+ All Categories
Home > Business > 87 Slides : Elton pickford on business model innovation

87 Slides : Elton pickford on business model innovation

Date post: 29-Oct-2014
Category:
Upload: elton-pickford
View: 16 times
Download: 1 times
Share this document with a friend
Description:
87 slides de notre webinaire gratuit. Contactez nous pour plus d'informations sur nos formations/workshop Business Model Innovation : [email protected] ou sur notre site : www.elton-pickford.com
Popular Tags:
87
BUSINESS MODEL CANVAS Partenaires Clés Coûts Revenus oui !! je pense avoir un plan ! Le Business model canvas nous permet d’experimenter différents plans jusqu’à notre idée .. Webinaire Business Model Innovation Janvier 2013
Transcript
Page 1: 87 Slides : Elton pickford on business model innovation

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 ..

Webinaire

Business Model Innovation

Janvier 2013

Page 2: 87 Slides : Elton pickford on business model innovation

Business Model

Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.

Définition *

*A. Osterwalder, Business Model Nouvelle Génération

Page 3: 87 Slides : Elton pickford on business model innovation

« une nouvelle manière de créer, délivrer et capturer la valeur »

Business Model Innovant

Définition *

*A. Osterwalder, Business Model Nouvelle Génération

Page 4: 87 Slides : Elton pickford on business model innovation

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

Page 5: 87 Slides : Elton pickford on business model innovation

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 capturéeSource : 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

Innovation du Business Model

Page 6: 87 Slides : Elton pickford on business model innovation

50,98% des innovations relèvent des modèles d’affaires

Source : OCDE, Science, technologie et industrie : Perspectives de lʼOCDE, 2008.

Page 7: 87 Slides : Elton pickford on business model innovation

L’origine du Business Model Canvas

Tiré de la Thèse d’Alexander Osterwalder en 2004 (Business model ontology)

Ouvrage collectif et collaboratif : 470 co-auteurs

Démarche innovante :

Tarif pour participer : de 24$ à 243 $

Editeur : theHUB

Page 8: 87 Slides : Elton pickford on business model innovation

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

* origine : thèse d’Alexander Osterwalder et de son livre Business Model Nouvelle Génération

Page 9: 87 Slides : Elton pickford on business model innovation

Le Business Model Canvas

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Structure des coûts Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

*A. Osterwalder, Business Model Nouvelle Génération

Page 10: 87 Slides : Elton pickford on business model innovation

Segments de clientèle

Segments de clientèle

Page 11: 87 Slides : Elton pickford on business model innovation

Proposition de valeur

Segments de clientèlePropositions de valeur

Page 12: 87 Slides : Elton pickford on business model innovation

Canaux

Segments de clientèlePropositions de valeur

Canaux

Page 13: 87 Slides : Elton pickford on business model innovation

Relations avec le client

Segments de clientèlePropositions de valeur Relations avec les clients

Canaux

Page 14: 87 Slides : Elton pickford on business model innovation

Flux de revenus

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Page 15: 87 Slides : Elton pickford on business model innovation

Ressources clés

Ressources clés

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Page 16: 87 Slides : Elton pickford on business model innovation

Activités clés

Activités clés

Ressources clés

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Page 17: 87 Slides : Elton pickford on business model innovation

Partenaires clés

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Page 18: 87 Slides : Elton pickford on business model innovation

Structure de coût

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Structure des coûts Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Page 19: 87 Slides : Elton pickford on business model innovation

Le Business Model Canvas

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models *»

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Structure des coûts Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

*A. Osterwalder, Business Model Nouvelle Génération

Page 20: 87 Slides : Elton pickford on business model innovation

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 » *

*A. Osterwalder, Business Model Nouvelle Génération

Le Business Model Canvas est enregistré sous licence Creative Commons. Merci de vous y référer avant son utilisation.

Le créateur du Business Model Canvas est Alexander Osterwalder

Page 21: 87 Slides : Elton pickford on business model innovation

Une approche visuelle & interactive

Crédit Photo : (c) Elton-Pickford - reproduction interdite

Page 22: 87 Slides : Elton pickford on business model innovation

Les différents types de Business Models

Page 23: 87 Slides : Elton pickford on business model innovation

La longue traîne

Chris AndersonAuteur des livres la Longue Traîne et Free

Page 24: 87 Slides : Elton pickford on business model innovation

La longue traînePrincipe de la longue traîne

Nombre de produits

Qte

: Ven

tes

& p

opul

arité

Exemples :LEGO, eBay, Amazon, Netflix

Ventes de nombreux produits différents en petite quantité

Page 25: 87 Slides : Elton pickford on business model innovation

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

Vendeurs particuliers

Publics de niche

commissions sur le prix final en cas

de vente

eBay.com

Achat & Vente d’objets neufs

ou d’occasions

place de marché pour

un contenu de niche

Gestion & Développement de la plateforme

Plateforme

Développement de la

plateformeProfils en ligne

Vendeurs pro

Par annonceAux enchères

Prix fixe

Page 26: 87 Slides : Elton pickford on business model innovation

Les plates-formes multifaces

Exemples :Viadeo, Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)

Une plate-forme d’intermédiation entre deux ou plusieurs segments de clients apporte de nouveaux flux de revenus au modèle initial

Page 27: 87 Slides : Elton pickford on business model innovation

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

Page 28: 87 Slides : Elton pickford on business model innovation

Le gratuit

Chris AndersonAuteur du livre la FREE

Exemples :Publicité et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette

« La demande pour un produit gratuit est beaucoup plus forte que pour un produit payant »

Page 29: 87 Slides : Elton pickford on business model innovation

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

Page 30: 87 Slides : Elton pickford on business model innovation

Bénéficiaires accès aux fonctions standards

CotisantsAccès aux fonctions avancées

Objectif : augmenter le taux de conversion des bénéficiaires vers les cotisants

Le gratuit : Freemium

Page 31: 87 Slides : Elton pickford on business model innovation

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 utilisateurs : de 11,90€ à 53,95€/mois

Personnalisation de masse

Force de ventePublicité

linkedin.com

partage de son profil

Mise en relation

Développement plateforme

Plate-formeLinkedin

Marque

Gestion de la plateforme

YahooAccès aux fonctions étendues

Annonceurs

Recruteurs & RH des sociétés

Revenus annonceurs

Revenus Recruteurs & RH

Solution de recrutement

Publicités ciblées

Page 32: 87 Slides : Elton pickford on business model innovation

Le Freemium inversé

Cotisants

Bénéficiaires

Page 33: 87 Slides : Elton pickford on business model innovation

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

mail

assurance Accident/Dépannage

RH

Plate-forme

Gestion de l’activité

compagnies d’assurances

et reassurances

Assurances

RH

Acquisition nouveaux clients

Publicité

Bénéficiaires

indemnisations

de 0 à la franchise à payer en cas d’accident

Page 34: 87 Slides : Elton pickford on business model innovation

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 : Appât & verrouillage du client

Un modèle de plate-forme multiface :

Clients

1 er Achat d’imprimante

FidélitéContrainte

Distributeurs

Imprimante de qualité jet d’encre

Cartouches

Marketing Fabrication

Marques & brevets

MarketingR&D

Logistique

Remplacements des cartouches

Logistique R&D

Verrouillage du marché par propriété intellectuelle, brevet bloquant l’usage

Page 35: 87 Slides : Elton pickford on business model innovation

Les business models ouverts

Dr. Henry Chesbrough co-fondateur de l’ Open Innovation Community Créateur de la théorie et du terme "open Innovation" Executive Director of the Center for Open Innovation at the Haas School of Business, California, Berkeley

Page 36: 87 Slides : Elton pickford on business model innovation

Les business models ouverts

Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive

"L’Open Innovation est le paradigme selon lequel une entreprise a adapté sa stratégie complète d’innovation afin de tirer le meilleur parti du microcosme qui l’entoure.

Cela consiste notamment à maximiser le recours à des solutions développées en EXTERNE (‘outside-in’) et à monétiser des technologies développées en interne, mais qui ne trouvent pas d’applications pour le coeur de métier de l’entreprise (‘inside-out’)."

Page 37: 87 Slides : Elton pickford on business model innovation

Les business models ouverts

Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive

Entreprise Entreprise

Ouverture aux compétences extérieures

Optimisation de sa propriété intellectuelle

Sous-traitants, Clients, Consultants, Institutions

publiques, Centres de R&D privés, Large Public, Leader

d’opinion

Ventes de brevets, Licences, Financements/partenariats,

Contributions publiques

Page 38: 87 Slides : Elton pickford on business model innovation

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

*A. Osterwalder, Business Model Nouvelle Génération

Page 39: 87 Slides : Elton pickford on business model innovation

7 questions pour tester votre Business Model

source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html

Page 40: 87 Slides : Elton pickford on business model innovation

Coûts du Changement / System Lock-in

Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?

Page 41: 87 Slides : Elton pickford on business model innovation

Avec Windows vous avez accès à des centaines de milliers d’applications compatibles Wintel

Page 42: 87 Slides : Elton pickford on business model innovation

...et vous êtes verrouillé avec nous car il est très difficile de changer de produit

Page 43: 87 Slides : Elton pickford on business model innovation

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 ?

Page 44: 87 Slides : Elton pickford on business model innovation

Vêtements pour

les enfants

Source : Elton-Pickford

Page 45: 87 Slides : Elton pickford on business model innovation

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

Source : Elton-Pickford

Page 46: 87 Slides : Elton pickford on business model innovation

Source : Elton-Pickford

Page 47: 87 Slides : Elton pickford on business model innovation

Les Produits de beauté Le Vin

Source : Elton-Pickford

Page 48: 87 Slides : Elton pickford on business model innovation

Source : Elton-Pickford

Page 49: 87 Slides : Elton pickford on business model innovation

Les Produits pour les chiens Les Jeux pour les enfants

Source : Elton-Pickford

Page 50: 87 Slides : Elton pickford on business model innovation

Encaissez avantde payer

Gagnez-vous de l’argent avant d’en dépenser ?BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif

Page 51: 87 Slides : Elton pickford on business model innovation

BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif

Source : Elton-Pickford

Page 52: 87 Slides : Elton pickford on business model innovation

BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif

Source : Elton-Pickford

Page 53: 87 Slides : Elton pickford on business model innovation

Changer la structure de coûts

Votre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?

Page 54: 87 Slides : Elton pickford on business model innovation

Les appels téléphoniques seront totalement gratuits dans le futur

Niklas ZennströmCo-fondateur de Skype

Page 55: 87 Slides : Elton pickford on business model innovation

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 ?

Page 56: 87 Slides : Elton pickford on business model innovation

Ray OffmanFondateur de Linkedin

Source : Elton-Pickford

Page 57: 87 Slides : Elton pickford on business model innovation

Partagez vos données sur votre page Linkedin...

Source : Elton-Pickford

Page 58: 87 Slides : Elton pickford on business model innovation

Cela va rendre ma plateforme plus attractive...

Source : Elton-Pickford

Page 59: 87 Slides : Elton pickford on business model innovation

...et augmenter la valorisation de Linkedin...

Source : Elton-Pickford

Page 60: 87 Slides : Elton pickford on business model innovation

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..)

Page 61: 87 Slides : Elton pickford on business model innovation

Protection contre la concurrence

Comment votre Business Model vous protège de la concurrence ?

Page 62: 87 Slides : Elton pickford on business model innovation

Positionnement stratégique

Comment positionnez-vous votre Business Model par rapport à vos différents segments de clients ?

System Lock-in

Best productTotal Customer Solution

Page 63: 87 Slides : Elton pickford on business model innovation

Quel est le problème ?

Page 64: 87 Slides : Elton pickford on business model innovation

Comment éviter cela ?

Page 65: 87 Slides : Elton pickford on business model innovation

Pourquoi font-ils des tests ?

Page 66: 87 Slides : Elton pickford on business model innovation

Quand faut-il tester un modèle économique ?

Page 67: 87 Slides : Elton pickford on business model innovation

Découvrir un problème à la fin d’un projet, coûte en moyenne 100 fois plus cher qu’en début de projet

Page 68: 87 Slides : Elton pickford on business model innovation

CustomerDevelopment

Steve Blank

« no Business Plan Survives First Contact with a Customer »

Page 69: 87 Slides : Elton pickford on business model innovation

vous devez sortir de votre entreprise et...

Source : Steve Blank - The Startup Owner’s Manual

Page 70: 87 Slides : Elton pickford on business model innovation

tester chaque hypothèse avec vos clients

Source : Steve Blank - The Startup Owner’s Manual

Page 71: 87 Slides : Elton pickford on business model innovation

9 Règles pour étouffer l’innovation

à ne pas suivre !!

!!!

Page 72: 87 Slides : Elton pickford on business model innovation

Méfiez-vous de toute idée nouvelle

Après tout, si l’idée était bonne, quelqu’un au sommet y aurait déjà pensé..

à ne pas suivre !!

!!!

Page 73: 87 Slides : Elton pickford on business model innovation

Evoquez l’histoire

Trouver un précédent dans une idée qui n'a pas fonctionné, rappeler à tous cette mauvaise expérience passée.

Ceux qui sont là depuis longtemps savent que nous avons essayé avant, donc ça ne marchera pas non plus cette fois.

à ne pas suivre !!

!!!

Page 74: 87 Slides : Elton pickford on business model innovation

Garder les équipes très occupées

Si les gens semblent avoir du temps libre, les charger encore plus de travail...

à ne pas suivre !!

!!!

Page 75: 87 Slides : Elton pickford on business model innovation

Au nom de l’excellence, encourager une concurrence acharnée

Obtenez des équipes de critiquer et de remettre en question les propositions des uns et des autres, de préférence dans des forums publics, et ensuite déclarer les gagnants et les perdants.

à ne pas suivre !!

!!!

Page 76: 87 Slides : Elton pickford on business model innovation

Utiliser le stress à tout niveauCompter tout ce qui peut être compté, aussi souvent que possible. Balayer tout surplus dans les comptes principaux.Favoriser des plans exacts et des garanties de succès. Ne pas encourager ceux qui ont dépassé leurs objectifs, car cela ne ferait que nuire à la planification. Insister pour que toutes les procédures soient suivies.

à ne pas suivre !!

!!!

Page 77: 87 Slides : Elton pickford on business model innovation

Limiter la discussion de la stratégie à un petit cercle de conseillersPuis annoncer les grandes décisions en bonne et due forme. Cela garantit que personne ne pourra commencer quelque chose de nouveau, car ils ne sauront jamais à l’avance ce que la direction leur réserve.

à ne pas suivre !!

!!!

Page 78: 87 Slides : Elton pickford on business model innovation

Agir comme si la punition de l’échec favorise la réussitePratiquer l'humiliation publique, de ceux qui ne répondent pas aux attentes. Tout le monde saura que la prise de risque est mauvaise.

à ne pas suivre !!

!!!

Page 79: 87 Slides : Elton pickford on business model innovation

Blâmer les personnes incompétentes

Se plaindre souvent de la mauvaise qualité du vivier de talents. Si cela ne porte pas atteinte à la confiance en soi, cela entamera la confiance dans les idées des autres.

à ne pas suivre !!

!!!

Page 80: 87 Slides : Elton pickford on business model innovation

Surtout, ne jamais oublier que nous sommes arrivés au sommetParce que nous savons déjà tout ce qu'il faut savoir à propos de notre business.

à ne pas suivre !!

!!!

Page 81: 87 Slides : Elton pickford on business model innovation

Présentation

Page 82: 87 Slides : Elton pickford on business model innovation

✓ Définition de meilleurs Business Models✓ Résultats tangibles✓ Une méthodologie performante

Ce que nous délivrons

Page 83: 87 Slides : Elton pickford on business model innovation

Un programme stimulant,

garantissant le travail en équipe et

la génération de résultats

Notre approche «Workshop»

Page 84: 87 Slides : Elton pickford on business model innovation

Lʼapproche Workshop Businness Model Innovationde la théorie à la pratique en groupe

Théorie Réflexion Pratique

Crédit Photo : (c) Elton-Pickford

Page 85: 87 Slides : Elton pickford on business model innovation

Positionnement stratégiqueBusiness Model➡Génération➡Evaluation➡Validation➡Implémentation

Notre offre d’accompagnement

System Lock-in

Best productTotal Customer Solution

Page 86: 87 Slides : Elton pickford on business model innovation

Le format

Séminaire/Workshop Inter ou Intra entreprise basé sur :

➡Travail en équipe➡Participation active➡Approche design➡Etudes de nombreux

business models

Page 87: 87 Slides : Elton pickford on business model innovation

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]


Recommended