mobilde ne Çalışır ve neden? [mobil 13]
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1
Webrazzi Mobil 2013 – “What Works In Mobile, and Why?”
Ali DagliApril 2012
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I. CONSUMERS CONSUME
“Yes, I am a consumer”
I consume!
And I will continue to consume…
When I have the means
3
II. MOBILE TO BECOME DOMINANT CONSUMPTION PLATFORM
» With me at all times
» Connected to the world out there
» Seamless payments back-end
» Social integration, apps, messages…
» Million products available instantly
» More and more
Fact, not a hypothesis, that mobile:
» Optimal & superior consumption platform
» To become dominant consumption platform
4
III. NOT MOBILE-ONLY, BUT MOBILE-FIRST, THEN CROSS-PLATFORM
ConsumersIP-Based Platforms
Mobile Internet (first)
Web
Social Networks
IP-Based TV/Roku
Steam/Ouya
Google Glass (mobile)
TV / Traditional
Distribution Partner
Service Provider
5
IV. DELIVERING HAPPINESS CREATES CONSUMPTION
Games - SupercellVideos - YouTubeMusic - Spotify
Photos – Camera+Books - KindleNews – PulseReference - Wikipedia
Mail - MailboxBusiness - Quickoffice
Files - DropboxNotes – Evernote
Maps – WazeCalls – Skype
To Dos - ThingsCalendar – TempoContacts - Smatr
FacebookInstagram
TwitterLinkedInPinterest
PathFancy
GoodReadsWhatsApp
eCommerce – GiltBanking - BoFA
Travel – FlightTrackFood – YemekSepeti
Dining-OpentableTransportation - UBER
Lodging – Hotel TonightDating - Howaboutwe
Entertaining Escape
Offline <-> Online
Daily Routine
Social/Messaging
Convenience
Price
Engagement
Convenience
Efficiency
Experience
Me
My Friends
EN
GA
GEM
EN
T
Platform - UnityEnabler – Pozitron
Cloud Dev – StackMobCode Collobration -
GitHubAnalytics – Flurry
Acquisition –ChartboostRetention – Urban
AirshipPayments - Zong
3rd Party
Benefit
Cost
Consumption
TR
AN
SA
CTIO
NS
SC
ALE
PER
CEIV
ED
VA
LUE
VA
LUE/R
OI
Monetization
6
V. CO-EXISTING VS LEVERAGING EXISTING ASSETS AND DISRUPTING
» Disrupt
» Disrupt
» Disrupt
» Improve
» Improve
» Re-innovate
» Re-innovate
» Re-innovate
» Target
» Target
EXAMPLESFEATURE
7
VI. CREATEING AN OUTSTANDING SERVICE, AND MAKE IT A BIG ‘IP’
DIRECTIONTYPE
Product / Service
Cross-platform
IP
Micro Transactions ($)Advertising ($)
VOD ($)
Merchandising ($)Sales ($)
Subscriptions ($)
Traditional / Offline Platforms
Emerging Internet-based (Low Margin)
Traditional / Offline (100% or High Margin)
Packaged Product
PLATFORM B
IP
Unit Sales ($)
Packaged Product
PLATFORM A
IP
Unit Sales ($)
1
2
Emerging Internet-based (Low Margin)
8
VII. TAKING EVERY CONSUMER STEP SERIOUSLY
Use LikeLove/
EngageRe-useKnow
Buy/Ads
Use LikeLove/
EngageRe-useKnow BuyBuy
» Soft launch» Platform strategy» Server based/social» Publisher / No Publisher» User Acquisition
» <50mb or >50mb» Game Mechanics» Monetization Mechanics» F2P/Paid» Advertising
F2P
PAID
IMPORTANTFACTORS
9
VIII. BUYERS AND INVESTORS GO FOR…
PROFITABLE CONSUMPTION
GOOD PRODUCTS
DISRUPTIVE PRODUCTS WITH
HYPE
COMPANY NAME VALUATION
» $90m
» $30m
» $100m
» $1bn
» $119m
» $200m
» ~$800m
» $215m
» $$$
10
IX. RECENT DEALS DEMONSTRATE NEED FOR IMPROVEMENT
RECENT DEALSCONSUMERS NEED BETTER EFFICIENCY/EXPERIENCE
» Content overload
» Limited time
» Too much noise
» Highly fragmented
» Less tendency for “average” user interface/ lean-back experience
» More personalization
» Better integration
» Between push and pull
(News overload)
(Email overload)
(Video overload)
/
/
? /
/
/
? /(Calendar overload)
/?
11
GP BULLHOUND SNAPSHOT
» Long track record of success
› Founded in 1999, completed over 130 transactions
› Closed 21 transactions in 2012
» A premier corporate finance advisory firm
› Strategic Advisory
› Capital Raising
› Mergers & Acquisitions
» Deep domain expertise across the Technology sector
› Online Gaming and Consumer Internet
› Online Advertising and eCommerce
› Mobile & Communications
› Digital Home and Digital Lifestyle
› Clean Technology
» Focus on top-tier emerging growth companies
» Strong cross-border capabilities
› Offices in London, San Francisco, Stockholm and Berlin
› Deep, broad relationship network
STRONG PRESENCE IN US WITH ACCESS TO ASIA
Los Angeles
New YorkSan
Francisco
Boston
SeoulTokyo
Hong Kong
Singapore
HelsinkiOslo
Copenhagen
Hamburg
Berlin
Istanbul
Munich
Amsterdam
Paris
Moscow
Milan
Barcelona
Stockholm
London
LOCAL EUROPEAN OFFICES IN TECHNOLOGY HOTSPOTS
12
GP BULLHOUND TEAM = GLOBAL FOOTPRINT
PER ROMAN
Managing Partner
HUGH CAMPBELL
Managing Partner
MANISH MADHVANI
Managing Partner
LORD CLIVE HOLLICK
Partner
CHRISTIAN LAGERLING
Managing Partner
GRAEME BAYLEY
Partner
ALEC DAFFERNER
Partner
ANTONY NORTHROP
Senior Advisor
ANDRE SHORTELL
Partner
CLAUDIO ALVAREZ
Vice President
STIRLING ADELHELM
Associate
SASHA AFANASIEVA
Vice President
MALCOLM FERGUSON
Associate
FLORENT ROULET
Associate
GUILLAUME BONNETON
Partner
CECILIA ROMAN
Director
ALESSANDRO CASARTELLIAssociate
PER LINDTORP
Vice President
SIMON NICHOLLS
Partner
DAVID RAABEVice President
LILJANA XHEKA
Analyst
CARL BERGHOLTZ
Vice President
PHILIPPE GREMILLETAnalyst
ALI DAGLI
Director
CHRISTOPH AMELS
Associate
MARK KLIMMEK
Vice President
JULIAN RIEDLBAUER
Partner
ALISTAIR MALINS
Vice President
MALCOLM HORNERAnalyst
MATT ROGERS
Senior Advisor
CARL WESSBERG
Associate
OLOF RUSTNER
Analyst
ALEXIS SCORER
Vice President
DANIEL HERTERAnalyst
ANTHONY AUGUSTIN
Analyst
13
Disclaimer: Information contained in this slide deck does not constitute an offer to buy or sell or the solicitation of any offer to buy or sell any securities. This document is made available for general information purposes only and
is intended for institutional investors who have a high degree of financial sophistication and knowledge. This document and any of the products and information contained herein are not intended for the use of private investors in
the UK. Although all reasonable care has been taken to ensure that the information contained in this document is accurate and current, no representation or warranty, express or implied, is made by GP Bullhound LLP. as to its
accuracy, completeness and currency. This slide deck contains forward-looking statements, which involve risks and uncertainties. Actual results may differ significantly from the results described in the forward-looking statements.
In particular, but without limiting the preceding sentences, you should be aware that statements of fact or opinion made, may not be up-to-date or may not represent the current opinion (whether public or confidential) of GP
Bullhound LLP. In addition, opinions and estimates are subject to change without notice. This slide deck does not constitute a specific investment recommendation or advice upon which you should rely based upon, or irrespective
of, your personal circumstances. Use of this slide deck is not a substitute for obtaining proper investment advice from an authorized investment professional. Potential private investors are therefore urged to consult their own
authorized investment professional before entering into any investment agreement. Past performance of securities is not necessarily a guide to future performance and the value of securities may fall as well as rise. In particular,
investments in the technology sector can involve a high degree of risk and investors may not get back the full amount invested.
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