Presentation Business Model Innovation 2013

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Janvier 2013 et rm pe s u no s a nv ca el od m ss ne si u B Le d’experimenter différents plans jusqu’à notre idée ..

Business Model

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

*A. Osterwalder, Business Model Nouvelle Génération

Business Model

Innovant

Définition * « une nouvelle manière de créer, délivrer et capturer la valeur » *A. Osterwalder, Business Model Nouvelle Génération

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

Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels

Innovation du Business Model 9,00 8,5

6,75

6,8

En %

6,1

6

4,50

2,7

2,25 1,7

1,7 1

0

3 ans

Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.

0,1

5 ans

10 ans

Process & products innovators Business model innovators Valeur supplémentaire capturée

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

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

L’origine du Business Model Canvas Tiré de la Thèse d’Alexander Osterwalder en 2004 (Business model ontology) Démarche innovante : Ouvrage collectif et collaboratif : 470 co-auteurs Editeur : theHUB Tarif pour participer : de 24$ à 243 $

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

Le Business Model Canvas Partenaires clés

Activités clés

Ressources clés

Structure des coûts

Propositions de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models » *A. Osterwalder, Business Model Nouvelle Génération

Segments de clientèle Segments de clientèle

Proposition de valeur Propositions de valeur

Segments de clientèle

Canaux Propositions de valeur

Segments de clientèle

Canaux

Relations avec le client Propositions de valeur

Relations avec les clients

Canaux

Segments de clientèle

Flux de revenus Propositions de valeur

Relations avec les clients

Canaux

Flux de revenus

Segments de clientèle

Ressources clés Propositions de valeur

Ressources clés

Relations avec les clients

Canaux

Flux de revenus

Segments de clientèle

Activités clés Activités clés

Ressources clés

Propositions de valeur

Relations avec les clients

Canaux

Flux de revenus

Segments de clientèle

Partenaires clés Partenaires clés

Activités clés

Ressources clés

Propositions de valeur

Relations avec les clients

Canaux

Flux de revenus

Segments de clientèle

Structure de coût Partenaires clés

Activités clés

Ressources clés

Structure des coûts

Propositions de valeur

Relations avec les clients

Canaux

Flux de revenus

Segments de clientèle

Le Business Model Canvas Partenaires clés

Activités clés

Ressources clés

Structure des coûts

Propositions de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models *» *A. Osterwalder, Business Model Nouvelle Génération

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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 Activities do our Value Propositions require?

Our Distribution Channels?

Customer Relationships?

Revenue streams?

What value do we deliver to the customer?

Which one of our customerâ&#x20AC;&#x2122;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?

For whom are we creating value?

Who are our most important customers?

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Which ones have we established?

How are they integrated with the rest of our business model?

How costly are they?

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Through which Channels do our Customer Segments want to be reached?

How are we reaching them now?

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Which ones work best?

Which ones are most cost-efficient?

How are we integrating them with customer routines?

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

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Which Key Resources are most expensive?

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Le crĂŠateur du Business Model Canvas est Alexander Osterwalder

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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.

ÂŤ Un langage pour dĂŠcrire, visualiser, ĂŠvaluer et transformer les Business Models Âť * *A. Osterwalder, Business Model Nouvelle GĂŠnĂŠration

Une approche visuelle & interactive

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

Les diffĂŠrents types de Business Models

La longue traîne

Chris Anderson Auteur des livres la Longue Traîne et Free

La longue traîne Qte : Ventes & popularité

Principe de la longue traîne

Ventes de nombreux produits différents en petite quantité

Nombre de produits Exemples : LEGO, eBay, Amazon, Netflix

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Who are our key suppliers?

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Which Key Activities do partners perform?

What Key Activities do our Value Propositions require?

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Customer Relationships?

Revenue streams?

What value do we deliver to the customer?

Which one of our customerâ&#x20AC;&#x2122;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?

For whom are we creating value?

Who are our most important customers?

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What type of relationship does each of our Customer Segments expect us to establish and maintain with them?

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How are they integrated with the rest of our business model?

How costly are they?

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Which Key Resources are most expensive?

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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?

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

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

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Who are our key suppliers?

Which Key Resources are we acquiring from partners?

Which Key Activities do partners perform?

What Key Activities do our Value Propositions require?

Our Distribution Channels?

Customer Relationships?

Revenue streams?

What value do we deliver to the customer?

Which one of our customerâ&#x20AC;&#x2122;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?

For whom are we creating value?

Who are our most important customers?

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How are they integrated with the rest of our business model?

How costly are they?

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What Key Resources do our Value Propositions require?

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Which Key Resources are most expensive?

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For what value are our customers really willing to pay?

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How much does each Revenue Stream contribute to overall revenues?

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PropriĂŠtaires de contenu

enchères motsclÊs

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.

Year

Le gratuit

Chris Anderson Auteur 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 »

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Customer Relationships?

Revenue streams?

What value do we deliver to the customer?

Which one of our customerâ&#x20AC;&#x2122;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?

For whom are we creating value?

Who are our most important customers?

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What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

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?

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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

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1 er Achat dâ&#x20AC;&#x2122;imprimante This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

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Month

No.

Year

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

Les business models ouverts "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’)."

Exemples : IBM, Procter & Gamble, GlaxoSmithKline, Innocentive

Les business models ouverts Ouverture aux compétences extérieures

Optimisation de sa propriété intellectuelle

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Sous-traitants, Clients, Consultants, Institutions publiques, Centres de R&D privés, Large Public, Leader d’opinion

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PI autre entreprise

R&D Interne

Entrepreneurs de technologies

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Plateforme internet InnoCentive yourEncore.com

Augmentation de la productivitĂŠ R&D de 85 %

Chercheurs extĂŠrieurs Chercheurs

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What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

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?

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retraitĂŠs

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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?

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?

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*A. Osterwalder, Business Model Nouvelle GĂŠnĂŠration

Day

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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.

Month

No.

Year

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 ?

VĂŞtements pour les enfants

Source : Elton-Pickford

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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 Activities do our Value Propositions require?

Our Distribution Channels?

Customer Relationships?

Revenue streams?

What value do we deliver to the customer?

Which one of our customerâ&#x20AC;&#x2122;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?

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What type of relationship does each of our Customer Segments 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?

PrĂŠparation des colis

ÂŤclubÂť sur la page Facebook, photos des enfants avec les vĂŞtements

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Month

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Logistique Fournisseurs

PublicitĂŠ

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RH, Stylistes

FacilitĂŠ les courses des parents lors de lâ&#x20AC;&#x2122;achat de vĂŞtements pour leurs enfants

AutomatisÊe : usage profil des enfants, âge, garçon/ fille, rÊgion, goÝts

Parents dâ&#x20AC;&#x2122;enfants de 0 Ă 5 ans

2WP]]T[b 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?

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Vente en ligne

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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?

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?

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Stock

RH

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Source : Elton-Pickford

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Abonnement mensuel de 39, 99 $/mois

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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.

Year

Source : Elton-Pickford

Les Produits de beautĂŠ

Source : Elton-Pickford

Le Vin

Source : Elton-Pickford

Les Produits pour les chiens

Source : Elton-Pickford

Les Jeux pour les enfants

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 co没ts Votre structure de co没ts est-elle diff茅rente 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 Ă la crĂŠation de valeur de votre Business Model ?

Ray Offman Fondateur de Linkedin Source : Elton-Pickford

Partagez vos donnĂŠes 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 ?

Positionnement stratégique

System Lock-in

Total Customer Solution

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

Best product

Quel est le problème ?

Comment ĂŠviter cela ?

Pourquoi fontils des tests ?

Quand faut-il tester un modèle Êconomique ?

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

Customer Development ÂŤ no Business Plan Survives First Contact with a Customer Âť Steve Blank

vous devez sortir de votre entreprise et...

Source : Steve Blank - The Startup Ownerâ&#x20AC;&#x2122;s Manual

tester chaque hypothèse avec vos clients Source : Steve Blank - The Startup Owner’s Manual

9 Règles pour étouffer l’innovation ! ! ! ! ! e r v i u s s a p e n à

Méfiez-vous de toute idée nouvelle Après tout, si l’idée était bonne, quelqu’un au sommet y aurait déjà pensé..

! ! ! ! ! e r v i u s s a p e n à

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.

! ! ! ! ! e r v i u s s a p e n à

Garder les équipes très occupées Si les gens semblent avoir du temps libre, les charger encore plus de travail...

! ! ! ! ! e r v i u s s a p e n à

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.

! ! ! ! ! e r v i u s s a p e n à

Utiliser le stress à tout ! ! ! ! ! e r v i u s s a p e n à niveau Compter 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.

Limiter la discussion de la stratégie à un petit cercle de conseillers Puis 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.

! ! ! ! ! e r v i u s s a p e n à

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

! ! ! ! ! e r v i u s s a p e n à

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.

! ! ! ! ! e r v i u s s a p e n à

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

! ! ! ! ! e r v i u s s a p e n à

PrĂŠsentation

Ce que nous délivrons ✓ ✓ ✓

Définition de meilleurs Business Models Résultats tangibles Une méthodologie performante

Notre approche «Workshop» Un programme stimulant, garantissant le travail en équipe et la génération de résultats

Lʼapproche Workshop Business Model Innovation de la théorie à la pratique en groupe Théorie

Crédit Photo : (c) Elton-Pickford

Réflexion

Pratique

Notre offre d’accompagnement Positionnement stratégique Business Model ➡Génération ➡Evaluation ➡Validation ➡Implémentation

Total Customer Solution

System Lock-in

Best product

Le format Séminaire/Workshop Inter ou Intra entreprise basé sur :

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

Merci Questions & RĂŠponses Pour nous contacter Elton-Pickford 3 rue Chauveau-Lagarde 75008 Paris - France www.elton-pickford.com

Peter KEATES Directeur AssociĂŠ Mobile :+33 (0)6 24 39 32 21 Mail : peter.keates@elton-pickford.com