Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Onopia - Business Model de Lynda.com

954 views

Published on

Etude du Business Model de Lynda.com avec le Business model Canvas d'Alex Osterwalder. Etude réalisée par Onopia, spécialiste de l'innovation de Business Model, du Design Thinking et de l'Expérience Client.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Onopia - Business Model de Lynda.com

  1. 1. Créé en 1995 par Lynda Weinman
  2. 2. Vous aider à acquérir les compétences dont vous avez besoin pour réaliser votre potentiel. MISSION
  3. 3. Ecriture d’un livre sur le design web en 1993 LE DEBUT
  4. 4. Elle réinvestit les 20.000 $ de royalties de son livre dans la création d’une école de web design. LE DEBUT
  5. 5. En 2001 35 salariés 3,5 Millions de $ de CA L’ECOLE DE DESIGN
  6. 6. En 2001 35 salariés 3,5 Millions de $ de CA L’ECOLE DE DESIGN
  7. 7. Licenciement de 75% du personnel 9 salariés LA CRISE DE 2001
  8. 8. MISE EN LIGNE DE L’ENSEMBLE DES FORMATIONS PROPOSEES A UN PRIX PACKAGE DE 25$/MOIS LE PIVOT
  9. 9. Quel est le Business Model de Lynda.com ?
  10. 10. lynda.com Business model canvas from www.businessmodelgeneration.com PROPOSITION DEVALEUR RELATION CLIENT SEGMENTS CLIENTS CANAUX STRUCTURE DE COÛTS FLUX DE REVENUS RESSOURCES CLES ACTIVITES CLESPARTENAIRES CLES Rémunération des formateurs Salaires Système d’Information Studio d’enregistrement lynda.com Particuliers Formation video en ligne Relation automatisée par internet Analyse du Business Model © Onopia www.onopia.com Nombreux sujets, de l’informatique au management et marketing Nouvelles formations toutes les semaines Personnel Abonnement mensuel de 19,95 € à 29,95 € Développement des formations Téléphone / Mobile Entreprises Offres pour les groupes / entreprises, administrations, écoles Site web Gestion et développement du site Etudiants Ecoles Administration 19,95 € / mois pour accéder à l’ensemble des cours Cours Relation personnalisée pour les entreprises Les spécialistes
  11. 11. 2. Agenda 6:30 7:30 Business Model Canvas & Examples 8:00 8:30 Group Workshop Presentations & Discussion 7:00 9:00 2 7:20 8:10 8:20 3. Lease $25/month + 4¢/copy (min of $49/month) 3 TOO EXPENSIVE! to sell to customers! Easy to use No risk on originals Low operating cost Use plain paper First Plain Paper Photocopier - 1950 4. business model “A business model describes the rationale of how an organization creates, delivers, and captures value” 4 5. CustomersOrganization Product/Service Revenue ($) Create Deliver Capture BUSINESS MODEL 5 6. business model canvas 6 7. tool to create & analyze business models... 7 8. YOU CAN • Create new business models easily • Analyze & update your existing business model 8 9. building blocks 9 10. Customer Segments which customers and users are you serving? which jobs do they really want to get done? 10 11. Value Proposition what are you offering them? what is that getting done for them? do they care? 11 12. Channels how does each customer segment want to be reached? through which interaction points? 12 13. Customer Relationships what relationships are you establishing with each segment? personal? automated? acquisitive? retentive? 13 14. Revenue Streams what are customers really willing to pay for? how? are you generating transactional or recurring revenues? 14 15. Key Resources which resources underpin your business model? which assets are essential? 15 16. Key Activities which activities do you need to perform well in your business model? what is crucial? 16 17. Key Partners which partners and suppliers leverage your model? who do you need to rely on? 17 18. Cost Structure what is the resulting cost structure? which key elements drive your costs? 18 19. Business Model Canvas 19 20. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Your Business Model Canvas 20 21. EXAMPLES EXAMPLES 21 22. Example 2 Affordable VOIP calls Example 1 Refreshing lemonade to joggers at public parks 22 23. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Kelly’s Lemonade Stand: Refreshing Lemonade 23 24. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Skype 24 25. Example 3 Example 4 Photo sharing online Smooth shave for men & women 25 26. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Flickr: Photo Sharing 26 27. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Gillette: Razors & Blades 27 28. Break... 28 29. WORKSHOP 29 30. WORKSHOP 1. Assemble in teams 2. Create canvas 3. Write key words on sticky notes 4. Place sticky notes on the canvas 5. Present your canvas 30 31. Create a CANVAS of your enterprise project 31 32. Break... 32 33. Presentations minute 1 33 34. Discussion 34 35. so what’s beyond the CANVAS? 35 36. you need to validate your model assumptions with the customers until you get it right! 36 37. BUSINESS PLAN 37 38. www.BusinessModelGeneration.com 38 40. $10 TAKE THE ONLINE COURSE NOW DISCOUNT COUPON: special_10Claim Now Business Model, Business Model Canvas, Business Model Innovation, Modèle économique, stratégie disruptive, disruptive strategy, disruptive innovation, innovation, design thinking, alex osterwalder, strategyzer, Business Model, inc, board of strategy, board of, board, onopia, design thinking, customer experience, expérience client, formation, tips, training, france, paris, startup, clayton m christensen, harvard, harvard business school, escp europe, europe , hec, insead, polytechnique, tv.onopia.com, onopia.com, growthhacking, marketing, peter keates, success, exemple de business models, entrepreneur, technologie, internet, co-working, co-design, birming, co-strategie, co-working, regus, coworking, codesign, it, coward, costrategy, costrategie, espace de, nextdoor, bureaux partagés, auto entrepreneur , designers, france, usa, yves pigneur, uk, paris-saclay, essec, em-lyon, travail collaboratif, conseil en, espaces de coworking, success stories, story, bpi france, la poste, groupe, group, lyon, lille, nantes, toulouse, bordeaux, bretagne, ile de france, est, ouest, sud, étude gratuite, business model gratuit, modèle économique, modèle de revenu, innovant, innovation, inno, ino, concept, nouveau, new, www.onopia.com, onopia.com, bigidea.onopia.com, ai, marketing, entrepreneur, intrapreneur,digital, communauté, exemple de business model, exemple de modèle économique, place de marché, marketplace, disruption, rupture, design de service, design de produit design thinking, fintech, finance, banque, customer experience, expérience client,  Studio de montage et d’enregistrement
  12. 12. In this deck +100 slides 5 categories of Business Models In this deck +100 slides 5 categories of Business Models + specific examples Business Model Innovation Looking for Training? Show 2 Day Program or mail us via
 No magic. Remember this one? Remember this one? 1 million pixels to sell = 1 million dollar #awesome But it is not always that easy… This summer I was keynote speaker/mentor at the European Innovation Academy. In this deck are some of the tips & tricks I shared, relevant for those who are looking for monetisat Copy & Remix. An easy exercise to start. Airbnb Airbnb of Food. of Parking. Airbnb of Boats. of Storage. Netflix Netflix of Books. of Toys. Netflix of Clothing. of Games. Tinder Tinder of Jobs. of Fashion. Tinderof Real-estate. of Shopping. Tinder Understand the patterns! You are in the center! Your own venture Business Model transactions Focus to make this flow as smooth as possible. #frictionless Can be more complex. Many different players, a lot of monetary transactions. Learn more on how to use our business model icons? The key questions you need to ask: What is the best new business model to try? Several exciting industries to learn from: News/ Publishing Dating Gaming What to pick? Free!
 for the user. 1. Paid!
 the user = client. 2. Free? Free = Free There are so many variations on ‘free’ What to pick? Free!
 for the user. 1. - Early exit - Free (Hidden) other agenda: - Aim for an early exit. - Acqui-hire - Prestige - … Rule of thumb: There is no free lunch. What to pick? Free!
 for the user. 1. - Early exit - - Pay-what-you-want - Free? Customer can pick his own price. Pay-what-you-want. (including free) Case: Humble Bundle Other industries #win #fail Emotional connection Social/group pressure … selling to businesses social/group pressure … What to pick? Free!
 for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation - Free? Main difference: People often get the product for free, but are free to do an extra transaction. Tip jar - Donation. Free, for some. Different segments of users. What to pick? Free!
 for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation - - Barter - Swap goods, give something else in return. What to pick? Free!
 for the user. 1. Paid!
 the user = client. 2. Reason why people upgrade! Free, but pay for extra features What to pick? Paid!
 the user = client. 2. - Vanity - reputation - Some people only want “the best” Ultimate luxury. 12K€ Smartphone (Vertu) Vanity, reputation… Vanity is so powerful! Looks & Reputuation in games. To fit in For exclusivity To show commitment ... Gamers pay: Important learning: You need other people to show off! You need enough ‘noobs’ or starters on your platform, to make other people feel important #1337 Pay to get noticed. (to rise above the crowd…) Would you pay to get seen by your friends on Facebook? Facebook 2012 What to pick? Paid!
 the user = client. 2. - Vanity - reputation - - Loss-aversion - Another tactic: Lure people in with free + lock-in. Just give it a try! Pay-as-you-go model. Switching cost? Pay-as-you-go model. Switching cost? A lot of hassle to change to a competitor… Similar, pay-per-use. Blendle - itunes for journalism You only pay for those news articles that your read. What to pick? Paid!
 the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - Privacy features are very powerfull! Hide your profile. Incognito mode. Pay to stay private (dating business models) What to pick? Paid!
 the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - Mystery crates (& surprise upgrades) similar to Lottery system = very lucrative! Real life mystery crate (on subscription) Trust & credibility created by 1 person (not a company) Example: curated.nl Blind dates, anyone? Crazy Blind Date by OKcupid. (up to $3/date) Rate your dating partner (during the date). 
 The higher your rate your partner, the more you pay to OKcupid. What to pick? Paid!
 the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - - Convenience/ Shortcuts - Use Sold. The convenient way to sell goods online. Hassle free online reselling of goods. You take a pic of the product you want to sell. UseSold sends an empty box & puts money on your account. The power of Zynga-like games. Grind - Spam - Pay Just click 5000 times to grow a plant. Invite 50 friends to go faster. F*ck it. I’ll just buy extra coins to get this plant Our own experience :) Colleague of us (accidentally) spams all our clients with dating/chat invites. #awesome. What to pick? Paid!
 the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - - Convenience/ Shortcuts - - Helping peers/ gifts - This one is on me… Yes, Awesome. I’m a PLUS member. You can help your contacts by giving them free access to in-depth articles. Les formateurs : une ressource externe
  13. 13. 79. iPod cost structure lifestyle brand “ high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand management hardware distribution content distribution content 80. strategic fit 81. the Amazon.com you know 82. Amazon Simple Storage Services (S3) 83. selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data storage fees product search search engine revenues e-commerce sites Internet marketing 84. the business modeler’s toolbox 85. co-creation 86. ideation 87. visualization 88. prototyping 89. the design process 90. 1. identify interdisciplinary stakeholders -> set-up team 91. do you have to get the IT team out of their cubicles? 92. 2. understand (business) environment –> frame problem 93. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context 94. 3. suspend reality -> ideate 95. 4. bring back reality -> prototype 96. 5. chose suitable design -> decide 97. 6. sketch out projects & workload -> draw implementation plan 98. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Estimated workload Project name Area 99. 7. outline key indicators to follow -> choose measures 100. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Target level KPI (measure) Estimated workload Project name Area 101. 8. select the right teams and people -> make responsible 102. … 38 man/days Project C1 Distribution Channels Ms. Tee 120 man/days Project V2 Mr. Jan 10 man/days Project V1 Value Proposition leader Target level KPI (measure) Estimated workload Project name Area 103. 9. execute the plan -> manage implementation & change 104. 10. evaluate, learn and redesign -> manage improvement 105. designing blue oceans 106. > market boundaries are not given > they are reconstructed by the actions & beliefs of industry players 107. <ul><li>compete in existing markets </li></ul><ul><li>beat the competition </li></ul><ul><li>explore existing demand </li></ul><ul><li>make the value/cost trad-off </li></ul><ul><li>align with differentiation OR low cost </li></ul><ul><li>create uncontested markets </li></ul><ul><li>make competition irrelevant </li></ul><ul><li>create & capture new demand </li></ul><ul><li>break value/cost trad-off </li></ul><ul><li>align with differentiation AND low cost </li></ul>RED OCEAN BLUE OCEAN 108. differentiate your value proposition 109. <ul><li>a customer value proposition gives an overall view of a company's bundle of products, services and client advice. </li></ul><ul><li>it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer) </li></ul>working definition value proposition 110. what are the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 2 e.g. price attribute 1 e.g. performance group warm-up 111. 1 2 3 4 - - <ul><li>most important attribute </li></ul><ul><li>second most important </li></ul><ul><li>… </li></ul><ul><li>… </li></ul>5 attributes 112. <ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul> 114. attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4 115. live Excel 117. eliminate raise reduce create 120. strong & valuable approach, but limited view 121. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 122. examples 123. Goldcorp mining low costs through open exploration CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS exploiting mines “ geology prize” 500’000 $US REVENUE STREAMS DISTRIBUTION CHANNELS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold research 125. from copyright to creative commons 126. Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “ eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services 127. 1291 Cityhomes low cost accommodation New York low cost CUSTOMER RELATIONSHIPS the cost sensible renting out rooms keep down costs apartment owners rents DISTRIBUTION CHANNELS find demand young curious Swiss low-cost hotel/rental in New York City 128. Tecnovate low-cost multi-lingual call center outsourcing low cost CUSTOMER RELATIONSHIPS European corporations ACTIVITY CONFIGURATION keep down costs “ import” young curious Europeans to India to work REVENUE STREAMS DISTRIBUTION CHANNELS business process outsourcing “up-side down” in India 129. Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database) 130. from bloated head to the long tail 131. sodi platforms VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 132. NetJets VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 133. house for all seasons VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 134. WISE VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 135. Blyk VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 137. myfootballclub VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS 139. Alexander Osterwalder, PhD [email_address] www.arvetica.com 140. all photos from Flickr under a creative commons license authors indicated in comment page of ppt 141. When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization. we build knowledge Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values. we manage change Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts. we connect Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we operationalize Nobody knows your business environment better than yourself. We design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we co-create 142. annexes Un tarif simple à partir de 19,95 € / mois pour accéder à l’ensemble des cours
  14. 14. RESULTATS
  15. 15. 500 SALARIES en 2015
  16. 16. 6.300 COURS EN LIGNE en 2015
  17. 17. 263.000 VIDEOS EN LIGNE en 2015
  18. 18. 1,5 Milliard de $ de Chiffre d’Affaires en 2015
  19. 19. Avril 2015 Linkedin rachète lynda.com 1,5 Milliard de $
  20. 20. Découvrez sur Big Idea, de nombreuses études de Business Models, des idées, des astuces et bien plus encore, pour rendre votre entreprise plus compétitive bigidea.onopia.com
  21. 21. Comment pouvez-vous digitaliser l’ensemble de votre offre ? Question 1
  22. 22. Comment pouvez-vous mettre en ligne votre offre de service ? Question 2
  23. 23. Comment pouvez-vous faire faire le travail par les autres ? Question 3 (Lynda.com travaille avec des formateurs externes sur les différents sujets)
  24. 24. Comment pouvez-vous professionnaliser les offres et l’image de votre entreprise ? Question 4 (Lynda.com a son propre studio multi-media d’enregistrement, pour proposer des vidéos professionnelles)
  25. 25. Comment pouvez-vous proposer une offre all inclusive ? ? Question 5 (Lynda.com propose un forfait mensuel pour accéder à l’ensemble de ses cours en ligne)
  26. 26. Comment facilitez-vous la vie de vos clients ? Question 6 (Lynda.com propose les formations à la demande, accessibles à volonté en ligne, quelle que soit l’heure)
  27. 27. Comment pouvez-vous utiliser une tendance de consommation au profit de votre offre et votre entreprise ? Question 7 (l’usage d’internet par exemple)
  28. 28. Toutes les marques citées et logos de ce document sont la propriété respective de leur propriétaire. Placesquare SAS / Onopia ne peut être tenu responsable de l’usage des questions de ce document, des résultats positifs ou négatifs que ces questions pourraient engendrer. L’utilisateur reconnait utiliser ces questions et ce document sous sa propre responsabilité.
  29. 29. Copyright© 2018 Onopia / Placesquare SAS.All rights reserved. Onopia logo and Placesquare are under a Copyright of Peter Keates. This document is produced by consultants at Onopia as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Onopia representative. This document makes descriptive reference to trademarks that may be owned by others.The use of such trademarks herein is not an assertion of ownership of such trademarks by Onopia / Placequare SAS and is not intended to represent or imply the existence of an association between Onopia / Placequare SAS and the lawful owners of such trademarks. Contact: Peter Keates CEO peter.keates@onopia.com Mobile : +33 (0)6 24 39 32 21 Twitter : @peterkeates onopia www.onopia.com TV.onopia.com IMAGINE INNOVATE DISRUPT WE LOVE THINKING DIFFERENTLY www.onopia.com
  30. 30. Découvrez sur Big Idea, de nombreuses études de Business Models, des idées, des astuces et bien plus encore, pour rendre votre entreprise plus compétitive https://bigidea.onopia.com
  31. 31. Notre offre Onopia regroupe les compétences complémentaires de +30 consultants en Design Thinking, Créativité, Innovation de Business Model, Design d’Expérience Client et Socio- Anthropologie. Nous proposons deux formes d’intervention : l’accompagnement & la formation Quelques exemples d’interventions : • Création d’un nouveau produit et service innovant, • Etude des besoins client / marché, • Formation de collaborateurs à l’innovation de business models, au design thinking, à la créativité, • Accompagnement du CODIR de grands groupes dans la réflexion et la redéfinition de nouveaux Business Models / Offres, • Design d’expérience client, • Définition de scénarios externes risquant de modifier le futur d’une entreprise.. VISITER ONOPIA.COM
  32. 32. General disclaimer information Onopia, Big Idea by Onopia and Placesquare SAS and their employees and associated entities shall not be liable for any errors, omissions, defects or misrepresentations in the Information or for any loss or damage suffered by persons who use or rely on such Information (including for reasons of negligence, negligent misstatement or otherwise). Although the Information contained in this website or document has been prepared with all due care, Onopia, Big Idea by Onopia and Placesquare SAS do not warrant or represent that the Information is free from errors or omission.Whilst the Information is considered to be true and correct at the date of preparation, changes in circumstances after the time of preparation may impact on the accuracy of the Information.The Information may change without notice and Onopia, Big Idea by Onopia and Placesquare SAS are not in any way liable for the accuracy of any information printed and stored or in any way interpreted and used by a user. Links to third-party sites The Information contained in this document includes information derived from various third parties which are neither endorsed nor supported by Onopia, Big Idea by Onopia and Placesquare SAS. Onopia, Big Idea by Onopia and Placesquare SAS take no responsibility for the accuracy, currency, reliability and correctness of any information included in the Information provided by third parties nor for the accuracy, currency, reliability and correctness of links or references to information sources (including Internet Sites) outside of the Onopia, Big Idea by Onopia and Placesquare SAS websites. Links to other Internet Sites are not under the control of Onopia, Big Idea by Onopia and Placesquare SAS and are provided for information only. Care has been taken in providing these links, however, due to the rapidly changing nature of the Internet content, it is the responsibility of the users to make their own investigations, decisions, enquiries about any information retrieved from other Internet Sites. Providing these links does not imply any endorsement, non-endorsement, support or commercial gain by Onopia, Big Idea by Onopia and Placesquare SAS.

×