T3CON12 Asia – Eric Mousset


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Presentation given at the TYPO3 Conference, Asia, in Phnom Penh on 17 August 2012. The aim was to raise awareness among web developers and web entrepreneurs about novel entrepreneurship facilities such as online outsourcing, crowdsourcing, and crowdfunding services.

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T3CON12 Asia – Eric Mousset

  2. 2. Two questions aboutweb entrepreneurship:1.  Where are we at?2.  In which direction are we moving?
  3. 3. WEB ENTERPRISE— conventional paradigm1– Human Capital  HR specialized according to various stages and support processes of the web enterprise value chain.   Value chain’s primary processes: requirement analysis; graphic design; web development; quality assurance   Value chain’s support processes: HR; accounting; business development; I.T. support
  4. 4. WEB ENTERPRISE— novel facilities1– Human Capital…… may be outsourced… even crowdsourced  Most value chain functions may now be externalized … … and sourced through online outsourcing and crowdsourcing marketplaces, e.g.   Freelancer.com; oDesk.com; Elance.com; Guru.com; PeoplePerHour.com; Freelance.com; 99designs.com; Amazon Mechanical Turk (mturk.com); crowdSPRING.com; etc.
  5. 5. WEB ENTERPRISE— conventional paradigm2– Innovation Capital  is an internalized asset  resulting from an organisational culture fostering creativity and knowledge management
  6. 6. WEB ENTERPRISE— novel facilities2– Innovation Capital …… may be crowdsourced  Innovation becomes an on-demand asset …  … sourced through crowdsourcing marketplaces   InnoCentive.com; chaordix.com; kluster.com; openinnovation.net; etc.
  7. 7. WEB ENTERPRISE— conventional paradigm3– Financial Assets  raised along traditional entrepreneurial cycle and capitalization rounds, turning to financial backers such as:   the founders of the enterprise,   business angles,   venture capital funds,   etc.
  8. 8. WEB ENTERPRISE— novel facilities3– Financial Assets…… through crowdfunding  Business ideas are submitted to crowdfunding websites and reach out to crowds of potential funders.  Typically used to help early-stage startups access finance.   Examples: Kickstarter.com; AngelList (angel.co); Crowdfunder.com; WeFunder.com; Indiegogo.com; Kiva.org; etc.
  9. 9. These novelentrepreneurship facilities:   hold a “disruptive” power,   blurring the boundaries of the enterprise   challenging the theory of the firm and the traditional approach of strategic management
  10. 10. Three Case Studies:1.  Crowdsourcing: Microsoft Security Essentials turning to utest for a test campaign2.  Open innovation — How EnterpriseWorks turned to InnoCentive to solve a rainwater collection problem3. Crowdfunding — online advocacy and legislative data platform Popvox turned to crowdfunding site appback
  11. 11. Microsoft Security Essentials1.  Test lead for Microsoft Security Essentials turns to crowdsourcing service provider utest to help implement test cycles.2.  A sample of testers is selected among utest’s crowd of 20,000+ testers3.  Test cycle #1: exploratory testing4.  Test cycle #2-#3-#4: installation-upgrade-regression
  12. 12. Solving a rainwatercollection problem1.  EnterpriseWorks turns to InnoCentive2.  Challenge: Provide a safe, low cost rainwater collection and storage system (no more than USD 20)3.  Challenge award: US$ 15,000 implying transfer of intellectual property rights to EnterpriseWorks4.  1,200 InnoCentive Solvers indicated interest5.  164 proposals collected, in 60 days6.  A German inventor, whose company specialises in the design of tourist submarines, wins by proposing the simplest design: a double plastic bag!
  13. 13. Mobile application forlegislative data1.  CEO of Popvox Marci Harris, a nonpartisan platform for advocacy and legislative data, plans to create a mobile version of Popvox for Congress to use.2.  Popvox turns to appbackr. Within two months of posting their app in the appbackr marketplace, Popvox had raised $30,000 from 30 different investors.3.  Investors collected returns through the commercialisation revenues of Popvox.
  14. 14. Market Data1.  Crowdfunding market2.  Crowdsourcing market3.  Testing market
  15. 15. Market Data1.  Crowdfunding market, 2011 estimates (according to Crowdsourcing.org Industry Report 2012)”:   US$M 112.6 equity raised   82% from within North America   Funds raised in North America grew by 90% per year2.  Crowdsourcing market, 2011 estimate (InfoDev/WBG):   Around US$M 1003.  Global software testing market, 2011 estimate:   US$B 20
  16. 16. WhichOpportunities?1.  For Web entrepreneurs2.  For Web development professionals3.  For the Typo3 community
  17. 17. For Web Entrepreneurs:1.  Develop and operate Cambodia’s premier crowdsourcing platform!   web development   testing   localisation2.  Develop and operate Cambodia’s premier software/system requirements engineering platform.3.  Develop and operate Cambodia’s premier ideation and challenge platform.
  18. 18. For local Web Developers:1.  Upgrade and become a web entrepreneur yourself, by leveraging crowdfunding, crowdsourcing, and ideation!2.  Choose your preferred lifestyle and environment, i.e. company vs freelance.
  19. 19. For the Typo3 Community:1.  Evolve the Typo3 platform to integrate additional core capabilities that are relevant to outsourcing/ crowdsourcing/crowdfunding business paradigms:   fund management   social network management   accountability and liability management2.  Build capacity within the Typo3 community to better connect with outsourcing/crowdsourcing/ crowdfunding facilities3.  Consider developing partnerships with financial institutions, in order to combine I.T. and financial engineering.
  20. 20. Questions