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webinaire Business Model
InnovationBUSINE
SS MODEL CA
NVAS
Partenair
es
Clés
€
€
€
Coûts
Revenus
oui !!
je pense avoir un
plan
!
Le Business model canvas nous permet
d’experimenter différents plans
jusqu’à notre idée ..
10 janvier 2014 - 10H00 - 11H00
Animateur : Peter Keates
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Innovation ??
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Innovation produit
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Innovation de processus
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Business Model Innovation
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1908…
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1908 Ford Motor Company lance la Ford T
15 millions de Ford T vendues
Ford Motor développe un Business Model : innovation au niveau production, innovation au niveau de la voiture, innovation au niveau du prix 300 $ au lieu de 2000 $ pour la concurrence.
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Décembre 2013…
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Décembre 2013 Beyonce lance son nouvel album SURPRISE
En 1 semaine 617.000 ventes aux USA 1 million d’albums vendus
dans le monde
Vente directe de sa music sur Apple iTunes, via Tunecore, 1 vidéo de lancement sur Instagram
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Qu’ont-ils en commun ?
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Ils ont proposé le nouveau produit accompagné d’un
business model1
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Ils ont inventé un NOUVEAU Business Model !
2 Ont ils copié un Business Model
concurrent ?
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Ils ont du prendre des risques et tester3
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Comment peut-on créer un modèle économique à succès ?
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Il faut un langage commun !
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Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.
Définition
Business Model
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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
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L’origine du Business Model CanvasThèse d’Alexander Osterwalder en 2004 (Business model ontology)
Ouvrage collectif et collaboratif : 470 co-auteurs
Démarche innovante :
Tarif pour participer : de 24$ à 243 $
Editeur : theHUB
+600.000 livres vendus
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Segments de clientèle
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Proposition de valeur
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Canaux
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Relations avec le client
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Flux de revenus
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Ressources clés
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Activités clés
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Partenaires clés
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Structure de coût
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le Business Model Canvas
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Des post-it pour décrire son business model
Annonceurs
Internautes
gratuitenchères mots-
clés
recherche gratuite
annonces ciblées
Coûts plate-forme
Plate-forme de recherche
Gestion plate-forme,
gestion services,
extension périmètre
Propriétaires de contenu
monétisation du contenu
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Les épicentres de l’innovation des Business Models
Epicentre
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business model innovation
PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE
PILOTE PAR DE MULTIPLES_EPICENTRES PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT
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Piloté par le Client
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
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.
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
Relations avec les clients
Canaux
Activités clés
Ressources clés
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Piloté par le Client
Particuliers
Tests ADN facile
d’utilisation
Accessible à tous
D’où venons-nous
Connaissances médicales
Segment client
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Piloté par l’OffrePartenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model
Relations avec les clients
Canaux
Activités clés
Ressources clés
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
L’offre
Qualité du médicament
TEVA Pharmaceuticals est devenu le leader mondial des médicaments génériques avec un Business Model hybride Génériques / Innovants !CA 2012 + 20 Milliards de $
Business Model hybride
Médicaments génériques / innovants
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Piloté par la Finance
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
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.
Innovations reposant sur de nouveaux flux de revenus, de nouveaux mécanismes de prix ou des structures de coûts plus performantes
Relations avec les clients
Canaux
Activités clés
Ressources clés
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
LocationFinancement du parcFinances
Meilleur Bilan
clients
Location vs achat
Dépassements du contrat de
base
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Piloté par les Ressources
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
Partenaires clés Activités clés
Ressources clés
Ces innovations trouvent leur source dans l’infrastructure ou les partenariats existants d’une organisation pour étendre ou transformer le Business Model
Segments de clientèle
Structure de coûts Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Fournisseurs
Ressources Humaines
Ressources Logistique
SI• Livré par amazon!• Cloud computing
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Piloté par plusieurs épicentres
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Innovations pilotées par plusieurs épicentres peuvent avoir un impact important sur plusieurs blocs du Business Model
Relations avec les clients
Canaux
Activités clés
Ressources clés
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Location de kits d’outilsPlusieurs épicentres
Gestion de la «flotte» d’outils
Location Mise à
disposition Maintenance, réparationHilti, fabricant mondial d’outils de
construction professionnels, ne vend plus d’outils à ses clients, mais loue des kits d’outils. L’impact est sur la proposition de valeur ainsi que sur les flux de revenus, qui deviennent des revenus de services récurrents.
Entreprises du bâtiment &
TP
Services associés
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Illustrations de l’utilisation du Business Model Canvas
avec différents Business Models
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Avez-vous déjà programmé le
thermostat de votre logement ?
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90% de la population ne programme pas correctement le thermostat de
son habitation
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A quoi sert un thermostat ?
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1°degré de moins = 5% de consommation d’énergie en moins
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Comment se différencier sur le marché des thermostats ?
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Tony Fadell CEO de Nest
Création 2011 en Californie
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#Design
#Ergonomie
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#Technologie
#Communication
Wifi
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L’iPod des Thermostats
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
VentesMarketingSalaires
Commercialisation
Ergonomie
Thermostat qui apprend -
«intelligent & communicant»
Particuliers
Design
Jusqu’à 5% à 10% d’économies sur la consommationR&D
Producteurs d’énergies
Designers
R&D
Fabrication
Conception / Fabrication
Apple Store
Amazon
Nest.com
Blog
Produit 3 fois + cher // Forte
marge
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Comment inciter les consommateurs à baisser leur
consommation d’énergie ?
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Alex Laskey CEO / Fondateur d’OPower
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!
!
!
!
!ECONOMISEZ DE
L’ARGENT
!!
!!
!!!!!!!
SAUVEZ LA PLANET
!!
!!
!!!!!!!
ETRE UN BON CITOYEN
=Zero impact
sur la consommation des ménages
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!
!
!
!
!ECONOMISEZ DE
L’ARGENT
!!
!!
!!!!!!!
SAUVEZ LA PLANET
!!
!!
!!!!!!!
ETRE UN BON CITOYEN
!!
!!
!!!!!!!
VOS VOISINS FONT MIEUX
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
GratuitR&D
Salaires
Développement & maintenance IT/
Software
ParticuliersComparez votre
consommation avec celles de vos voisins
Données des Clients des
fournisseurs d’énergie
Internet
Equilibre du réseau
Baisse des émissions de CO2
$$$ CA 2011 : 11,4
M$
Contrôle à distance du thermostat
Fournisseurs d’énergie
Stats / Big data
Evite le gaspillage
Service courrier
Logiciel d’analyse / Big Data
CourriersLogistique courrier
Social
Mobile
Logistique
SI
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Le particulier contribue à la création de valeur et
indirectement à financer le modèle
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Résultats
➡ 3 à 5 % d’économies de consommation d’énergie par an sur 14 Millions d’abonnés
➡ Soit 2 TWh = 342 millions $ d’économies ➡ Equivalent à la consommation annuelle d’énergie
de +500.000 foyers (en Europe) ➡CA 2011 : 11,4 Millions de $
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Stef Kranendijk CEO de DESSO de 2005 à 2012
Notre objectif stratégique est d’être le meilleur fournisseur mondial d’espaces de vie et de travail beaux et sains grâce à nos solutions innovantes de revêtements de sol.
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Les moquettes
pollution
allergies
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
VentesUsinesSalaires
Collecte & recyclage des
moquettesDesso Airmaster
Moquettes anciennes
Moquettes recyclées
Entreprises
Stades de football
Design
Santé (moins de particules dans
l’air)R&D
Designers
Desso.com
Do It Yourself online
Designers
Paquebots/Avions
32% de baisse de consommation
d’énergie
Fabrication
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Résultats
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60% des nouvelles moquettes sont fabriquées à partir de moquettes
usagées
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Baisse de 32% de la consommation d’énergie pour la fabrication d’une
moquette 1998 - 2011
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Baisse de 50% des emissions de CO2 entre 2007 et 2011
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Purification de l’eau 100% biologique = 56 millions de litres d’eau fraiche économisés
(2011)
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+8% d’augmentation de
part de marché
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Rentabilité X 8
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7 questions pour tester votre Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
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Coûts du Changement / System Lock-in
Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?
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Avec Windows vous avez accès à des centaines de milliers d’applications compatibles Wintel
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...et vous êtes verrouillé avec nous car il est très difficile de changer de produit
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Revenus Récurrents
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ? !
Comment sont lissés vos revenus sur l’année ?
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Vêtements pour
les enfants
Source : Elton-Pickford
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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?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Plateforme Informatique
Abonnement mensuel de 39, 99 $/mois
Stock
Fournisseurs Facilité les courses des
parents lors de l’achat de
vêtements pour leurs enfants
Business Model WittleBee
Parents d’enfants de 0 à 5 ans
RH
Logistique
LogistiqueAutomatisée :
usage profil des enfants, âge, garçon/fille, région, goûts
Vente en ligne
Publicité
Préparation des colis
RH, Stylistes
«club» sur la page Facebook, photos
des enfants avec les vêtements
Source : Elton-Pickford
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Source : Elton-Pickford
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Les Produits de beauté Le Vin
Source : Elton-Pickford
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Source : Elton-Pickford
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Les Produits pour les chiens Les Jeux pour les enfants
Source : Elton-Pickford
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Encaissez avant de payer
Gagnez-vous de l’argent avant d’en dépenser ?BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
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BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Elton-Pickford
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BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Elton-Pickford
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Changer la structure de coûts
Votre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?
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Les appels téléphoniques seront totalement gratuits dans le futur
Niklas Zennström Co-fondateur de Skype
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Faire faire le travail par les autres
A quel niveau de contribution vos clients ou tierces parties participent à la création de valeur de votre Business Model ?
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Ray OffmanFondateur de Linkedin
Source : Elton-Pickford
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Partagez vos données sur votre page Linkedin...
Source : Elton-Pickford
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Cela va rendre ma plateforme plus attractive...
Source : Elton-Pickford
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...et augmenter la valorisation de Linkedin...
Source : Elton-Pickford
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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..)
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Protection contre la concurrence
Comment votre Business Model vous protège de la concurrence ?
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Ils utilisent le Business Model Canvas
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Questions/ Réponses
Pour nous contacter
Elton-Pickford 20 rue Cambon
75001 Paris - France www.elton-pickford.com Twitter : @eltonpickford
Peter Keates Président
[email protected] Mobile : +33 (0)6 24 39 32 21
Twitter : @peterkeates