intervention elton-pickford, business model innovation à l'open coffee de brest le 19...
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Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012TRANSCRIPT
![Page 1: Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012](https://reader033.vdocuments.us/reader033/viewer/2022042902/568c387c1a28ab02359f1a9c/html5/thumbnails/1.jpg)
BUSINESS MO
DEL CANVAS
Partenair
es
Clés
€
€
€
Coûts
Revenus
oui !!
je pense avoir un
plan !
Le Business model canvas nous permet
d’experimenter différents plans
jusqu’à notre idée ..
Les nouveaux Business Models
OpenCoffee - Brest19 Septembre 2012
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✓ Associé Fondateur du Cabinet Elton-PickfordMail : [email protected] : +33 (0)6 24 39 32 21
Peter KEATES
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Xerox invente la Xerox 914 en 1958
Croissance du CA 41% pendant 20 ans
Xerox développe un Business Model économique : location du photocopieur à 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplémentaire.
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Google invente son moteur de recherche en 1997
CA 2010 - 29,32 Milliards de $Résultat net : 8,5 Milliards de $
Business Model basé sur la publicité et un système d’enchères
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Qu’ont-ils en commun ?
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Ils ont proposé le nouveau produit avec un business
model1
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Ils ont inventé un NOUVEAU
Business Model !2
Ont ils copié un Business Model concurrent ?
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Ils ont du prendre des risques et tester3
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Business Model
Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.
Définition
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« une nouvelle manière de créer, délivrer et capturer la valeur »
Business Model Innovant
Définition
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54% des dirigeants pensent que l’adaptation de leur business model est plus critique que
lancer de nouveaux produits et services
Source : Economist Intelligence Unit Survey 2010 - 4000 questioned Senior Executives
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0
2,25
4,50
6,75
9,00
3 ans 5 ans 10 ans
1
6
6,8
2,7
6,1
8,5
1,7
0,1
1,7
En %
Process & products innovatorsBusiness model innovatorsValeur supplémentaire capturée
Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels
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50,98% des innovations relèvent des modèles d’affaires
Source : OCDE, Science, technologie et industrie : Perspectives de l’OCDE, 2008.
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Business Model Canvas
9 blocs pour décrire l’économie d’une entreprise
qui couvrent les 4 grandes dimensions d’une entreprise : clients, offre, infrastructure et viabilité financière
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Exemples : Marché de masse, de niche, segmenté, diversifié, Plate-forme multilatérales
Segments de clientèle
Pour qui créons-nous de la valeur ?Qui sont nos clients les plus importants ?
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Proposition de valeur
Quelle valeur apportons-nous au client ?Quel problème contribuons-nous à résoudre ?
Exemples : Nouveauté, Performance, Personnalisation, accompagnement, design, marque, prix, réduction des coûts, des risques, accessibilité
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Exemples : Force de vente, vente en ligne, magasin en propre ou partenaires, grossistes
Canaux
Quels canaux nos segments de clients préfèrent-ils ?Quels canaux utilisons-nous actuellement ?...
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Exemples : Assistance personnelle, assistance personnelle dédiée, self-service, services automatisés...
Relations avec le client
Quel type de relations chacun de nos segments de clients souhaite t-il que nous entretenions avec lui ?Quel type de relations avons-nous établies ?Quel est leur coût ?
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Exemples : Vente de biens, droit d’usage (SFR, Model SaaS), abonnements, location/prêt, licensing
Flux de revenus
Quelle valeur nos clients sont-ils disposés à payer ?Pour quoi payent-ils actuellement ?Comment payent-ils ?
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Exemples : Physiques, Intellectuelles, Humaines, Financières
Ressources clés
Quelles ressources clés nos propositions de valeur exigent-elles ?Qu’en est-il de nos canaux de distribution ?De nos relations avec les clients ? De nos flux de revenus ?
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Exemples : Production, résolution de problèmes, plate-forme/réseau
Activités clés
Quelles activités clés nos propositions de valeur exigent-elles ?Qu’en est-il de nos canaux de distribution ?De nos relations clients ? De nos revenus ?
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Exemples : Optimisation et économies d’échelles, réduction du risque et de l’incertitude...
Partenaires clés
Qui sont nos partenaires clés ?Qui sont nos fournisseurs clés ?Quelles ressources clés nous procurons-nous auprès de partenaires ?
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Exemples : Logique de coûts, logique de valeur, coûts fixes, coûts variables
Structure de coût
Quels sont les coûts les plus importants ?Quelles ressources clés sont les plus coûteuses ?Quelles activités clés sont les plus coûteuses ?
![Page 24: Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012](https://reader033.vdocuments.us/reader033/viewer/2022042902/568c387c1a28ab02359f1a9c/html5/thumbnails/24.jpg)
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
![Page 25: Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012](https://reader033.vdocuments.us/reader033/viewer/2022042902/568c387c1a28ab02359f1a9c/html5/thumbnails/25.jpg)
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
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Visual thinking
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Les typologies de Business Models
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Contexte (avant) La proposition de valeur ne cible que les clients les plus rentables
DéfiCibler des segments moins rentables avec des
proposition de valeur spécifiques et trop coûteux
Solution (après)La proposition de valeur cible un grand
nombre de segments de clients, de niche, moins rentables, qui ensemble sont rentables
Principes
Des outils informatiques et de management plus performants permettent de délivrer des propositions de valeur personnalisées à un très grand nombre de clients, à faible coût
La longue traîne
Exemples :Edition (Lulu.com), LEGO
![Page 29: Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012](https://reader033.vdocuments.us/reader033/viewer/2022042902/568c387c1a28ab02359f1a9c/html5/thumbnails/29.jpg)
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
La longue traîne
Auteur de niche
Publics de niche
commissions sur services
d’édition
Commissions sur vente (faible)
Communautés d’intérêt
Lulu.com
Service d’auto-édition
place de marché pour
un contenu de niche
Gestion & Développement de la plateforme
Plateforme
Infrastructure d’impression à
la demande
Logistique
Développement de la
plateformeProfils en ligne
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Contexte (avant) Une proposition de valeur cible un segment de clients
Défi
L’entreprise n’arrive pas à acquérir de nouveaux clients potentiels (ex : développeurs
de jeux vidéo qui veulent toucher les utilisateurs de consoles
Solution (après) Ajout d’une proposition de valeur «donnant accès» à un segment de clients existant
PrincipesUne plate-forme d’intermédiation entre deux ou plusieurs segments de clients apporte de nouveaux flux de revenus au modèle initial
Les plates-formes multifaces
Exemples :Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Les plate-formes multiface
Exemples :
Annonceurs
Internautes
gratuitenchères mots-
clés
recherche gratuite
annonces ciblées
Coûts plate-forme
Plate-forme de recherche
Gestion plate-forme,
gestion services,
extension périmètre
Propriétaires de contenu
monétisation du contenu
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Le gratuit
Exemples :Publicité et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette
Contexte (avant) Une proposition de valeur coûteuse est proposée aux seuls clients payants
Défi Le prix élevé dissuade les consommateurs
Solution (après)Plusieurs propositions de valeur sont offertes à différents segments de clients, avec des flux
de revenus différents, dont l’un est gratuit
Principes Les segments de clients qui ne payent pas sont subventionnés par ceux qui payent
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : la publicité
Un modèle de plate-forme multiface :
annonceurs
audience internet mondiale
Comptes gratuits
Commissions sur espaces publicitaires
Personnalisation de masse
Force de ventePublicité
plateforme.com
Espaces Pub sur réseau social très
visité
réseau social gratuit
Développement de la plateforme
Plateforme
Ressources humaines
Commercial+
Marketing
Gestion de la plateformeAnnonceurs
Publicité + Recrutement
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Le Freemium
CotisantsAccès aux fonctions
avancées
Bénéficiaires accès aux fonctions standards
Objectif : augmenter le taux de
conversion
![Page 35: Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012](https://reader033.vdocuments.us/reader033/viewer/2022042902/568c387c1a28ab02359f1a9c/html5/thumbnails/35.jpg)
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : Freemium
Un modèle de plate-forme multiface :
utilisateur occasionnels
gros utilisateurs
Comptes de base gratuits
abonnement annuel gros
utilisateurs : 24 $/mois
Personnalisation de masse
Force de ventePublicité
plateforme.com
partage photos gratuit
partage photos premium
Développement plateforme
coûts du stockage
Plate-formeFlickR
Marque
Gestion de la plateforme
Yahoo
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Freemium inversé
Cotisants
Bénéficiaires
![Page 37: Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012](https://reader033.vdocuments.us/reader033/viewer/2022042902/568c387c1a28ab02359f1a9c/html5/thumbnails/37.jpg)
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Freemium inversé
Assurés
Prime d’assurance
ponctuelle
internettéléphone
assurance Accident/
Dépannage
RH
Plate-forme
Gestion de l’activité
compagnies d’assurances
et reassurances
Assurances
RH
Acquisition nouveaux clients
Publicité
Bénéficiaires
indémnisations
de 0 à la franchise à payer en cas
d’accident
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : L’appât et l’hameçon
Un modèle de plate-forme multiface :
Clients
1 er Achat Rasoir
FidélitéContrainte
Distributeurs
Rasoir
Lames
Marketing Fabrication
Marques & brevets
MarketingR&D
LogistiqueFabricants d’appareils
Remplacements lames fréquents
Logistique R&D
Verrouillage du marché par propriété intellectuelle, brevet bloquant l’usage
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Contexte (avant) Les ressources R&D et les activités clés sont concentrées en interne
Défi La R&D coûte cher et/ou la productivité chute
Solution (après)Exploitation des ressources R&D et des
activités internes par des partenaires extérieurs
Principes
Acquérir de la R&D auprès de sources extérieures peut-être moins couteux. Mise sur
le marché + rapide. Innovations internes inexploitées deviennent une source de
revenus.
Les business models ouverts
Exemples :Procter & Gamble, GlaxoSmithKline, Innocentive
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Les business models ouverts
Exemple : Procter & Gamble
R&DInterne
R&D InternePI autre entreprise
Exploiter la R&D interne
Chercheurs extérieurs
Chercheurs retraités
Entrepreneurs de technologies
Plateforme internet InnoCentive
yourEncore.com
Augmentation de la productivité R&D de 85 %
Augmentation faible du budget R&D
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7 questions pour tester votre Business Model
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Coûts du Changement
Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?
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Avec ce fantastique produit vous pouvez emporter des centaines de chansons dans votre poche
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...et vous êtes verrouillé avec nous car il est très difficile de changer de produit
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RevenusRécurants
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ?
Comment sont lissés vos revenus sur l’année ?
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Vêtements pour
les enfants
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Plateforme Informatique
Abonnement mensuel de 39, 99 $/mois
Stock
Fournisseurs Facilité les courses des
parents lors de l’achat de
vêtements pour leurs enfants
Business Model WittleBee
Parents d’enfants de 0 à 5 ans
RH
Logistique
LogistiqueAutomatisée :
usage profil des enfants, âge, garçon/fille, région, goûts
Vente en ligne
Publicité
Préparation des colis
RH, Stylistes
«club» sur la page Facebook, photos
des enfants avec les vêtements
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Les Produits de beauté Le Vin
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Les Produits pour les chiens Les Jeux pour les enfants
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Encaissez avantde payer
Gagnez-vous de l’argent avant d’en dépenser ?
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Changer la structure de coûts
Votre structure de coûts est-elle substantiellement différente et meilleure que celle de vos concurrents ?
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Les appels téléphoniques seront totalement gratuits dans le futur
Niklas ZennströmCo-fondateur de Skype
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Faire faire le travail par les autres
A quel niveau de contribution vos clients ou tierces parties participent à la création de valeur de votre Business Model ?
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Allez-y et partagez vos données sur votre page Facebook...
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Cela va rendre ma plateforme plus intéressante...
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...et augmenter la valorisation de Facebook...
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Evolutivité
A quelle vitesse et facilité pouvez-vous faire croitre votre Business Model sans rencontrer d’obstacles sur votre route ? (ex: infrastructure, support client, etc..)
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Protection contre la concurrence
Comment votre Business Model vous protège de la concurrence ?
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Quel est le problème ?
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Comment éviter cela ?
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Pourquoi font-ils des tests ?
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Quand faut-il tester un modèle économique ?
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Découvrir un problème à la fin d’un projet, coûte en moyenne 100 fois plus cher qu’en début de projet
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CustomerDevelopment
Steve Blank
« no Business Plan Survives First Contact with a Customer »
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un business model peut sembler bien sur le papier..
mais après tout ce n’est qu’...
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Hypothèses
Hypothèses
Hypothèses
Hypothèses
Hypothèses
Hypothèses
Hypothèses
Hypothèses Hypothèses
Hypothèses
Hypothèses
... un ensemble d’hypothèses
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vous devez sortir de votre entreprise et...
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tester chaque hypothèse avec vos clients
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c’est la meilleure photographie du fonctionnement potentiel de votre business model
Les Business Model Canvas
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Les hypothèses
décrivez les hypothèses les plus importantes de votre business model
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Testez chaque hypothèse
Le test
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« prototyping let’s you fail early to succeed sooner »
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Langage communBusiness Model
Attitude Design Thinking
Tester avant de fabriquer
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Merci Questions & Réponses
Pour nous contacter
Elton-Pickford3 rue Chauveau-Lagarde
75008 Paris - Francewww.elton-pickford.com
Peter KEATESDirecteur Associé
Mobile :+33 (0)6 24 39 32 21Mail : [email protected]