| Date post: | 13-Sep-2014 |
| Category: |
Business |
| View: | 188 times |
| Download: | 0 times |
Présentation Business Model
InnovationBUSINE
SS MODEL CA
NVAS
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 ..
Quand le jeu devient trop difficile, changez le jeu !
Mercredi 20 Novembre 2013 - 14H00
1959
Haloid invente la 914 en 1959
Croissance du CA 41% pendant 20 ans
Haloid devient Xerox et développe un Business Model : location du photocopieur à 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplémentaire.
Google invente son moteur de recherche en 1997
CA 2012 - 50,7 Milliards de $ Résultat net : 14,4 Milliards de $
Business Model basé sur la publicité et un système d’enchères
Qu’ont-ils en commun ?
Ils ont proposé le nouveau produit accompagné d’un
business model1
Ils ont inventé un NOUVEAU Business Model !
2 Ont ils copié un Business Model
concurrent ?
Ils ont du prendre des risques et tester3
A retenir
-5
0
5
9
14
18
Global innovators Americas innovators European innovators Asia-Pacific innovators
6
-222
17
7
1212
3 ans premium10 ans premiumSource : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
Les sociétés innovantes génèrent des revenus supérieurs
En %
0,00
2,25
4,50
6,75
9,00
3 ans 5 ans 10 ans
2,7
6,1
8,5
1,70,11,7
Process & products innovatorsBusiness model innovators
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
1 L’innovation seule n’est pas suffisante
Il faut l’accompagner d’un Business Model Innovant
2 Un Business Model doit être revu régulièrement et adapté aux changements de son environnement
Alors comment peut-on créer un model économique à
succès ?
Définissez avec votre voisin ce qu’est un
Business Model
Il faut un langage commun !
Business Model
Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.
Définition
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
L’origine du Business Model CanvasThèse 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
+600.000 livres vendus
Segments de clientèle
Proposition de valeur
Canaux
Relations avec le client
Flux de revenus
Ressources clés
Activités clés
Partenaires clés
Structure de coût
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
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
INFO
INFO
INFOINFO
INFO
Approche visuelle en équipe
Un exemple de Business Model
dans le secteur de l’énergie
Comment inciter les consommateurs à baisser leur
consommation d’énergie ?
Alex Laskey CEO / Fondateur d’OPower
!
!
!
!
!ECONOMISEZ DE
L’ARGENT
!!
!!
!!!!!!!
SAUVEZ LA PLANET
!!
!!
!!!!!!!
ETRE UN BON CITOYEN
=Zero impact
sur la consommation des ménages
!
!
!
!
!ECONOMISEZ DE
L’ARGENT
!!
!!
!!!!!!!
SAUVEZ LA PLANET
!!
!!
!!!!!!!
ETRE UN BON CITOYEN
!!
!!
!!!!!!!
VOS VOISINS FONT MIEUX
OPower
Business Model multi-face +
crowdsourcing + social
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.
GratuitR&D
Salaires
Développement & maintenance IT/
Software
ParticuliersComparez votre
consommation avec celles de vos voisins
Données des Clients des
fournisseurs d’énergie
Internet
Equilibre du réseau
Baisse des émissions de CO2
$$$ CA 2011 : 11,4
M$
Contrôle à distance du thermostat
Fournisseurs d’énergie
Stats / Big data
Evite le gaspillage
Service courrier
Logiciel d’analyse / Big Data
CourriersLogistique courrier
Social
Mobile
Logistique
SI
Résultats
➡ 3 à 5 % d’économie de consommation d’énergie par an sur 14 Millions d’abonnés
➡ Soit 2 TWh = 342 millions $ d’économies ➡ Equivalent à la consommation annuelle d’énergie
de +500.000 foyers (en Europe) ➡CA 2011 : 11,4 Millions de $
Un exemple de Business Model
basé sur le gratuit
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 »
Ryan Howard CEO Chairman & Fondateur
Création : 2005 Siège : San Francisco - USA Levée de fonds : 70 Millions de $ 2013
Publicité
Faire faire une partie du travail par… les patients…
Les patients peuvent compléter leur dossier ligne
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.
Professionnels du secteur
médical
Gestion du dossier patient
entièrement gratuite
Gratuit !Ressources Humaines
Plateforme Internet
Ressources Humaines
Plateforme Internet
Développement & Maintenance du site
Marketing Vente
Support et formation gratuits
$$$$
Publicités ciblées
Annonceurs
R&D
practicefusion.com
Formation
Support / Formation
Support
Webinaires
Internet
300 partenaires
RESULTATS
100.000 utilisateurs professionnels
75.000.000 dossiers de patients gérés
+300 partenaires connectés
business model innovation
PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE
PILOTE PAR DE MULTIPLES_EPICENTRES PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT
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.
IKEA
Fournisseurs
Ressources Foncières
Ressources Humaines
Ressources Logistique
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.
L’offre
Livraison de ciment en 4h au lieu de 2
joursLe fabricant de ciment mexicain Cemex promet de livrer du ciment en vrac en 4 heures au lieu de 2 jours. Cette innovation a contribué à faire de Cemex, acteur régional, le 2eme producteur mondial de ciment
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.
Location du photocopieur
Financement du stock PhotocopieursFinances 5 cents la copie
supplémentaire
Photocopieur performant sans besoin d’investir
Meilleur BilanXerox invente la Xerox 914 en 1958. Xerox développe un Business Model économique : location du photocopieur à 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplémentaire.
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.
Piloté par le Client : 23andMe.com
Particuliers
Tests ADN facile
d’utilisation
Accessible à tous
D’où venons-nous
Connaissances médicales
Segment client
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.
Location de kits d’outilsPlusieurs épicentres
Gestion de la «flotte» d’outils
Location Mise à
disposition Maintenance, réparationHilti, fabricant mondial d’outils de
construction professionnels, ne vend plus d’outils à ses clients, mais loue des kits d’outils. L’impact est sur la proposition de valeur ainsi que sur les flux de revenus, qui deviennent des revenus de services récurrents.
Entreprises du bâtiment &
TP
Services associés
7 questions pour tester votre Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
Coûts du Changement / System Lock-in
Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?
Avec Windows vous avez accès à des centaines de milliers d’applications compatibles Wintel
...et vous êtes verrouillé avec nous car il est très difficile de changer de produit
Revenus Récurants
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ? !
Comment sont lissés vos revenus sur l’année ?
Vêtements pour
les enfants
Source : Elton-Pickford
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
Source : Elton-Pickford
Les Produits de beauté Le Vin
Source : Elton-Pickford
Source : Elton-Pickford
Les Produits pour les chiens Les Jeux pour les enfants
Source : Elton-Pickford
Encaissez avant de payer
Gagnez-vous de l’argent avant d’en dépenser ?BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Elton-Pickford
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Elton-Pickford
Changer la structure de coûts
Votre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?
Les appels téléphoniques seront totalement gratuits dans le futur
Niklas Zennström Co-fondateur de Skype
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 ?
Ray OffmanFondateur de Linkedin
Source : Elton-Pickford
Partagez vos données sur votre page Linkedin...
Source : Elton-Pickford
Cela va rendre ma plateforme plus attractive...
Source : Elton-Pickford
...et augmenter la valorisation de Linkedin...
Source : Elton-Pickford
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..)
Protection contre la concurrence
Comment votre Business Model vous protège de la concurrence ?
Qui utilise le Business Model Canvas ?
Ils utilisent le Business Model Canvas
Merci Questions & Réponses
Pour nous contacter
Elton-Pickford SAS 20 rue Cambon
75001 Paris - France www.elton-pickford.fr
Twitter : @eltonpickford
Peter KEATES Président
Mobile :+33 (0)6 24 39 32 21 Mail : [email protected]
Twitter : @peterkeates
