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1. Introduction
Udemy is an exchange platform that puts at your disposal learners, courses catalogue free of
charge or paying and allows the courses designers to design, to share and/or to market their
simplified contents.
Udemy is characterized by its high degree of marketing approach by applying codes of ecommerce of the education's market. Udemy is seen as the supermarket e-learningi.
Although listed in the top 50 of the MOOCii and despite a recent fund-raiser of 32 million
dollars, whether 48 M USD since 2010iii, Udemy is still not profitable. Hence the challenge to
go higher profitability.
We offer you, after an encrypted presentation of the identity of Udemy, to explain how it
works, to detail business model, to study its future prospects and its elements of fragility.

2. Identityiv
Sector : Distance learning / MOOC
Social structure : Limited liability company (Ltd)
Site :
Head office : 640 2nd Street San Francisco, CA94107 USA
Size : 100 salaries
Creation : 2010 by Eren BALI, Oktay CAGLAR and Gagan BIYANI
Key figures : 4 000 000 learners, 20 000 course in 53 languages, 10 000 000 registrations
Turnover : NC (Udemy prefer not to communicate us their figures)

3. Operation
Instructor's side, Udemy appears more as an assembly tool vthan an online application. It
doesn't have tools but on the other hand it can facilitates the downloads of videos and courses,
presentation (Slide share, Scribed, etc..) and articles already products. We can also achieve
mashups, especially to coincide writing presentation and videos.
Udemy will be interesting to re-use existing files of different formats, order them in a logical
learning path.
Its main income comes from the sales of the courses. It earns money as soon as the course was
sale several times because it has marginal costs of reproduction (A course was seen 30 or 50
times). it does everything to promote the best courses sales and the prominence of his
instructors by federating them by the social networks.

the learners who buy the courses available on the platform. with a similar operation at a Saas Application.Externality networks : More there are interesting courses. -> Secondly. Udemy mediates between the different categories of actors : . more the learners stay. Udemy works on the business model of intermediate that takes is share of transaction between the learners and the instructor. Udemy is a pure player. Here are the 4 cases : .Linking two types of actors : The instructors and the learners.B2B via its business area or via the confidential courses . 2) Pricing / sales details by transaction It exist 8 possible scenario in terms of sales and/or buying courses on Udemyvi. Each learners can be at his turn instructor. by presenting documents in live.We can also hold synchronous classes. So Udemy has no problem concerning the interoperability except to respect the standards of the W3C. For those one. work on a white board and chat. loyal. 4. .C2C via its public courses . -> Firstly . and finally that the couse has to be "marketed" according to the Udemy standards.C2B via its public courses or via its confidential courses The border between the different actors that who intervene on the platform is very fluctuating. 1) Exchange platform two-sided Udemy is more particularly a marketplace. Udemy is usable everywhere in the world dice there is an Internet connexion. including the platform multi-sided. Finally. The platform can support a limited number of participants simultaneously in a course and the opportunities of interaction are multiple. allowing the instructor to " privatize " its contents. Economic model Born of the net. the instructors (Contents experts) There are no specifics conditions to be an instructor except that Udemy imposes a strict quality process to obtain a definition of the optimized course.Tariff and no tariff instruments that influence the volume of transaction. presented the following characteristics : .B2C via its public courses . Udemy has 2 categories of users which is not involved with directly. Udemy also propose an enterprise offer as the possibility of created confidential courses. .

Udemy fights against several companies representing 2 trends :  In one side the institutional : With courses supported by universities that deliver certifications such as diplomas (Coursera. 3. while its accompaniment aims to reassure the instructor. for example. For the instructor. Externality of crossed networks This is a development track of Udemy. 5. Non-tariff instrument The non-tariff strategy intended to the instructors (except the programs of paying announcements and partnerships . there is no filter of possible research to get the free courses. The ultimate goal is to attract the largest number of learners and to ensure the quality of its courses so that learners remain faithful to Udemy for their training. to a lesser extent. Its course structure its constant support to design a course. etc. perspectives On the market of moocs. The great majority of the courses are paying and. the creation of courses are free and it is him whom the platform tries to attract the most. it is likely Udemy has solved the problem of the egg and the goose by subsidizing and by helping the creation of courses and the rise of the number of instructors. Tariff instrument Udemy took the option to charge the learner and. the use of partners or affiliates.Source of income Sale through the coupon issued by the instructors Traditional sales courses Sale via a paying advert program Udemy Sale via a partner who will conserve 50% % Instructor 97 % % Udemy 3% 50% 25% 50% 75% 25% 25% Udemy did not give you indications calculated as for the most acclaimed models.) Constituting at the same time a special place in the management of the big dated (Subscribers in the course) . the instructor who wants to be put forward through a paid ad service. 5. Challenges. 4. its strategy basing on an externality of networks. The scenario the most interesting is of course the second in the extent that Udemy will gain 50 % of the sale price. as well by means of the system of the special offers as by its system of confidential courses allowing "to privatize" its platform). stanford. Its strategy allows to attract a maximum of instructors and learners (because the marketing incites the instructors to bring learners on the platform.see the board of the pricing) has a direct impact on the volume of transactions and maybe summarized by the following equation : More Instructors = > more courses = > more students = > more profit At this point.

6. By grouping the followers of the MOOC.  By developing emergent skills towards companiesvii. by going to the continuation towards a price of fixed access then a price of little raised use. and in this case it could intend to develop an ecosystem by adopting a technological standard (By acquiring for example an active start-up on this crenel). their networks an increase of the attendance of the platform by the learners. It is imperative that Udemy "seduces" . it would then be necessary to him to see again all its model (ex: announcers' entrance on the platform interested in the significant number of learners). Udemy continues to live under consequent fund-raiser certainly. Up to the next newcomer. The majority of the courses are still intended for the English speakers. on its platform dedicated to compagniesviii. Udemy would affect that inherent 3 % of committee at the expense of transaction. Linkedin. If this alternative was imperative. And it is very likely that if the instutionnel model collapses. Udemy. By developing a Saas system for example.  Although Udemy offers 10 native languages and 53 languages of courses. but what would happen with the impatience of the shareholders ? Will Udemy continue to get other necessary fund-raised without being able to give of wages as for its profitability to average and/or long term ?  The strategy of Udemy consists in recruiting instructors who will generate by the quality and the diversity of their contents and for other. Fragility of the economic model The study highlights various elements of fragility of the economic model of Udemy  Since 2010. they are still in a race. This remuneration could encourage the instructors to favor a report of their learners on the platform. in its strategy of development :  Evoluate in a community model thanks to its presence on the social networks. And if the number of the instructors came to decrease? And if the quantity of the courses were too lowix?  As a reminder. Even if Udemy blames his detractors for being lacking long-term vision of its economic modelx. Some networks have evolved such as Viadeo. market still stammering. Khan Academy) These two models are currently not profitable.  Take the place of the training on mobile. Within the framework of its development except the USA. winner becomes the model of Mooc destroying all the others to impose his standard. an instructor will have to settle 50 % of committee in favour of Udemy if the platform supplies to the instructor the learner. The number of subscribers on the platform would increase however in this case by face. In this perspective of development « schumpeterian style ». In another side "private" model: or everybody shares his expertise with the others by charging more or less his course (Udemy. Until next newcomer.

many non English-speakers instructors at the risk of seeing them turning to other platforms (Ex: tuto. social networks.). the offer of training is too restrictive and limits itself to big domains which are: the photography. can she gain the battle in the time in front of chief warrant officers whom are coursera. ease of use. crossknoledge. Conclusion Udemy is a pure player expanding whom arouses a lot of hope both with the public and the investors in the field of the digital learning. Udemy nevertheless fragility and has to face various stakes (structural and economic). Not being leaned to an institution and not freeing no certificate. the  Up to here. If it has significant assets (usual languages. pattern of courses. 7.? Of how long it has to set up a profitable economic model? . It is necessary intended to arouse the arrival of new expert instructors in a number less limited by domains to bring more learners on the platform. number of courses). Excel and html. design Web. etc. marketing. We have seen that arranging many finance resources. she can suffer from a lack of legitimacy with the learners and from instructors. vi The moocs for compagnieshttp://www.udemy. promising platformhttp://cursus.crunchbase.letudiant.linkedin.Udemy the supermarket e-learning v Compensation policyhttps://support.au .fr/educpros/actualite/ ii Fund-raiser obtained by Udemy iii iv Udemy identityhttps://www.html i Udemy is one of the best start-up who dispose online vii viii The buisiness portal for Udemyhttps://www.atelier.udemy. She is ranked 15th of top50 by the site www.

skilledup.letudiant.html ix We can really win money by being instructor at Udemy platform to the bench-testing x .