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

! ! i ou

n u r i o v a e s n e p je plan !

Les nouveaux Business Models OpenCoffee - Brest 19 Septembre 2012

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

€

aires

n Parte Clés

€ €

s Revenu

Coûts

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 »

Le Business Model Canvas CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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?

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

:Th ATb^daRTb

2WP]]T[b

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?

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

Month

Year

No.

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

RWP]]T[ _WPbTb) 0fPaT]Tbb 7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^] 7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT 7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah 7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb 7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

2^bc BcadRcdaT

ATeT]dT BcaTP\b

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?

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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

La longue traĂŽne CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

Service dâ&#x20AC;&#x2122;autoĂŠdition

Profils en ligne

:Th ATb^daRTb

2WP]]T[b

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?

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

Plateforme

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

place de marchĂŠ pour un contenu de niche

RWP]]T[ _WPbTb) 0fPaT]Tbb 7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^]

Lulu.com

7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT # 3T[XeTah $ 0UcTa bP[Tb

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?

ent de m e p p lo e v ĂŠ D & n o ti s Ge la plateforme

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

Auteur de niche

Publics de niche

7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

What are the most important costs inherent in our business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

ATeT]dT BcaTP\b

bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

No.

7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

2^bc BcadRcdaT Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^]

Month

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

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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)

Les plate-formes multiface CWT 1dbX]Tbb <^ST[ 2P]ePb Exemples :

3TbXV]TS U^a)

8cTaPcX^])

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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?

:Th 0RcXeXcXTb

Who are our Key Partners?

Who are our key suppliers?

Which Key Resources are we acquiring from partners?

Which Key Activities do partners perform? \^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

Gestion plate-forme, gestion services, extension pÊrimètre

:Th ATb^daRTb

recherche gratuite

monĂŠtisation du contenu

Plate-forme de recherche

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

2WP]]T[b

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

annonces ciblĂŠes

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

Annonceurs

Internautes

7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^] 7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT 7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah 7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb 7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

ATeT]dT BcaTP\b

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?

CoĂťts plate-forme

No.

RWP]]T[ _WPbTb) 0fPaT]Tbb

2^bc BcadRcdaT Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^]

Month

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?

What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

Day

EP[dT ?a^_^bXcX^]b

:Th ?Pac]Tab

bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

>])

3TbXV]TS Qh)

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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

Le gratuit : la publicitÊ Un modèle de plate-forme multiface :

CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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

:Th ATb^daRTb

2WP]]T[b

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?

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

Plateforme

rĂŠseau social gratuit

Force de vente PublicitĂŠ plateforme.com

RWP]]T[ _WPbTb) 0fPaT]Tbb

7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^]

7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT

7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah

7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

ATeT]dT BcaTP\b

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?

DĂŠveloppement de la plateforme

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

audience internet mondiale

7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

2^bc BcadRcdaT

bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

annonceurs

$ 0UcTa bP[Tb

Ressources humaines

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^]

No.

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

Espaces Pub sur rÊseau social très visitÊ

Month

Comptes gratuits

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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

Le Freemium

Cotisants Accès aux fonctions avancées

Objectif : augmenter le taux de conversion Bénéficiaires accès aux fonctions standards

Le gratuit : Freemium Un modèle de plate-forme multiface :

CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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?

Gestion de la plateforme Yahoo

Personnalisation de masse

:Th ATb^daRTb

2WP]]T[b

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?

Plate-forme FlickR

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

partage photos premium

Force de vente PublicitĂŠ plateforme.com

RWP]]T[ _WPbTb) 0fPaT]Tbb

7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^]

7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT

No.

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

partage photos gratuit

Month

utilisateur occasionnels

gros utilisateurs

7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah

7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb

7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

Marque 2^bc BcadRcdaT

ATeT]dT BcaTP\b

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?

DĂŠveloppement plateforme

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

coĂťts du stockage

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

Comptes de base gratuits

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

abonnement annuel gros utilisateurs : 24 $/ mois 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

Freemium inversé Bénéficiaires

Cotisants

Freemium inversĂŠ CWT 1dbX]Tbb <^ST[ 2P]ePb

Assurances

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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?

compagnies dâ&#x20AC;&#x2122;assurances et reassurances

Gestion de lâ&#x20AC;&#x2122;activitĂŠ

Acquisition nouveaux clients :Th ATb^daRTb

Month

No.

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

ponctuelle AssurĂŠs

assurance Accident/ DĂŠpannage

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?

What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

Plate-forme

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

RWP]]T[ _WPbTb) 0fPaT]Tbb

internet tĂŠlĂŠphone mail

7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^]

7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT

RH

de 0 Ă la franchise Ă payer en cas dâ&#x20AC;&#x2122;accident

7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah

7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb

7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

2^bc BcadRcdaT

ATeT]dT BcaTP\b

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?

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

RH

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

PublicitĂŠ

indĂŠmnisations

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

BĂŠnĂŠficiaires

Prime dâ&#x20AC;&#x2122;assurance

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

CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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?

Fabricants dâ&#x20AC;&#x2122;appareils

Marketing R&D Logistique

2^bc BcadRcdaT

Rasoir

2WP]]T[b

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?

Marketing

What are the most important costs inherent in our business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?

Fabrication

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

Logistique fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

R&D

No.

FidĂŠlitĂŠ Contrainte

:Th ATb^daRTb

Marques & brevets

Month

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

Verrouillage du marchĂŠ par propriĂŠtĂŠ intellectuelle, brevet bloquant lâ&#x20AC;&#x2122;usage

>])

3TbXV]TS Qh)

Clients

RWP]]T[ _WPbTb) 0fPaT]Tbb 7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

Lames

! 4eP[dPcX^]

Distributeurs

7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT

7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah

7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb

7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

ATeT]dT BcaTP\b 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? ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

Remplacements lames frĂŠquents

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

1 er Achat Rasoir

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

Les business models ouverts CWT 1dbX]Tbb <^ST[ 2P]ePb Exemple : Procter & Gamble

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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?

R&D Interne

PI autre entreprise

Entrepreneurs de technologies

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

Plateforme internet InnoCentive yourEncore.com

Chercheurs extĂŠrieurs Augmentation de la productivitĂŠ R&D de 85 % Augmentation faible du budget R&D

Day

Chercheurs retraitĂŠs

:Th ATb^daRTb

2WP]]T[b

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?

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

RWP]]T[ _WPbTb) 0fPaT]Tbb

R&D Interne

7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^] 7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT 7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah 7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb 7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

2^bc BcadRcdaT

ATeT]dT BcaTP\b

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?

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

Exploiter la R&D interne

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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 CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

Month

No.

2dbc^\Ta BTV\T]cb For whom are we creating value?

Who are our most important customers? <Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

Logistique Fournisseurs

PublicitĂŠ

:Th ATb^daRTb What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams? ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

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?

RWP]]T[ _WPbTb) 0fPaT]Tbb 7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^] 7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT 7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah 7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb

Vente en ligne

7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

Plateforme Informatique 2^bc BcadRcdaT

ATeT]dT BcaTP\b

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?

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

Stock

RH

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

Logistique fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Abonnement mensuel de 39, 99 $/mois

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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’...

... un ensemble dâ&#x20AC;&#x2122;hypothèses CWT 1dbX]Tbb <^ST[ 2P]ePb

3TbXV]TS U^a)

>])

3TbXV]TS Qh)

Day

8cTaPcX^])

:Th ?Pac]Tab

:Th 0RcXeXcXTb

EP[dT ?a^_^bXcX^]b

2dbc^\Ta AT[PcX^]bWX_b

2dbc^\Ta BTV\T]cb

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?

\^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb

RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\ B^[eX]V ?[PcU^a\ =Tcf^aZ

RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]V cWT 9^Q 3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bc ATSdRcX^] AXbZ ATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch

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.

<Pbb <PaZTc =XRWT <PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS ?[PcU^a\

TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]

Hypothèses Hypothèses

Hypothèses

Hypothèses

Hypothèses

:Th ATb^daRTb

2WP]]T[b

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?

ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[

RWP]]T[ _WPbTb) 0fPaT]Tbb 7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.

! 4eP[dPcX^] 7^f S^ fT WT[_ Rdbc^\Tab TeP[dPcT ^da ^aVP]XiPcX^]zb EP[dT ?a^_^bXcX^].

" ?daRWPbT

Hypothèses

7^f S^ fT P[[^f Rdbc^\Tab c^ _daRWPbT b_TRX R _a^SdRcb P]S bTaeXRTb.

# 3T[XeTah 7^f S^ fT ST[XeTa P EP[dT ?a^_^bXcX^] c^ Rdbc^\Tab.

$ 0UcTa bP[Tb 7^f S^ fT _a^eXST _^bc _daRWPbT Rdbc^\Ta bd__^ac.

Hypothèses

Hypothèses

2^bc BcadRcdaT

ATeT]dT BcaTP\b

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?

Xb h^da QdbX]Tbb \^aT) 2^bc 3aXeT] [TP]Tbc R^bc bcadRcdaT [^f _aXRT eP[dT _a^_^bXcX^] \PgX\d\ Pdc^\PcX^] TgcT]bXeT ^dcb^daRX]V EP[dT 3aXeT] U^RdbTS ^] eP[dT RaTPcX^] _aT\Xd\ eP[dT _a^_^bXcX^] bP\_[T RWPaPRcTaXbcXRb) 5XgTS 2^bcb bP[PaXTb aT]cb dcX[XcXTb EPaXPQ[T R^bcb 4R^]^\XTb ^U bRP[T 4R^]^\XTb ^U bR^_T

fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

Hypothèses

ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V

gTS _aXRX]V ;Xbc ?aXRT ?a^SdRc UTPcdaT ST_T]ST]c 2dbc^\Ta bTV\T]c ST_T]ST]c E^[d\T ST_T]ST]c

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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