FABERNOVEL identifies 4 superpowers to outperform in the Network Economy.
FABERNOVEL released a new study analyzing the strategic practices of the GAFA companies. The study, which presents actionable lessons for legacy industries looking to reshape their strategy for the New Economy, finds that the fastest-growing superpowers in the Network Economy position themselves as Magnet, Intimate, Real Time, or Infinite Enterprises.
FABERNOVEL’s 2014 report, GAFAnomics: New Economy, New Rules detailed how Google, Apple, Facebook, and Amazon – GAFA – are driven by a common vision of a borderless market and a customer culture which redefined their notions of value creation, core business, and talent management. FABERNOVEL’s 2015 study builds upon these findings to analyze how other companies are utilizing the infrastructure built by these 4 web giants to spur their own rapid growth.
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FABERNOVEL vous invite à découvrir dans sa nouvelle étude 4 stratégies inspirées des GAFA pour transformer votre entreprise en champion de l'économie connectée. Venez comprendre comment devenir une entreprise "Magnétique", "Instantanée", "Intime" ou "Infinie" : 4 «super-pouvoirs» économiques inspirés du modèle des GAFA.
En 2014, dans la première étude GAFAnomics®, nous nous étions attachés à analyser les facteurs clés de succès des 4 géants du web. Cette année, notre étude du modèle des GAFA nous a permis d'identifier 4 modèles de performance dans la nouvelle économie, qui permettront à nos clients de repartir avec des stratégies rapides à mettre en oeuvre pour retrouver cette compétitivité dans la nouvelle économie.
Les précédentes études annuelles de FABERNOVEL ont rencontré 10 millions de lecteurs, nous avons hâte de partager cette nouvelle publication avec vous.
[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.
22 years: the average age of Google, Apple, Facebook and Amazon. 22 years of growth frenzy, combined with the upheaval brought about by the Internet to our businesses, our lives and our civilization.
With over 300 billion euros in cumulative revenue, a productivity rate three times the average, and a customer base covering nearly 50% of the connected population, GAFA have become, in less than twenty years, the four superpowers of the new economy. "Search engine","e-commerce", "smartphone","social network" are the common nouns they have added to the of the 21st century dictionary.
But beyond this disruption in our daily habits, GAFA have fundamentally changed the established rules of business strategy: they ignore classic concepts of market, competition, positioning or plain goods. Instead, they have achieved a Copernican revolution that truly places the customer at the center of their strategy.
With our study you will:
- identify the key success factors of these fantastic four,
- understand how to conduct your business strategy in the era of GAFA,
- develop a dashboard to measure and to start thinking about your business the GAFA way, by simply starting from your customers.
“GAFAnomics” will help you see your industry through GAFA's eyes: understand their vision of the world and align this analysis with your strategic actions - at a digital pace.
The "GAFA Framework"
To achieve this, we completed our analysis with a framework, a simplified reading grid of their business models and value creation levers. We are convinced that the best key to your digital transformation is understanding and applying this “GAFA framework".
This framework can be replicated in any industry: in the customer value creation field, every business can compare itself to GAFA. Our framework shows the necessity to organize and grow around the unwavering ambition to make a positive change to the customer’s daily life.
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
Cracking the Code on Consumer Fraud | Accentureaccenture
"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud – more intelligence-led,
proactive and collaborative."
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
In a time when consumers have been confined to their homes and social contact has been limited, influence has been pulling to the forefront of our increasingly virtual reality. But now that we are beginning the slow transition out of lockdown, how should brands be preparing to future-proof their influence for a post-COVID-19 world?
[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.
22 years: the average age of Google, Apple, Facebook and Amazon. 22 years of growth frenzy, combined with the upheaval brought about by the Internet to our businesses, our lives and our civilization.
With over 300 billion euros in cumulative revenue, a productivity rate three times the average, and a customer base covering nearly 50% of the connected population, GAFA have become, in less than twenty years, the four superpowers of the new economy. "Search engine","e-commerce", "smartphone","social network" are the common nouns they have added to the of the 21st century dictionary.
But beyond this disruption in our daily habits, GAFA have fundamentally changed the established rules of business strategy: they ignore classic concepts of market, competition, positioning or plain goods. Instead, they have achieved a Copernican revolution that truly places the customer at the center of their strategy.
With our study you will:
- identify the key success factors of these fantastic four,
- understand how to conduct your business strategy in the era of GAFA,
- develop a dashboard to measure and to start thinking about your business the GAFA way, by simply starting from your customers.
“GAFAnomics” will help you see your industry through GAFA's eyes: understand their vision of the world and align this analysis with your strategic actions - at a digital pace.
The "GAFA Framework"
To achieve this, we completed our analysis with a framework, a simplified reading grid of their business models and value creation levers. We are convinced that the best key to your digital transformation is understanding and applying this “GAFA framework".
This framework can be replicated in any industry: in the customer value creation field, every business can compare itself to GAFA. Our framework shows the necessity to organize and grow around the unwavering ambition to make a positive change to the customer’s daily life.
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
Cracking the Code on Consumer Fraud | Accentureaccenture
"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud – more intelligence-led,
proactive and collaborative."
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
In a time when consumers have been confined to their homes and social contact has been limited, influence has been pulling to the forefront of our increasingly virtual reality. But now that we are beginning the slow transition out of lockdown, how should brands be preparing to future-proof their influence for a post-COVID-19 world?
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
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.
WTF - Why the Future Is Up to Us - pptx versionTim O'Reilly
This is the talk I gave January 12, 2017 at the G20/OECD Conference on the Digital Future in Berlin. I talk about fitness landscapes as applied to technology and business, the role of unchecked financialization in the state of our politics and economy, and why technology really wants to create jobs, not destroy them. (There is a separate PDF version, but some readers said the notes were too fuzzy to read.)
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
PDF, audio, and voiceover will be available on designintechreport.wordpress.com
Today’s most beloved technology products and services balance design and engineering in a way that perfectly blends form and function. Businesses started by designers have created billions of dollars of value, are raising billions in capital, and VC firms increasingly see the importance of design. The third annual Design in Tech Report examines how design trends are revolutionizing the entrepreneurial and corporate ecosystems in tech. This report covers related M&A activity, new patterns in creativity × business, and the rise of computational design.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
A.T. Kearney Consolidation of the US Banking IndustryKearney
More and more banked consumers are migrating from small to large banks, flagging the accelerated consolidation of the retail banking industry in the years to come.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Top 8 digital transformation trends shaping 2021run_frictionless
In a world that’s increasingly dependent on digital, IT’s role is more critical than ever. To meet rising demands, organizations are accelerating their digital transformation. This report identifies the top 8 technology trends that will face CIOs, IT leaders, and organizations in their digital transformation journey in 2021.
https://runfrictionless.com/b2b-white-paper-service/
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
As NFT projects continue to pop up and censorship woes become a reality, decentralized storage has become a beacon of hope for many. Let’s check out how much the decentralized storage sector has grown!
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.
5 Secrets to Killer Lead Generation Using SlideShareEugene Cheng
So you've tried all way and means to drive leads for your business. But B2B leads are just so damn hard especially with mediums like Facebook and Twitter. Enter SlideShare and it's unlimited potential. With these simple hacks you'll start generating leads in no time!
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
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.
WTF - Why the Future Is Up to Us - pptx versionTim O'Reilly
This is the talk I gave January 12, 2017 at the G20/OECD Conference on the Digital Future in Berlin. I talk about fitness landscapes as applied to technology and business, the role of unchecked financialization in the state of our politics and economy, and why technology really wants to create jobs, not destroy them. (There is a separate PDF version, but some readers said the notes were too fuzzy to read.)
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
PDF, audio, and voiceover will be available on designintechreport.wordpress.com
Today’s most beloved technology products and services balance design and engineering in a way that perfectly blends form and function. Businesses started by designers have created billions of dollars of value, are raising billions in capital, and VC firms increasingly see the importance of design. The third annual Design in Tech Report examines how design trends are revolutionizing the entrepreneurial and corporate ecosystems in tech. This report covers related M&A activity, new patterns in creativity × business, and the rise of computational design.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
A.T. Kearney Consolidation of the US Banking IndustryKearney
More and more banked consumers are migrating from small to large banks, flagging the accelerated consolidation of the retail banking industry in the years to come.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Top 8 digital transformation trends shaping 2021run_frictionless
In a world that’s increasingly dependent on digital, IT’s role is more critical than ever. To meet rising demands, organizations are accelerating their digital transformation. This report identifies the top 8 technology trends that will face CIOs, IT leaders, and organizations in their digital transformation journey in 2021.
https://runfrictionless.com/b2b-white-paper-service/
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
As NFT projects continue to pop up and censorship woes become a reality, decentralized storage has become a beacon of hope for many. Let’s check out how much the decentralized storage sector has grown!
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.
5 Secrets to Killer Lead Generation Using SlideShareEugene Cheng
So you've tried all way and means to drive leads for your business. But B2B leads are just so damn hard especially with mediums like Facebook and Twitter. Enter SlideShare and it's unlimited potential. With these simple hacks you'll start generating leads in no time!
As humans, we never fail to think that we are highly intelligent beings, and that we are mentally superior than any other creatures found on Earth.
Well, that...... may be true.
However, we can be equally stupid and dumb too.
Worse still, we don't even realize it - in terms of how we can make erroneous judgments, decisions and choices, based on how our mind processes and filters information, as well as how our belief system works.
As intriguing and exciting this topic is to me, I find it difficult to illustrate the concepts involve, and that took me nearly 6 months to complete this work. (The Planning Fallacy in play?!) Throughout writing this deck, I've made a total of 8 major revisions before coming to this final piece.
I hope you'll find this deck both interesting and useful!
The Productivity Secret Of The Best LeadersOfficevibe
Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
- You'll find bonus content
Love reading comics? You're not the only one. What about these stories about super-beings keep our eyes glued to the pages and our minds salivating for more? We explore in this deck how comic writers use these storytelling techniques and how you can apply it in your presentation.
23 Tips From Comedians to Be Funnier in Your Next Presentation (via the book ...David Nihill
As they clock up the 10,000 hours that Malcolm Gladwell says make a master, comedians learn a lot the hard way. Here are their top tips so you don't have to.
1. Use the Rule of 3
2. Draw Upon Your Real-Life Experiences
3. Identify the Key Part and Get There Fast
4. Find the Funny in Pain Points
5. Think Fails and Firsts
6. Listen and repeat.
7. Think Fun Over Funny
8. Screen Your Jokes
9. Tell a Joke
10. Like Jerry Seinfeld Does, Use Inherently Funny Words
11. Paint a Picture for Others to See
12. Do Something Memorable
13. Jokes are: 1, 2 … 4!
14. Use the Art of Misdirection
15. Put the Word the Joke Hinges on at the End of the Sentence
16. Use Tension
17. Avoid Ever Going Blank Onstage
18. Use Your Hands
19. Use Metaphors and Analogies Combined With Hyperbole (Exaggeration)
20. If the Energy Is Down, Bring It Up
21. Trust Your Funny Bits
22. Proper Planning Prevents Poor Performance
And last but not least, from Irish comedian Dylan Moran:
23. Don’t Rely on Potential
“Don’t do it! Stay away from your potential,” Moran says. “You’ll mess it up. It’s potential; leave it. Anyway, it’s like your bank balance–you always have a lot less than you think.”
As Mark Twain said, “The human race has only one really effective weapon and that is laughter.” That type of arms race may be one worth all our time. Most presentations are really boring. With applications of these tips, yours will not be.
These tips are taken from the bestselling book Do You Talk Funny and Hacking Public Speaking. http://hackingpublicspeaking.com/
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #5Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #1Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #4Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #3Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
Contoh Desain Slide Presentasi Ilmiah Kreatif dan Menarik #2Arry Rahmawan
Ketika saya mengampu mata kuliah permodelan sistem, di mana mata kuliah ini merupakan mata kuliah untuk mahasiswa tingkat 3, saya menugaskan mahasiswa untuk melakukan sebuah penelitian sederhana dengan menerapkan prinsip - prinsip ilmiah ke lapangan langsung. Saya juga menantang mereka untuk dapat mempresentasikan hasil penelitian mereka dengan tampilan slide yang tidak biasa dan menjemukan. Hingga akhirnya, inilah beberapa di antaranya. Bagaimana menurut Anda?
In our web 2.0 world, the business landscape has changed. Consumers refuse to be interrupted anymore - demanding that brands engage with them.
People do business with people they like, know, and trust. By utilizing the social media tools available to all of us, businesses can become human. By creating valuable content and engaging with customers where they are, businesses are creating real relationships, resulting in real trust.
This presentation offers a high-level overview to where we've been, where we are, and we're we are going in social media. It gives simple-to-follow steps to start implementing social media into a business. It's not comprehensive, but can help a business take that first step.
Content developed by Jon Thomas and M80 (m80im.com). Presentation designed by Jon Thomas at Presentation Advisors (www.presentationadvisors.com).
This is a stylization of a slideshow originally created by Karl Fisch, examining globalization and America’s future in the 21st century. It is designed to stand alone, without having to be presented in person. Enjoy!
This is an educational presentation exploring humanity's water use and the emerging worldwide water shortage. It is designed to act as a stand-alone presentation. Enjoy!
This contains the entire 4-napkin health care series in one file. It makes more sense to read this one now than the others since it is the complete set all in one file.
We’ve collected a whole year of Mindshare ‘Point of View’ articles together to give you a complete picture of how the industry developed in 2016. POV topics explore livestreaming across social media platforms, the surge in popularity of Pokemon GO, Amazon Fresh, and more.
All POVs are written ‘in the moment’ (we start with January and go through to November) and were correct at time of writing.You’ll also find some trends to look out for in 2017 that we think will matter to your business.
AIRBNB/UBER ... was yesterday - PlatformCooperativism ... will be tomorrowThomas Doennebrink
Where the Sharing Economy meets PlatformCooperativism the Collaborative Economy 3.0 begins.
Cooperativism in general & cooperative banking associations in particular have the potential to give the rapidly changing economy and society an URGENTLY needed and
in the meantime by more and more people wished turn, as they have two aces up their sleeves which are strongly needed by platform cooperatives and can give them leverage, and would help to co-create the necessary and supportive ecosystem: millions of members and billions of capital. What is still lacking is the knowledge, willingness and the action.
Bi-monthly news on tech, trends, hot topics, communication, creativity and innovation. This edition contains observations about brands and topics such as Airbnb, airlines, biohacking and biofuels.
15 Startups to Watch in 2015 -2016 by Brian SolisBrian Solis
Digital analyst Brian Solis assembled a list of 15 startups he believes will stand out this year while also sparking new trends. From the sharing economy to AR/VR to 3D Printing to Messaging to Enterprise Collaboration and more, this list will help you see and appreciate top trends happening in Silicon Valley and around the world now.
We are experiencing a period in which digital evolution is accelerating for brands. This time, the brands have a lot more to do than the past. Let’s take a look;
Re-imagining capitalism - UBER-Predators & UNDER-Dogs Thomas Doennebrink
In the context of an interesting joint one-week seminar by the Universities of St. Gallen & Copenhagen held 30 min input on platform capitalism and platform coops with special focus on UBER as it was the main subject of the day. Very lively discussion with well informed students asking good and the right questions followed in the remaining 45 min.
This issue is about the new seamless platform, native ads, targeting and the programmatic environment.
Bu sayımız yeni seamless platformu, native reklamlar, hedeflemeler ve programmatic ekosistem hakkındadır.
Running Head STRATEGIC MANAGEMENT PLAN1STRATEGIC MANAGEMENT.docxtodd521
Running Head: STRATEGIC MANAGEMENT PLAN 1
STRATEGIC MANAGEMENT PLAN 2
STRATEGIC MANAGEMENT PLAN
Professor’s Name
Student’s Name
Course Title
Date
Internal Portion
Apple in an American corporation which designs manufactures and sells personal computers, media devices and mobile communication. The organization has various internal factors which informs the decisions of the management in developing the company. The company has a strong brand image. It has one the strongest and the most valuable brands in the globe. This helps it to introduce new products in the market by virtue of its strong brand. However the company has limited distribution networks. This is attributed to its policy of exclusivity. For instance the organization selects sellers of its products. This limits their market reach despite their having a strong brand (Blenko et al., 2016).
The organization has an opportunity to develop new products. Their current products have been well received in the market. However, innovating further, the organization can achieve more success in the market just as it has happened with the Apple watch. Development of new product can significantly support business growth not only in the local market but also in the international market (Castro, 2016). One internal threat that affects the organization is employee turnover. Some employees feel that they are not given an opportunity to develop their careers through training. Some other employees could leave the organizations after being motivated by a higher pay. Employees will likely consider leaving your organization if they are offered a better pay no matter how much they love their work.
External Portion
The company enjoys stable political environment in developed countries. Developing countries have developed free trade policies which helps the apple company to distribute more products to different geographies in the world. Few political issues affect their business therefore giving the company an opportunity to grow. The company has a weakness of overdependence of high end market. This process only attracts customers from the high income bracket and prevents low income customers from purchasing their products (Chen & Ann, 2016). The low income customers represent the largest global market while high income earners represent the minority and this affects the organization in a big way. This weakens the distribution of their products in the market.
Technological factors such as growing app market, technological integration and cloud computing trends present the company many opportunities. Cloud computing is gaining significant popularity among many organization and individuals. The company can offer cloud friendly apps and devices to exploit this opportunity. Technological integration is becoming a popular trend and Apple can use this opportunity to provide products which can easily connect to each other. The company is facing the threat of tough competition in the industry. Their co.
Promotion and the Product Life Cycle
Apple has established a useful technique for marketing and implementing its product life cycle for its mobile merchandise. I have developed a substitute product strategy for the induction of the anticipated new service — the standard product of new product introduction, development, maturity, and stages of decline. Currently, Apple presents its new merchandise at an occasion and grants all the information about the prices along with release dates in the event. Besides, the products are typically accessible for presale shortly afterward. The partners commence marketing after the Apple event.
Product Strategy
Apple has created a brand, which is a leader in the technology industry, and it is effectual to develop when it is at the forefront of the competition. Additionally, this is the reason the organization ought to remain inventive. There is not much marketing about the Apple event happening, and people usually receive little to no information warning before any announcement being made. The new strategy will market and promote the is a new product and provide information on the dates of the event earlier. There will be printed physical materials for positioning in storerooms and streets with simple messaging about the event. Also, there will use social media to promote the event as well as products with similar messaging.
The emphasis will be to form expectancy about the release of the new product. A press conference is held with a formal statement and an e-mail flashes with details about the newly released product. Also, Facebook Live will be utilized to stream the statement, and other sites of social media will also be used to program the specifics. Live-tweeting will occur during the event on Instagram and Twitter, which can be found on the official page of Apple, which will have all the details of the product.
After the introduction of the new product, the development stage of the product strategy starts; This is the main stage for creating a position of a product in the market, enhancing the profit margins, and increasing sales (Growth, 2018). The organization will take on this stage by getting feedback from early clients and airing that feedback across e-mail blasts and social media, and This will produce promotion material for in-store demonstrations; That will comprise of flyers, display cutouts, and posters to hand out to prospective customers. Also, the organization will run a different pricing event in this period. The early adopters are prepared to recompense a premium fee for having the product earlier than expected; Apple will be able to get extra users by providing lower prices after the growth stage has reached. This will similarly assist in combating an augmented competition, which indeed transpires when new product unveilings.
There are no propositions on how Apple administers the maturity stage of the lifecycle of the product. Nevertheless, in the declining stage, I am suggesting ...
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Week 3 Assignment 1
Globalization and technological advancements have significantly influenced how modern businesses work to increase their competitive edge and financial performance standards. Furthermore, the strategic management framework and the resource-based framework may be used on enterprises to help them accomplish overall projected ambitions. For this assignment, I chose a company that many are familiar with. The Apple Company is among the most significant international businesses. Apple was formed in 1976 and is a global technology company that develops and sells computer hardware and software, internet service providers, and gadgets, along with various things. It is headquartered in the United States and works in various industries, including cellular telephone manufacturing. It is regarded as one of the greatest technological multinational firms in market share (Abdukarimova, 2021). Apple's earnings have increased due to its strong market sector growth and performance compared to its biggest rivals in the competitive market.Globalization
Globalization could be referred to as the progression through which companies make a worldwide influence or start to operate on a worldwide platform. It would be understood that globalization has culminated in removing obstacles, which has boosted imports and exports. The removal of restrictions has enabled Apple to grow into new markets and increase its competitiveness and earnings. Presently, this firm works in 24 nations and territories and has approximately 500 outlets, and its commodities are sold in most places in the world. It has extended Apple's consumer base, requiring the business to raise manufacturing power to satisfy growing consumer needs and requirements (Mamaghani, 2016). As a consequence, the firm employs a combination of direct and indirect distribution techniques to improve on-time deliveries and prevent unnecessary complications and delays.
The degree of competition in the marketplace wherein Apple's Current works has significantly grown due to globalization. The firm is presently facing severe pressure against companies such as Samsung, Nokia, and Toshiba, among many others, on a worldwide platform. The rivalry is mostly focused on pricing, responsiveness, and manufacturing efficiency, as certain businesses can accomplish low operating costs and therefore implement superior pricing tactics. The consumer wants in the sectors where Apple works are incredibly competitive, requiring firms to be extremely attentive to prevent deficits. Nevertheless, the more significant rivalry has led to the development of high-quality items that benefit buyers (Puncheva-Michelotti et al., 2018). Therefore, competing firms are the potential of producing items comparable to some of those made by Apple and selling goods at a discounted cost. Apple is concentrated on delivering high-quality goods that meet the demands of buyers worldwide, which has impacted company activities and its ...
110Week 3 Assignment 1Globalization and teSantosConleyha
1
10
Week 3 Assignment 1
Globalization and technological advancements have significantly influenced how modern businesses work to increase their competitive edge and financial performance standards. Furthermore, the strategic management framework and the resource-based framework may be used on enterprises to help them accomplish overall projected ambitions. For this assignment, I chose a company that many are familiar with. The Apple Company is among the most significant international businesses. Apple was formed in 1976 and is a global technology company that develops and sells computer hardware and software, internet service providers, and gadgets, along with various things. It is headquartered in the United States and works in various industries, including cellular telephone manufacturing. It is regarded as one of the greatest technological multinational firms in market share (Abdukarimova, 2021). Apple's earnings have increased due to its strong market sector growth and performance compared to its biggest rivals in the competitive market.Globalization
Globalization could be referred to as the progression through which companies make a worldwide influence or start to operate on a worldwide platform. It would be understood that globalization has culminated in removing obstacles, which has boosted imports and exports. The removal of restrictions has enabled Apple to grow into new markets and increase its competitiveness and earnings. Presently, this firm works in 24 nations and territories and has approximately 500 outlets, and its commodities are sold in most places in the world. It has extended Apple's consumer base, requiring the business to raise manufacturing power to satisfy growing consumer needs and requirements (Mamaghani, 2016). As a consequence, the firm employs a combination of direct and indirect distribution techniques to improve on-time deliveries and prevent unnecessary complications and delays.
The degree of competition in the marketplace wherein Apple's Current works has significantly grown due to globalization. The firm is presently facing severe pressure against companies such as Samsung, Nokia, and Toshiba, among many others, on a worldwide platform. The rivalry is mostly focused on pricing, responsiveness, and manufacturing efficiency, as certain businesses can accomplish low operating costs and therefore implement superior pricing tactics. The consumer wants in the sectors where Apple works are incredibly competitive, requiring firms to be extremely attentive to prevent deficits. Nevertheless, the more significant rivalry has led to the development of high-quality items that benefit buyers (Puncheva-Michelotti et al., 2018). Therefore, competing firms are the potential of producing items comparable to some of those made by Apple and selling goods at a discounted cost. Apple is concentrated on delivering high-quality goods that meet the demands of buyers worldwide, which has impacted company activities and its ...
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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.
Similar to GAFANOMICS Season 2: 4 superpowers to outperform in the Network Economy (20)
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.
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 !
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.
Arbre à palabres #1 - Do things that don’t scaleFabernovel
Ce n’est un secret pour personne : le continent africain vit depuis quelques années un véritable boom de créativité et d’innovation. Un mouvement qui a vu naître des start-up telles que Optimetriks ou YellowRelay - dont nous rencontrerons les fondateurs - qui révolutionnent les usages d’un continent où l’on trouve plus de mobiles que d’habitants adultes. L’Afrique se transforme - à la vitesse des start-up !
WeChat, the shape of the connected ChinaFabernovel
Impressive, intriguing China is all too often dismissed as a source of inspiration for being “too different”. Yet over the past decade, China has undergone unprecedented change as a result of the implementation of protectionist economic policies. No longer the world’s sweatshop, the country is now the international epicenter of technological research & development.
Teleworking and flex-office: moving towards mobile employees?Fabernovel
In the digital age, companies have access to tools which allow them to pursue having mobile workers both in and outside of the company. They are referred to as teleworking and flex office.
In 2019, it is no longer a question of whether or not to allow flex office and teleworking, but of how to manage the transition in a way that protects employees and does not interfere with the organization’s performance.“
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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GAFANOMICS Season 2: 4 superpowers to outperform in the Network Economy
1. SUPERPOWERS
T O O U T P E R F O R M I N T H E N E T W O R K E C O N O M Y
4 S E A S O N 2
2. 2
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It is licensed under the Creative Commons BY-NC-SA license to allow for further
contributions by experts and users in the coming months.
You are free to share and remix/adapt the work.
You must cite this document:
FABERNOVEL, GAFAnomics®, November 2015
Why do we release this kind of work for free?
You may not use this work for commercial purposes.
You may distribute a modified work under the same or similar license.
Our job is to help large organizations think and act like startups. We believe this can only
be achieved by encouraging people to innovate and explore new business models. We
aim to inspire you by giving you the keys to understand new markets like Russia, new
business drivers like APIs or successful companies like Apple, Amazon, Facebook or
LinkedIn.
3. 3
FOREWORD
In GAFAnomics season 2, FABERNOVEL goes beyond analysis of Google, Apple, Facebook and Amazon’s place
in the 21st century economy, to look at their legacy and what they will leave for other companies.
As with many second acts, there are new disruptors. 2015 has seen the rise of NATU: Netflix, Airbnb, Tesla
and Uber. We were expecting the Chinese to be the challengers, but once again it’s the Californians who have
taken us by surprise.
Despite the financial success of Google, Apple, Facebook and Amazon on all fronts, this year they would
“only” be able to buy the first three most successful start-ups in the world, as opposed to 50 in 2014. It is
hard to believe that while the majority of our Internet use is still dedicated to the super four, GAFA’s share in
our digital journey has fallen from 55% in 2014 to 51% this year.
So, we have to ask, could this spell the end of the GAFA Empire? It’s highly unlikely. To the contrary, Uber
wouldn’t exist without Google, Apple, or Facebook. This is GAFA’s time, along with those smart enough to
copy their four super powers: magnetic; real time; infinite and intimate.
Every year, we seek to understand the actions of these new super powers. While GAFA fascinate us in
everything they do, they are also making us think about what they don’t do. In this new study, we hope to
enable everyone to find their place, their way, their levers, and to help companies discover their own powers.
It is the best news of the year: GAFAnomics is within reach of all businesses. It’s now up to them to use
GAFA’s levers – or not.
The best series always have a sequel – especially when
the topic is hot!
Stéphane Distinguin
CEO of FABERNOVEL
4. 4 QUICK WINS // ACT
In GAFAnomics®, the new engine
for sustainable business growth
is the network organization.
From it, companies can leverage
4 superpowers to achieve great
competitiveness.
AN ESSAY // UNDERSTAND
GAFAnomics® is not only a new
growth paradigm set by Google,
Apple, Facebook & Amazon.
Looking beyond, GAFAnomics® is a
new economy in rapid motion.
What is GAFAnomics® season 2?
6. 6
From new kids on the block to heavyweight
champions
Google
CONTENT &
ADVERTISING
Amazon
COMMERCE &
FULFILMENT
Facebook
SOCIAL &
DISTRIBUTION
Apple
ENTERTAINMENT
& SOFTWARE
Haven’t read our previous studies?
Go to http://fr.slideshare.net/fabernovel
7. 7
GAFAnomics® outperform economics
Apple and Google are the two most valuable brands
in the world, outperforming Coca-Cola (the past 12
years’ leader). Facebook and Amazon are top risers.
July 2014:
GAFA‘s Market cap is
$300B lower than
CAC40.
July 2015:
GAFA’s Market cap is
$200B higher than
CAC40.
+25% Y/Y
+15% Y/Y
+21% Y/Y
+86% Y/Y
+21% Y/Y
1
2
3
10
23
Leaders outperforming the “old empire” index: the
CAC 40, composed of the 40 most valued
companies on the French stock market (Airbus,
L’Oreal…)
Becoming the most valuable brands on the
planet
Sources: Ychart, Les Echos, Interbrand 2015
8. 8
Apple could reinforce its
position on the streaming
market by acquiring the 2
leaders.
Amazon could purchase 20
telecommunication satellites to
create a private network.
With this cash ….
Google could pre-empt
the payment market by
purchasing the 23 largest
fintech unicorns.
With massive war chests
1Cash, cash equivalents and short-term marketable securities. Doesn’t include less liquid long term securities. *In 2014 Apple’s Long Term Securities have grown by 23%
($23,9B) when Cash and Short Term securities have lost 38% ($15,5B) which explains Apple’s data.
2BP market cap 26/08/2015 : Ychart
Sources: Business Insider, Information Week, Ycharts, Company Data,Yahoo Finance, Globalcom
$118B
GAFA have accumulated $118B in cash1 in 2014
$9B
$18B
$23B
$33B
$42B
$54B
$71B
$84B
$98B
$123B
*
Cash and short-term
marketable securities
9. 9
Apple – worth more than
Switzerland
-
$700B1
(2014)
Facebook – bigger than
China
-
1.55B2
(2015)
GAFA are planet-sized
Apple’s market cap reached new
heights this year, passing
Switzerland’s GDP ($685.4Bn)
The number of Facebook users
outpaced China’s population
(1.35B)
Amazon – the most-
valued retailer
-
$250B3
(2015)
With a $250B market cap, Amazon
has become the most valuable listed
retailer, outdistancing Walmart
($230B)
Google – the world’s
largest media company
-
$59.1B4
(2014)
Google has become the biggest
media company in the world,
generating more revenue from
advertising than WPP, Omnicom and
Publicis combined ($43.9Bn)
VS VS
VS VS
Sources: 1 Valuewalk, 2 Business Insider 3Business Insider, 4Telegraph
10. 10
World’s richest nation in 2020?
In 2014, GAFA’s revenue
(350B) grew as big as
South Africa’s GDP
With 64 times fewer workers
GAFA = 296,800 employees
South Africa = 19M employed
people
GAFA’s revenue
Sources: Statista, Wikipedia
11. 11
What we said
-
Redefining the notion of customer
The free customer
Following last year’s acquisition of the music
streaming service Beats Music, Apple launched
Apple Music in 2015. With Apple Music, Apple
reinvents itself switching to an access-based
model.
Apple Music offers customers three months of
free music.
GAFA strive to deliver the best possible experience
to everyone to earn their attention. Everyone is a
customer, even without money.
FRIENDS
Visitors who commit
by giving personal
information
(ID, email, etc.)
CUSTOMERS
Friends who complete
a purchase.
VISITORS
Anyone who pays special
attention to you.
What they did
-
Facebook launched Internet.org in India,
providing free Internet access to its billion-plus
population.
Sources: Techrunch, The Next Web
12. 12
From users to businesses
What we said
-
What they did
-
GAFA are bolstered by a strong
vocation: to help people save time
and effort in their daily lives.
Don’t improve customers’ life.
Change it.
Artificial intelligence
Artificial intelligence is the next frontier to make devices and apps
more intuitive to use and efficient to meet customers’ expectations.
Google
Now API
This API enables developers
to build their own service
including Google AI.
Amazon
Machine Learning
With these AI APIs, Amazon enables
developers to build new machine learning
technologies and conceive new services.
The enterprise market is the new land to conquer. GAFA launch many
services to ease our daily professional life as much as our day-to-day life.
ZenPayroll is a payroll service
enabling businesses to set up and
run payroll from any device.
Amazon WorkMail is a professional
messaging service enabling businesses
to manage their client database.
Redefining the notion of value creation
The utility value model
Sources: Techrunch, Forbes
13. 13
Managing:
What we told you
-
What they did
-
RecruitingGAFA have created an
innovation-friendly
environment and
accountability driven work
environment to supercharge
performance and pioneer the
future.
Google recruits high potential
developers thanks to its search
engine
Google detected a likely candidate
searching online for “Python lambda
function list comprehension”, and
offered him 6 coding problems to solve
within 48 hours. Following successful
completion and an interview, they
recruited him.
Zappos experimenting a self-management organization
In 2015, Zappos officially adopted the Holacracy system, which abolishes job titles
and middle management. It should empower workers and ensure they work more
like creative entrepreneurs.
Redefining talent management
The pirate management
Sources: The Hustle, Forbes
16. Global GAFAnomics:
New Economy Wrapping the Planet
The homogenization of business models combined with GAFA’s commoditisation gradually draws a new
territory characterized by specific usages, specific costs of doing business, and a specific super-fast
metabolism. Understand it before getting there for a quicker and easier route to double digit growth.
1
17. 17
GAFA are GAFAnomics® incumbents
Facing the “legacy VS new” dilemma, Google announced Alphabet’s creation, a parent company
including Google and its other companies.
With Alphabet, Google’s historical activity generating 97% of total revenues is isolated from long-
term, ambitious, and potentially life-changing projects.
Search: Ads: Apps:
Mail
Agenda
DriveTranslate
Docs
Google +
NowChrome
Maps:
Maps Earth Street view
+Android:
Android Play Store
is for
Alphabet
is for
[…]
Sources: Slate, Mashable
18. 18
Experiencing difficulties to innovate
Google Glass generated only 300,000
sales, totalling $300M. #fail
Google+ totalized 6M active users
spending 3 minutes per month,
whereas Facebook totalizes 1,5B active
users spending 405 minutes per
month. #fail
Home, Facebook’s attempt to become
the home screen of Android users, hit
only 500,000 downloads. #fail
Equipped with 4 front-facing cameras
tracking users’ movements, Amazon’s
phone was seen as an attempt to spy
on users. #fail
Fire phone
-
Google+
-
Facebook Home
-
Work for Amazon
-
U2 album in I-tunes
-
Many articles have denounced
Amazon’s abusive pressure on
employees. #fail
In 2014, Apple automatically added on
customers’ iTunes account the U2 track
“Songs of Innocence”, attracting their
anger. #fail
Google glass
-
Sources: DailyTech, Forbes , Expanded Ramblings, Business Insider, New York Times, CNET, Geekwire
19. 19
VS
Starting to protect market shares
Apple integrated an ad-blocker in its new
mobile operating system (iOS9). Users can
now choose whether they want to see ads
while browsing.
-
Apple’s iOS9 is a direct attack against
Google as advertising represents 90% of
Google’s revenue.
Amazon doesn’t sell Apple’s and Google’s
streaming devices: the Apple TV and
Google Chromecast.
-
This decision is a strike-back against
Google and Apple: neither included
Amazon’s streaming service, Prime Video,
in their devices’ catalog of services.
Determined to become customers’ number one destination, GAFA work against each others’
interests.
VS
Sources: Techrunch, Business Insider
20. 20
Segmentation and specialization starting
Sources: Fabernovel Analysis, IDC, Gartner, e-marketer, statcounter, Comscore, Streaming media, business insider, Janrain, datanyze, statista,
emailclientmarketshare, appleinsider, Activate Tech & Media Outlook 2016, Adweek
Losing share of the user’s
digital journey
GAFA
Capturing value from micro moments of attention
Market challengers
• Share of the user digital journey:
36 sec. per day
• Valuation: $1.5B
• Share of the user digital journey:
10 sec. per day
• Valuation: $1.8B
• Share of the user digital journey:
19 sec. per day
• Valuation: $1.0B
• Share of the user digital journey:
9 sec. per day
• Valuation: $2.9B
VS
51%
26%
14%
7%
4%
2015
55%
25%
19%
4%
7%
2014
Snapchat
• Share of the user digital journey:
19 min. per day
• Valuation: $16.0B
21. 21
GAFAnomics® spread in every region
Google | Amazon
Facebook | Apple
Alibaba | Baidu
Tencent | Xiaomi
Yandex | Ozon
VK | Yota (acquired)
NTT | Sony
Gree | Rakuten
Samsung | Gmarket
Kakao Talk | Naver
Flipkart
22. 22
Focus: China’s “GAFA” network
(created in 1999)
2.5%
Of Chinese GDP
$203B
Market Cap(2014)
The e-commerce giant
Alibaba differs from Amazon through its hybrid business model,
charging small sellers with advertising services and charging large
sellers with business operations’ fees.
(created in 2000)
5th
Most visited
website WW
$7.9B
Revenue (2014)
The search engine giant
Just like Google, Baidu is diversifying into numerous areas: video
streaming, cloud storage, wearables, self-driving cars etc.
(created in 1998)
600M
Active users (2015)
1st
App in China
The messaging giant
Tencent’s WeChat app has become a full stack social platform. Features
include: group messaging and calling, taxi-hailing, shopping etc.
Revenues are earned from micro-transactions.
(created in 2010)
61.6M
Smartphones Sold
(2014)
$12B
Revenue (2014) The hardware genius
Xiaomi sells directly to consumers high quality devices at low costs
(smartphones, tablets, TVs etc.) and leans on its fan base to improve
its operating system weakly.
Sources: Investopedia.com
23. 23
Accelerated economic metabolism
Valued at more than $1B, unicorns have the same growth potential than GAFA in their early days.
In average, unicorns reach a $1B valuation
within 18 months.
2014: GAFA could afford all 42 Unicorns.
2015: GAFA can only buy the 3 largest
(Xiaomi, Uber and Airbnb)
Sources: Exponential Organizations (by Salim Ismail), Wall Street Journal
*
*Total value of all Unicorns
*
MARKET CAP TO A BILLION
24. 24
More than half of the unicorns born with GAFA’s
infrastructures
Number of tech companies
valued at more than $1B by
year of birth (pre-IPO and post-IPO)
Apple Store Android Store Google play
Source: TechCrunch
25. 25
Uber has built its whole service on top of infrastructures set out by GAFA.
[Case] Uber scaling fast thanks to GAFA
Access to users
-
Data and server management
-
Driver navigation
-
Payment
-
App distribution on the AppStore, the
Playstore and soon Facebook Messenger
Data storage and management on Amazon
Web services in its early stage.
Google Maps used to geolocate cars and
users as well as to help drivers navigate
Google Wallet and Apple Pay are used to
complete transactions.
26. 26
New challengers obey the same rules as GAFA
Playing with GAFAnomics® rules
The free
customer
The utility
value model
The pirate
management
Flawless user experience for both drivers
and final users.
New referral customers are given their
first ride free.
Recommended content based on user’s
tastes.
Flawless rental booking experience for
both renters and lessors.
New customers referred are offered a
€22 discount on their first booking.
No middle management. A rating system
takes care of reviews and self-manages the
whole fleet.
New customers enjoy the service for
free for the first month of
subscription.
Customers’ cars are recharged for
free, for life, at Tesla’s supercharger
charging stations.
Continuous update of cars’ software to
improve drivers’ experience.
Unlimited vacation time.
Tesla’s CEO, Elon Musk, tweets job offers
with direct email addresses.
Rapid recruitment process. Feedback given
in maximum 3 days, leading to a 90% job
acceptance rate.
27. 27
[Case] Leaving space for competitors’ two digit growth
Stepping ahead from Google, Microsoft is catching up with Amazon: Azure Cloud Platform
experiences the biggest growth. In 2014, Microsoft Cloud service generated $6B, and is expected to
reach $20B in 2018.
MARKET SHARE
YOY GROWTH
Source: Synergy Research Group
30. The secret to this new breed of companies
GAFAnomics® companies are organized as networks, leveraging
connections and interactions as a source of knowledge and therefore
performance.
“In the networked world,
[the three most desirable things]
are connections,
connections and
connections.”
Breaking Smart
Marc Andreessen & Venkatesh Rao
31. GAFAnomics® companies build open networks
A network is a system connecting a multitude of people, objects, and information to one another.
By taking leadership on a large scale, GAFAnomics® companies become
infrastructures, on which other companies want to connect to create value.
32. 32
Network economy: from concentration to distribution
A concentrated economy A distributed economy
- Assets ownership
- Localized work
- Mass production
- Proprietary value
- Scarcity control
- Connections access
- Distributed work
- Unit production
- Shared value
- Abundance management
33. 33
From the value chain…
In an era of concentration, value flows along a value chain. Value is created and captured linearly
from suppliers to final customers through basic buy and sell mechanisms.
SELLS PRODUCTS TO DISTRIBUTORSBUYS MATERIALS FROM SUPPLIERS
34. 34
…to the value loop
In an era of distribution, value flows inside a value loop. Value is endlessly captured and created for
both companies and final users. Value flowing through the network can take various forms: service,
time, money or data.
VALUE CREATION
VALUE CAPTURE
3
Businesses use Google
AdWords to engage with
final users.
4
Businesses index content:
Google search becomes more
valuable.
1
Google search engine is
valuable: one-click access
to any information.
2
Capturing users’ data
optimizes Google’s search
engine.
35. 35
Networks create growth leverage
THE WINNER SEEMS TO BE A HYBRID
Network orchestrators are defined as companies building a network in which members create and
share value. They outperform traditional companies on both revenues and margins.
Average revenue compound annual
growth rate (CAGR) 2011-2012
Average profit margin, 2013
Source: Harvard Business Review (authors: Barry Libert, CEO of OpenMatters, Megan Beck Fenley, consultant at OpenMatters and Yoram Wind, Lauder
Professor and professor of marketing at the University of Pennsylvania’s Wharton School in Philadelphia)
36. 36
“I joined the company in 2002 and
initially worked on the economics of
the AdWords auction. […] I have also
worked on query and revenue
forecasting, advertiser behavior, ad
effectiveness […] We have hundreds
of statisticians, econometricians,
data scientists, and other
quantitative analysts at Google.”
Hal Varian
Chief Economist at Google
A new economy requires new experts
GAFAnomics companies all have a new breed of experts in their top management
team: the Chief Economists, in charge of extracting value from networks through
microeconomic and econometric analysis.
37. 37
S U P E R P O W E R S
TO OUTPERFORM IN THE
NETWORK ECONOMY
4
38. 38
Magnet enterprise
–
Aggregating and managing very
small units
Networked companies are able to
detect, organize, and animate very
small units of value.
Their competitive advantage is to
deal efficiently with billions of
small transactions.
Real-time enterprise
–
Instantly tuning value
Networked companies use real-time
data feedback to instantly optimize
market fit and improve products’
value
Their competitive advantage is instant
fit-to-market.
4 superpowers to outperform in the network economy
Infinite enterprise
–
Shooting for the 100% profit
consumer
Networked companies use highly
scalable software and services to
achieve zero cost delivery once
critical user mass is achieved.
Their competitive advantage is
speed of scalability and profitability.
Intimate enterprise
–
Hospitality is the norm
Networked companies use customer
knowledge to fine-tune and
personalize the experiences they
deliver to each customer. Large-scale
customization is at the heart of their
products.
Their competitive advantage is
customer hospitality and comfort.
39. 39
Magnet enterprise
Aggregating and managing very small units
Networked companies are able to detect,
organize, and animate very small units of value.
They leverage excess capacities and user value
creation to capture and deliver micro deals.
Their competitive advantage is to deal efficiently
with billions of small transactions.
MAGNET REAL-TIME INFINITE ADAPTIVE+ + +4 =
40. 40
Magnet enterprise
How it works
Standard economy
–
Companies take raw materials in input
and produce finished products that are
sold to consumers. Revenue unit = 100
Network economy
–
Companies identify available value, as small as
it is and capture it. They transform this value
and redistribute it to consumers and producers
while taking a cut. Revenue unit = 1
41. 41
A vacant room or apartment is not used to its full capacity. AirBnb identifies these excess capacities
and matches demand for rentals with supply. Leveraging excess capacities at a large scale, Airbnb
can now offer 2x more room than Hilton Worldwide at a zero marginal cost.
Magnet enterprise
[Case] Tapping into excess capacity
Sources: Quartz, Wall Street Journal, FABERNOVEL estimates
(2015) (2014)
42. 42
The more apps available, the more
attractive the iPhone gets.
Launching its iOS Developer Program has
enabled Apple to offer 1.5 millions apps on its
AppStore. Developing as many apps internally
would have demanded Apple
more than 519,000 years
worth of work.
In return, Apple’s partners
can “reach customers around
the world on the App Store”. According to
Apple, in 2014, the amount paid to developers
reached $30B.
Magnet enterprise
[Case] Enriching products with crowd creation
Sources: Venture Beat, Apple, FABERNOVEL estimates
43. 43
The real-time enterprise
MAGNET REAL-TIME INFINITE ADAPTIVE+ + +4 =
Instantly tuning value
Networked companies use real-time data
feedback to instantly optimize market fit
and improve products’ value. They use
optimum management and work in
perpetual beta to answer user needs in
real-time.
Their competitive advantage is instant fit-
to-market.
44. 44
Real-time enterprise
How it works
Standard economy
–
Companies produce and put new products on
the market every other year. They don’t have
information about their products’ usage for
months.
Network economy
–
Companies produce a first minimum viable
version of their products and perpetually
improve it through iterative development. They
closely monitor the usage of their products to
answer their user’s needs in real time.
45. 45
Real-time enterprise
[Case] Amazon monitoring the optimum
Gathering and analyzing massive data on consumers, vendors and competitors, Amazon can
determine what products to offer in what quantities as well as the optimal pricing during every step of
a product’s lifecycle.
Sources: Quartz, Recode, blog of Boomerang Commerce
46. 46
Google leverages its network to identify emerging user needs and create
products accordingly.
In 2000, query monitoring revealed users were searching for a picture of Jennifer
Lopez at the Grammy Awards.
To meet users’ expectations, Google came up with the idea of creating a search
engine for pictures: that’s how Google Images was born!
Real-time enterprise
[Case] Perpetual beta serendipity
Source:
Business
Insider
47. 47
The infinite enterprise
Shooting for the 100% profit consumer
Networked companies use highly scalable
software and services to achieve zero cost
delivery once critical user mass is achieved.
Thanks to network effects and zero
marginal costs, they can grow indefinitely in
revenue with minimal impact on costs.
Their competitive advantage is speed of
scalability and profitability.
MAGNET REAL-TIME INFINITE ADAPTIVE+ + +4 =
48. 48
Infinite enterprise
How it works
Standard economy
–
Companies have to produce an additional
output to serve an additional customer. Their
growth is constrained by their production
capacity and by the marginal cost of
production.
Network economy
–
Companies distribute non-competitive goods and
can serve additional customers at virtually no
additional cost, giving them an infinite growth
opportunity. Additionally, they benefit from
network effects and see the perceived value of
their products increase with the number of users.
This is much easier with immaterial goods.
49. 49
Infinite enterprise
[Case] Network effects accelerating growth
Since its birth, Facebook’s revenue has followed a near-exponential growth.
The more users Facebook gets, the more users are attracted. Then the more
businesses are willing to advertise on Facebook. And finally, the more Facebook
generates revenue.
This virtuous circle is at the core of Networked companies’ growth.
Number of daily active
Facebook users (in million)
Facebook’s annual revenue
(in million U.S. dollars)
Source: Statista
50. Infinite enterprise
[Case] Scaling at zero marginal cost
Launched in 2009, Waze is a traffic and navigation app that leverages crowd sourced real-time data
from its users. Waze was duplicated and distributed at virtually zero marginal cost as users are in
charge of the supply, and social media facilitates viral distribution.
Acquired by Google in 2013 for $1.15 B, Waze has reached 50M users in 200 countries.
Sources: Forbes, Slate, The Telegraph
51. 51
Intimate enterprise
MAGNET REAL-TIME INFINITE INTIMATE+ + +4 =
Hospitality is the norm
Networked companies use customer knowledge
to fine-tune and personalize the experiences they
deliver to each customer. Large-scale
customization is at the heart of their products.
Targeting and customizing their products to
every single user, they create intimate long-lasting
relationships.
Their competitive advantage is customer
hospitality and comfort.
52. 52
Intimate enterprise
How it works
Standard economy
–
Companies produce in mass and sell a
identical product to all their customers.
Network economy
–
Companies offer tailored products and
customization possibilities to each of their
customers, creating an intimate and long-lasting
experience.
53. 53
75% of the content consumed on Netflix is based on targeted recommendations, creating a
unique catalog of movies for each user.
Thanks to user behavior tracking and powerful algorithms, Netflix draws a specific profile of every
single one of them. Based on their tastes, their behaviors, their apparent humor, and to the time of
the day, Netflix tailors each viewing experience.
Intimate enterprise
[Case] Targeted information to the right audience
Source: Business Insider
54. 54
Every iPhone becomes unique after
its 30 first minutes of usage,
depending on the apps downloaded
by each user.
Intimate enterprise
[Case] Mass customization through
software
Source: Wall Street Journal
55. 55
Leverage networks to embrace superpowers
Intimate enterprise
Magnet enterprise Real-time enterprise
Infinite enterpriseNetworked company
By structuring themselves as networks, companies can automatically benefit from these 4
superpowers and compete in the new economy.
57. How Do I Open an Office
in GAFAnomics®?
Or how to become a networked company with two digit growth
3
58. 58
All areas can be connected to the networks
Fulfil and sell to
customers
Reach and
retain customers
Streamline
operations
Design
products
and
services
Recruit
and manage
talents
Build
products
and services
Core
Business
&
Finance
59. 5 strategies to win in a GAFAnomics world
In a world dominated by GAFAnomics, legacy companies can either connect to
existing networks or create networks of their own.
Connect
to existing
networks
Create
your own
networks
60. Plug in to GAFAnomics
Know how to leverage GAFAnomics’s massive networks, the new
century’s infrastructures.
Using GAFAnomics as
distribution channels
The wide array of services created
by GAFAnomics can be leveraged to
create new experiences for users.
FedEx’s online service is built on
the Google Maps engine
Chase Bank’s app users can now
log in with iPhone’s TouchID
Using GAFAnomics’s features
to improve your services
Plug in to
Fulfill and sell to
customers
Reach and retain
customers
Design products
and services
Build products
and services
Recruit and
manage talents
Streamline
operations
61. 61
Deal some exclusive partnerships to create a competitive edge.
Some large companies have already implemented this strategy very successfully:
Partner with GAFAnomics
Audi partnered with
Amazon to test e-
commerce deliveries into
trunks of customers’
vehicles in Munich
Audi
x Amazon
Southwest Airlines offers
Apple’s Beats music service
for free on their flights
Southwest Airlines
x Apple
Allianz partnered with Tesla
to offer drivers tailored
insurances for their forward-
looking electric cars.
Allianz
x Tesla
62. 62
Compete with GAFA on their own turf.
In an attempt to compete with
LinkedIn, the Wall Street Journal
launched its own professional network
in 2013: WSJ Profile.
Fighting against Linkedin’s network
effects coming from a growing
installed user base, WSJ profile never
took off.
Compete head-on with GAFAnomics
Unless you can offer a superior twist to an existing value proposition, competing with the
entrenched network and data effects of the GAFAnomics is too resources-consuming.
63. 63
Compete by going where GAFA have not been.
This strategy requires a lot of up-front investment in technology in order to reach critical mass, but it
can pay off.
By launching Nike +, and by focusing on
developing software for sports’ IOT, the company
has capitalized on its success in the sports
equipment market to impose itself as one of the
major player in the IOT market becoming a sports
network orchestrator.
By opening its booking platform to independent
hotels, Accor Hotels built a serious competitor to
Booking.com thanks to its hospitality expertise and
additional services.
Differentiate from GAFAnomics
Accor HotelsNike
64. 64
Experiment hand-in-hand with GAFAnomics.
Legacy companies will find the best returns on their investments when they work with GAFAnomics
to explore new business horizons.
Partnered on a satellite
initiative to provide internet
access in Africa
Collaborated to create more
than 50 business-focused
apps for iOS.
Worked hand in hand to
bring to market innovative
textiles with digital-sensing
capabilities
Co-innovate with GAFAnomics
Apple and IBMFacebook and Eutelsat Google and Levi’s
65. 65
Legacy companies can join forces to compete in this new economy
From television groups to
streaming networks
Disney, Fox and NBC
Co-innovate without GAFAnomics
In 2015, Audi, Daimler and BMW
acquired Nokia’s HERE maps,
supercharching a serious
competitor to Google Maps.
From car manufacturer to car
sharing
In 2011, BMW and SIXT launched
a joint venture for a premium car
sharing service.
As of November 2014, DriveNow
has over 330,000 customers in 6
countries.
BMW and Sixt
From car manufacturers to
mobility network
Audi, Daimler and
BMW
In 2007, The Walt Disney Company,
Fox and NBC together launched
Hulu, as streaming service to
compete with existing networks.
Hulu has more than 6M subscribers
worldwide.
66. One golden rule: Connect and Open
“There is no future for hermetically
sealed closed systems in the Network
Economy. […] Every time a closed
system opens, it begins to interact
more directly with other existing
systems, and therefore acquires all
the value of those systems.”
Kevin Kelly
Wired co-founder
67. 67
Since Statya Nadella took on the position of CEO in
February 2014, things have changed at Microsoft.
One imperative: « Build stuff that people like »
One symbol: « Microsoft Loves Linux »
Microsoft opening up…
• Since late 2014, Microsoft Office is free for
download and use on Apple and Android
devices
• Launched in August 2015, project Astoria
enables developers to port Android apps to
Windows 10 Mobile devices
… a strategy paying off
• Revenue: $93.6B (+10% vs. 2014)
…And it works
Sources: The Verge, Ars Technica, Microsoft Annual Report 2015
[Case] Open Microsoft
69. 69
Get fresh news on GAFAnomics®
Register to our newsletter on www.GAFAnomics.com
70. 70
See also…
Facebook, The Perfect Startup (2012)
6 365k views on Slideshare
Amazon, The Hidden Empire (2011)
918k views on Slideshare
•••
Three digital engines to reshape
and dominate retail
mazon.com
THE HIDDEN EMPIRE
Linkedin, The serious Network (2013)
197k views on Slideshare
Google, Everything you always
wanted to know (2008)
540k views on Slideshare
Everything you always wanted to know
about Google…But were afraid to ask
Paris, December 2008
And more.
Apple: 8 Easy Steps to Beat
Microsoft (and Google)
Paris, September 2010
Apple, 8 easy steps to beat Microsoft
(and Google) (2011)
179k views on Slideshare
GAFAnomics®, New Economy New
rules (2014) - 197k views on Slideshare
71. 71
4 sessions to become a GAFAnomics expert
(customer, innovation and organization, network
economy, strategy) and implement their best
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Certification and
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Information and inscriptions on
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72. We are
A new world needs new solutions
Who we are
We are a “digital native”
organization of a new type,
nourished by a unique culture
and incomparable talents. We
gather wide and cutting-edge
capabilities –in strategy, software,
design and data marketing –
boosting our clients’
competitiveness.
Our offices
From our offices in San
Francisco, Paris, Toulouse,
Lisbon and Moscow, we work
with clients everywhere in
the world to help them
define and develop new
opportunities.
What we do
We transform feared disruptions into
business opportunities. We craft
impactful user experiences that
benefit our clients and their
customers. We build agile prototypes
to test and develop strong strategic
assets. And we play a prominent role
with a sustainable impact, in the best
ecosystems. At startup speed.
@FABERNOVEL facebook.com/FABERNOVEL FABERNOVEL.com
73. A full stack and digital native company to identify
levers for competitiveness
Stéphane DISTINGUIN
Founder & CEO FABERNOVEL
stephane.distinguin@fabernovel.com
Cyril VART
VP Strategy & Development FABERNOVEL
cyril.vart@fabernovel.com
Leila TURNER
CEO FABERNOVEL Paris
leila.turner@fabernovel.com
Dominique PIOTET
CEO FABERNOVEL US & PARISOMA
dominique.piotet@fabernovel.com
Baptiste BENEZET
CEO Applidium
baptiste.benezet@applidium.com
Alexis Godais
CEO Buzzaka
alexis.godais@buzzaka.com
Kevin GENTIL-CANTIN
Co-founder & CEO lagencemedia
kevin@lagencemedia.fr
Yassine BELFKIH
Co-founder & CEO lagencemedia
yassine@lagencemedia.fr
Antonin TORIKIAN
CEO Institut FABERNOVEL
antonin@institutfabernovel.com
74. 74
Credits
Audrey DA CRUZ
Junior Art Director
Amaury BOTREL
Art Director
DESIGN
-
Stéphane DISTINGUIN
Founder & CEO
Cyril VART
VP Strategy & Development
Sarah NOKRY
Senior Project Analyst
Kevin ECHRAGHI
Project Analyst
Louis MOULLARD
Senior Project Analyst
RESEARCH
-
SPECIAL THANKS
-
Robin Chase (Peers Inc) | Vivek Badrinath (Accor) | Angelos Souriadakis (Ylios) | Philippe Février (Veltys)
David Salabi (Financière Cambon) | François Druel | Jean-Christophe Liaubet (Exane) | Air France Manager Café
Pierre-Baptiste Goutagny (Ex-FABERNOVEL Paris) | Elisa Jo Harkness (FABERNOVEL US)
Benoit TALABOT
Partner & Creative Director
75. 75
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PARIS
Leila Turner
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LISBON
Nuno Ribeiro
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MOSCOW
Lev Samsonov
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TOULOUSE
Paul Bois
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BUSINESS INQUIRIES
MEDIA INQUIRIES
Amelie Pauvert
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