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Web 2.0 Business Models — Presentation Transcript

• Web 2.0 Business Models CEO Teemu Arina / Dicole Oy 03.02.2008 Photo: Tracy O
• 1. What is Web 2.0? Photo: Don J. McCrady
• quot;The central principle behind the success of the giants born in the Web 1.0 era who have survived to lead the Web 2.0 era appears to be this, that they have embraced the power of the web to harness collective intelligencequot; - Tim O’Reilly, 2006
• “The Semantic Web is not a separate Web but an extension of the current one, in which information is given well-defined meaning, better enabling computers and people to work in cooperation” - Tim Berners-Lee, 2001
• Both are Ecosystems Semantic Web: interaction between machines Social Web: conversations between people
• Integrated intelligence Individual intelligence Computer intelligence Integrated: Collective intelligence (networked)‫‏‬ Image: uscfan
• Information Technology • Core is information
• Interaction Technology • Core is interaction Ref: Esko Kilpi (2006)
• Web 2.0
• Recipe for Web 2.0 2 .0 W eb Photo: ulterior epicure
• Web as a platform Photo: Christopher Chan
• Software above a single device Photo: *One*
• Data as the new Intel inside Photo: _fabrizio_
• Harnessing collective intellgence Photo: Donna Cymek
• Lightweight business models, e.g. SaaS (Software as a Service) Photo: ulterior epicure
• Rich Internet Applications (RIA, AJAX)
• Leveraging the Long Tail Head (20%) r powe g Sign lt erin al v ire dfi s. n ois R equ e Sales Tail (80%) Products Ref: Chris Anderson
• 2. What are the new business models? Photo: Don J. McCrady
• Typical business models ■ Create a large/focused niche user community ■ Sell API access () ■ Sell services to a large group of SMEs (Salesforce.com) ■ Sell data to partners (Facebook? :)) ■ Get a revenue share from transactions (eBay) ■ Sell advertisements (MySpace) ■ Sell value-added platform (Amazon Web Services) ■ Freemium - Sell premium memberships (Livejournal) ■ Sell your company (Youtube)
• Sell your company?
• Get your feet on the ground Photo: Fernando A.
• Get 2 million € in investment? Photo: Big-E-Mr-G
• Wake up. Most Web 2.0 startups get to the market with 200k€ or less Photo: Big-E-Mr-G
• How?
• Expansion strategies 1. Create an API (Application Programming Interface) 2. Distribute source as Open Source (e.g. Sugar CRM) 3. Create developer ecosystem (e.g. Amazon) 4. Create browser plugins (e.g. del.icio.us) 5. Create plugins for other platforms (e.g. blogging) 6. Create embeddable widgets (e.g. Meebo) 7. Advertise on AdSense (e.g. everyone) 8. Utilize SEO (search engine optimization)
• Even more importantly.... Give something valuable for free
• Example revenue of X ■ 40% premium memberships ■ 42% Adsense ■ 10% selling one ad directly to advertiser ■ 5% text link ads ■ 3% referall money from amazon.com and linkshare Minimal self funded startup costs, focus on a specific community, value created to the user base through a clever combination of services driving repeat visits and premium subscription, viral growth, advertising revenues and eventually (hopefully juicy) sponsorships.
• 3. How to position yourself? Photo: Don J. McCrady
• Concept analysis Development Attention Simplicity Content Features People Iterative Interaction Extendability Automation Personal Immediate Social Long term Emotional Regular Practical Occasional Value Time Improved on A. Bäck, S. Vainikainen
• Usage analysis Visibility Participation Identity building Creation Social networking Contribution Publicity Aggregation / acquisition Privacy Play Alone User-generated Team Commercial / professional Community Hierarchical Loose network Associative Activity Content Improved on A. Bäck, S. Vainikainen
• Business analysis Market Revenue SMEs Advertising Large companies Value-added services Public sector Subscription / SAS Consumers Loss-leader Local installation Web services (APIs) Online service Plugins Freemium Source code Offline version Deep linking Availability Expansion
• Typical Web 2.0 problems 1. Spam and scammers 2. Inability to scale business after reaching a certain number of users 3. Crowds flee to the next cool service 4. Many sites competing on user attention 5. House-of-cards business platform Photo: Mike9Alive
• 4. How to drive users? Photo: Don J. McCrady
• Top-down innovations Bottom-up innovations Source of Management and your own Customers and users ideas organization Internal resources, products, Deep understanding of Drivers positioning customer needs Interaction Structured and managed Spontaneus and non-linear Strategy Go to the customer Invite customer to participate Processes Linear and strictly defined Emergent and serendipic Communities, crowdsourcing, Market research, surveys, Methods peer-production and social focus groups media Photo: JJay
• Social objects connect people Beat Hum Occasional Videos Blog posts Photos Microblogging Presence Continuous Particle Wave 1. Define your object 2. Define key verb 3. Make your objects discoverable 4. Turn invitations into gifts 5. Charge publishers, not spectators Ref: Jyri Engeström
• Power Law of Participation Ownership High Moderating Engagement Collaborating Reflecting Recommending Linking Commenting Tagging Rating Subscribing Low Reading Threshold Collective Collaborative Intelligence Intelligence (implicit creation) (explicit creation) Ref: Teemu Arina, based on Ross Mayfield
• Participation Inequality 1% creators 10% synthesizers 100% consumers Ref: Bradley Horowitz, Jacob Nielsen
• Organize information with tags
• Cognitive analysis of tagging Tags Stage 0 Stage 1 Tag it! Object worth Multiple concepts Write down remembering are activated activated concepts Categorization Stage 0 Stage 1 Stage 2 Categorize it! Object worth Multiple concepts Choose one of the Note the chosen remembering are activated activated concepts concept Analysis-Paralysis! Ref: Rashmi Sinha
• Recommendations based on user behaviour
• Broaden tags with user contributions
• Get user-generated content that can be aggregated, not just comments
• Target advertising based on user interests
• 5. How to be innovative Photo: Don J. McCrady
• Read these
• Then start the engines, fellas
• Virtually everything new seems to come from the 20 percent of their time engineers here are expected to spend on side projects. They certainly don't come out of the management team. Eric Schmidt CEO Kuva: GustavoG
• Challenge ■ Globalization forces organizations to get into innovation- based competition and networking: ■ Get products faster to market ■ Increase ROI of R&D investments ■ Increase transparency of product development ■ Involve customers through open innovation ■ Support continuous learning and knowledge sharing ■ Get into networked collaboration (outsourcing etc.) Source: Manuel Castells
• Ways to innovate Culture Organization Design Product Business Experience Service Models Technology Platforms Source: Pekka Himanen
• Types of innovation ■ Technological innovation Remixing old in new ways (mountain bikes) or inventing new technologies ■ Business innovation Supply chains (Walmart), processes (Toyota), business models (Dell), brands (Nike) ■ Product/service innovation Products (Skype), marketing (Apple), services (Salesforce.com) ■ Design innovation Look & feel (Apple), emotion & experience design (Idean) ■ Cultural innovation Leadership (Linux), organization (), transparency (Seismic) Source: Pekka Himanen
• Innovation through experience design Context Experience Stimulus Aha! Data Infor- Know- Wisdom (products) mation ledge • Presentation • Testing • Research • Information • Conversation • Retrospect • Parameters • Narratives • Interpretation • Comparison • Combination • Remixing
• 6. Where is the money? Photo: Don J. McCrady
• New paradigm: Enterprise 2.0 “Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers.quot; Andrew McAfee Kuva: GustavoG
• Enterprise 1.0 Enterprise 2.0 Hierarchical organization Flat organization Automation in the core Interaction in the core Tree representation Associative representation Bureaucracy Agility Static and rigid Dynamic and adaptive IT driven technology User driven technology Feature-driven value User-driven value Top-down Bottom-up Centralized Distributed Hand-picked teams Self-organizing teams Silos Open borders Controlled communication Transparency Taxonomies Folksonomies Complexity Simplicity Closed standards Open standards Photo: JJay
• Ultimate challenge In the future, organizations will compete on: Who can create a rich user community where users interact with each other to improve products Image: Felippe Torres
• Crowdsourcing Taking a job traditionally performed by an employee or contractor, and outsourcing it to an undefined, generally large group of people Photo: Hugo*
• Dell IdeaStorm
• Innocentive
• CASE
• Anatomy of an Enterprise 2.0 Nervous system Brain Feeds, Search, APIs - s, tagging - Sharing, discovering and Connecting and remixing tapping into reflections reflectons Senses Blood system Blogs, Microblogs, Social networking, Social bookmarking - Real-time Reflection in and on action communications, Network analysis - Optimizing interaction flow Skeleton Automation, Real- time processes, Operative technologies - Back- bone for business processes Ref: Teemu Arina, Illustration: Lotta Viitaniemi
• Command & Control becomes Collaboration and Communication Photo: tashland
• Contact info CEO Teemu Arina Dicole Oy 050 – 555 7636 teemu@dicole.com Blogi: tarina.blogging.fi www.dicole.com Yritys 2.0 -kirja tulossa! li> hOr Build Web Business V Web Business Szh Register Web Business Web 2.0 Business Modelsr m t Web Business Web Business Payday nOr Build Web Business V Web Business Szh Register Web Business Web 2.0 Business Modelsa m Web Business