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60 minutes pour un Business Model Innovant de 10H00 à 11H00

Sommaire

‣Présentation Business Model Canvas ‣Typologies de Business Models ‣Epicentres de l’innovation ‣Processus de génération d’idées


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.


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


Qu’ont-ils en commun ?


1

Ils ont proposÊ le nouveau produit au travers d’un business model


2

Ont ils copiĂŠ un Business Model concurrent ? Ils ont inventĂŠ un NOUVEAU Business Model !


3

Ils ont du prendre des risques et tester


Business Model

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


Business Model

Innovation

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


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 $


Qye faire quand les mots ne fonctionnent pas ?


Le Business Model Canvas

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


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


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 »


Segments de clientèle Segments de clientèle

Pour qui créons-nous de la valeur ? Qui sont nos clients les plus importants ?

Exemples : Marché de masse, de niche, segmenté, diversifié, Plate-forme multilatérales


Proposition de valeur Propositions de valeur

Segments de clientèle

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


Canaux Propositions de valeur

Segments de clientèle

Canaux

Quels canaux nos segments de clients préfèrent-ils ? Quels canaux utilisons-nous actuellement ?... Exemples : Force de vente, vente en ligne, magasin en propre ou partenaires, grossistes


Relations avec le client Propositions de valeur

Relations avec les clients

Segments de clientèle

Canaux

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 ? Exemples : Assistance personnelle, assistance personnelle dédiée, self-service, services automatisés...


Flux de revenus Relations avec les clients

Propositions de valeur

Canaux

Flux de revenus

Quelle valeur nos clients sont-ils disposés à payer ? Pour quoi payent-ils actuellement ? Comment payent-ils ? Exemples : Vente de biens, droit d’usage (SFR, Model SaaS), abonnements, location/prêt, licensing

Segments de clientèle


Ressources clés Propositions de valeur

Ressources clés

Relations avec les clients

Canaux

Flux de revenus

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 ? Exemples : Physiques, Intellectuelles, Humaines, Financières

Segments de clientèle


Activités clés Activités clés

Propositions de valeur

Ressources clés

Relations avec les clients

Canaux

Flux de revenus

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 ? Exemples : Production, résolution de problèmes, plate-forme/réseau

Segments de clientèle


Partenaires clés Partenaires clés

Activités clés

Ressources clés

Propositions de valeur

Relations avec les clients

Canaux

Flux de revenus

Qui sont nos partenaires clés ? Qui sont nos fournisseurs clés ? Quelles ressources clés nous procurons-nous auprès de partenaires ?

Exemples : Optimisation et économies d’échelles, réduction du risque et de l’incertitude...

Segments de clientèle


Structure de coût Partenaires clés

Activités clés

Relations avec les clients

Propositions de valeur

Ressources clés

Structure des coûts

Canaux

Flux de revenus

Quels sont les coûts les plus importants ? Quelles ressources clés sont les plus coûteuses ? Quelles activités clés sont les plus coûteuses ?

Exemples : Logique de coûts, logique de valeur, coûts fixes, coûts variables

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 »


Les typologies de Business Models


Le dégroupage Contexte (avant)

Un modèle économique intégré réunit sous un même toit la gestion de l’infrastructure, l’innovation produit et la relation avec le client

Défi

Les coûts sont trop élevés. Plusieurs cultures organisationnelles incompatibles sont réunies au sein d’une même entité

Solution (après)

L’activité est dégroupée en 3 modèles distincts mais complémentaires : Gestion de l’infrastructure Innovation produit Relations avec le client

Principes

Exemples : Banque privée, Opérateurs de téléphonie mobile

➡ ➡ ➡

Des outils informatiques et de management plus performants permettent la séparation et la coordination des différents business models à des coûts plus faibles


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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


La longue traîne Contexte (avant)

La proposition de valeur ne cible que les clients les plus rentables

Défi

Cibler 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

Exemples : Edition (Lulu.com), LEGO


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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?

Logistique

DĂŠveloppement de la plateforme 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?

Plateforme

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Commissions sur vente (faible)

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


Les plates-formes multifaces 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

Principes

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

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


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Gestion plate-forme, gestion services, extension pÊrimètre

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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 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 offerte 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

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


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Commissions sur espaces publicitaires

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


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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.

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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


Les business models ouverts 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.

Exemples : Procter & Gamble, GlaxoSmithKline, Innocentive


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R&D Interne

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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


Les ĂŠpicentres de lâ&#x20AC;&#x2122;innovation


PILOTE PAR L’OFFRE

PILOTE PAR LES RESSOURCES

business model innovation PILOTE PAR DE MULTIPLES_EPICENTRES

PILOTE PAR LA FINANCE

PILOTE PAR LE CLIENT


Piloté par les Ressources Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Propositions de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

Ces innovations trouvent leur source dans l’infrastructure ou les partenariats existants d’une organisation pour étendre ou transformer le Business Model

Exemple : les Web Services d’Amazon s’appuient sur l’infrastructure de distribution existante d’Amazon pour proposer des capacités de serveur et de l’espace de stockage de données à d’autres entreprises


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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


Piloté par l’Offre Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model


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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


Piloté par la Finance Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

Innovations reposant sur de nouveaux flux de revenus, de nouveaux mécanismes de prix ou des structures de coûts plus performantes Exemple : Xerox 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.


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5 cents la copie supplĂŠmentaire 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


Piloté par le Client Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

Innovations basées sur les besoins des clients/consommateurs, une meilleure accessibilité ou une plus grande commodité. Ces innovations issues d’un seul épicentre influencent les autres blocs du Canevas Exemple : 23andMe à mis les tests ADN à la portée du plus grand nombre, jusque là réservés aux seuls chercheurs et professionnels de santé. Les conséquences sur la proposition de valeur ainsi que sur la délivrance des résultats a été considérable. C’est pourquoi 23andMe utilise des profils Web de personnalisation de masse.


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Accessible Ă  tous Dâ&#x20AC;&#x2122;oĂš venonsnous

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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

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Piloté par plusieurs épicentres Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec les clients

Segments de clientèle

Canaux

Flux de revenus

Innovations pilotées par plusieurs épicentres peuvent avoir un impact important sur plusieurs blocs du Business Model


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Hilti, fabricant mondial dâ&#x20AC;&#x2122;outils de construction professionnels, ne vend plus dâ&#x20AC;&#x2122;outils Ă  ses clients, mais loue des kits dâ&#x20AC;&#x2122;outils. Lâ&#x20AC;&#x2122;impact est sur la proposition de valeur ainsi que sur les flux de revenus, qui deviennent des revenus de services rĂŠcurrents.

Plusieurs ĂŠpicentres

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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


Processus de génération d’idées


Composition de l’équipe

Votre équipe est-elle suffisamment diversifiée ?

Exemples : Age, ancienneté, niveau d'expériences, domaines d’expertises (Finance, Marketing, Stratégie, Production, RH, Relation client...).


Immersion

Quels éléments devons-nous étudier avant de générer des idées de Business Models ? Exemples : Carte de l'empathie, recherches, études des clients / prospects, évaluation des nouvelles technologies ou de business models existants


Technique N째1 La connaissance client


La carte de l’empathie Que pense-t-elle et que ressent-elle ? Ce qui est vraiment important Préoccupations majeures Inquiétudes et aspirations

Qu’entend-elle ? Que voit-elle ?

Ce que disent ses amis Ce que dit son chef Ce que disent les personnes qui comptent

Environnement Amis Ce que le marché propose

Que dit-elle et que fait-elle ? Attitude en public Apparence Comportement vis-à-vis d’autrui

souffrance

gain

Peurs Frustrations Obstacles

Désirs/besoins Critères de réussite Obstacles


La carte de l’empathie Toute ces nouvelles tendances pour quoi faire ?

Quel sécurité pour mon poste

Que

comment je ne peux pas aligner activité vraiment me tromper pense-t-elle et que ressent-elle ? & IT avec microsoft

Ce qui est vraiment important gérer Préoccupations majeures Inquiétudes et aspirations

je dois les coûts

notre SI est-il réellement sécurisé

Raz le bol du coût des licences

Qu’entend-elle ? Ce que disent ses amis Les SI nous Ce que dit son chef coûtent cher Ce que disent les personnes qui comptent

Feeback utilisateurs négatifs

Changements techno rapides

Les applications Google sont très bon marché

Les applications open source gagnent des parts de marché

Ce doit être fait demain !

Y a t-il une réelle création de valeur ?

Comment justifier ces nouveaux investissements IT ?

Que dit-elle et que fait-elle ? Les logiciels open source sont stables et gratuits

nouvelle version = nouveaux coûts de licences

souffrance

Budget Peurs informatique Frustrations manque insuffisant Obstacles r u s e c en u fl d’in l’activité

Attitude en public pas de problème e je ApparenceIl faut qu je contrôle Comportement vis-à-vis e les coûts réduisd’autrui

Pannes Besoin consultants IT externes

Feedback Management Positif

impossible de réaliser cela avec notre systeme

Chez eux, mes salariés utilisent Google Apps

Que voit-elle ? Environnement Amis chaque nouvelle Ce que le marché A propose version du logiciel, je dois acheter des nouvelles licences

Environnement IT totalement sécurisé Alignemen t Désirs/besoins

gain

activitéCritères et IT de réussite Obstacles IT comme facteur clé de réussite

Utilisateurs contents

Pas de coûts de maintenance


Technique N°2 La génération d’idées


Le pouvoir des questions Et si ? et si les communications vocales étaient gratuites dans le monde entier ?

et si tu arrêtais de dire des bêtises ?

« sceptique.com »


Expansion

NVAS A C L E D S MO BUSINES naires Parte s Clé

€ € €

Coûts

s Revenu

Quelles innovations pouvonsnous imaginer pour chaque bloc du business model ?

Attention : Définir des règles de brainstorming pour éviter que les critiques n’interviennent trop tôt dans le processus


Critères de sélection

Quels sont les critères les plus importants pour évaluer nos idées ?

Exemples : Temps estimé du déploiement, potentiel de revenus, résistances des clients, impact sur l'avantage concurrentiel, difficulté de mise en oeuvre


Prototypage

A quoi ressemble le business model pour chaque idée retenue ?

Utiliser le Business Model Canvas pour présenter et évaluer chaque idée. En architecture par exemple cela peut-être une maquette d’un bâtiment. Sélectionner entre 3 et 5 idées innovantes potentielles.


Exemples de Prototypage


Echauffement Representez 3 Business Models utilisant une vache

Dessine moi un mouton

VAS N A C L E MOD S S E N I S U B

aires

n Parte Clés

€ €

Le Petit Prince Antoine de ST Exupéry

s Revenu

Coûts

Business Model Canvas


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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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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.


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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

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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


Environnement du Business Model


Prospective Tendances culturelles et sociĂŠtales

Tendances RĂŠglementaires

Fournisseurs et autres acteurs de la chaĂŽne de valeur

Tendances socioĂŠconomiques

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Besoins et demandes

Forces du marchĂŠ

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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?

Month

No.

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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?

Forces du secteur

Nouveaux entrants

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Enjeux

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Forces macroĂŠconomiques

Services et produits de substitution

Attraits revenus Contexte ĂŠconomique mondial MarchĂŠ financiers

Infrastructure Êconomique Matières 1ères & autres ressources


PrĂŠsentation


Ce que nous délivrons ✓ ✓ ✓ ✓

Définition de meilleurs Business Models Résultats tangibles Une méthodologie performante Prix fixes


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


Notre offre Vision stratégique Context Business Model ➡Evaluation ➡Innovation ➡Validation ➡Implémentation

context vision NVAS A C L E MOD S S E N I BUS

naires Parte s Clé

€ €

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s Revenu


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

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


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

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

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