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Betöltés...
Átirat

BLABLACAR

Hélèna de Marion; Juliette Garez; Quentin Lemaitre; Camelia Chennoukh; Fabrice Nicolas

Internal analysis

Presentation of the company

Values

Presentation of the company

“We are passionate we innovate”; “in trust, we trust” ; “The member is the boss”; “Think it, build it, use it”; “share more, learn more”; “Fail learn succeed”; “Done is better than perfect”; “Vanity :( , Sanity :!; Reality :) ”; “Never assume always check”; “Fun and serious”

Vision/Mission

- to create the first long-distance global carpooling community

Vision/Mission

- to become the largest and the most innovative carpooling community in the world.

Stategic goals

- Each economy of scale, => implanting blablacar in big country

- Build a strong relationship with and between users => Create a community with field members

- Reduce carbon emission => increase “car occupancy rate”

Ressources

Tangible:

Buildings

  • 1 office in Paris: concept of “Fun & Serious” →
  • 8 offices abroad

Financial resources

  • Fund raising (helped by diverse societies and investors) to finance the company. Each fund raising had one specific objective:
  • €100k from 2004 to 2008
  • €600k in 2009
  • €1,25m in 2010
  • €7,5m in 2012

Ressources

Intangible

Technology

  • Website
  • Application Blablacar & Blablalines
  • 242 physical servers and 109 virtual machines into 2 datacentres → support the growth of the firm without increase a lot the number of employees
  • -10 instances Amazon EC2 (this instance allows outsider to rent servers to execute their app)

→ =>Automation to simplify data management and data analysis.

Intangible

Intangible

Human Resources

  • 550 employees
  • No human resources department
  • "Great place to work"
  • Internal platform & activities to create a good atmosphere of work

Partners

  • Total
  • Bio c' Bon

Company within the market

External analysis

TEL

Internal analysis: SWOT

Opportunities/Threats

Porter 5 Forces

Core competencies

Core competencies

  • Srategic capabilities: offer a service to a community
  • Treshold resources: headquarters, no special resources
  • Threshold competences: enables members of the community to share their journeys with other members in exchange for money
  • Unique resources: cool atmosphere within the company which creates strong cohesion
  • Core competences: Fact that is C2C and not B2C, but also the fact of sharing which means decreases in terms of pollution and costs

Competitive advantages

  • Cost
  • Service
  • Environment

Competitive advantages

Strategic analysis

Business Models

-> Transaction...

Business Models

-> Transactional Business Model

Solid Revenue & Credibility with investors

Open Abroad

Quality of service

Strategy

First-in Strategy

-First global carpooling website

-Customer's loyalty

Defensive Strategy

-Mobile defense

Innovation

-Personnal work.

-"Growth team"

Over-Offensive international strategy

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