la Direction Générale de l'Aviation Civile (DGAC). En 2005, ce seraient près de 15,1 millions de passagers de ces compagnies qui auraient transité dans les aéroports français, sur un total de 140 millions, soit plus de 10 %. La DGAC estime également que la part des compagnies à "bas coûts" dans le trafic sur les destinations de l'UE est de 24 %, ce qui représente une croissance annuelle de 19 %.Les compagnies "low cost" s'étant, dès leurs origines, largement appuyées sur le canal de vente en ligne, il n'est pas étonnant que le profil des clients des compagnies "low cost" soit en priorité celui d'internautes avertis, comme le met en lumière la récente étude de TNS Infratest. En effet, le cabinet d'études allemand estime que le succès du modèle "low cost" se confirme tout particulièrement auprès des "Smart shoppers", qui sont de jeunes voyageurs issu d'un milieu socio-culturel et éducatif plus élevé que la moyenne, et qui consacrent beaucoup de temps à la recherche de bonnes affaires sur Internet.
Inspirées du modèle de la compagnie américaine Southwest, les compagnies à bas coûts ont rapidement opté pour du 100 % Internet afin de réduire leurs coûts de distribution. "Avec l'impression de billets et la distribution via des agences de voyage, le circuit traditionnel représentait 15 % des coûts d'une compagnie régulière. Or chez SkyEurope, tout est électronique : le paiement en ligne est immédiat, ce qui nous garantit un surbooking nul et nous permet d'enregistrer directement les commandes dans notre outil comptable", affirme Christian Mandl, directeur général de SkyEurope, une compagnie "low cost" slovaque créée en 2001 et desservant trois aéroports en France (Orly, Mulhouse, Nice), via six destinations en Europe Centrale. Pour cette compagnie, 77 % des réservations au départ de la France sont réalisées en ligne. Chez Virgin Express, qui depuis avril 2005 est placée avec la compagnie SN Brussels Airlines sous l'actionnariat de SN Brussels Airholding, 80 % des passagers en moyenne effectuent leur réservation via Internet. Un chiffre bien supérieur à celui de SN Brussels Airlines, dont 20 % des passagers auraient réservé en ligne depuis Bruxelles en 2005, selon la compagnie. Pour leur part, EasyJet et Ryanair flirtent tous deux avec les 100 % de réservations en ligne en 2005 : 97 % des vols sont réservés sur le site d'EasyJet, les 3 % restants étant vendus via le call center et aux comptoirs des aéroports ; ce taux atteint 98 % chez Ryanair. "A la différence des autres compagnies aériennes, nos clients viennent sur notre site avec l'intention d'acheter, et ne se limitent pas à la consultation des horaires", estime Peter Sherrard, directeur de la communication de Ryanair.
Activité en ligne des compagnies "Low cost"
Compagnie
Part des réservations en ligne
e-services
Offres additionnelles via des partenaires
EasyJet
97 %
• Enregistrement en ligne pour les passagers sans bagage• Modification en ligne des réservations
• Location de voiture (Europcar)• Réservation de nuitées d'hôtels (Hotelopia)• Assurance Voyage• Réservation d'accès aux salons des aéroports
Ryanair
98 %
• Modification en ligne des réservations• Enregistrement en ligne pour les passagers sans bagage • Enregistrement des bagages en ligne lors de la réservation• Réservation d'une assurance voyage
• Location de voitures (Hertz)• Réservation de nuitées d'hôtels (Cendant)• Réservation d'emplacement de parking dans les aéroports
SkyEurope
77 %
• Enregistrement en ligne• Enregistrement des bagages• Modification en ligne des réservations
• Réservation de nuitées d'hôtels (Octopustravel)• Location de voiture • Réservation de bus/navette pour les transferts• Assurance Voyage • Réservation d'accès aux salons des aéroports
Virgin Express
80 %
• Modification en ligne des réservations• Réservation d'"add-on" (espace supplémentaire pour les jambes, assurances…)
• Location de voitures (Hertz) • Réservation de nuitées d'hôtels (Expedia)
Sources : Compagnies aériennes, 2006Toujours dans cette même optique de réduction des coûts, les compagnies low cost ont été pionnières en matière de e-services, la plupart s'étant notamment lancées en "ticketless", c'est-à-dire sans billet papier, comme notamment Virgin Express. "Pour Virgin Express, la réservation est réalisée contre un paiement, et n'a pas de valeur faciale, à la différence du e-ticket correspondant aux normes IATA proposé sur le site SN Brussels Airlines", explique Bruno Drusselmans, responsable e-business. La modification des billets (pour la destination ou pour le vol) impose donc l'annulation de la vente et la création d'une nouvelle réservation, ce qui a conduit la compagnie à offrir immédiatement la possibilité à ses clients de modifier leurs réservations en ligne.
Key differences on shared concept
1 innocentive
2 Nine sigma
3 your encore
Innocentive posts to their recruited network ofscientists, yourEncore posts projects to retired corporate technical personnel, and NineSigma posts Requests for Proposals (RFPs) globally to an open network of inventors, universities, and small/medium/large companies.
Nine sigma enables clients to source innovative ideas, technologies, products, and services from outside their organizations quickly by connecting them to the best innovators and solution providers from around the world.
1 innocentive
2 Nine sigma
3 your encore
Innocentive posts to their recruited network ofscientists, yourEncore posts projects to retired corporate technical personnel, and NineSigma posts Requests for Proposals (RFPs) globally to an open network of inventors, universities, and small/medium/large companies.
Nine sigma enables clients to source innovative ideas, technologies, products, and services from outside their organizations quickly by connecting them to the best innovators and solution providers from around the world.
jeudi 8 mars 2007
Innocentive
Let's review and discuss this extremely innovative concept....Innocentive
1. What is it?
its a market place, in order to improve your business , reduce the cost,
2. Who owns it?
eli Lilly
3. What is the business model?
4. What problems does it solve? every problem or questions
Let's review and discuss this extremely innovative concept....Innocentive
1. What is it?
its a market place, in order to improve your business , reduce the cost,
2. Who owns it?
eli Lilly
3. What is the business model?
4. What problems does it solve? every problem or questions
Freemiuim
Freemium is used in concert with other biz models (which ones and why)?Free services is provided in the first instance.So it is important for companies going on Freemium to master costs (ex no distribution, no stocking, no offline shops,...) as a matter of fact such a model cannot be applied to clothes, furnitures and any tangible goods which must be transportated.Morever this model is best suited for online services and downloadable products (ex Skype, VIADEO, IT sofware). In these cases the company can expect a return on investment in that the product once created and published is ready for immediate download without any fee.Also this model is best suited to social, referral and professional networkings where no publicity or advertising is needed. the goal is to find business partners to enhanced the initial projects.Natacha, Fabrizio, Epiphane, Reza (Groupe 3)
Quizz 8/03
1. OTHER than core revenue sources:-sale of goods and services-advertising-subscriptionPlease list 3 additional revenue sources in e-commerce.
- Phoning
- networking
- gambling
2. If "market segments are dead", how are segments replaced? Why is it important to the digital economy?3.
if market segments are dead , you have to find and to target a new market in order to launch a new product ( cash cow) .
How can 'free' generate revenue for an online business? Please include your favorite example.
Business models are perhaps the most discussed and least understood aspect of the web. There is so much talk about how the web changes traditional business models. But there is little clear-cut evidence of exactly what this means.
In the most basic sense, a business model is the method of doing business by which a company can sustain itself -- that is, generate revenue. The business model spells-out how a company makes money by specifying where it is positioned in the value chain.
Some models are quite simple. A company produces a good or service and sells it to customers. If all goes well, the revenues from sales exceed the cost of operation and the company realizes a profit.
- Phoning
- networking
- gambling
2. If "market segments are dead", how are segments replaced? Why is it important to the digital economy?3.
if market segments are dead , you have to find and to target a new market in order to launch a new product ( cash cow) .
How can 'free' generate revenue for an online business? Please include your favorite example.
Business models are perhaps the most discussed and least understood aspect of the web. There is so much talk about how the web changes traditional business models. But there is little clear-cut evidence of exactly what this means.
In the most basic sense, a business model is the method of doing business by which a company can sustain itself -- that is, generate revenue. The business model spells-out how a company makes money by specifying where it is positioned in the value chain.
Some models are quite simple. A company produces a good or service and sells it to customers. If all goes well, the revenues from sales exceed the cost of operation and the company realizes a profit.
samedi 24 février 2007
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