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Presentation
Business Model
Innovation
18 novembre 2013 - 11H00 - 11H30
n a l p n u r i o v a ej pense !
NVAS A C L E MOD S S E N I S BU
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naires Parte s Clé
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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 Mobile :+33 (0)6 24 39 32 21 Mail : peter.keates@elton-pickford.com
Innovation
??
Innovation produit
Innovation de processus
Business Model Innovation
Time Machine
1959
Haloid invente la 914 en 1959
Croissance du CA 41% pendant 20 ans Haloid devient Xerox et dĂŠveloppe un Business Model : location du photocopieur Ă 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplĂŠmentaire.
Google invente son moteur de recherche en 1997
CA 2012 - 50,7 Milliards de $ Résultat net : 14,4 Milliards de $ Business Model basé sur la publicité et un système d’enchères
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
A retenir
1
L’innovation seule n’est pas suffisante
Il faut l’accompagner d’un Business Model Innovant
2
Un Business Model doit être revu régulièrement et adapté aux changements de son environnement
Alors comment peut-on créer un model économique à succès ?
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
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 $
+600.000 livres vendus
Segments de clientèle
Proposition de valeur
Canaux
Relations avec le client
Flux de revenus
Ressources clĂŠs
Activités clés
Partenaires clĂŠs
Structure de co没t
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
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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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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
Approche visuelle en ĂŠquipe
Création : 2008 Siège : San Francisco - USA Nombre d’employés : 180 Levée de fonds : 96 Millions de $ dont 43 M$ en 2013 Secteur : Fitness & Remise en forme
James Park
CEO & Co-fondateur
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Ressources Humaines
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de 14 Ă 99,95 euros par produit 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
PILOTE PAR L’OFFRE
PILOTE PAR LES RESSOURCES
business model innovation PILOTE PAR DE MULTIPLES_EPICENTRES
PILOTE PAR LA FINANCE
PILOTE PAR LE CLIENT
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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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QualitĂŠ du mĂŠdicament
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TEVA Pharmaceuticals est devenu le leader mondial des mĂŠdicaments gĂŠnĂŠriques avec un Business Model hybride GĂŠnĂŠriques / Innovants
!
Business Model hybride MĂŠdicaments gĂŠnĂŠriques / innovants
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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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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
Segment client
Piloté par plusieurs épicentres Partenaires clés
Activités clés
Ressources clés
Structure de coûts
Proposition de valeur
Relations avec les clients
Segments de clientèle
Canaux
Flux de revenus
Innovations pilotées par plusieurs épicentres peuvent avoir un impact important sur plusieurs blocs du Business Model
Création : 2008 Siège : San Francisco - USA Nombre d’employés : 50 Levée de fonds : 8 Millions de $ en Juin 2013
Adam Bosworth Co-fondateur CTO
Les soins de sant茅 co没tent chers
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Les salariés aux Etats Unis payent 36% de plus qu’il y a 5 ans Source : keas.com marché USA
Les soins de santé coûtent chers aux entreprises
Source : keas.com marché USA
Comment redĂŠfinir le bien-ĂŞtre au travail ?
Les utilisateurs de programmes de santĂŠ en ligne
166%
sont plus favorables Ă changer leurs habitudes ! Source : Etude MIT
Comment favoriser lâ&#x20AC;&#x2122;engagement ?
4 employés sur 5 participent en cas de récompense 1 employé sur 5 si pas de récompense Source : Incentive Research Fundation
Les jeux au service de la santĂŠ
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Ressources Humaines
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Augmentez le bien ĂŞtre & la productivitĂŠ de vos salariĂŠs
AmĂŠliorez votre santĂŠ en jouant
Social
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Year
RESULTATS
750.000 utilisateurs Source Keas.com (juin 2013)
Un exemple de Business Model basĂŠ sur le gratuit
Le gratuit
Chris Anderson Auteur du livre la FREE
Exemples : Publicité et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette
« La demande pour un produit gratuit est beaucoup plus forte que pour un produit payant »
Création : 2005 Siège : San Francisco - USA Levée de fonds : 70 Millions de $ 2013
Ryan Howard CEO Chairman & Fondateur
Publicité
Faire faire une partie du travail parâ&#x20AC;Ś les patientsâ&#x20AC;Ś Les patients peuvent complĂŠter leur dossier ligne
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Formation
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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.
RESULTATS
100.000 utilisateurs professionnels
75.000.000 dossiers de patients gĂŠrĂŠs
+300 partenaires connectĂŠs
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Peter Keates PrĂŠsident peter.keates@elton-pickford.com Mobile : + 33 (0)6 24 39 32 21