Photography in Photography in Second Life Second Life

- A resource-based - A resource-based analysis analysis

of PhotoLife of PhotoLife ©©Group 12Kim Norlander (KimmikKimono)Sofie Karlsson (Sofie Aumenie)Vanessa Meyer (Vinny Hubbenfluff)Zacharias Elinder (Zac Beninzap)

AgendaAgenda

1. Introduction to photography and 1. Introduction to photography and PhotoLifePhotoLife©©

2. Identifying Resources and Capabilities2. Identifying Resources and Capabilities

3. VRIS-analysis of PhotoLife3. VRIS-analysis of PhotoLife©©

4. Conclusions4. Conclusions

1. Introduction to photography and 1. Introduction to photography and PhotoLifePhotoLife©©

In Second Life there are…In Second Life there are… … …thousands of photographers, both pro’s and… thousands of photographers, both pro’s and… … …amateurs, working in… amateurs, working in… … …hundreds of different photo hundreds of different photo

studios…studios………specialised in different branches such as…specialised in different branches such as… … …wedding photography, wedding photography,

modelling, erotic but…modelling, erotic but…

……biggestbiggest of them all is… of them all is… … …PhotoLifePhotoLife©©

1. Introduction to photography and 1. Introduction to photography and PhotoLifePhotoLife©©

PhotoLife©© was started in march 2008 by mr. Snookums

“Remember LIFE is good”

OomPoppaMowMow Snookums CEO of PhotoLife©

“We do it because of the love of Second Life photography“

Colleen Chriss General Manager of PhotoLife©

1. Introduction to photography and 1. Introduction to photography and PhotoLife©PhotoLife©

Strategy

Structure

Systems

Style

Staff

Skills

Shared

Values

7 S analysis7 S analysis

1. Introduction to photography and 1. Introduction to photography and PhotoLifePhotoLife©©

Strategy:Strategy: PHOTOLIFE seeks to promote creativity PHOTOLIFE seeks to promote creativity by giving photographers a variety of powerful by giving photographers a variety of powerful tools and user-friendly options. Goal is to to tools and user-friendly options. Goal is to to build a high quality photography tool that build a high quality photography tool that eliminated limitationseliminated limitations

Structure:Structure: Partnerships with independent Partnerships with independent contributors. Everyone reports to Oom or the contributors. Everyone reports to Oom or the general Manager Colleen Criss. 700 person general Manager Colleen Criss. 700 person PHOTOLIFE TeamPHOTOLIFE Team

Systems:Systems: Single creator concept Studio System Single creator concept Studio System

Style:Style: Entrepreneurial leader, deep knowledge Entrepreneurial leader, deep knowledge and enjoy helping others. and enjoy helping others.

1. Introduction to photography and 1. Introduction to photography and PhotoLife©PhotoLife©

Staff:Staff: Maggie Mahoney (CEO/Editor of Runway Magazine), Maggie Mahoney (CEO/Editor of Runway Magazine), General Manager Colleen Criss and Oom. Other General Manager Colleen Criss and Oom. Other certified photographers and studio design managerscertified photographers and studio design managers

Skills:Skills: Professional photographers and instructors, not Professional photographers and instructors, not just a “box and light” studio. Concept design and just a “box and light” studio. Concept design and exceptional customer service exceptional customer service

Shared values:Shared values: Honesty and support, Care for customers Honesty and support, Care for customers and bringing them in as a part of the family. The end and bringing them in as a part of the family. The end result is “photographers helping other photographers.”result is “photographers helping other photographers.”

2. Identifying Resources and 2. Identifying Resources and CapabilitiesCapabilities

Tangible ResourcesTangible ResourcesFinancial:Financial: Borrowing capacity and liquidity from “Oom’s SL Borrowing capacity and liquidity from “Oom’s SL

building company”building company”

Physical:Physical: Studio building and land, Photo equipment (camera, Studio building and land, Photo equipment (camera, light, pose stands), Studio designlight, pose stands), Studio design

Intangible ResourcesIntangible ResourcesTechnology:Technology: 21 scene memory, Hud, Gazer, Control center, 21 scene memory, Hud, Gazer, Control center,

Customer database, Copyright PhotoLifeCustomer database, Copyright PhotoLife© © name/enhanced name/enhanced securitysecurity

Reputation:Reputation: Large customer base/loyalty, Reputation, Strong Large customer base/loyalty, Reputation, Strong brand, Market leader positionbrand, Market leader position

Human Reources: Human Reources: Skilled photographers, Competent teacher staff, Skilled photographers, Competent teacher staff, Innovative studio designers Innovative studio designers

2. Identifying Resources and 2. Identifying Resources and CapabilitiesCapabilities

CapabilitiesCapabilities- Good at managing the PhotoLifeGood at managing the PhotoLife©©

brandbrand- Network managementNetwork management- Good teaching methodsGood teaching methods- InnovativeInnovative- Customer service mindedCustomer service minded

3. VRIS-analysis of 3. VRIS-analysis of PhotoLifePhotoLife©©

Valua

ble?

Rare?

Inim

itabl

e?

Subs

titut

able

?

CompetitiveConsequences

PerformanceImplications

TemporaryTemporaryCompetitivenessCompetitivenessTemporaryTemporaryCompetitivenessCompetitiveness

Average to Average to aboveaboveAverage to Average to aboveabove

Sustainable Sustainable competitivecompetitiveadvantageadvantage

Sustainable Sustainable competitivecompetitiveadvantageadvantage

Above avarageAbove avarageAbove avarageAbove avarage

Sustainable Sustainable competative competative advantageadvantage

Sustainable Sustainable competative competative advantageadvantage

Above avarageAbove avarageAbove avarageAbove avarage

Temporary competativeTemporary competative advantageadvantageTemporary competativeTemporary competative advantageadvantage

Avarage to aboveAvarage to aboveAvarage to aboveAvarage to above

10

Innovation

Equipment

Network

Customer Service

Yes

Yes

No Yes

Yes

Yes

Yes

No

Yes

Yes

Yes

No

Yes

Yes

No

No

4. Conclusions4. Conclusions1. How has the company performed in relation to other competitors?They have outperformed most them and are considered marketleaders as indicated by their review in popular SL magazines and

blogs and general reputation

2. What have been the reasons for superior or inferior performance? They have performed superiorly due to their unique business model.Offering unique and valuable customer service, powerful expert photography equipment, an extensive photography network,

exclusivephotography courses for beginners and consistent innovation

4. Conclusions4. Conclusions

3. How sustainable is your company’s competitive advantage?They currently have a competitive advantage, but they need to continue innovating and expanding their network if they are to maintain that

position.

4. What kind of resource and capability development does it need to perform? How should it do this?

Increased marketing and advertising may help create moreawareness for their unique offering and grow their networkIncreased investment in R&D to maintain a position as strong innovators

Smile!Smile!

References:References: http://www.slentre.com/second-life-style-photolife-for-second-life/http://www.slentre.com/second-life-style-photolife-for-second-life/https://www.xstreetsl.com/modules.php?name=Marketplacehttps://www.xstreetsl.com/modules.php?name=Marketplacehttp://opiumsim.wordpress.com/2009/04/27/thing-one-two-and-three-a-http://opiumsim.wordpress.com/2009/04/27/thing-one-two-and-three-a-review-of-photolife-30/review-of-photolife-30/http://www.prlog.org/10053151-photolife-brings-next-generation-http://www.prlog.org/10053151-photolife-brings-next-generation-photography-to-second-life.htmlphotography-to-second-life.html