sentinelle + stratégie   58

Strategy 1, 3, 5, and 10 - The Scholarly Kitchen
The figures refer to years; they denote the span of one’s strategic outlook. A 1 is concerned with what must be done this year. Everything is urgent. Anything that does not satisfy the requirements of this year is a waste of time. For a 1, a 3-year outlook is suspect, a 5 a bit foolish, a 10 the object of contempt and satire. A 3, of course, sees the 1 as terribly short-sighted. You have to plan ahead, after all, though how far ahead is a matter of debate. The 5 sees the activities of 1 and 3 as things that are pretty much inevitable, as the wheels are already in motion. But the 5 may pull back from the scenarios of the 10. So much can happen between now and then: how can we know?
stratégie  esposito  court-terme  moyen-terme  long-terme  temps  vision 
march 2018 by sentinelle
Faut-il se tourner vers de nouveaux influenceurs pour recommander le livre ?
Avec 16,4 millions d’utilisateurs en France derrière Facebook et YouTube, Instagram n’est plus un réseau émergent. La diversité de ses formats (Stories, Live, Evergreen) et leur simplicité d’utilisation en font un espace privilégié par les influenceurs. Ils y sont d’ailleurs à la fois plus présents en nombre, plus visibles et plus accessibles. 

Ainsi, repositionner une partie de sa stratégie influenceurs vers des partenaires uniquement présents sur Instagram (bookstagrameurs) est une évolution incontournable.  

Mais Instagram est un réseau dédié à des contenus inspirationnels. Donc si l’on veut toucher de larges communautés, au-delà de celles des grands lecteurs charriés par les influenceurs littéraires, il faut également intégrer ponctuellement dans sa stratégie des influenceurs lifestyle aux larges communautés. 

Lifestyle, chez les influenceurs, cela veut tout et rien dire. Très souvent, ce terme désigne une ligne éditoriale ouverte qui peut aborder à la fois les voyages, les bonnes adresses, la mode, la culture en général, la décoration, la cuisine, etc. 
influenceurs  instagram  booktubeurs  blogs  stratégie  lifestyle  médias_sociaux 
march 2018 by sentinelle
Kobo is doing a better job than Amazon
Amazon is really spread out and it is hard for them to innovate anymore. The executives and business management is based out of Seattle and their Research and Development branch, LAB126, is in California. Amazon sells the most e-books and the Kindle is the most popular e-reader in the United States and the United Kingdom. Almost the entire Kobo organization is based out of Toronto and new e-readers are designed and software is developed at the same location. It is easier to innovate when everyone is at the same place. Amazon is not exclusively focused on e-readers, they have the Echo, Fire Tables, Alexa and Fire TV. They have their own clothing line and deliver groceries right to your house. Kobo, is exclusively focused on developing e-readers and selling e-books. This is why Kobo has managed to out innovate Amazon and why they will continue to erode their market share in the coming years.
Kobo  Amazon  Kindle  liseuses  innovation  concurrence  stratégie  Li 
september 2017 by sentinelle
La poudre aux yeux de la transformation digitale | Julien Devaureix | Pulse | LinkedIn
La création d’une culture numérique et la volonté des dirigeants d’oser revoir en profondeur les habitudes de fonctionnement créent les conditions favorables à une transformation de l’entreprise, à sa modernisation.

La direction doit être alors donnée par une stratégie d’innovation, qui peut être de différente nature (basée sur de nouvelles compétences techniques, sur un nouveau business model, ou sur les deux à la fois), et qui permettra à l’entreprise de déterminer comment sa proposition de valeur est amenée à évoluée pour rester pertinente et compétitive.

Mais à notre époque, la survie d’une organisation sur le long terme, est directement liée à sa capacité à innover de manière continue, à se remettre en question, dans un environnement en évolution perpétuelle. Le modèle d’affaires d’une entreprise peut disparaître demain, l’entreprise doit savoir rapidement s’adapter pour survivre.

Il n’y a pas de “photo finish”, d’organisation, de process ou de manière de faire idéale, il n’y a pas de transformation définitive. Une entreprise aura réussi son évolution lorsqu’elle ne sera plus figée, lorsque sa capacité à innover et sa créativité seront ce qui la caractérise.  
#li  fr  transformation  stratégie  digital  entreprise  numérique 
may 2017 by sentinelle
How Amazon got to the top by breaking the rules | The Drum
As you can imagine, their move to brick and mortar was a controversial one, since they so infamously put some of the largest bookstores in the nation out of business, and continue to take a large chunk out of in-store sales. Even though Amazon’s success has historically been limited to online, they are feared, as the “Amazon Effect” has been blamed for closing thousands of stores nationwide.

But we’d be remiss to think that being a brick and mortar giant was their end goal. This is just one piece of their ultimate vision, as proven through their other ventures in manufacturing, operations, logistics, technology and data intelligence. So, although retail is getting the heat now, it’s safe to say disruption is inevitable in any industry, whether from Amazon, another one of the five big tech companies, or an underdog who takes the initiative to identify and fill the gaps left open in the marketplace.

It’s critical marketers understand how to identify opportunities to not only protect themselves from the seemingly unpredictable disruptors out there today, but to become disruptors themselves. With that, I’ve laid out a few surprising and controversial lessons you can learn from Amazon to ensure your own long-term growth and viability.
Amazon  rules  stratégie 
may 2017 by sentinelle
Why isn't the publishing industry trying as hard as the cable industry? - TeleRead News: E-books, publishing, tech and beyond
So, why aren’t the publishers trying to woo me back? Why isn’t there a cheap non-Kindle they’ll practically give me if only I buy a certain number of books? Why aren’t they selling a subscription program on par with Kindle Unlimited—or even on par with an X-titles-a-month type of model like Scribd or Audible typically offers? Why aren’t they advertising promo samplers to me, like Tor does, or like Baen does? In other words, why aren’t they cowering in a stink of desperation like the cable people are?

I don’t know the answer. I don’t know why they are not. But I can’t help feeling like they should be, you know? I’d love to see what would happen to the appalling rate of adult leisure reading if the publishers tried half as hard as the cable company is.
Amazon  Scribd  publishers  stratégie  comparaison  audio-visuel 
may 2016 by sentinelle
Le cloud, la poule aux oeufs d’or d’Amazon | Silicon 2.0
Au deuxième trimestre, AWS a enregistré une accélération de sa croissance, avec un bond de 81% de son chiffre d'affaires, à 1,8 milliard de dollars (1,6 milliard d'euros). Cette hausse est plus importante que les prévisions des analystes, qui misaient en moyenne sur un gain de 50%. La division représente désormais près de 8% des recettes du e-commerçant, contre 7% au premier trimestre et 5% il y a un an. Sur l'ensemble de l'année, elle est bien partie pour dépasser la barre des 7 milliards de dollars de chiffre d'affaires. Surtout, AWS est très rentable. Entre avril et juin, son bénéfice opérationnel s'est élevé à 391 millions de dollars. A elle seule, la division apporte déjà 36% des profits opérationnels de l'entreprise. Une proportion qui ne cesse de progresser. Car AWS est de plus en plus profitable. Sa marge opérationnelle a atteint 21% au deuxième trimestre, contre 17% lors des trois premiers mois de l'année.
cloud  AWS  amazon  rentabilité  croissance  profits  stratégie 
july 2015 by sentinelle
Big Idea: Growing the Book Industry's Pie : Page 1 of 2 : Book Business
There's a school of thought that contends the publishing market is a "fixed pie," in which total revenues are flat and unlikely to change.  While the marketplace has reached a limit when it comes to traditional book buying, publishers can still grow the pie by capitalizing on the opportunities digital media and platforms present to package, distribute, and sell content in new ways. These opportunities include: Offering access, not just products Promoting components; and Providing content as part of workflow
stratégie  o'leary  édition  numérique  plateformes  contexte  lecteurs  utilisateurs 
may 2015 by sentinelle
Le secret du succès de Netflix : ne pas écouter ce que demandent les gens, mais regarder ce qu’ils font | Petit Web
Le service de SVOD pratique deux types d'AB testing : l'incrémental et le "Mountain testing". Le premier revient à tester l'impact de petits changements, mais sans aller jusqu'à mettre en concurrence 50 nuances de bleu, comme Marissa Mayer chez Google. "Nous faisons de l'AB Testing incrémental uniquement sur des sujets qui ont un impact sur notre business : c'est la stratégie de l'entreprise qui guide nos expérimentations." Exemple : en 2009, quand l'entreprise amorce sont pivot stratégique, c'est l'AB testing qui a permis de valider que le fait d'ajouter un bouton "watch immediatly" à coté des DVD en location n'affectait pas le taux de rétention des abonnés au service. La mise en scène des programmes reprend les principes du merchandising qui prévalait dans les magasins de location de DVD : elle évolue constamment. Le "Mountain Testing", lui, est un moyen de faire des changements majeurs dans l'expérience utilisateur.
netflix  ABtesting  incrémental  utilisateurs  tests  recommandation  stratégie 
april 2015 by sentinelle
WhatsApp : pour les éditeurs, une vraie promesse d’engagement | Meta-media | La révolution de l'information
Par Barbara Chazelle, France Télévisions, Directions Stratégie et Prospective Twitter, Facebook, YouTube ? Vous maitrisez. Instagram, Snapchat ? Peut-être un peu moins. Et WhatsApp, l'application de messagerie instantanée aux 700 millions d'utilisateurs actifs ? Cette terre est certainement l'une des plus difficile à conquérir, et pour cause, il s'agit de se faire une place sur l'application sociale la plus privée qui soit, au moyen de numéros de téléphone. C'est pourtant bien le prochain terrain de bataille des éditeurs de contenus.
whatsapp  médias-sociaux  stratégie  socialmedia 
march 2015 by sentinelle
Joe Wikert's Digital Content Strategies: What to expect in 2015 (and beyond)
Publishing is a pretty slow-moving business. That statement is solidly supported by the fact that the Kindle is now more than 7 years old and the majority of digital content revenue still comes from “print under glass” format. We’re still basically consuming dumb content on smart devices, regardless of whether it’s a book, a newspaper or a magazine. Because the industry moves at a glacial pace I don’t think we’re likely to see any earth-shattering breakthroughs in 2015. What I do think we’ll see are some seeds of change being planted and a few of the next steps in the industry’s evolution.  With that in mind, here are five important developments I expect to see in 2015 and beyond:
digital  stratégie  numérique  édition  USA  Wikert  prévisions  2015 
january 2015 by sentinelle
Harper puts blue sky between it and the rest | The Bookseller
In Frankfurt, I asked HarperCollins Worldwide c.e.o. Brian Murray what he was seeing that other publishers weren’t yet when it came to the Scribd, or BitLit deals. Murray replied: “We definitely lean forwards, we want to try new things and we want to be always learning. We want to be the first to learn, and when something works we double-down and do more of it . . . We feel the world is getting more complex in print and digital and as publishers representing our authors we want to understand that complexity and learn how to use to their advantage. We look to new formats, and new business models: we are not standing still, and in this day and age where companies can come out of left-field and spring-up overnight, you have to be at the forefront.” At the FutureBook conference earlier this month Penguin Random House chief executive Tom Weldon presented the counter-view arguing that its business model was not broken, and that it didn’t feel an imperative to pioneer new initiatives where the business model is not yet clear. The difference between the two viewpoints has troubled some. Mike Shatzkin wrote a piece on his blog, entitled, Penguin Random House does its competitors a favor by walking away from subscription, and you will find plenty of commentary online that follows the same line. But I thought Mike’s most useful comment was made in his first sentence:
HarperCollins  PRH  stratégie 
november 2014 by sentinelle
Strategy 1, 3, 5, and 10 | The Scholarly Kitchen
The figures refer to years; they denote the span of one’s strategic outlook. A 1 is concerned with what must be done this year. Everything is urgent. Anything that does not satisfy the requirements of this year is a waste of time. For a 1, a 3-year outlook is suspect, a 5 a bit foolish, a 10 the object of contempt and satire. A 3, of course, sees the 1 as terribly short-sighted. You have to plan ahead, after all, though how far ahead is a matter of debate. The 5 sees the activities of 1 and 3 as things that are pretty much inevitable, as the wheels are already in motion. But the 5 may pull back from the scenarios of the 10. So much can happen between now and then: how can we know?
stratégie  esposito  vision  court-terme  moyen-terme  long-terme 
november 2014 by sentinelle
It is hard for publishers to apply even Harvard B School advice in their struggle with Amazon - The Shatzkin Files The Shatzkin Files
Harvard Business Review published an article recently by Benjamin Edelman called “Mastering the Intermediaries” which gives advice to businesses trying to avoid some of the consequences of audience aggregation and control by an intermediary. The article was aimed at restaurants who don’t want their fate controlled by Open Table or travel companies who don’t want to be beholden to Expedia. The advice offered is, of course, scholarly and thoughtful. It seemed worth examining whether it might have any value to publishers suffering the growing consequences of so much of their customer base coming to them through a single online retailer. The author presents four strategies to help businesses reduce their dependence on powerful platforms.
Shatzkin  HarvardBusinessRevue  Amazon  stratégie  alternative  concurrence  compétition 
july 2014 by sentinelle
Making Sense of Amazon’s Stance as Hachette Standoff Continues | Digital Book World
While Hoffelder is skeptical that’s the whole story (many believe co-op fees are also at issue), he says it’s hardly news. “I too would like to know what Amazon really thinks and their true motives,” he writes, “but at this point we still don’t really know what that is.” Related: See Grandinetti speak at Digital Book World 2015 Over at Publishers Lunch, Michael Cader disagrees. In his view, Grandinetti’s remarks amounted to a revision “of the core principle that has guided Amazon and its founder Jeff Bezos for the past 20 years.” Curtailing customer’s accustomed privileges, at least when it comes to some Hachette titles–like removing pre-order buttons from top titles like J. K. Rowling’s The Silkworm–has already led some to call into question Amazon’s adherence to its customer-first mentality. In telling the WSJ that Amazon is prepared to risk some harm to its reputation, Grandinetti, as Cader sees it, has confirmed that there’s now an important qualification to the retailer’s central policy. By its own account, he writes, “Amazon now has insight into the difference between consumers’ long-term interests and their immediate ones, and has empowered itself to put the former above the latter.”
Amazon  Hachette  dispute  USA  Grandinetti  clients  stratégie 
july 2014 by sentinelle
The end of the beginning | FutureBook
After the excesses of the early years, did we all wake up in 2013 with a digital hangover? It can sometimes feel like it. Coming off the back of three years of treble-digit e-book growth, last year’s growth rate, of around 20%, was a detoxifier. In truth though, this party has barely even begun. As Amara’s Law argues, we tend to overestimate the impact of digital changes in the short term, but underestimate them in the long run. My hunch is that we are now at the fulcrum of this passage, with too much debate about whether we are at a plateau or a cliff, and not enough focus on what comes next. - See more at: http://www.futurebook.net/content/not-end#sthash.DqYmzIDo.dpuf
uk  ebooks  market  croissance  concurrence  stratégie  numérique  marché  penguin-randomhouse  hachette  harpercollins  redmayne  dohle 
april 2014 by sentinelle
Content strategists
Bussolati strongly suggests that all content marketers should rigorously follow a five-step routine:

Create clear, actionable target-audience personas
Develop a content strategy
Creatively repurpose more of your existing content
Use collaboration, marketing-automation, curation and search-analysis technology
Identify the right performance measures
marketing  stratégie  contenu  persona  ciblage  discoverability 
april 2014 by sentinelle
Amazon’s core “strength” may actually be its biggest weakness | PandoDaily
And here’s the not-so-happy scenario: Amazon realizes it can’t keep losing money on buying customer loyalty. Amazon Prime is already driving up overall shipping costs, which will in turn add to Amazon’s delivery costs, prompting higher Prime fees. If that happens, Prime looks less and less like a bargain. Shoppers find better bargains on other sites and opt for the discount over Amazon’s fast shipping. In that case, revenue growth keeps slowing, while shipping and digital-content costs rise. So it’s not so much that Amazon’s revenue growth is slowing, it’s why. If it’s something Prime can reverse, Amazon’s future looks bright. If not, it will mean customer loyalty may be too slippery a thing even for Amazon to grasp for long. (...) So Amazon spends and spends, but it’s not enough to keep enough shoppers coming back. Buying a costumer for life, if it can be done at all, is an expensive proposition. Maybe too expensive even for Amazon to afford.
Amazon  défi  Prime  fidélisation  offre  prix  clients  stratégie 
march 2014 by sentinelle
Ebook Strategy for Publishers: China | Digital Book World
One of the most talked about markets is China. We take our role of finding new markets and retailers for our publishers seriously. I recently travelled to China to meet with book retailers and publishers to get a feel for the current and future potential of the Chinese ebook market. Along with my colleague Patrick Crowley, we had over a dozen meetings in three cities over the course of eight days this February, following extensive research over the last six months. With over one billion mobile phones in use, over 500 million mobile internet users, a bigger e-commerce market than the U.S. and a roughly $20 billion book market, on the face of it China has massive potential for digital book consumption. So what did I learn, and what do you need to be thinking about?
China  Chine  ebooks  market  marché  stratégie  new-market 
march 2014 by sentinelle
Kobo’s International Strategy Is Paying Off | Digital Book World
Kobo’s content revenue was up 44% in the fourth quarter of 2013 over the previous year, and its customer base grew last year by 50%, proving its push into international markets is so far paying off. The Canadian ebook distributor and device-maker, which the Japanese company Rakuten acquired in 2011, remains a small player in the U.S. But sales data since the end of last year has many arguing that market is still flat. The deal earlier this month that effectively delivers Sony’s ebook customers to Kobo suggests Kobo is still planning to grow its presence in North America. But other initiatives, like a translation deal with best-selling author Bella Andre in France (and even its parent company’s recent mobile acquisition) hint at a much broader-based international strategy.
Kobo  international  stratégie  croissance  ebooks 
february 2014 by sentinelle
Brave New World: Adobe to 'Harden' their Broken DRM
Adobe confirms that it will ‘harden’ their DRM in July and force migration and that this will effectively kill compatibility with older RMSDK9 (reader) based apps and devices. The move is understandable from Adobe’s perspective and very reminiscent to the language that came out in 2006 when the introduced ACS4 to strict deadlines. What Adobe have failed to grasp is that many devices (readers) that have supported ACS4 will have significant software and maybe firmware upgrades to achieve in what is a relatively short period and inevitably there will be disconnects. It is not possible to comment on the myriad of old eink readers out there but…
Adobe  DRM  ACS5  stratégie  migration 
february 2014 by sentinelle
Mike Amundsen on API Design, Governance, and Lifecycle Management
I think the other big advice that we are finding valuable is think about distance. We often think about distance in terms of I’m here and someone is across the world, how are they going to use this API without ever meeting me? How are they going to be able to understand it? But I think what is even more important is the distance in time: I’m going to put this API up, what happens a year from now, two year from now, five years from now, can somebody still use this API?
(...)

Donald Norman has this really great idea that a well-designed object is something that allows people to use it in ways the original designer had never intended and I think these are the kind of APIs that we want to build: things that allow people to do new things that we haven’t even thought of yet.
API  Amundsen  stratégie 
september 2013 by sentinelle
If Steve Ballmer Ran Apple | stratēchery by Ben Thompson
Yet, if Apple’s success has proven anything, it’s that measurables aren’t the half of it. Things like design can’t be measured, nor can user experience. How do you price delight, or discount annoyance? How much is an Apple genius worth? In the consumer market, it’s the immeasurables that matter. It’s the ability to surprise and delight, and create evangelists. It’s about creating something that developers demand access to, and that consumers implicity trust. The consumer market is about everything you can’t measure, everything Microsoft’s legion of mini-Ballmer’s can’t see and will never appreciate. It turns out that all of Ballmer’s good qualities, especially when it came to maximizing revenue and profits, were also his worst qualities, especially as the consumer market came to dominate computing. And, to Microsoft’s short-term benefit but long-term detriment, the incentives Microsoft gave its employees to achieve Ballmer’s aims choked out the sensitivity to truly understand what...
vision  stratégie  Apple  Ballmer  Microsoft  relevant 
august 2013 by sentinelle
Accentuate the positive | The Bookseller
Most importantly, the very fact that there is regular vocalising of concern for “the industry” is doing publishers a great disservice. Nobody cares about publishers or the publishing industry per se—readers care about finding consistently high-quality books to read, in whatever format they want them, via whatever retailer they want to visit, at a price which makes sense. This is what we do well day-in, day-out, and it’s what we should be talking about—not what we are as an “industry”, not who is coming to gobble us up, not protecting our books from the naughty pirates. We ought to be talking about what we do well .
éditeurs  communication  stratégie  industrie 
august 2013 by sentinelle
StorefrontBacktalk » Blog Archive » Why Did Merged Channel Fail Barnes & Noble?
But even with a successful Nook strategy, that would have been the wrong place to look for merged channel bookselling success. For one thing, physical books and E-books are a forced marriage. When Barnes & Noble came up with the idea of letting Nook owners who were physically in the stores browse a wide range of free books, that was clever—but no one seems to have realized that it was pointless. Yes, Nook owners represented traffic, but since they weren’t going to buy physical books, what was the point of luring them into the store?

Read more: http://storefrontbacktalk.com/e-commerce/why-did-merged-channel-fail-barnes-noble/#ixzz2Z3UnFgN4
nook  barnes&noble  stratégie  brick&mortar  ebooks  bookselling 
july 2013 by sentinelle
Ebook Growth Slows in 2012 to 'Only' 41%; What Does It Mean for the Publishing Industry? - Forbes
The growth rate of ebooks between 2011 and 2010 was a bit over 100%. If the growth rate in 2013 is similarly cut down to size as it was in 2012, my guess is that it will be in the 18% to 20% range*. If that happens, we’ll be looking at a $1.8 billion industry next year.

Regardless of how much ebooks grow this year, the fact is they probably will grow, but slower than last year. So, what does that mean for the publishing industry?
aap  chiffres  ebooks  progression  ralentissement  stratégie  éditeurs  livres-numériques 
april 2013 by sentinelle
The Digital Publishing Revolution Is Over | The Scholarly Kitchen
We have gone beyond fomenting revolution; now it is time to provide solutions. Solutions are not technical in nature; they are not about bits and bytes, production workflows, or file formats. A solution is a business solution. Now that my organization is digital-first, what is the most profitable way to manage the legacy business, extend our market reach, and create new products? What will the landscape look like in five years and how do I lead my organization to benefit from it?
révolution_numérique  li  digital_evangelists  stratégie  business 
march 2013 by sentinelle
Amazon, Apple, and the beauty of low margins — Remains of the Day
A lot of folks, especially Apple supporters, like to characterize Amazon as irrational, even crazy, for its willingness to live with low margins. It must be frustrating to compete with a company like that. But to call their strategy irrational or to believe they want to be a non-profit is a dangerous misreading of what they're all about.

It's been years since I worked there, so this is largely speculation on my part, but I believe Amazon is anything but irrational when it comes to how they think about margins. I believe it's a calculated strategy on their part, and anyone competing with them had best understand it.
amazon  marge  stratégie  analyse  li 
january 2013 by sentinelle
La Fnac se met à l’e-page- Ecrans
Le PDG arrivé en juin 2011, Alexandre Bompard a engagé un « plan de conquête » à cinq ans, baptisé Fnac 2015, avec élargissement du réseau et renouvellement du concept de magasins avec de nouveaux espaces (maison-design, enfants, téléphonie). Sur le livre, la stratégie se veut offensive. La Fnac s’est alliée il y a un an à la PME canadienne Kobo pour offrir une liseuse, concurrente du Kindle d’Amazon. En octobre 2012, la Fnac annonçait 100 000 utilisateurs. Son dernier bijou en date, la Kobo Glo, une liseuse rétro-éclairée, a été un succès à Noël. C’est un coup d’avance sur le futur modèle Kindle, qui n’arrivera qu’en février. « Il faut être à la hauteur du point de vue technologique, défend Elodie Perthuisot, directrice du livre à la Fnac, et proposer un système totalement ouvert qui permet de télécharger des livres numériques à la fois sur notre plateforme et ailleurs, alors que le système d’Amazon est propriétaire. »
stratégie  Fnac  Kobo  Bompard  numérique 
january 2013 by sentinelle
Amazon Phone — Benedict Evans
What is Amazon's strategic objective? This isn't really about selling content and apps on mobile - even Apple makes no money doing that. Rather, as with the Kindle Fire, Amazon is trying to create buying devices. Mobile devices sit next to Vogue and How To Spend It, and on the coffee table in front of the TV. They are ready and waiting for a call to action, to capture purchase intent. Amazon is a leveraged play on the conversion of physical retail to ecommerce, and mobile is the means of acquisition.
amazon  google  mobile  androïd  apps  stratégie  ecommerce 
november 2012 by sentinelle
Web APIs 101
Dans tous les secteurs d’activité, des stratégie industrielles basées sur les APIs se mettent en place pour court-circuiter des activité par ailleurs existantes soit format non numérique et/ou non-automatisé (Banque, Assurance, Immobilier, Edition, Industries Culturelles, etc. Cf “There is an App for that”) soit sans s’interfacer avec le web comme plateforme. Ces nouvelles initatives opèrent sur le web là où leur “concurrents” historiques se contentent maladroitement d’y être présents.

Quand une entreprise (surtout si elle est en B2C) m’interroge sur sa “stratégie web”, je demande souvent la part du chiffre d’affaire qui est généré par des paiements automatiques en ligne effectués sans aucune médiation humaine ; si elle est insignifiante je réponds que leur stratégie l’est certainement aussi.
stratégie  ProgrammableWeb  http  Web  Fauré  APIs 
november 2012 by sentinelle
Three S’s
Standards. Beyond product-level identifiers, we need a much more robust and extensive use internal tagging. RDF, ISNI and ISTC provide some examples, but we need greater clarity to guarantee access and interoperability.

Structure. If we’re serious about creating, managing and delivering a minimum viable product that meets market-determined requirements, we’re going to have to develop, partner or adapt to systems and structures that make content acquisition and monetization possible at levels more granular than most publishers have ever considered.

Sense. Because success is no longer emanates from a series of well-planned, top-down efforts, publishers will need to develop a market understanding that helps them prepare for and address consumer needs that are not yet articulated.
o'leary  structure  standards  sense  stratégie  édition  ISTC  ISNI  RDF 
october 2012 by sentinelle
Has Amazon left money on the table? - CBS News
After fighting against requirements to collect sales tax for years, Amazon (AMZN) finally seems to have given in. The world's largest retailer is now adding sales tax on purchases by shoppers in California, which joined other states where the company is now collecting taxes.

Amazon had long sought to avoid collecting taxes -- after all, that helped the e-commerce giant offer lower prices than local retailers. Yet the company may have nothing to worry about, because early results suggest no loss of business because of its adding state sales taxes. That raises an important question for Amazon and its investors: Has Amazon been needlessly undercutting price... and profit?
fail  stratégie  pricing  USA  taxes  amazon 
september 2012 by sentinelle
The ebook marketplace is about to change...a lot - The Shatzkin Files
This could drive any number of changes. Publishers could return to a wholesale model. Publishers could try to change the agency commission, now uniformly fixed at 30%. It even seems like publishers are being told that the commissions don’t have to be uniform across retailers (although negotiating different terms would seem to violate the spirit of the Robinson-Patman Law that a previous generation of publishers grew up believing required them to give the same terms to all like sellers. There is a R-P exception for contractual relationships, however.)
doj  settlement  usa  pricing  contrat  agency-model  wholesale-model  stratégie 
july 2012 by sentinelle
Still debating
A couple of weeks back, I wrote about a decision by Technology Review to discontinue its app and focus on delivering mobile content using HTML5. In my post, I talked about "the escalating cost of trying to control everything."

I followed that up with a post that described two instances in which apps could provide value for publishers:

When the underlying content is variable, subject to change or useful to analyze in structured ways over time; and
When analysis is user-driven, based in available content and not necessarily something a publisher can predict.
Since then, other people have responded to the Technology Review decision. One post, written by P.J. Gurumohan for Folio:, offers five ways to make app development more effective. One recommendation in particular ("don't chain content to design") gets at the heart of most failed mobile strategies.
o'leary  apps  mobile  stratégie  magellan  html5  apple  cloud 
may 2012 by sentinelle
Amazon aren't destroying publishing, they're reshaping it | Books | guardian.co.uk
If Amazon was truly consumer-centric, it would do away with DRM and adopt the ePub format, allowing users to consume their media on any device and through any software they choose, securing them from obsolescence and errors in DRM servers, accidental deletions and the rest. And that it most emphatically does not do. 

The most thunderous argument in Amazon's favour is that the market has spoken, and demands cheaper product. This one I find utterly bizarre. We know very well, in this post-crash age, that the market can be an idiot. The market wanted easy credit extended to all, low taxes and plenty of public spending. The end result was a financial catastrophe that has just plunged us into a double-dip recession and shows no sign of being played out.
DoJ  éditeurs  livre-numérique  livre  ebooks  stratégie  Amazon 
april 2012 by sentinelle
Thinking Through a Strategy for Digital Rights Management « The Scholarly Kitchen
Publishers are faced with a few broad options (but countless sub-options):

They can play hardball and fight infringement at every turn. This more or less is the current situation for most, though definitely not all, publishers. Let’s call this the legal enforcement strategy.
They can play softball and learn to tolerate a certain degree of file-sharing, punctuated with the occasional outburst (e.g., the targeted lawsuit against a major infringer) to restore some friction to the economy. Some publishers are gravitating to this position now. Let’s call this the editorial strategy, with publishers being highly selective about asserting their positions, but insisting on their prerogatives whether or not they are asserted.
They can move to a strategy of full engagement. They can appeal to their readers in various ways, be responsive to their questions and challenges, and portray their company as being a part of the civic infrastructure. We can call this the NPR strategy.
They can begin to re
drm  stratégie  copie  piratage  illégal  téléchargement  friction 
april 2012 by sentinelle
Why Publishers Need a Content Strategy Today | Publishing Perspectives
A successful implementation, usage, and maintenance of the content requires Strategies. On the data side, strategies for structuring the content have to be developed. This results in standards-based structure and linking models – like XML or RDF – and comprehensive metadata concepts that are semantically aligned and aim towards intelligent content. The resulting changes in processes and workflows are identified, described and rescheduled. Special attention is given to possibilities for automation and in this context also to methods and approaches of language technology. These strategic considerations result in the modification and creation of new job roles and profiles for the employees. As part of the strategy development, new business and revenue models are planned and potential new service providers and software products are identified. This step often initiates major changes in a publishing company, requiring the implementation of a comprehensive change management strategy.
technologie  rdf  XML  ContentStrategie  CSP  stratégie 
april 2012 by sentinelle
Amazon Changes Policy, Will Sell Some E-Books Beyond The Kindle Store | paidContent
Amazon (NSDQ: AMZN) hasn’t made many friends in the traditional publishing world. Until now it’s sold Amazon Publishing e-books exclusively in the Kindle Store, and Barnes & Noble (NYSE: BKS) and other chains have said they’ll refuse to carry the company’s print titles in their stores. Now the company is taking a new step toward openness by announcing that a new line of books it’s launching will be available on all platforms in all formats. So how will B&N; react?

James Atlas, who previously ran the independent publishing company Atlas & Co., is going to edit a series of short biographies for Amazon. The most interesting thing about the announcement is that the e-books won’t be exclusive to Amazon—they’ll be sold at etailers beyond the Kindle Store.
stratégie  Kindle  Atlas  édition  interopérabilité  Amazon 
march 2012 by sentinelle
The danger of the “easy route” | TeleRead: News and views on e-books, libraries, publishing and related topics
And somehow, despite how often this has happened in other IT areas, the lesson rarely sticks.  In an ebook industry that has seen sellers of particular ebook formats go under, and take everything in that format with them, you would think sellers would have learned the value of diversifying their pot.  Yet right now, authors and publishers are horrified at the idea of having to find another online selling company to replace PayPal, whose ease of use has lulled many sellers into thinking they were the only game in town.  It is in PayPal and Amazon’s interests to make the customer believe that there is no place to turn; but in fact, there are other vendors, and it’s time to look them up.
stratégie  canaux  diversification  paypal  Amazon 
february 2012 by sentinelle
Context not containers
This isn't the overused argument that "print is dead". Those kinds of forecasts block effective communication.
But planning for dissemination in a single-format is dead.  I've been trying to bury that idea for a couple of years, and it will be fun to spend the morning among friends.
O'Leary  stratégie  containers  context  books 
february 2012 by sentinelle
Maximizing Digital Book Sales | Digital Book World
think it is safe to say that everyone from the Big Six to smaller publishing houses to the independent author would like to sell more books. And given the extremely crowded “virtual bookshelf” on Amazon, etc it is extremely difficult to get your book (s) noticed.

How do you rise above the “noise?”

This two part article is going to tackle exactly that question. The first part of the article will go in-depth regarding the importance of choosing the proper categories for your book and the advanced use of tags to maximize your book’s exposure. The second half the article will focus on what to expect from your book sales and how you can leverage the internal recommendation systems, especially of Amazon, to enhance your bottom line. Also know that the vast majority of advice given in these articles can be applied to other digital sales platforms such as Barnes & Noble, Kobo, etc.
marketing  ventes  catégories  amazon  listes  recommandation  stratégie  livres-numériques 
august 2011 by sentinelle
Google confirme sa stratégie (Apple aussi) - Bloc-notes de Jean-Michel Salaün
L'évolution déjà notée s'accentue encore. Le chiffre d'affaires est toujours constitué en quasi-totalité par la publicité. La publicité sur les sites propres de Google, en forte croissance une nouvelle fois ce trimestre, constitue maintenant plus des 2/3 du chiffre d'affaires (6,2 Mds de $US, soit 69% du CA) tandis que les revenus de régie publicitaire (Adsense, noté Réseau sur le graphique) plafonnent et ne font «que» 2,5 Mds (soit tout de même environ le CA estimé de Facebook pour la totalité de l'année 2010..). Au premier trimestre de 2005, les deux revenus étaient quasiment à égalité (0,66 et 0,58 Mds de $US).

Pour nous, ces chiffres confirment la stratégie de ''Google'' de centrage sur ses activités en affermant les producteurs de contenu à partir de la deuxième dimension du document. C'est ainsi que l'on peut décrypter entre autres la campagne autour de Chrome ou le lancement de Google+ (voir par exemple les analyses de H. Verdier et de M-C Beuth), sans parler même d'Android.
Google  Apple  résultats  stratégie 
july 2011 by sentinelle
Only 28% of Australia’s Publishers have a Well-Developed Digital Strategy - eBookNewser
It reveals some surprising For example, just over half of publishers produce digital content, and of the one who do, 14% make most of their income from digital content. Also, 43% of authors have a work available in digital form and about 10% of that group make most of their income from eBooks.

Direct sales seems to be the most popular way to sell eBooks, with 26% of authors and 61% of publishers selling eBooks on their own websites. The Kindle Store comes in second place, with iBooks or Google Books a distant third.
australie  enquête  éditeurs  stratégie  numérique  ebooks 
june 2011 by sentinelle
Portraits of an Industry in Flux: Digital publishing and UX | UX Magazine
One response to this debate is that a publisher is a curator. While true in some respects, I don't think this is the ultimate response. In fact, the role of the publisher has a larger scope than simply curation. Content curation is only one aspect of the role that the publishing entity plays. In a digital landscape, our role is to provide the best UX (User eXperience) possible to our customers.

And to do that well, we need to know our customers very well. To know what they read, how they read, where they read.
UX  publishing  numérique  utilisateurs  lecteurs  stratégie  changement  digital 
january 2011 by sentinelle
Year One: The Born Digital Publisher « The Scholarly Kitchen
Start-ups and established concerns have different strategic objectives and options. Confusing one with the other can lead a publisher down the wrong, even ruinous path.

This is not a matter of choice; it has nothing to do with one’s psychology or orientation. Publishers today are either Born Again or Born Digital depending on whether a company already exists or is a new entity. With few exceptions, companies that already exist seek to be Born Again. They survey their current operations and consider how they can be enhanced and extended through digital media. They would be crazy not to, as they are sitting with a stack of estimable assets, from copyrights to trade relations, not to mention an ongoing flow of cash.

There is great diversity among the Born Again, from using digital technology purely for internal efficiencies to seeking new opportunities among, say, mobile users.
stratégie  numérique  éditeurs  nouveaux-entrants 
january 2011 by sentinelle
Deer in headlights
Over the last two years, we’ve seen two U.S. car companies fail (“people will always drive cars”) and several major banks collapse (“people will always need money”) . TimeWarner, which less than ten years ago was twice the size of its largest media competitor, now ranks behind the likes of Comcast and DirectTV.

You can swing a cat at a New Year’s Eve party and not hit anyone who thinks “people will always want news in print”. Per-capita newspaper consumption has been declining for 63 years. The newsweekly Time reaches less than 70% of the circulation it had two decades ago, and its last remaining competitor has had three owners this year.

Market structures change. The competitive mix shifts. New technologies support and even encourage new entrants. Sure, I may always drive a car, but that doesn’t mean I buy your car. Companies saddled with infrastructure and overhead costs can hope that consumers will pay higher prices, but that’s just hope.
stratégie  pricing  ebooks  publishing  OLeary 
december 2010 by sentinelle
Deer in Headlights Die | Fast Company
With global financial crises, increasing complexity, and crumbing competitive advantages, I've seen all too many people freeze rather than act. They worry about the consequences of their actions. They overestimate the status quo and underestimate the need for change. They make excuses, put their heads in the sand, and say naïve things such as "things will get better on their own" or "I'm sure the worst is behind us."

When it comes to creativity, getting started is both the hardest and most important task. If you wait to try a new idea until you've carefully orchestrated every possible maneuver, the world will pass you by while you're busy planning. In today's warp-speed world, it's no longer about the big beating the small. It's about the fast beating the slow.
changement  complexité  stratégie 
december 2010 by sentinelle
Strategy of the giants 'light years' from the book trade | theBookseller.com
"The extremely dominant companies are finding themselves moving into books because of the logic of their own busineses, not because they are books companies."

Apple must be understood as a hardware company running a "reverse razorblade" business - the razorblade model being based on the concept of selling cheap razors which need expensive blades. Evans explained that when Apple sells an expensive iPhone or iPad with access to cheap apps, the model is "reverse razorblade".

Apple's strategic objective is therefore "to create a great content experience to drive sales of consumer electronics"
Apple  Amazon  stratégie 
may 2010 by sentinelle
What will be the big digital issues in January 2011? – The Shatzkin Files
The next Digital Book World Conference is set for January 25-26, 2011. That obliges us to ask: what will the hot digital change questions be eight months from now? What should we be planning to discuss then that will be immediate and relevant to the attendees we’re targeting: the editorial, marketing, sales, and digital strategy people in trade book publishing houses?
Shatzkin  DigitalBookWorld  2011  stratégie  livres-numériques  édition_numérique 
may 2010 by sentinelle
The future of publishing: E-publish or perish | The Economist
Indeed, many publishing executives like to argue that the digital revolution could usher in a golden age of reading in which many more people will be exposed to digital texts. They also point out that new technologies such as print on demand, which makes printing short runs of physical books more economical, should help them squeeze more money out of the old-fashioned format. And they insist that the shift away from printed books will be slow, giving them more time to adapt to the brave new digital world.
ebooks  publishing  stratégie 
april 2010 by sentinelle
thedigitalist.net » Revisiting a publishing manifesto - what does the future look like for publishers?
Sara Lloyd de Pan Macmiillan, retranscrit l'intervention qu'elle a faite lors de la conférence TOC à Francfort. Cette intervention était en fait une mise à jour du Manifeste sur le numérique qu'elle avait publié en mai 2008.
Un panorama complet de l'édtiion confrontée à la révolution numérique, et de ce sur quoi les éditeurs doivent absolument réfléchir et agir dès maintenant.
édition_numérique  pan_macmillan  Lloyd  manifesto  toc  stratégie 
november 2009 by sentinelle
How Random House, Cengage and other giants use tech: New tools help deal with change | (angl.)
Random House, McGraw-Hill, Cengage Learning, HarperCollins, Harlequin and Ingram Digital are among the heavy-hitters whose digital strategies are discussed in a 142-page report from the Gilbane Group. The study also highlights some innovative small-fry such as Lulu, Daily Lit and Curriki.
stratégie  édition_numérique  GilbaneGroup  étude  USA 
september 2009 by sentinelle
The digital transition really IS harder for trade publishers than for other publishers - The Shatzkin Files (angl.)
"General trade publishers are, in my opinion, the most challenged of all by digital change. They have the superficial advantage of having their marketplace “go digital” later than all the others, so there would seem to be an opportunity to learn from the mistakes and the successes of others. But that advantage is illusory because of unique aspects to trade."
Shatzkin  trade  digital_publishing  transition  stratégie  marketing 
july 2009 by sentinelle
Penguin promotes Rafferty to digital MD | News | New Media Age (angl.)
"Penguin Group chairman and CEO John Makinson said, “Digital technology is altering the shape of book publishing, creating tremendous opportunities but also putting unprecedented pressure on our costs and traditional ways of working. We have to stay ahead if we’re to grow and prosper.”
penguin  numérique  nominations  organisation  stratégie 
july 2009 by sentinelle
What is not happening (in publishing) | Shimenawa (angl.)
"Harper did not acquire Lexcycle; Amazon did. If I had to conservatively predict an acquirer for Scribd, it would be Google, Amazon or Microsoft, not Random House. That is a particularly telling commentary, and I think it argues for an unhealthy and fulsome separation between traditional publishing and the locus of innovation boiling up on the edges of the traditional publishing industry."
publishing  édition  futur  stratégie  numérique  Brantley 
june 2009 by sentinelle
Publishers must 'maintain value of content' | theBookseller.com (angl.)
Charlie Redmayne, group digital director at HarperCollins, said: "We are no longer just book publishers. We have become content creators with multiple channels of distribution. Books remain at the heart of what we do. But we need to expand our opportunities into new distribution areas as well."
édition  stratégie  numérique  métier  LBF09 
april 2009 by sentinelle

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