Presentation Business Model Innovation à Clubstersante 18 nov 2013

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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

€ €

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 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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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?

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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?

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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?

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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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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What Key Activities do our Value Propositions require?

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Customer Relationships?

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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?

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Ressources Humaines

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Through which Channels do our Customer Segments want to be reached?

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How are our Channels integrated?

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Which ones are most cost-efficient?

How are we integrating them with customer routines?

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

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Which Key Activities are most expensive?

Produits

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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

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

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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?

Logistique

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What Key Resources do our Value Propositions require?

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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?

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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?

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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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

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Year

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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?

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How are they integrated with the rest of our business model?

How costly are they?

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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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?

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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?

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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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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DĂŠpassements du contrat de base 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

=

Les soins de santé coûtent chers aux salariés

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

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Augmentez le bien ĂŞtre & la productivitĂŠ de vos salariĂŠs

AmĂŠliorez votre santĂŠ en jouant

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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

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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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Which Key Resources are most expensive?

Which Key Activities are most expensive?

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Ressources Humaines

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Plateforme Internet

PublicitĂŠs ciblĂŠes

Internet

Annonceurs

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?

R&D

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$$$$

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Year

Gratuit !

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RESULTATS

100.000 utilisateurs professionnels

75.000.000 dossiers de patients gĂŠrĂŠs

+300 partenaires connectĂŠs

Qui utilise le Business Model Canvas ?

Ils utilisent le Business Model Canvas

Merci Pour nous contacter Elton-Pickford SAS 3 rue Cambon

75001 Paris

www.elton-pickford.fr

contact@elton-pickford.com

Peter Keates PrĂŠsident

peter.keates@elton-pickford.com

Mobile : + 33 (0)6 24 39 32 21