Créé en 1995 par Lynda Weinman
MISSION Vous aider à acquérir les compétences dont vous avez besoin pour réaliser votre potentiel.
LE DEBUT Ecriture d’un livre sur le design web en 1993
LE DEBUT Elle réinvestit les 20.000 $ de royalties de son livre dans la création d’une école de web design.
L’ECOLE DE DESIGN En 2001 35 salariés 3,5 Millions de $ de CA
L’ECOLE DE DESIGN En 2001 35 salariés 3,5 Millions de $ de CA
LA CRISE DE 2001 Licenciement de 75% du personnel 9 salariĂŠs
LE PIVOT MISE EN LIGNE DE L’ENSEMBLE DES FORMATIONS PROPOSEES A UN PRIX PACKAGE DE 25$/MOIS
Quel est le Business Model de Lynda.com ?
lynda.com PARTENAIRES CLES
ACTIVITES CLES
PROPOSITION DE VALEUR
Développement des formations Gestion et développement du site RESSOURCES CLES
Les spécialistes
lynda.com Studio d’enregistrement Personnel Cours
Formation video en ligne Nouvelles formations toutes les semaines Nombreux sujets, de l’informatique au management et marketing 19,95 € / mois pour accéder à l’ensemble des cours
STRUCTURE DE COÛTS
Salaires
Système d’Information
RELATION CLIENT
Relation personnalisée pour les entreprises Relation automatisée par internet CANAUX
SEGMENTS CLIENTS
Particuliers Etudiants Ecoles
Entreprises Site web Administration Téléphone / Mobile
FLUX DE REVENUS
Rémunération des formateurs
Offres pour les groupes / entreprises, administrations, écoles
Abonnement mensuel de 19,95 € à 29,95 €
Business model canvas from www.businessmodelgeneration.com Analyse du Business Model © Onopia www.onopia.com
Business Model, Business Model Canvas, Business Model Innovation, Modèle économique, stratégie disruptive, disruptive strategy, disruptive innovation, innovation, design thinking, alex osterwalder, strategyzer, Business Model, inc, board of strategy, board of, board, onopia, design thinking, customer experience, expérience client, formation, tips, training, france, paris, startup, clayton m christensen, harvard, harvard business school, escp europe, europe , hec, insead, polytechnique, tv.onopia.com, onopia.com, growthhacking, marketing, peter keates, success, exemple de business models, entrepreneur, technologie, internet, co-working, co-design, birming, co-strategie, co-working, regus, coworking, codesign, it, coward, costrategy, costrategie, espace de, nextdoor, bureaux partagés, auto entrepreneur , designers, france, usa, yves pigneur, uk, paris-saclay, essec, em-lyon, travail collaboratif, conseil en, espaces de coworking, success stories, story, bpi france, la poste, groupe, group, lyon, lille, nantes, toulouse, bordeaux, bretagne, ile de france, est, ouest, sud, étude gratuite, business model gratuit, modèle économique, modèle de revenu, innovant, innovation, inno, ino, concept, nouveau, new, www.onopia.com, onopia.com, bigidea.onopia.com, ai, marketing, entrepreneur, intrapreneur,digital, communauté, exemple de business model, exemple de modèle économique, place de marché, marketplace, disruption, rupture, design de service, design de produit design thinking, fintech, finance, banque, customer experience, expérience client,
Studio de montage et d’enregistrement
2. Agenda 6:30 7:30 Business Model Canvas & Examples 8:00 8:30 Group Workshop Presentations & Discussion 7:00 9:00 2 7:20 8:10 8:20
3. Lease $25/month + 4¢/copy (min of $49/month) 3 TOO EXPENSIVE! to sell to customers! Easy to use No risk on originals Low operating cost Use plain paper First Plain Paper Photocopier - 1950
4. business model “A business model describes the rationale of how an organization creates, delivers, and captures value” 4
5. CustomersOrganization Product/Service Revenue ($) Create Deliver Capture BUSINESS MODEL 5
6. business model canvas 6
7. tool to create & analyze business models... 7
8. YOU CAN • Create new business models easily • Analyze & update your existing business model 8
9. building blocks 9
10. Customer Segments which customers and users are you serving? which jobs do they really want to get done? 10
11. Value Proposition what are you offering them? what is that getting done for them? do they care? 11
12. Channels how does each customer segment want to be reached? through which interaction points? 12
13. Customer Relationships what relationships are you establishing with each segment? personal? automated? acquisitive? retentive? 13
14. Revenue Streams what are customers really willing to pay for? how? are you generating transactional or recurring revenues? 14
15. Key Resources which resources underpin your business model? which assets are essential? 15
16. Key Activities which activities do you need to perform well in your business model? what is crucial? 16
17. Key Partners which partners and suppliers leverage your model? who do you need to rely on? 17
18. Cost Structure what is the resulting cost structure? which key elements drive your costs? 18
19. Business Model Canvas 19
20. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Your Business Model Canvas 20
21. EXAMPLES EXAMPLES 21
22. Example 2 Affordable VOIP calls Example 1 Refreshing lemonade to joggers at public parks 22
23. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Kelly’s Lemonade Stand: Refreshing Lemonade 23
24. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Skype 24
25. Example 3 Example 4 Photo sharing online Smooth shave for men & women 25
26. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Flickr: Photo Sharing 26
27. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Gillette: Razors & Blades 27
28. Break... 28
29. WORKSHOP 29
30. WORKSHOP 1. Assemble in teams 2. Create canvas 3. Write key words on sticky notes 4. Place sticky notes on the canvas 5. Present your canvas 30
31. Create a CANVAS of your enterprise project 31
32. Break... 32
33. Presentations minute 1 33
34. Discussion 34
35. so what’s beyond the CANVAS? 35
36. you need to validate your model assumptions with the customers until you get it right! 36
37. BUSINESS PLAN 37
38. www.BusinessModelGeneration.com 38
40. $10 TAKE THE ONLINE COURSE NOW DISCOUNT COUPON: special_10Claim Now
In this deck +100 slides 5 categories of Business Models
In this deck +100 slides 5 categories of Business Models + specific examples
Business Model Innovation Looking for Training? Show 2 Day Program or mail us via
Les formateurs : une ressource externe
No magic.
Remember this one?
Remember this one? 1 million pixels to sell = 1 million dollar #awesome
But it is not always that easy… This summer I was keynote speaker/mentor at the European Innovation Academy. In this deck are some of the tips & tricks I shared, relevant for those who are looking for monetisat Copy & Remix. An easy exercise to start.
Airbnb
Airbnb of Food. of Parking.
Airbnb of Boats. of Storage.
Netflix
Netflix of Books. of Toys.
Netflix of Clothing. of Games.
Tinder
Tinder of Jobs. of Fashion.
Tinderof Real-estate. of Shopping. Tinder
Understand the patterns!
You are in the center! Your own venture
Business Model transactions Focus to make this flow as smooth as possible. #frictionless
Can be more complex. Many different players, a lot of monetary transactions. Learn more on how to use our business model icons?
The key questions you need to ask: What is the best new business model to try?
Several exciting industries to learn from: News/ Publishing Dating Gaming
What to pick? Free! for the user. 1. Paid! the user = client. 2.
Free? Free = Free There are so many variations on ‘free’
What to pick? Free! for the user. 1. - Early exit -
Free (Hidden) other agenda: - Aim for an early exit. - Acqui-hire - Prestige - … Rule of thumb: There is no free lunch.
What to pick? Free! for the user. 1. - Early exit - - Pay-what-you-want -
Free? Customer can pick his own price. Pay-what-you-want. (including free)
Case: Humble Bundle
Other industries #win #fail Emotional connection Social/group pressure … selling to businesses social/group pressure …
What to pick? Free! for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation -
Free? Main difference: People often get the product for free, but are free to do an extra transaction. Tip jar - Donation.
Free, for some. Different segments of users.
What to pick? Free! for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation - - Barter -
Swap goods, give something else in return.
What to pick? Free! for the user. 1. Paid! the user = client. 2. Reason why people upgrade!
Free, but pay for extra features
What to pick? Paid! the user = client. 2. - Vanity - reputation -
Some people only want “the best” Ultimate luxury. 12K€ Smartphone (Vertu)
Vanity, reputation… Vanity is so powerful!
Looks & Reputuation in games. To fit in For exclusivity To show commitment ... Gamers pay:
Important learning: You need other people to show off! You need enough ‘noobs’ or starters on your platform, to make other people feel important #1337
Pay to get noticed. (to rise above the crowd…) Would you pay to get seen by your friends on Facebook? Facebook 2012
What to pick? Paid! the user = client. 2. - Vanity - reputation - - Loss-aversion -
Another tactic: Lure people in with free + lock-in. Just give it a try!
Pay-as-you-go model. Switching cost?
Pay-as-you-go model. Switching cost? A lot of hassle to change to a competitor…
Similar, pay-per-use. Blendle - itunes for journalism You only pay for those news articles that your read.
What to pick? Paid! the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity -
Privacy features are very powerfull! Hide your profile. Incognito mode. Pay to stay private (dating business models)
What to pick? Paid! the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises -
Mystery crates (& surprise upgrades) similar to Lottery system = very lucrative!
Real life mystery crate (on subscription) Trust & credibility created by 1 person (not a company) Example: curated.nl
Blind dates, anyone? Crazy Blind Date by OKcupid. (up to $3/date) Rate your dating partner (during the date). The higher your rate your partner, the more you pay to OKcupid.
What to pick? Paid! the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - - Convenience/ Shortcuts -
Use Sold. The convenient way to sell goods online. Hassle free online reselling of goods. You take a pic of the product you want to sell. UseSold sends an empty box & puts money on your account.
The power of Zynga-like games. Grind - Spam - Pay Just click 5000 times to grow a plant. Invite 50 friends to go faster. F*ck it. I’ll just buy extra coins to get this plant
Our own experience :) Colleague of us (accidentally) spams all our clients with dating/chat invites. #awesome.
What to pick? Paid! the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - - Convenience/ Shortcuts - - Helping peers/ gifts -
This one is on me… Yes, Awesome. I’m a PLUS member. You can help your contacts by giving them free access to in-depth articles.
79. iPod cost structure lifestyle brand “ high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand management hardware distribution content distribution content
80. strategic fit
81. the Amazon.com you know
82. Amazon Simple Storage Services (S3)
83. selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data storage fees product search search engine revenues e-commerce sites Internet marketing
84. the business modeler’s toolbox
85. co-creation
86. ideation
87. visualization
88. prototyping
89. the design process
90. 1. identify interdisciplinary stakeholders -> set-up team
91. do you have to get the IT team out of their cubicles?
92. 2. understand (business) environment –> frame problem
93. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context
94. 3. suspend reality -> ideate
95. 4. bring back reality -> prototype
96. 5. chose suitable design -> decide
97. 6. sketch out projects & workload -> draw implementation plan
98. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Estimated workload Project name Area
99. 7. outline key indicators to follow -> choose measures
100. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Target level KPI (measure) Estimated workload Project name Area
101. 8. select the right teams and people -> make responsible
102. … 38 man/days Project C1 Distribution Channels Ms. Tee 120 man/days Project V2 Mr. Jan 10 man/days Project V1 Value Proposition leader Target level KPI (measure) Estimated workload Project name Area
103. 9. execute the plan -> manage implementation & change
104. 10. evaluate, learn and redesign -> manage improvement
105. designing blue oceans
106. > market boundaries are not given > they are reconstructed by the actions & beliefs of industry players
107. <ul><li>compete in existing markets </li></ul><ul><li>beat the competition </li></ul><ul><li>explore existing demand </li></ul><ul><li>make the value/cost trad-off </li></ul><ul><li>align with differentiation OR low cost </li></ul><ul><li>create uncontested markets </li></ul><ul><li>make competition irrelevant </li></ul><ul><li>create & capture new demand </li></ul><ul><li>break value/cost trad-off </li></ul><ul><li>align with differentiation AND low cost </li></ul>RED OCEAN BLUE OCEAN
108. differentiate your value proposition
109. <ul><li>a customer value proposition gives an overall view of a company's bundle of products, services and client advice. </li></ul><ul><li>it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer) </li></ul>working definition value proposition
110. what are the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 2 e.g. price attribute 1 e.g. performance group warm-up
111. 1 2 3 4 - - <ul><li>most important attribute </li></ul><ul><li>second most important </li></ul><ul><li>… </li></ul><ul><li>… </li></ul>5 attributes
112. <ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul>
114. attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4
115. live Excel
117. eliminate raise reduce create
120. strong & valuable approach, but limited view
121. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
122. examples
123. Goldcorp mining low costs through open exploration CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS exploiting mines “ geology prize” 500’000 $US REVENUE STREAMS DISTRIBUTION CHANNELS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold research
125. from copyright to creative commons
126. Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “ eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services
127. 1291 Cityhomes low cost accommodation New York low cost CUSTOMER RELATIONSHIPS the cost sensible renting out rooms keep down costs apartment owners rents DISTRIBUTION CHANNELS find demand young curious Swiss low-cost hotel/rental in New York City
128. Tecnovate low-cost multi-lingual call center outsourcing low cost CUSTOMER RELATIONSHIPS European corporations ACTIVITY CONFIGURATION keep down costs “ import” young curious Europeans to India to work REVENUE STREAMS DISTRIBUTION CHANNELS business process outsourcing “up-side down” in India
129. Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database)
130. from bloated head to the long tail
131. sodi platforms VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
132. NetJets VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
133. house for all seasons VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
134. WISE VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
135. Blyk VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
137. myfootballclub VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
139. Alexander Osterwalder, PhD [email_address] www.arvetica.com
140. all photos from Flickr under a creative commons license authors indicated in comment page of ppt
141. When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization. we build knowledge Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values. we manage change Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts. we connect Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we operationalize Nobody knows your business environment better than yourself. We design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we co-create
142. annexes
Un tarif simple à partir de 19,95 € / mois pour accéder à l’ensemble des cours
RESULTATS
500 SALARIES en 2015
6.300 COURS EN LIGNE en 2015
263.000 VIDEOS EN LIGNE en 2015
1,5 Milliard de $ de Chiffre dâ&#x20AC;&#x2122;Affaires en 2015
Avril 2015 Linkedin rachète lynda.com 1,5 Milliard de $
Découvrez sur Big Idea, de nombreuses études de Business Models, des idées, des astuces et bien plus encore, pour rendre votre entreprise plus compétitive
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Question 1 Comment pouvez-vous digitaliser lâ&#x20AC;&#x2122;ensemble de votre offre ?
Question 2 Comment pouvez-vous mettre en ligne votre offre de service ?
Question 3 Comment pouvez-vous faire faire le travail par les autres ? (Lynda.com travaille avec des formateurs externes sur les diffÊrents sujets)
Question 4 Comment pouvez-vous professionnaliser les offres et l’image de votre entreprise ? (Lynda.com a son propre studio multi-media d’enregistrement, pour proposer des vidéos professionnelles)
Question 5 Comment pouvez-vous proposer une offre all inclusive ? ? (Lynda.com propose un forfait mensuel pour accéder à l’ensemble de ses cours en ligne)
Question 6 Comment facilitez-vous la vie de vos clients ? (Lynda.com propose les formations à la demande, accessibles à volonté en ligne, quelle que soit l’heure)
Question 7 Comment pouvez-vous utiliser une tendance de consommation au profit de votre offre et votre entreprise ? (lâ&#x20AC;&#x2122;usage dâ&#x20AC;&#x2122;internet par exemple)
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