Business Models Matters (#5)

Is this Business-Models-for-Innovation ? Or innovative Business-Models ? Even innovation of (in) Business-Models ?

Rethinking Business Model for Innovation : Lessons from entrepreneurial cases is an e-book, edited by Valérie Chanal in late 2010. For teasing, copyrighting and coherent editing issues, the proposition is to release few focused excerpts. Here is the introductive part of the chapter written by Marie-Laurence Caron-Fasan, Jean-Marc Francony and Nathalie Quinette.

& :
– To download the full book for free (shortcut : from HAL-SHS, France’s academic publication platform).
–  To unfold the chapter about Sportganizer and the use of sponsoring in a Web 2.0. platform (Chanal, Giannelloni, Parent)  | To unfold the chapter about SENSEI and collaborative projects (Lavoisy, Eurich, Akselsen, Ytterstad).
Business model ? (webOL).

Creatin g more value th rough
the integration of Business Models in e-marketing :
Predictys – a transformation from infomediary to integrated web-agency
| Introduction

Online advertising, despite its recent arrival in the advertising world, is creating a revolution in the sector. The main actors in the sector didn’t get it wrong. They’ve launched takeovers, each more spectacular than the previous: taking control of the RightMedia network by Yahoo for 680 million dollars, of Aquantive by Microsoft for 6 billion dollars or the DoubleClick network (70% of online advertising in the United State) by Google for 3.1 billion dollars. The tendency of e-advertising has moved towards the regrouping of online advertising networks which implies that these networks to be able to broaden their capacity to follow and collect information on Internet users (Peyrat, 2009).

Online advertising has traditionally been divided into seven categories: the “search” (purchase of key words), the display (publicity banners), the address data bases (selling of e-mail addresses), the affiliation (presence of a marketing site on one or several screens of affiliated sites), the price comparators, e-mailing and the mobile phones.

It’s the e-mailing activity that Predictys chose to enter the market in 2007. Initially the company decided to limit its activity to the French market, positioning itself as an editor.

This chapter explains how Predictys has developed since 2007 up until today and how the company found an original position on this market, already saturated and dominated by a number of large actors. We’ll explain the two main development phases of the company: the first over which the company adopted the position of a traditional actor in the online advertising market, and the second where Predictys attempted to differentiate its services from those of its competitors through producing more detailed knowledge of Internet users and their behaviour.


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