Google capitalizes on open source developers' work in three ways:
1. It provides platforms like Google Code for developers to create open source applications.
2. These applications help attract new users and traffic to Google's services.
3. Google is then able to monetize this increased traffic and user base through advertising on its platforms.
API Management Solution Powerpoint Presentation SlidesSlideTeam
Select this API Management Solution PowerPoint Presentation Slides and study the needs of app developers. Display your company’s objectives like the expansion of the market base, building a platform ecosystem, and improving the digital outreach company through this application gateway PPT templates. Highlight the structure of architectural components of API with the help of this computing interface management PPT slide. You can easily introduce your services of API portal like documentation, registration, and analysis in a well-organized manner by taking the aid of our invigorating software management PPT designs. Take advantage of our professionally designed network administration PPT themes to exhibit various components like API design, deployment, security, analytics, and monetization in an appropriate color-coded fashion. You can take the assistance of this API solution PPT presentation to provide a report on API management in a well-organized format. Click the download button and make this open-source management PowerPoint presentation your source to educate prospective clients about attractive opportunities in the API management market. https://bit.ly/3tOpgMa
The himachal pradesh tour regards itinerary of 5nights &6days . such a beautiful place during in winter & also i saw their flowers of apples, the tour was adventure , trekking , attracted by towards us it was a great feeling .
Class 10th Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
API Management Solution Powerpoint Presentation SlidesSlideTeam
Select this API Management Solution PowerPoint Presentation Slides and study the needs of app developers. Display your company’s objectives like the expansion of the market base, building a platform ecosystem, and improving the digital outreach company through this application gateway PPT templates. Highlight the structure of architectural components of API with the help of this computing interface management PPT slide. You can easily introduce your services of API portal like documentation, registration, and analysis in a well-organized manner by taking the aid of our invigorating software management PPT designs. Take advantage of our professionally designed network administration PPT themes to exhibit various components like API design, deployment, security, analytics, and monetization in an appropriate color-coded fashion. You can take the assistance of this API solution PPT presentation to provide a report on API management in a well-organized format. Click the download button and make this open-source management PowerPoint presentation your source to educate prospective clients about attractive opportunities in the API management market. https://bit.ly/3tOpgMa
The himachal pradesh tour regards itinerary of 5nights &6days . such a beautiful place during in winter & also i saw their flowers of apples, the tour was adventure , trekking , attracted by towards us it was a great feeling .
Class 10th Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Trees. It was something about the trees. The way they swayed with the wind in unison. The way they shaded the area around them. The sounds of their leaves in the wind and the creaks from the branches as they sway, The trees were making a statement that I just couldn't understand.
Cloud solutions could not be best solution if it is not chosen. One factor businesses deviates from cloud solutions is unawareness of getting best out of cloud solutions with increasing efficiency.
This presentation addresses gaps between discussion had at the global azure bootcamp New Jersey.
APIs have revolutionized how companies build new marketing channels, access new customers, and create ecosystems. Enabling all this requires the exposure of APIs to a broad range of partners and developers—and potential threats.
Learn more about the latest API security issues.
World heritage site - Group of Monuments at Hampi (a village in Karnataka)
Hampi is a village located near Hospet town in the Karnataka state, India. The name hampi can also mean "champion". It is located within the ruins of the city of Vijayanagara, the former capital of the Vijayanagara Empire. Vast stretches of stone-spread hills make the backdrop of Hampi unique. Dotted around the hills and valleys are 500 plus monuments.
In this Business Analysis Training session, you will learn Cloud computing. Topics covered in this session are:
• What is Cloud Computing
• Why Cloud Computing
• Inside a Cloud
• Understanding IaaS, PaaS & SaaS
• Public vs. Private Cloud
• Cloud Providers – A Birds Eye View
• Amazon EC2 – A Detailed Insight
• Google App Engine – An Overview
• Cloud Success Stories
• Challenges, Risks and Concerns
• Torry Harris Cloud Service Offerings
• Concluding Thoughts
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
The value of the platform play in real world use cases Software AG cwin18 tou...Capgemini
Software AG Cumulocity IoT and Capgemini key enablers to to go beyond the current paradigms and transform the business by seamlessly combining people, things and differentiation.
Ujjain is a well-known city in the state of Madhya Pradesh. It is the fifth biggest city in the state as per population and is the managerial hub of Ujjain locale and Ujjain division. The population has expanded by 19.7% in the past 10 years... http://indiapopulation2019.com/population-of-ujjain-2019.html
Webconférence #ReinventerLesLieux : Les résidences étudiantesARP-Astrance
En septembre 2016, 1,5 millions d’étudiants sont à la recherche d’un logement pour emménager hors du domicile familial. Parmi eux, 60% rencontreront des difficultés pour se loger faute d'une offre suffisante.
Les perspectives de développement sont donc importantes, et les acteurs publics et privés redoublent d’imagination pour attirer les jeunes, avec des programmes toujours plus innovants. De nombreux dispositifs fiscaux sont en place pour inciter à la création de Résidences privées.
Ainsi depuis quelques années, les résidences étudiantes se renouvellent avec une part croissante de colocations, des services novateurs, des lieux de vie et de partage favorisant les rencontres, des résidences mixtes…
ARP-Astrance vous propose de partager sa vision et son retour d'expérience autour des enjeux suivants:
• Quelles sont les nouvelles attentes des étudiants pour leur hébergement ?
• Quels sont les nouveaux concepts des lieux de vie étudiants ?
• Comment les innovations digitales permettent-elles de répondre aux besoins ?
• Comment augmenter l'utilisation des lieux et des services et créer de nouvelles sources de valeurs ?
Cloud solutions could not be best solution if it is not chosen. One factor businesses deviates from cloud solutions is unawareness of getting best out of cloud solutions with increasing efficiency.
This presentation addresses gaps between discussion had at the global azure bootcamp New Jersey.
APIs have revolutionized how companies build new marketing channels, access new customers, and create ecosystems. Enabling all this requires the exposure of APIs to a broad range of partners and developers—and potential threats.
Learn more about the latest API security issues.
World heritage site - Group of Monuments at Hampi (a village in Karnataka)
Hampi is a village located near Hospet town in the Karnataka state, India. The name hampi can also mean "champion". It is located within the ruins of the city of Vijayanagara, the former capital of the Vijayanagara Empire. Vast stretches of stone-spread hills make the backdrop of Hampi unique. Dotted around the hills and valleys are 500 plus monuments.
In this Business Analysis Training session, you will learn Cloud computing. Topics covered in this session are:
• What is Cloud Computing
• Why Cloud Computing
• Inside a Cloud
• Understanding IaaS, PaaS & SaaS
• Public vs. Private Cloud
• Cloud Providers – A Birds Eye View
• Amazon EC2 – A Detailed Insight
• Google App Engine – An Overview
• Cloud Success Stories
• Challenges, Risks and Concerns
• Torry Harris Cloud Service Offerings
• Concluding Thoughts
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
The value of the platform play in real world use cases Software AG cwin18 tou...Capgemini
Software AG Cumulocity IoT and Capgemini key enablers to to go beyond the current paradigms and transform the business by seamlessly combining people, things and differentiation.
Ujjain is a well-known city in the state of Madhya Pradesh. It is the fifth biggest city in the state as per population and is the managerial hub of Ujjain locale and Ujjain division. The population has expanded by 19.7% in the past 10 years... http://indiapopulation2019.com/population-of-ujjain-2019.html
Webconférence #ReinventerLesLieux : Les résidences étudiantesARP-Astrance
En septembre 2016, 1,5 millions d’étudiants sont à la recherche d’un logement pour emménager hors du domicile familial. Parmi eux, 60% rencontreront des difficultés pour se loger faute d'une offre suffisante.
Les perspectives de développement sont donc importantes, et les acteurs publics et privés redoublent d’imagination pour attirer les jeunes, avec des programmes toujours plus innovants. De nombreux dispositifs fiscaux sont en place pour inciter à la création de Résidences privées.
Ainsi depuis quelques années, les résidences étudiantes se renouvellent avec une part croissante de colocations, des services novateurs, des lieux de vie et de partage favorisant les rencontres, des résidences mixtes…
ARP-Astrance vous propose de partager sa vision et son retour d'expérience autour des enjeux suivants:
• Quelles sont les nouvelles attentes des étudiants pour leur hébergement ?
• Quels sont les nouveaux concepts des lieux de vie étudiants ?
• Comment les innovations digitales permettent-elles de répondre aux besoins ?
• Comment augmenter l'utilisation des lieux et des services et créer de nouvelles sources de valeurs ?
This is the one that didn't work out.
Read the blog post here:
https://medium.com/@DanielleMorrill/welcome-brad-feld-to-the-mattermark-team-announcing-our-6-5m-series-a-dd9532fc1b39
Formation E-publicité : mettre en place une campagne displayMaxime SAADA
Intervention sur la mise en place d'une campagne Display
> Public : Etudiants de 3ème année à l'ESCEM en Marketing & Innovation (Bac+5)
> Objectifs :
- Dresser l'état des lieux de l'Internet,
- Connaître les acteurs du marché et comprendre leurs rôles,
- Choisir ses formats, ses emplacements,
- Exemples de campagnes réussies intégrant le display,
- Connaître les modèles économiques des supports commercialisés,
- Focus sur un nouveau format le Rich Média,
- Etapes de construction d'un plan d'actions Display,
> Evaluation : Cas pratiques dispensés post-cours
Four Secrets of a Successful Open Source businessBonitasoft
Presented by CEO, Miguel Valdes at the 2012 Open Source Convention (OSCON). This presentation outlines the areas necessary for creating and running a stellar Open Source business.
Competing with Giants - How to Win With Drupal vs. Proprietary AlternativesAcquia
Drupal has become a serious player in the enterprise market, encountering a new set of competitors along the way.
Free software alone isn't enough for most larger organizations to choose Drupal. The technical selection process is more intensive, with many more stakeholders influencing the decision process. Additionally, enterprises rely on guidance from industry analysts and their peers to create their short list of potential options to consider. Raising the visibility of Drupal's strengths and success stories is critical to competing effectively in the enterprise market.
At Acquia, we spend a great deal of time helping organizations understand the power of both Drupal and the community, and why this combination is what makes Drupal the best choice for high performance organizations serious about the social web. In this session, we'll share our experiences discussing Drupal with the analyst community and with senior executives. We'll share lessons we've learned when Drupal has lost during the technical selection process, and how we, as a community, can work together to improve our chances in the future.
To deliver on this potential, smarter media and entertainment companies are transforming business models, operations and customer experiences. (1) Innovate business models and seize digital market opportunities, (2) Differentiate the consumer experience, (3) Improve operational efficiencies.
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?Fabernovel
Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date.
Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnablesFabernovel
La crise que le monde traverse atteint individus et acteurs économiques avec une puissance inédite et nécessite de repenser en profondeur nos modèles de développement, sur la base de solutions véritablement actionnables.
Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant à faire redémarrer l’économie selon un modèle plus durable, plus juste et plus résilient. Voici la présentation donnée lors de lancement de cette plateforme pour échanger sur une mutation appelée de toutes parts, et redémarrer en mettant en œuvre la transformation vers les "nouveaux raisonnables".
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation.
This comes jointly with an index to assess one’s company maturity on talent capital.
If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com.
You can find our first study Customer KPIs here : https://www.slideshare.net/faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
Fabernovel analyse les tendances publicitaires du super bowl de 2020Fabernovel
Aux États-Unis le Super Bowl est le plus grand événement sportif de l’année, suivi par près d'un américain sur trois. La compétition n'y est pas seulement sportive, elle est également publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas à la dépense et font de leur campagne de véritables spectacles. Si bien que pour 23% des américains, les publicités sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54ème édition n'a pas dérogé à la règle !
Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ?
Et quelles sont les tendances 2020 ?
À découvrir dans notre analyse.
Amazon: friend or foe?
This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants.
This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns.
After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19.
Is this outperformance set to last?
Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital.
The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, …) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions.
In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates.
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A.
SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge.
For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy.
Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale.
Retail Apocalypse. Voilà comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et à raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas épargnée - en témoignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet été, pour n'en citer que quelques unes.
Dans le même temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogènes - envahissent les rues. Littéralement : sur les 84 DNVB à fort potentiel identifiées en 2016 par Andy Dunn dans son article phare, 44 comptent désormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly.
Pour passer à l'échelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les Américains pour décrire ce phénomène qui consiste à ouvrir une boutique physique pour considérablement augmenter les ventes online. Mais alors...
Entre apocalypse et terre promise, à quoi ressemble vraiment le retail de demain ?
Quel modèle, quels KPIs et quelles conditions pour émerger ?
Présentée lors du MobileOne 2019 par Benoît AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.
Fabernovel is pleased to share this playbook reviewing various offerings of
WeChat advertising and the possibilities for brands to reach and engage the tech
savvy consumers.
Since the inception of WeChat, Tencent has been very cautious about introducing
promotional messages on its platform. The Super APP is envisioned more as a
productive toolkit for the users' daily life than a source of media revenue stream itself.
On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes
sure its users exposed to maximum 2 ads per day.
That being said, WeChat advertising offerings have become so comprehensive and
impactful to capture the attention of Chinese consumers from both home and
abroad. To build successful WeChat strategies, it is now crucial for business to master
these various ad formats, ad touch points, ad features, bidding tactics and audience
targeting possibilities.
Let’s discover more with this playbook!
[Extract] Study The We Company: is real estate a disruptable industry?Fabernovel
A lot has been said about WeWork, whether it is about its controversial CEO, its delusional valuation, its abyssal losses, its obscure governance or its esoteric motto. But, as analysts passionated by new models and disruption players, we could not stay away from the debate surrunding the one startup that has shaken the real estate market.
Our study does not predict whether Wework will become public, or whether it will actually survive. But, it aims at describing how WeWork has made coworking a thing, which lessons should be drawn from its model (whether considered tech or not tech) , and which possible future can be imagined for the industry.
Insight Report by Fabernovel - The Hidden consumption force of Overseas Chine...Fabernovel
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.
Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate?Fabernovel
Foreword:
2020 is tomorrow. Once a synonym for “future”,
this key date is a symbol for new dawn where
the issue of long term value can not be but linked
to digital sobriety and technological responsibility.
At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible.
I am convinced that this approach can be applied
to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling,
we need to act upstream by rethinking the way we design services and technology.
Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact.
Let’s build this inclusive future together.
Stéphane Distinguin, CEO & Co-founder at Fabernovel
Services urbains : faut il vraiment penser utilisateur ?Fabernovel
Ils investissent l'espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l'espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains.
A quoi doit ressembler une ville à l'ère du numérique ?
Peut-on vraiment "penser utilisateur" dans un contexte urbain ?
Comment réconcilier besoins individuels et communautaires ?
Nous sommes convaincus que c'est par le design que nous répondrons à ces nouveaux enjeux.
Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l'APCI.
Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant !
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
Gafanomics - The Quarterly - Episode 2 (Q2FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019.
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
Gafanomics - The Quarterly - Episode 1 (Q1FY19)Fabernovel
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.
Vers une nouvelle ère de vos expériencesFabernovel
L’exposition Vasarely en cours actuellement au Centre Pompidou à Paris nous le rappelle : l’art est aussi affaire de méthode, de système, de programme. L’oeuvre de l’artiste hongrois-français ne doit rien au hasard : dès sa première période artistique, il met au point un alphabet plastique, lui permettant des combinaisons infinies de couleurs et de formes - garantissant une harmonie entre toutes ses créations, tout en rendant possible leur “industrialisation”. Digression ? Non, car les enjeux du design d’expérience aujourd’hui sont précisément ceux-là.
Cinquante-neuf ans après “Alphabet VR”, ce sont les expériences qui doivent passer à l’échelle. Et c’est exactement le propos du design system : une sorte de “toolbox” digitale à destination des designers, mais aussi des développeurs, chefs de projets et quiconque serait engagé de près ou de loin dans la conception d’une nouvelle expérience. Fini de bricoler des bouts d’expérience par-ci, par-là : le design system permet d’assurer la cohérence et l’harmonie sur tous les pans d’expérience d’une marque. Un outil plus qu’essentiel à l’ère de l’expérience.
In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special.
Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations?
There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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All about Google
1. Everything you always wanted to know
about Google…But were afraid to ask
Paris, December 2008
2. This work is licensed under the Creative Commons to allow for
further contributions by other specialists and web users in the
coming months. To view a copy of this Attribution-NonCommercial-
ShareAlike3.0 Unported license, visit
http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter
to Creative Commons, 1712nd Street, Suite300, San Francisco,
California, 94105, USA.
..…….
December 2008 • Everything you always wanted to know about Google… • 2
3. Google key success factors : Web specific ?
Scalability Network effects Data mining
• Ability to easily grow at • The utility of a good or a • The web offers the
marginal costs service varies with the opportunity to exploit and
• Applied to infrastructures : number of users analyze a very large
ability to adapt its size to • The reach of a critical amount of data
high load & volumes mass of users constitutes • Users’ behavior can be
• Applied to business a significant barrier to the analyzed to create
models : ability to entry monetizing value
monetize millions of users
Openness Cocreation Business model
• The traditional walled • Non-traditional actors • Advertising is not a market
garden1 media strategy become part of the value but a business model
becomes irrelevant chain • Any market that attract
• Content and services must • Users, content creators advertising is a target for
be open and interoperable and external developers Google
to favor audience are given the tools to
circulation create new markets and
enrich services
..…….
1 Network or portal which offers only its own content or services to users
December 2008 • Everything you always wanted to know about Google… • 3
4. 1 Why won’t Google be affected by the crisis ?
2 Why is Google trying to change the mobile world ?
3 Why isn’t YouTube a content portal ?
4 Why does Microsoft fear Google ?
5 How Google wants to compete with Facebook ?
6 Why is Google buying satellites ?
7 How does Google buy traffic ?
8 Why did Google acquire DoubleClick ?
9 Why doesn’t Google monetize all its services ?
10 How does Google capitalize on Open Source developers work ?
11 How did Google capture the offline advertising market ?
12 Why is Google stealing our voices ?
13 Is PageRank a really competitive advantage ?
14 How does Google turn advertising into information and performance ?
Annex: Network effect, two-sided market, glossary, financial , contact
..…….
December 2008 • Everything you always wanted to know about Google… • 4
5. 1
Why won’t Google be affected by the crisis ?
4 levers will allow Google to increase its revenues amidst the economic crisis
Performance Bn$ 35 1
advertising
Licenses and During a crisis,
other performance
revenues advertising gains
market shares
Internet Explosion of the
Mobile non advertising + 3% 2007-2008 1
revenues
On line Monetisation of +450% 2007-2008
video the Internet
Mobile audience
YouTube
Bn$ 201 monetization 260 millions mobile
subscribers
increases
worlwide oct 2008 1
Estimates 2008 :
Revenues = 200 M $
1
Revenues 2008 Revenues 2012
Google is in a situation in which it can resist the economic crisis and find
new revenue sources, both advertising and non-advertising
..…….
1: faberNovel
estimates December 2008 • Everything you always wanted to know about Google… • 5
6. 2
Why is Google trying to change the
mobile world ? (1/2)
Mobile industry is based on a “ traditional” locked values chain.
Operating
Terminal Portal Operator Web Contents
System
Examples:
Entry barriers stop Google from applying its models to the mobile industry:
Access restricted to services/contents
Limited Network Access
and to their improvement
• Terminals assigned to a unique operator • Operator portals favored over other portals
• Difficulty of interconnecting networks • Services offered by terminal manufacturers
favored over other services
• Closed operating systems
The mobile industry is not suited for the Google development model
based on openness, interoperability and network effects.
..…….
December 2008 • Everything you always wanted to know about Google… • 6
7. 2
Why is Google trying to change the
mobile world ? (1/2)
In order to duplicate its open model, Google designed a three fold strategy :
Android : Open Source
Lobbying Telco partnerships
O.S.1
• Android Developer Challenge: • Google candidacy for mobile • Pressure from Google to force
Contest for developers to create license attribution aims to force the operators to offer its applications
new applications for Android FCC2 to impose an openness as default options
clause to the winner
• Open Handset Alliance:
Common initiative of 34 mobile • Sharing of advertising
phone industry players • A success : clause partially revenues between Google and
(manufacturers, suppliers and imposed on the winning bidder, operators
distributors) aiming at spreading Verizon.
Android
In addition, Google developed and acquired mobile devices applications :
Location-based Social Collaborative
Games
services Networks Tools
ShareYour Grand central 3
Cab4me FreeFamilywatch Golfplay JOYit Wertago Jaiku 3 Board
Google breaks open the mobile industry value chain to create an environment
that will be fit to the distribution of its products and monetization model.
..…….
1 Operating System 2 Federal Communications Commission 3 Acquisitions
December 2008 • Everything you always wanted to know about Google… • 7
8. 3
Why isn’t YouTube a content portal ? (1/2)
YouTube acquisition is part of a strategy to monitor key content and audience hubs.
Monetise contents
Give access to
Organise information through various
information
sources of audience
•A new information silo: video • YouTube bandwidth • Broadcasting of contents
search spending estimated to reach through Google websites as
1M$/day1 well as other sites
•Next : Speech to text
technology : information • Revenue sharing logic
searches within video
contents
YouTube has already won the audience battle …
75% …
60%
May 2008
16%
9% 4%8% 2% 3% 1% 1%
May 2007
Market shares of 5 leading video websites,
United States (may 2008 vs.may 2007)
[%]2
1 NewYork Times ..…….
2 Hitwise 2008
December 2008 • Everything you always wanted to know about Google… • 8
9. 3
Why isn’t YouTube a content portal ? (2/2)
Unlike its competition, YouTube follows an open logic and focuses primarily on
developing content distribution tools :
Encourage content Attract as many viewers as Monetize through relevant
providers to use the service possible advertising tools
• YouTube Program Partner : • Broadcasting videos on • Traditional advertising:
Payed providers of semi- YouTube website and other AdSense and banners
professional content Google sites (ex :
Google.com, GoogleNews)
• In-video advertising :
Pre-roll, post-roll, overlay2
• Broadcasting contracts • Exporting videos (blogs,
with major content providers social networks) and • Brand advertising:
developing API1 for broadcasting video ads
advanced broadcasting on within an environment
third party websites coherent with the brand’s
image
• Broadcasting on all video
devices : television, mobiles, • E-Commerce: Affiliation of
multimedia players, video partner websites (Amazon,
consoles Itunes, video games)
YouTube acts as the platform of a two sided3 market composed of content
providers and video seeking users.
1 Application Programming Interface. Standardized programming protocol allowing applications to communicate
2 Clickable text advertising displayed on a video 3 See Annex ..…….
December 2008 • Everything you always wanted to know about Google… • 9
10. 4
Why does Microsoft fear Google ?
Google’s ambition isn’t limited to “in browser” Web services, but extends to
any online or offline application market.
Google sets out to enter the online application market, MSFT’s cash cow :
Disruption of offline application Consolidation of the online
market segments environment
• Launching of the Office Google • Launching of Google Gears:
software pack: a word-processor, Open Source project allowing an
a spreadsheet program, a offline use of online applications
presentation tool and a calendar
• Free alternative to Microsoft
Office pack • Claimed ambition of becoming
a standard and encouraging
online languages as opposed to
offline programming languages
• Acquisition of SketchUp, a 3D
modeling software with a free
version made available
Google partly « destroys » Microsoft’s market when shifting value
from offline to online ..…….
December 2008 • Everything you always wanted to know about Google… • 10
11. 5
How Google wants to compete with Facebook ?
In 2007, Google launched Opensocial : a series of multi platform API allowing
developers to create compatible applications with partnering social networks,
Ex : Slideshare application available on Linkedin and hi5
OpenSocial is not a Facebook competitor but a «meta-social network ».
Network Network
effects effects
Network effects
Google wants to become the « social data search engine » and to monetize
this data, leveraging network effects.
Facebook’s platform is limited, Google’s is the whole Web
..…….
December 2008 • Everything you always wanted to know about Google… • 11
12. 6
Why is Google buying satellites ? (1/2)
Since 2005, Google has been multiplying investments in all kinds of
infrastructures:
• Free Wifi in Mountain View
• Investment in Fon: shared Wifi
access
Wifi
Gratuit
Satellite Wimax
• 60 M$ Investment • Partnership
• Internet access in • A mobile high-speed
developing countries internet access
technology
• A 100 M users
Baloon market by the end of
Backbone1
Wifi 2008
• Partnership • 100 M$ investment
announcement • Expansion of high-
• Internet access speed networks
technology superior to
satellites for isolated
areas
..…….
1 Long distance high-speed networks, core of the Internet network
December 2008 • Everything you always wanted to know about Google… • 12
13. 6
Why is Google buying satellites ? (2/2)
Internet infrastructures is actually Google’s business
infrastructure:
Traffic on Google websites depends on internet infrastructure development and
availability (Backbone, Wifi, Satellite,…)
Google has three objectives when investing in the upstream part of its value
chain:
Strengthen and secure existing • Strengthening and securing existing infrastructure
infrastructure lightens Google’s dependancy on its providers
• Favouring high-speed Internet access means more
Favor high-speed Internet access time spent and usage volumes, thus increases
Google services usage
Prioritize Internet access for • Future web users are Google services’ next
unconnected countries or populations users
Through infrastructures investments, Google reinforces its traffic providers
and increases access to its services.
..…….
December 2008 • Everything you always wanted to know about Google… • 13
14. 7
How does Google buy traffic ?
Google asserts its ability to attract users on the sole basis of its services quality and without
turning to advertising… Truth is Google largely buys traffic from providers
Browsers Manufacturers Toolbar Portals
•Firefox: 60 million daily • In 2006, partnership
users in 2008 deal with Dell to have the • The Google Toolbar is
part of the web navigator,
•Google finances 85% of Google search engine
which makes Google the
• In 2005, Google bought
Firefox in exchange for appear by default on Dell a 5% stake in AOL for 1
computers default search engine
having its search engine billion$ (20 million
embedded in the browser • In 2008, partnership • Adobe installs it as part subscribers at time of deal)
of a package with
deal with Apple to have the • Google became AOL’s
Google search engine Shockwave(2006)
white label search engine
appear by default on • Sun has been installing • Google expands its
Iphones (13 million devices it as part of a package with
advertising network reach
sold by october 2008) Java since 2005 (20 million
• Partnerships with uploads/month)
manufacturers allow the
search engine to be
guaranteed to in a prime
position.
Google has the financial power to buy traffic from partners, accessing to
massive audiences. ..…….
December 2008 • Everything you always wanted to know about Google… • 14
15. 8
Why did Google acquire DoubleClick ?
• In 2007, Google acquired DoubleClick, one of the world leaders in display
advertising :
To position itself on the banner To reach for highly popular
market websites
Google « moves up » the long tail Market shares of main online
of advertisers advertisers in relation to website
traffic 1
Ad budget per
advertiser Advertising < 100k 100k- >1Mon
houses UV2 1M UV2 UV2
Banner Market
Adbrite 4,1% 4,9% 0,5%
Text ad market AOL 1,9% 6,5% 5,7%
DoubleClick 9,1% 29,9% 48,0%
Google 71,4% 41,6% 15,8%
advertising
Traditional
MSN 6,6% 6,3% 12,8%
market
Yahoo 4,7% 7,3% 16,5%
Number of advertisers
Google acquired DoubleClick to gain an expertise (display) and global market
shares (highly popular websites)
1 www.attributor.com/blog/2008/03/ 2 Unique Visitors ..…….
December 2008 • Everything you always wanted to know about Google… • 15
16. Why doesn’t Google monetize all of its 9
services?
Some Google services are free of charge and monetized through advertising :
Blogger: blog creating tool
Google Health: service for managing and storing personal medical information
GoogleNews: personalized mash-up of news articles and summary
Picasa: photo sharing service
Google SketchUp: 3D model creating tool
Goog-411: phone information service
…
These services are actually indirectly monetized :
Tools designed to Products specifically
Attract new customers
generate audience are developed to improve
through loss leaders
made available other Google products
Monetization of blogs created on Google 411 created to better the Picasa devised as a loss leader
Blogger through AdSense or video indexing on YouTube towards other Google products
FeedBurner
Google global strategy allows strong indirect monetization of its products
..…….
December 2008 • Everything you always wanted to know about Google… • 16
17. 10
How does Google capitalize on Open
Source developers work ?
Google encourages development of open source applications:
• Google code: platform designed for Open Source developers
Supplied with guides, tutorials, code extracts of Google products
• Google Search Code: code search engine
Automatic referencing of all code sections that can be found on the Internet
• Events created for the Open Source community:
Google Summer of Code: grants awarded to Open Source student projects
Google Developer Days: seminars dedicated to Google products
Through support of Open Source community, Google pursues 4 objectives:
Development of Open
Increase of total Promotion of a more Assembling a free
Source langages used
Internet traffic « open » Web public relations team
by Google
•New applications •Increasing the •Developers’ chats are •The number of
create new uses, interoperability a very effective public available Open Source
leading to increased multiplies network relation tool codes encourages the
total traffic effects1 emerging of new
•Opensource is products
becoming an •Feedback of Open
advantage to attack Source developers
proprietary code helps creating new
strategies products
Google supports the Open Source community in a spirit of collaborative
creation, one of Google’s strategic pillars
..…….
1 See Annex
December 2008 • Everything you always wanted to know about Google… • 17
18. 11
How did Google capture the offline
advertising market ?
Online advertising market accounts for only 8% of the US market1:
3% 7% 8%
Billboards Radio Most offline media (television,
44% 17% Internet Daily Press radio, press,…) begin to be IP-
News Press Television ready with online versions
21%
Google is exploring the offline ad market!
• Ad transfer from online to offline
(YouTube on television)
• Entry on traditional offline markets
(radio, billboards,…)
• Integration of offline techniques
(traditional fixed pricing)
• Partial adaptation of AdWords onto
radio and television
Google’s entry on this market anticipates new uses and broadens its offer.
Not specifically successful for now…
..…….
1 TNS Media Intelligence, US advertising market
December 2008 • Everything you always wanted to know about Google… • 18
19. 12
Why is Google stealing our voices?
In 2007, Google launched Google Voice Local Search in the United States, a
free and automated phone directory service :
What is the business model of this
free and ad-free service ?
Google is creating a database of phonemes, recorded during calls in order to
better its speech to text1 technologies:
Creation of a Development
Indexing of Indexing of all
of « speech to
phoneme text »
YouTube audio/voice
database audio tracks sources
technologies
2
Bla bla
bla
Externalizing tasks onto users (« crowdsourcing 3») is a commonly used
process by Google to improve its products.
1 Converting oral information into text
2 First experiments with political videos posted during the presidential campaign of 2008.
3 Neologism created in 2006 by Jeff Howe and Mark Robinson, Wired magazine editors ..…….
December 2008 • Everything you always wanted to know about Google… • 19
20. 13
Is PageRank a really competitive
advantage ? (1/2)
PageRank is Google’s link analysis algorithm that measures the probability
that a page will be relevant to user’s query :
Based on the correlation between the amount of links towards a page and their
relevance
It accounts for the notoriety of the sites that link to the page in question
PageRank’s simplified formula is :
(A page’s (u) PR is the sum of all PRs of pages linking to u (v), divided by the respective number of
outbound links contained in pages v)
Google1 claims that PageRank is one of its search engine’s main competitive
advantage :
A « champion of The search engine’s A tool unlikely to be
democracy » « cornerstone » tampered with
1 http://www.google.fr/why_use.html
..…….
December 2008 • Everything you always wanted to know about Google… • 20
21. 13
Is PageRank a really competitive advantage ?
(2/2)
A tool that can’t be tampered with? An outdated technology?
Sale or exchange of famous website links Launch of search engines that
(webringing) don’t use tools such as
Search Engine Optimization1 techniques PageRank (Cuil, Powerset)
Google’s search engine success relies on other factors :
Relevance guaranteed
Scalable architecture Quick/simple queries
by 200 other criteria
• Capacity of increasing/ • Clear query interface • The search engine’s
growing according to the • Simple and quick algorithm was subjected to
volume of indexed pages presentation of results 450 modifications in 2007
and number of queries
• 2 millions servers by 2008
PageRank is only one of many Google’s search competitive advantages. It
is certainly not the main entry barrier to competitors on the search market.
1 Set of techniques aiming at improving a site’s referencing on a search engine. ..…….
December 2008 • Everything you always wanted to know about Google… • 21
22. 14
How does Google turn advertising into
information and performance?(1/2)
« Advertising income often provides an incentive to deliver poor quality search results»
Sergey Brin & Larry Page
Most advertising models present strong weaknesses
Undefined
Strong intrusion Weak relevance
performance
• Large size adverts • Influence results by • Impossible to reward
• Slows down results making paid for clients efficient advertising
display from a search appear first • Example : television ads
engine query • Example: Opentext/Kelkoo • No direct measure of real
• Little or non-existent performance
targeting • Example : invoicing
according to the number of
displays (CPM)
..…….
December 2008 • Everything you always wanted to know about Google… • 22
23. 14
How does Google turn advertising into
information and performance?(2/2)
Displays advertising
defines
Relevance Quality Score Performance
For the user Direct impact on advertising value For the advertiser
Most relevant ad
Qualityscore measures the relevance of the ad and
is determined by the click throug rate on the ad. It
impacts the display rank and Cost per Click:
• Rank: relevant ads are pushed up,
non relevant ads do not appear
• Cost per click of the ad : performant Total cost of the advertising
ads are charged less campaign is determined by the
number of clicks on the ads and
Less relevant ad not by the number of displays.
Google’s advertising model benefits the user (improved relevance) as well as
the publisher (performance based billing & rebates)
..…….
December 2008 • Everything you always wanted to know about Google… • 23
24. Google : the network circulation value
creation model
Traditional value creation Network value creation
Eg : Microsoft Eg : Google
$ Gmail
$ Apps
Server
Products
$
Apps $ $
$
Search $
Customer engine
Business
products Products $
$ $
$ $
$ Partners
Entertain Youtube
ment
$
The global value of the company relies The global value of the company relies
on independent lines of on traffic between network parts
products/business units (proprietary or partners)
..…….
December 2008 • Everything you always wanted to know about Google… • 24
25. Going further : are Google’s key success
factors limited to Google
• Our conviction : Every company innovating in the digital industry must
address and capitalize on the 6 identified key success factors to perform
on digital markets.
• Our proposition : faberNovel proposes to align companies strategy,
development projects and existing products with these factors to ensure
success optimization and market performance.
Download our comprehensive White Paper
« Google’s key success factors »
http://www.fabernovel.com
..…….
December 2008 • Everything you always wanted to know about Google… • 25
26. Annex
• Definition : network effects
• Definition : two-sided market
• Pricing of a two-sided market
• Glossary
• Financial datas
• Acknowledgement
• Contacts
..…….
December 2008 • Everything you always wanted to know about Google… • 26
27. What is a network effect?
• A network effect describes how a service becomes more valuable to its
users as more people use that same service
Phone’s utility is limited if The utility for a user According to Metcalfe’s
the network is composed raises if the network law, the utility(U) of a
of 2 users broadens network is proportional to
the square of the number
(n) of its users
U ≈ k*n2
Network effects creates critical masses of users.
They represent significant barriers to entry for competitors.
..…….
December 2008 • Everything you always wanted to know about Google… • 27
28. What is a two-sided market?
• A two sided market consists of a platform allowing 2 groups of
clients/providers to interact and which optimizes the revenue distribution
among these groups with the objective of maximizing market sizes.
Exemple of the video game market
Crossed network effects
Internal Price A Price B
network Side A Side B
effects Developers Consumers
Network effects in action
Internal effects Crossed effects
• A potential market for a
• Utility to a new developer developer gets bigger as more
increases as the community of consumers enter the said market
developers grows (shared
knowledge)
• The number of games available
to the consumer increases with
• Utility to a new consumer the number of developers
increases as the community of working on the platform
consumers grows
(secondhand market)
..…….
December 2008 • Everything you always wanted to know about Google… • 28
29. Pricing of a two-sided market
Price A > 0 Price A < 0
Side A Platform1 Face A Platform1
• The platform may charge a side • … or subsidize a side
• Example 1 : Apple Appstore charges • Example 3 : Google Android finances
developers by taking a revenue share developers through a contest
on sold applications • Example 4 : Youtube finances video
• Example 2 : Microsoft makes content providers
consumers pay for video games
Who should you be charging?
Who should be subsidized?
The platform must subsidize the groupe that is most price-sensitive and charge the
group that is most sensitive to the other group’s size.
1 Provided the sum of price A + price B is a fixed figure, a platform financing a group automatically charges the other group
and vice versa ..…….
December 2008 • Everything you always wanted to know about Google… • 29
30. Financial data (1/2)
Revenues and Net margin (M$) Revenue distribution/activity (B$)
439 1466 3189 6139 10604 16594 Total 16,6
Revenues 0,2
1%
CAGR Revenues 02-07 : 107%
Net CAGR Net margin 02-07 : 112% Licences and other 5,8 34%
margin revenus
Partner websites
(AdSense) 10,6
4203
3077 Google web sites
1465 65%
100 106 399
CA 2007
2002 2003 2004 2005 2006 2007
Net margin’s growth outperform Most of Google’s revenues still
revenues’ growth come from its own websites
78% 79% 85%
2005 2006 2007
Advertising revenue share to partner
web sites is increasing2
and is the highest of the market
..…….
Source: Google financial tables 2007 2 : calculated as Traffic Acquisition Cost/Google Network web sites revenues
December 2008 • Everything you always wanted to know about Google… • 30
31. Financial data (2/2)
Advertising revenues Turnover
Traffic acquisition costs
R&D
investments 6139 10604 16594
16,4
10,5 30,1% 599 1229 2120
34,9% 6,1
31,5% 9,0% 11,0% 12,0%
2,1 3,3 4,9
2005 2006 2007
2005 2006 2007
Controlled traffic acquisition costs High R&D investments
34,9% of advertising revenus in 2005 vs 30,1% in 2007 +88%/year between 2005 and 2007
+ 26%
1,9 2,4
2005 2006
Data center costs are under control
In Billion $ : +26% 2006/2007 (vs +72% revenues)
..…….
Source: rapport annuel Google 2007
December 2008 • Everything you always wanted to know about Google… • 31
32. Glossary
• API : application programming interface. Standardized programming protocol
allowing applications to communicate
• Internet Backbone : main trunk connections of the Internet, made up of a large
collection of interconnected high-capacity data routes and core routers that carry
data across the countries and continents
• Crowd sourcing : act of outsourcing a task to users
• Data center : facility used to house computer systems and associated components
• O.S. : operating system
• Overlay ad : clickable text advertising displayed on a video
• Scalability: property of a process, which indicates its ability to handle growing
amounts of work easily
• Search Engine Optimization : process of improving the volume and quality of
traffic to a web site from search engines via natural search results (as opposed to
paid search results)
• Speech To Text : technology converting spoken words to machine-readable input
such as text
• Walled Garden : closed or exclusive set of information services provided for users
by a network or portal
..…….
December 2008 • Everything you always wanted to know about Google… • 32
33. Acknowledgements
To faberNovel contributors :
• Amaury de Buchet, VP Consulting
• Cyril Vart, VP Strategy & Development
• Alexis Arquié, Junior Project Analyst
• Mounir Fassouane, Junior Project Analyst
To the bloggers :
• Olivier Ertzscheid from affordance.typepad.com/
• Google Operating System : googlesystem.blogspot.com/
• Richard MacManus from readwriteweb.com/
• Techcrunch.com & Mobilecrunch.com/
• Frédéric Cavazza from fredcavazza.net/
..…….
December 2008 • Everything you always wanted to know about Google… • 33
34. Stéphane Distinguin
Founder and CEO
stephane.distinguin@fabernovel.com
Cyril Vart
VP Strategy & Development
cyril.vart@fabernovel.com
Pierre Fremaux
Project Analyst
pierre.fremaux@fabernovel.com
Matthieu Lecomte
Junior Project Analyst
matthieu.lecomte@fabernovel.com
Tél. : +33142722004
..…….
December 2008 • Everything you always wanted to know about Google… • 34