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Les nouveaux Business Models OpenCoffee - Brest 19 Septembre 2012

NVAS A C L E MOD S S E N I S BU

aires

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s Revenu

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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 ..


Peter KEATES ✓

AssociĂŠ Fondateur du Cabinet Elton-Pickford Mail : peter.keates@elton-pickford.com Mobile : +33 (0)6 24 39 32 21


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 proposĂŠ le nouveau produit avec 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

Innovant

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


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 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

0,1

5 ans

10 ans

Process & products innovators Business model innovators Valeur supplémentaire capturée Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.


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

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


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


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

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

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


Relations avec le client

Quel type de relations chacun de nos segments de clients souhaite t-il que nous entretenions avec lui ? Quel type de relations avons-nous établies ? Quel est leur coût ? Exemples : Assistance personnelle, assistance personnelle dédiée, self-service, services automatisés...


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


Ressources clés

Quelles ressources clés nos propositions de valeur exigent-elles ? Qu’en est-il de nos canaux de distribution ? De nos relations avec les clients ? De nos flux de revenus ? Exemples : Physiques, Intellectuelles, Humaines, Financières


Activités clés

Quelles activités clés nos propositions de valeur exigent-elles ? Qu’en est-il de nos canaux de distribution ? De nos relations clients ? De nos revenus ? Exemples : Production, résolution de problèmes, plate-forme/réseau


Partenaires clés

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...


Structure de coût

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


Le Business Model Canvas

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


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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


Visual thinking


Les typologies de Business Models


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 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

DĂŠveloppeme nt de la plateforme

CommunautĂŠs dâ&#x20AC;&#x2122;intĂŠrĂŞt

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Service dâ&#x20AC;&#x2122;autoĂŠdition

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Plateforme

Infrastructure dâ&#x20AC;&#x2122;impression Ă la demande

place de marchĂŠ pour un contenu de niche

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commissions sur services dâ&#x20AC;&#x2122;ĂŠdition

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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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For whom are we creating value? Who are our most important customers?

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Gestion plate-forme, gestion services, extension pÊrimètre

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recherche gratuite

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Plate-forme de recherche

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CoĂťts plate-forme

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gratuit

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 offertes à différents segments de clients, avec des flux de revenus différents, dont l’un est gratuit

Principes

Les segments de clients qui ne payent pas sont subventionnés par ceux qui payent

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


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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?

Commercial Marketing

Gestion de la plateforme

Annonceurs

PublicitĂŠ + Recrutement

+

Personnalisation de masse

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Year


Le Freemium

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Freemium inversé Bénéficiaires

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Year


Le gratuit : Lâ&#x20AC;&#x2122;appât et lâ&#x20AC;&#x2122;hameçon Un modèle de plate-forme multiface :

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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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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

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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


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


Avec ce fantastique produit vous pouvez emporter des centaines de chansons dans votre poche


...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


Business Model WittleBee CWT1dbX]Tbb<^ST[2P]ePb

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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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No.

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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

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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?

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Stock

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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


Les Produits de beautĂŠ

Le Vin


Les Produits pour les chiens

Les Jeux pour les enfants


Encaissez avant de payer Gagnez-vous de l’argent avant d’en dépenser ?


Changer la structure de co没ts Votre structure de co没ts est-elle substantiellement 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 ?


Allez-y et partagez vos donnĂŠes sur votre page Facebook...


Cela va rendre ma plateforme plus intĂŠressante...


...et augmenter la valorisation de Facebook...


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 ?


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 « no  Business  Plan  Survives   First  Contact  with  a  Customer  » Steve Blank


un business model peut sembler bien sur le papier..

mais après tout ce n’est qu’...


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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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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?

Hypothèses

Month

No.

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Hypothèses Hypothèses

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What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?

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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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Hypothèses

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


vous devez  sortir  de  votre   entreprise  et...  


tester chaque  hypothèse   avec  vos  clients  


Les Business Model Canvas c’est la  meilleure  photographie   du  fonctionnement  potentiel   de  votre  business  model  


Les hypothèses décrivez les  hypothèses   les  plus  importantes  de   votre  business  model


Le test Testez chaque   hypothèse


« prototyping  let’s  you  fail   early  to  succeed  sooner  »


Langage commun Business Model

Attitude Design Thinking

Tester avant de fabriquer


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

Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012  

Intervention Elton-Pickford, Business Model Innovation à l'open coffee de Brest le 19 Septembre 2012

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