Today I'm writing about a new start up that has a new approach to online advertising design and is addressed to micro and small businesses which are not familiar with traditional advertising design processes and cannot afford them, thus creating a new offer for those businesses.

Although I'm involved in it, and obviously not objective, I'll try to stay as descriptive as I can describing the company's business model and value proposition.

AdverStore.com has redesigned the process for creating online advertising creative campaigns, in order to make it more efficient, fast and inexpensive for micro and small companies.

Continue reading "How to get a Professional Banner Ad in less than 5 minutes and for less than $5" »

Posted in Ecommerce business models | April 15, 2007 6:35 PM | How to get a Professional Banner Ad in less than 5 minutes and for less than $5 | Comments (0)

Traditional advertising design, of course. I have written several times about the revolution that is taking place in the advertising industry, specially online advertising. In the last years, hundreds of thousands of micro and small companies have started to advertise online through contextual advertising or pay per click programs like Google Adwords, Yahoo! or Microsoft AdCenter.

Continue reading "Advertising Design is Dead!" »

Posted in Business innovation | September 30, 2006 4:14 PM | Advertising Design is Dead! | Comments (0)

In the last posts I've been writing about people management in a knowledge based economy and how companies need to innovate in their people management policies in order to succeed. So let me tell you, in a more humorous manner, 10 things you can do if what you want is losing your best employees and collaborators and retaining the worst.

Continue reading "10 Things you Can Do to Lose your Best Employees" »

Posted in Human Capital Management | September 30, 2006 11:20 AM | 10 Things you Can Do to Lose your Best Employees | Comments (0)

It only takes some imagination and an open-minded attitude to drive innovation to all industry sectors, even those we think are really stuck to traditional ways of doing things.

Continue reading "Would you sell your company on eBay?" »

Posted in Business innovation | September 21, 2006 4:30 PM | Would you sell your company on eBay? | Comments (0)

Organizations that create teams of motivated and collaborating people, involved with the company's long term goals, are companies that have defined and developed a very concrete organizational culture and that, systematically, reinforce certain corporate values.

Continue reading "Creating an organizational culture for the knowledge based company" »

Posted in Human Capital Management | September 4, 2006 12:15 PM | Creating an organizational culture for the knowledge based company | Comments (3)

In the last post I write about how organisations must change to face global competition in the knowledge economy. But the way we consider our job, the fact of working itself and the role of people in the companies and organizations is also changing radically.

Continue reading "Is your company prepared for work innovation?" »

Posted in Human Capital Management | August 31, 2006 8:15 PM | Is your company prepared for work innovation? | Comments (0)

To understand how our organisation has to change in order to be effective in the current competitive environment, we have to understand the major transformations the global economy is facing due to the transition from the industrial economy to an information and knowledge based economy.

Continue reading "Are we really facing organisational change?" »

Posted in Human Capital Management | August 25, 2006 8:13 PM | Are we really facing organisational change? | Comments (0)

I am currently conducting a research addressed to the Government of Catalonia through which we try to determine the public policies -with a long term perspective- that can enhance the creation of innovative start-ups, a key point for a country or region to compete in the global economy. The first question arises just at the beginning: what do we have to consider as an innovative company?.

Continue reading "Six priorities of innovative companies" »

Posted in Business innovation | August 18, 2006 6:51 PM | Six priorities of innovative companies | Comments (0)

There is that great idea, mainly defended by the big consulting and recruiting firms, that in an information and knowledge based economy, the most important thing for companies is attracting and retaining outstanding talented guys.

Continue reading "Corporate team building" »

Posted in Human Capital Management | July 15, 2006 8:12 PM | Corporate team building | Comments (1)

In two prior articles we talked about the come-back of Internet based business models - the so called dot com companies-, at least in the US. So far, we have pointed out two factors that would explain this situation: the spectacular increase in advertising revenues and the fact that almost everybody is already connected to the Internet and, increasingly, with broadband connections.

Continue reading "Start web business: low cost infrastructures" »

Posted in Ecommerce business models | July 11, 2006 12:09 AM | Start web business: low cost infrastructures | Comments (1)

Days ago I received an advertising mail from an information and labor advising magazine, which main claim was “to obtain the best from your employees and to safeguard your rights as an entrepreneur”. Interesting I thought...

Continue reading "Human resources" »

Posted in Human Capital Management | July 6, 2006 7:20 PM | Human resources | Comments (10)

Business processes that a company has developed overtime are one of the elements that configure the company's strategic resources. That's why innovation in business process management becomes one of the traditional areas where we can introduce innovation in our business model.

Continue reading "Business process management" »

Posted in Business process management | June 30, 2006 6:20 PM | Business process management | Comments (0)

Another difference between the possibilities of Internet and ecommerce business models at the end of 90's and today, is in the number of people who had an Internet connection at that time compared with those of nowadays.

Continue reading "Reasons for dot-com come back: everybody is connected" »

Posted in Ecommerce business models | June 12, 2006 7:10 PM | Reasons for dot-com come back: everybody is connected | Comments (0)

One of the factors that explains the new era in dot-com companies is the spectacular growth in Internet advertising. In fact, the immaturity of Internet advertising market some years ago was the cause of many bankruptcies of business models that were based on it.

Continue reading "Reasons for dot-com come back: online advertising takes off" »

Posted in Ecommerce business models | June 3, 2006 6:28 PM | Reasons for dot-com come back: online advertising takes off | Comments (0)

It seems that, finally, the revolution of Internet is taking place, although, as some said years ago, in a quiet manner, without making noise, in a rational way, and making deep changes in the way to make things and in businesses.

Continue reading "Internet business models" »

Posted in Business models | June 3, 2006 5:58 PM | Internet business models | Comments (1)

We ended this article the analysis of the different elements that composen a business concept, putting attention to both last aspects that can multiply the capacity to generate benefit. First of them it is in if the model it has some of the denominated strategic economies, mainly economies of scale, capacity to concentrate themselves in a certain niche of market and to become leader or, the other way around, capacity to use resources such to serve to very different markets creating sinergias between all of them.

Continue reading "Strategic economies" »

Posted in Strategic innovation | April 12, 2006 12:56 PM | Strategic economies | Comments (0)

To have a barrier of entrance difficult to surpass on the part of the competitors is another one of the possible multipliers of benefits. If a company sends to the market a concept of really innovating business, is evident that during a period she will be the unique one in developing it.

Continue reading "Entry barriers" »

Posted in Strategic innovation | April 12, 2006 12:53 PM | Entry barriers | Comments (0)

Another way to enter the dynamics of the increasing yields is similar to the one of the effect network that we commented in the previous article, but this is in the capacity that has a company to offer a better product as it increases his number of clients. He is the one that we can denominate positive effect of the feedback company-client.

Continue reading "Capitalising client feedback" »

Posted in Strategic innovation | April 12, 2006 12:40 PM | Capitalising client feedback | Comments (0)

One of the main multipliers of the benefits occurs if our model of business can enter a dynamics of increasing yields. This situation we found it when a company, as it grows, still has more possibilities of growth, and in addition to exponential form, since the fact to arrive at one first stage from expansion is the one that allows him to initiate one second phase of growth, that simultaneously will allow him to arrive at third and so on.

Continue reading "Increasing returns" »

Posted in Strategic innovation | April 12, 2006 12:31 PM | Increasing returns | Comments (0)

Once analyzed three of the elements that cause that a business concept has capacity to generate wealth (efficiency, exclusive feature and coherence) we entered to analyze the fundamental element of this capacity. One is the multipliers of benefits that can cause that the yields go off dice in a while and, consequently, is worth the trouble to assume the risk of taking the concept ahead.

Continue reading "Profit multipliers" »

Posted in Strategic innovation | April 12, 2006 12:29 PM | Profit multipliers | Comments (0)

The third element to value the capacity of generation of future wealth of a business concept, along with the efficiency and the capacity to be unique, is the degree of coherence of its internal elements (mission, vision, processes, reach of market, form to arrive at the objective public, etc.).

Continue reading "Business concept coherence" »

Posted in Strategic innovation | April 12, 2006 12:27 PM | Business concept coherence | Comments (0)

The second element to value the capacity of generation of future wealth of a business concept (first it is the efficiency) is in the fact if the model he is unique or no. If it has discovered a new industry or a new market that had before not been explored. If it has developed a totally new form to arrive at the clients. If the execution of the model is totally innovating forehead to the traditional way to act.

Continue reading "Business concept exclusivity" »

Posted in Strategic innovation | April 12, 2006 12:26 PM | Business concept exclusivity | Comments (0)

I today retake the analysis of the different elements that compose a concept of business and how we can introduce modifications that more innovators do. Within the group that makes reference to the capacity of generation of wealth of the model, we found like first element the efficiency of the model, is to say if by the product that we do our clients are arranged to pay, direct or indirectly, more money than the one than costs us to us to produce it.

Continue reading "Business model efficiency" »

Posted in Strategic innovation | April 12, 2006 12:23 PM | Business model efficiency | Comments (0)

With regard to the idea that it developed in the previous article with respect to which the greater innovations cause cabreada people because it has had a bad experience in the form to work of some product or service, yesterday explained a history to me that has much to do with it and that, lamentably, still is normality.

Continue reading "Inexperts to the power" »

Posted in Business innovation | April 12, 2006 12:22 PM | Inexperts to the power | Comments (0)

There is an idea from Tom Peters which I find very interesting: the one of which often the people whom have innovative ideas are people who are very angry. Displeased people with a service, that thinks a new better or more efficient form to make it. Cabreada people because she does not find the product that needs and create it. People who find the institutionalized way absurd to make the things and change it.

Continue reading "Innovative ideas" »

Posted in Business innovation | April 12, 2006 12:19 PM | Innovative ideas | Comments (0)

I close this reflection on (the in)cultura to undertake in our country with an aspect that, more than one more a leg of a social system oriented to the enterprising culture and the innovation, is the essential foundation. I believe that he was the present President of the Generalitat that said that three of their priorities of government were education, education and education.

Continue reading "Innnovation entrepreneurship" »

Posted in Entrepreneurship culture | April 12, 2006 12:13 PM | Innnovation entrepreneurship | Comments (0)

One fourth leg of a system that creates innovating companies must be, at least in Europe by its special idiosincracia, a sector of capital powerful public risk. However, the capital public risk would not be due to move such exactly by criteria that the capital deprived risk, as too many times it happens.

Continue reading "Entrepreneurship culture: public venture capital" »

Posted in Entrepreneurship culture | April 12, 2006 12:11 PM | Entrepreneurship culture: public venture capital | Comments (0)

In two previous articles I have spoken of (the in)cultura to undertake of two basic groups for the creation of innovating companies: those that must have the idea and the impulse to put it in march and those that would have to contribute at the first moments to finance these initiatives. Another one of the fundamental pillars of a system that creates companies is the one that we could say, generalizing, "capital deprived risk", that it would have to be constituted by the great financial groups and great local companies.

Continue reading "Innovation capital" »

Posted in Entrepreneurship culture | April 12, 2006 12:08 PM | Innovation capital | Comments (0)

The week last Dossier Económic echo was made of a study that states the slope in the enterprising initiative in our country. At the same time I initiated a series of articles on (the in)cultura to undertake in Catalunya. In fact he was totally accidental, because still it did not know the study, but I believe that which it wants to see escapes to him that the reality is very different from the official speech in which "we have columpiado ourselves" during the last years.

Continue reading "Business angels" »

Posted in Entrepreneurship culture | April 12, 2006 12:06 PM | Business angels | Comments (0)

It seems interesting to speak to me of the state of the emprenededora culture in our country, as a result of some conversations that recently I have had on this subject. They are anecdotal, but I believe that they reflect our general culture, beyond autobombo of the speeches of our politicians and other actors respect to this subject. And when I speak to undertake I do not speak to mount a bar, although also it is possible to be innovated in this field.

Continue reading "Innovation and entrepreneurship" »

Posted in Entrepreneurship culture | April 12, 2006 12:02 PM | Innovation and entrepreneurship | Comments (0)

In the last articles we have been analyzing the different elements that compose a concept of business and how we can be refexionando on each one of them with the objective to introduce modifications that more innovators do as a whole. Even so, with this it does not have is enough.

Continue reading "Wealth generation" »

Posted in Strategic innovation | April 12, 2006 12:00 PM | Wealth generation | Comments (0)

The last one of the elements that we will analyze within the concept of value network is the one of the alliances or coalitions of companies. Let us remember that all the elements of the value network (strategic suppliers, suppliers, partners and, finally, alliances) have quite diffuse conceptual limits and that often they are overlapped, depending on the situation specifies that we analyze.

Continue reading "Strategic alliance" »

Posted in Strategic innovation | April 12, 2006 11:48 AM | Strategic alliance | Comments (0)

Following in the scope of the value network, we found a concept in the last emergent years and that, sometimes, badly have been used. It is the concept of "partner". On the one hand, the line that separates the concept of strategic supplier of the one of a conception of "partner" is very thin.

Continue reading "Partnering" »

Posted in Strategic innovation | April 12, 2006 11:47 AM | Partnering | Comments (0)

Within the concept of value network the first element that we found is the one of the suppliers. From the way as we managed the relations with our suppliers can be derived innovating initiatives in our model of business. In fact, we could say that to define a strategy in this field it is a fundamental aspect for, like minimum, to cause that our present model continues being competitive.

Continue reading "Value chain" »

Posted in Strategic innovation | April 12, 2006 11:42 AM | Value chain | Comments (0)

A fourth group of elements that form the business concepts is that that we could denominate like the "network of value" that turns around the company. The concept of value network talks about to all those necessary activities for the development of the business model, or are internal or external, but that are not made by the own structure of the company.

Continue reading "Innovation network" »

Posted in Strategic innovation | April 12, 2006 11:41 AM | Innovation network | Comments (0)

The structure of prices of our products and services offers to us, probably, one of the most interesting elements to introduce innovations in our model of business. This circumstance we have been seeing it of increasing form and in different sectors in the last years.

Continue reading "Price structure" »

Posted in Strategic innovation | April 12, 2006 11:39 AM | Price structure | Comments (0)

The dynamics of relations that we establish with our clients is another one of the elements of the form how we interacted with them. Marketing goes less and less oriented to the specific transaction and more and more to maintain a relation continued and lasting with the clients, who allow us to maximize the operations that we will do with them throughout a period of expanded time.

Continue reading "Client relationship" »

Posted in Strategic innovation | April 12, 2006 11:34 AM | Client relationship | Comments (0)

Several times I have commented the capital importance to have the maximum knowledge of our clients and potential clients. This it is a key element for the configuration of our form to interact with them and, therefore, of our concept of business.

Continue reading "Knowledge about our clients" »

Posted in Strategic innovation | April 12, 2006 10:55 AM | Knowledge about our clients | Comments (0)

The form that we must to arrive at our clients and potential clients determines and forms one of the elements of our model of business. To analyze it to introduce changes that differentiate us from the other companies and they allow us to arrive from one more a more imaginative form and innovating to our market it can mean a great difference in the development of the business.

Continue reading "Innovation marketing" »

Posted in Strategic innovation | April 12, 2006 10:53 AM | Innovation marketing | Comments (0)

In the last articles I have been describing and analyzing a model (based on the one of Hamel) of "deconstrucción" of the concepts of business in different elements, to be able to analyze them in depth and to introduce, in case that it is possible, scopes of innovation in each one of them.

Continue reading "Clients" »

Posted in Strategic innovation | April 12, 2006 10:52 AM | Clients | Comments (0)

The last one of the elements that compose the strategic resources of the company is formed by the different basic processes that the company has developed with time. When we spoke of processes we are speaking of all those activities that take to that the company develops its business.

Continue reading "Process innovation" »

Posted in Strategic innovation | April 12, 2006 10:49 AM | Process innovation | Comments (0)

The strategic assets are that set of goods, tangible or intangible, which the company has been generating and which have become essential to develop a competitive advantage in their market. We would be speaking of real estate patrimony, machinery, patents, marks, know-how, data bases of information of clients, etc.

Continue reading "Strategic assets" »

Posted in Strategic innovation | April 12, 2006 10:47 AM | Strategic assets | Comments (0)

There is a second group of aspects relative to the business concept that makes lack analyze with depth to establish if, through its involution or modification, we can develop a more innovating model. It is what we can denominate strategic resources of the company, that they include the core competencies, the strategic assets and the nuclear processes.

Continue reading "Core competencies" »

Posted in Strategic innovation | April 12, 2006 10:31 AM | Core competencies | Comments (0)

The third element that conforms the strategic nucleus of the business concept is related to the set of aspects that allow us to differentiate to us from our competitors. In this case, we would have to analyze deeply which is the proposal that makes the company to the market and, if it is it, in what is different from the rest of companies that attack the same market.

Continue reading "Value proposition innovation" »

Posted in Strategic innovation | April 12, 2006 10:29 AM | Value proposition innovation | Comments (0)

To analyze the reach of the product and the market, within the strategic nucleus of the business that already we defined, is the following passage in a process of introduction of innovations in the business concept. In this point which we must define it is at what types of market (objective public, geographic segments, scopes) we are arriving with our present products and what ty