How can Prezi penetrate the enterprise market?
“Nice content – awesome presentation! What did you use to make it?!” That’s what everyone who sees my BRITE presentation asks me. It’s a new service called Prezi. And it’s insanely great — the minute I saw it I had to have it, no questions asked. So, for the first time in half a decade, I found myself doing the unthinkable: …
Selling at cost in exchange of a yearly fee: does it create "thick" value?
Zara is the poster-child of an agile and innovative retailer company. Yet, a small French retailer has established a model I’ve never seen in the wild before: it simply sells at cost to members of its “club” who paid a fee. Clubatcost‘s founder is a well established entrepreneur who is managing Orchestra, a children clothing retailer. Pierre Mestre’s video on the …
Uservoice fails to seize the internal enterprise market (or "consuprise" take 3)
This week saw interesting news coming out from Uservoice: funding and white-label solutions for enterprises. Good direction, but not far enough to reach the internal enterprise market: this is a common strategic mistake that hurts both enterprises and start-ups with a potential on this market. Uservoice provides a quick, simple and very efficient means for users of a service to …
Enterprise Social Computing Pricing: continuing the discussion
When writing blog posts, we usually reply to one or several other posts, quoting at most 2–3 extracts of them. In emails, it is fairly common to keep replying and articulating refinements as further thoughts are spurred. Why don’t we do it on blogs as well? I don’t know, but I’ll try here, and it may prove interesting. Let me …
TweetDeck should sell licenses to enterprises (to reach consumers)
Several really smart investors have recently funded TweetDeck, an advanced twitter client. The monetization in the consumer market is still an open question, as there are few barriers to entry and sustainable differentiation will be hard to achieve. Whatever the monetization option, it can already be accelerated and increased, by playing at the edge of the consumer and enterprise markets. …
How to price Enterprise Social Computing offerings?
Expand to see inline the other posts in IT Management» Innovation is obvious in the Enterprise Social Computing field. Features are invented and combined in novel ways; ever changing suites of products are built and marketed. Innovation is very real, even if not of the scale signaled by the hype around it. It’s not in pricing however. Even worse: pricing …
Uservoice improves its pricing structure, yet keeps negative thresholds effects
Uservoice just announced a new pricing structure, much improved if still not ideal: We’ve decided to switch to tracking usage based on the number of voters in the last 30 days. The advantages of this are: It’s more clear. Anyone who votes on your forum applies to your count. It’s doesn’t penalize you for users who haven’t returned in a while. You’re not …
Additional resources on increasing pricing schemes for enterprise social applications
Below is a slide deck calling for increasing pricing schemes for enterprise social networking applications. This is complementing an upcoming and more detailed post, but in the meantime, I’m already posting the slides here. I will of course update this post when the new one is out. Don’t hesitate to point any mistakes! UPDATE: The post is now up here …
Consuprise: Consumer web startups should leverage the enterprise market
Fred Wilson recently mused about the cost side of the profit equation for web startups. This was spurred by a timely article from Chris Anderson asking such questions: So Web startups are having to do the unthinkable: come up with a business model that brings in real money while they’re still young. Profit derives from a simple equation: revenue – costs. …
A few thoughts on Yammer, a twitter-like for organizations
Yammer is an SAAS clone of Twitter, providing private networks for groups and companies. See this post for a good description of the service. When Yammer won the TC50, we witnessed two sequential waves of reactions. The first was laudatory and praised a company that found how to monetize a service like Twitter, where it had hitherto failed. The second …
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by Julien Le Nestour
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jln /at/ coreedges [dot] com