Business Model Innovation Peter Keates @peterkeates
Innovation
??
Innovation produit
Innovation de processus
Innovation de Business Model
1908…
1908 Ford Motor Company lance la Ford T
1er vĂŠhicule low cost du marchĂŠ ! $850 vs $2000
1ère chaîne d’assemblage automobile
Le temps de fabrication passe de 12 heures Ă 93 minutes
« Les gens peuvent choisir n’importe quelle couleur pour la Ford T, du moment que c’est noir »
RĂŠsultats
15 millions de Ford T vendues Ford Motor dĂŠveloppe un Business Model : innovation au niveau production, innovation au niveau de la voiture (moteur, transmission, train roulant), innovation au niveau du prix 850 $ au lieu de 2000 $ pour la concurrence.
Décembre 2013…
Auto production
1 vidĂŠo sur sa page Instagram
Diffusion exclusive sur iTunes
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 musique sur Apple iTunes, via Tunecore, 1 vidéo de lancement sur Instagram
Qu’ont-ils en commun ?
1
Ils ont proposé le nouveau produit accompagné d’un business model
2
Ont ils copiĂŠ un Business Model concurrent ? Ils ont inventĂŠ un NOUVEAU Business Model !
3
Ils ont du prendre des risques et tester
Quelques chiffres sur l’innovation des Business Models
Les sociétés innovantes génèrent des revenus supérieurs pour les actionnaires 18 17
14 12
12
9 7
6
5 0
2
2 -2
-5 Global innovators
Americas innovators
Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
European innovators Asia-Pacific innovators
3 ans premium 10 ans premium
Les sociĂŠtĂŠs qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels
Business Model Innovation 9,00 8,5
6,75 6,1
4,50 2,25
2,7 1,7
1,7
0,1
0,00 3 ans
Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
5 ans
10 ans
Process & products innovators Business model innovators
1
L’innovation seule n’est pas suffisante
Il faut l’accompagner d’une Business Model Innovant
2
Un Business Model doit être revu régulièrement et adapté aux changements de son environnement
Un Business Model c’est comme un yaourt, il a une date limite de consommation.
Discutez 2 minutes avec votre voisin de votre dÊfinition d’un Business Model
Qui se lance ?
Il faut un langage commun !
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 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
Comment Êditer un livre de management dans un secteur très concurrentiel ?
L’origine du Business Model Canvas Thèse d’Alexander Osterwalder en 2004 (Business model ontology) Démarche innovante : Ouvrage collectif et collaboratif : 470 co-auteurs Editeur : theHUB Tarif pour participer : de 24$ à 243 $
+1.000.000 livres vendus
Segments de clientèle
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Proposition de valeur
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Canaux
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Relations avec le client
Source : Livre Business Nouvelle GĂŠnĂŠration - Alexander Osterwalder & Yves Pigneur
Flux de revenus
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Ressources clés
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Activités clés
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Partenaires clés
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Structure de coût
Source : Livre Business Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
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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For whom are we creating value? Who are our most important customers?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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PropriĂŠtaires de contenu
enchères mots-clÊs
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
Des post-it pour dĂŠcrire son Business Model
Illustrations de lâ&#x20AC;&#x2122;utilisation du Business Model Canvas avec diffĂŠrents Business Models
UN BUSINESS MODEL DE REVE !
UN BUSINESS MODEL DE REVE !
UN BUSINESS MODEL DE REVE !
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For whom are we creating value? Who are our most important customers?
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DĂŠveloppement et maintenance de la plateforme fotolia
Choix large : 33 Millions de photos
Validation de la qualitĂŠ des images
80.000 contributeurs
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Base de donnĂŠes d'images
1 photo professionnelle Ă partir de 0,16 â&#x201A;Ź
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Salaires
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Abonnements
BFR nĂŠgatif ! 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
RĂŠsultats
1 Million de $ de chiffre dâ&#x20AC;&#x2122;affaire par salariĂŠ
Taux de marge 50%
500.000 $ de marge brute par salariĂŠ
Savez-vous combien de personnes dans le monde n’ont pas accès à l’eau potable ?
1.000.000.000 D’ÊTRES HUMAINS N'ACCÈDENT PAS À DE L’EAU POTABLE
1.000.000.000 =
1 MILLIARD 15,35 X LA POPULATION FRANÇAISE
L’EUROPE = 738.826.840 HABITANTS
SAVEZ-VOUS COMBIEN D’ÊTRES HUMAINS MEURENT CHAQUE JOUR APRÈS AVOIR BU DE L’EAU DOUTEUSE ?
6.000 PERSONNES* /JOUR MEURENT APRÈS AVOIR BU DE L’EAU DOUTEUSE (*SOUVENT DES ENFANTS)
2.190.000 =
2,19 MILLIONS MEURENT CHAQUE ANNﾃ右
« Business model de l’entrepreneuriat humanitaire, des profits pour un but »
Mikkel Vestergaard Frandsen CEO - Vestergaard Frandsen S.A
1 LIFESTRAW =
18.000 LITRES D’EAU FILTRES =
(U.S EPA QUALITY)
3 ANS D’EAU POTABLE POUR 5 PERSONNES
Lifestraw ➡
Filtre18.000 litres d’eau non potable (Lifestraw
➡
Elimine 99,9999 % des bactéries contenues dans l’eau Elimine 99,9 % des parasites protozoaires Limite les émissions de gaz à effet de serre Durée de vie 3 ans Ciblé pour les personnes pauvres Coût de production de 5$ pour le Lifestraw à 25$ pour Lifestraw family water
➡ ➡ ➡ ➡ ➡
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Comment diffuser un produit à l’échelle d’un Pays, alors que l’utilisateur ne peut pas acheter ce produit ?
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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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ch_Tb ^U aTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[ QaP]S _PcT]cb R^_haXVWcb SPcP 7d\P] 5X]P]RXP[
Vente en ligne sur Amazon
2 Millions de tonnes de rĂŠductions dâ&#x20AC;&#x2122;ĂŠmissions de gaz Ă effet de serre par an : Certified Emission Reduction CER et VER
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" ?daRWPbT
RĂŠseau au Kenya
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
Places de marchĂŠ
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 de fabrication
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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
Gratuit
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SociĂŠtĂŠs ĂŠmettrices de Carbon
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2^bc BcadRcdaT
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Sportifs, aventuriers
2WP]]T[b
What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?
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Personnes sans accès Ă lâ&#x20AC;&#x2122;eau potable
Formation des utilisateurs en face Ă face
Facile Ă transporter
No.
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TgP\_[Tb ?Tab^]P[ PbbXbcP]RT 3TSXRPcTS ?Tab^]P[ 0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTS BTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]
Rend lâ&#x20AC;&#x2122;eau potable + facile Ă utiliser + 18.000 litres dâ&#x20AC;&#x2122;eau filtrĂŠs avec le Lifestraw family water
Month
Rachat de crĂŠdits carbon sur les places de marchĂŠ par les entreprises.
Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc
25 Ă 50 $ par Lifestraw
11,48 $ la tonne
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
RĂŠsultats
RESULTATS 877.500 LIFESTRAW DISTRIBUES AU KENIA =
DE L’EAU POTABLE POUR 4,5 MILLIONS DE KENYANS
RESULTATS 23 MILLIONS $ DE CA =
1 À 2 MILLIONS $ RESULTAT* *estimation hypothèse basse et haute
Economie Circulaire
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.
Stef Kranendijk CEO de DESSO de 2005 à 2012
Les moquettes allergies
pollution
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3TbXV]TS U^a)
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Day
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:Th ?Pac]Tab
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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?
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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?
Collecte & recyclage des moquettes
Desso Airmaster
Do It Yourself online, participation au design des moquettes
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Fabrication Designers
Design
What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?
Moquettes anciennes
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Entreprises
Paquebots/Avions
Moquettes recyclĂŠes
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?
Stades de football
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Desso.com
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# 3T[XeTah
R&D
SantĂŠ (moins de particules dans lâ&#x20AC;&#x2122;air)
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$ 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?
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Salaires
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No.
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Year
2WP]]T[b
:Th ATb^daRTb
Designers
Month
Usines
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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
Ventes
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.
RĂŠsultats
60% des nouvelles moquettes sont fabriquées à partir de moquettes usagées
Baisse de 32% de la consommation d’énergie pour la fabrication d’une moquette 1998 - 2011
Baisse de 50% des emissions de CO2 entre 2007 et 2011
Purification de l’eau 100% biologique = 56 millions de litres d’eau fraiche économisés (2011)
+8%
dâ&#x20AC;&#x2122;augmentation de part de marchĂŠ
RentabilitĂŠ X 8
Questions pour tester votre Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
Quelle expérience faites-vous vivre à vos clients/ utilisateurs ? Quelles facilités ou difficultés rencontrent vos clients avec vos produits / services ? et comment pouvez-vous sublimer l’expérience de vos clients ?
Quel est lâ&#x20AC;&#x2122;endroit en ville le plus dangereux pour les piĂŠtons ?
Les feux rouges, car les piétons de s’arrêtent pas….
?
… alors comment faire pour que les piétons s’arrêtent aux feux rouges ?
Coûts du Changement / System Lock-in Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?
Avec Windows vous avez accès à des centaines de milliers d’applications compatibles Wintel
...et vous êtes verrouillé avec nous car il est très difficile de changer de produit
Revenus 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 ?
Les Produits de beautĂŠ
Source : Elton-Pickford
Le Vin
Source : Elton-Pickford
Les Produits pour les chiens
Source : Elton-Pickford
Les Jeux pour les enfants
Encaisser avant de payer Gagnez-vous de l’argent avant d’en dépenser ? BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif Source : Elton-Pickford
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif Source : Elton-Pickford
Changer la structure de co没ts Votre structure de co没ts est-elle diff茅rente et meilleure que celle de vos concurrents ?
Les appels téléphoniques seront totalement gratuits dans le futur
Niklas Zennström Co-fondateur de Skype
Faire faire le travail par les autres A quel niveau de contribution vos clients ou tierces parties participent Ă la crĂŠation de valeur de votre Business Model ?
Jeff Bezos Fondateur dâ&#x20AC;&#x2122;Amazon
Donnez votre avis sur les produits que nous vendonsâ&#x20AC;Ś
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 ?
Ils utilisent le Business Model Canvas
Merci Pour nous contacter
Elton-Pickford www.elton-pickford.com Twitter : @eltonpickford
Peter Keates PrĂŠsident peter.keates@elton-pickford.com Mobile : +33 (0)6 24 39 32 21 Twitter : @peterkeates