Webinaire Business Model Innovation - Elton Pickford janvier 2014

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webinaire

Business Model

Innovation

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

€

naires Parte s Clé

€ €

s Revenu

Coûts

10 janvier 2014 - 10H00 - 11H00 Animateur : Peter Keates

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 ..

Innovation

??

Innovation produit

Innovation de processus

Business Model Innovation

1908…

1908 Ford Motor Company lance la Ford T

15 millions de Ford T vendues Ford Motor dĂŠveloppe 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.

Décembre 2013…

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

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

Comment peut-on créer un modèle 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

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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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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Which ones have we established?

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

How costly are they?

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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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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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How much does each Revenue Stream contribute to overall revenues?

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How are our Channels integrated?

Which ones work best?

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How are we integrating them with customer routines?

What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

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PropriĂŠtaires de contenu

enchères motsclÊs

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

Les ĂŠpicentres de lâ&#x20AC;&#x2122;innovation des Business Models Epicentre

PILOTE PAR L’OFFRE

PILOTE PAR LES RESSOURCES

business model innovation PILOTE PAR DE MULTIPLES_EPICENTRES

PILOTE PAR LA FINANCE

PILOTE PAR LE CLIENT

Piloté par le Client Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec

les clients

Segments de clientèle

Canaux

Flux de revenus

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 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.

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

How costly are they?

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Tests ADN facile dâ&#x20AC;&#x2122;utilisation

Accessible Ă tous Dâ&#x20AC;&#x2122;oĂš venonsnous

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Particuliers

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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.

Year

Segment client

Piloté par l’Offre Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec

les clients

Segments de clientèle

Canaux

Flux de revenus

Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model

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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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Our Distribution Channels? Customer Relationships?

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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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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

Piloté par la Finance Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec

les clients

Segments de clientèle

Canaux

Flux de revenus

Innovations reposant sur de nouveaux flux de revenus, de nouveaux mécanismes de prix ou des structures de coûts plus performantes

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DĂŠpassements du contrat de base This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

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Month

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Year

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Activités clés

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Structure de coûts

Propositions de valeur

Relations avec

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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

Piloté par plusieurs épicentres Partenaires clés

Activités clés

Ressources clés

Structure de coûts

Proposition de valeur

Relations avec

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Segments de clientèle

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Services associĂŠs 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

Illustrations de lâ&#x20AC;&#x2122;utilisation du Business Model Canvas avec diffĂŠrents Business Models

Avez-vous dĂŠjĂ programmĂŠ le thermostat de votre logement ?

90% de la population ne programme pas correctement le thermostat de son habitation

A quoi sert un thermostat ?

1°degré de moins = 5% de consommation d’énergie en moins

Comment se diffĂŠrencier sur le marchĂŠ des thermostats ?

Tony Fadell

CEO de Nest

CrĂŠation 2011 en Californie

#Design

#Ergonomie

#Technologie Wifi

#Communication

Lâ&#x20AC;&#x2122;iPod des Thermostats

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Commercialisation

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Apple Store

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Which Key Resources are most expensive?

Which Key Activities are most expensive?

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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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Produit 3 fois + cher // Forte marge

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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.

Month

No.

Year

Comment inciter les consommateurs à baisser leur consommation d’énergie ?

Alex Laskey CEO / Fondateur d’OPower

! !

!

!

! ! !

! ! ! !

ECONOMISEZ DE L’ARGENT

! !

! ! ! ! ! ! !

SAUVEZ LA PLANET

! ! ! ! ! ! !

ETRE UN BON CITOYEN

=

Zero impact sur la consommation des ménages

! !

!

!

! ! !

! ! ! !

ECONOMISEZ DE L’ARGENT

! ! !

! ! ! ! ! ! !

SAUVEZ LA PLANET

! ! !

! ! ! ! ! ! !

ETRE UN BON CITOYEN

! ! ! ! ! ! !

VOS VOISINS FONT MIEUX

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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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DĂŠveloppement & maintenance IT/ Software

Logiciel dâ&#x20AC;&#x2122;analyse / Big Data

Comparez votre consommation avec celles de vos voisins

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What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

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

How are we reaching them now?

How are our Channels integrated?

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Stats / Big data

Equilibre du rĂŠseau

Courriers

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No.

Particuliers

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Month

ContrĂ´le Ă distance du thermostat

Service courrier

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

Which Key Resources are most expensive?

Which Key Activities are most expensive?

Day

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Mobile

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$$$ CA 2011 : 11,4 M$

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Gratuit 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

Le particulier contribue à la création de valeur et indirectement à financer le modèle

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 $

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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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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Who are our Key Partners?

Who are our key suppliers?

Which Key Resources are we acquiring from partners?

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recyclage des moquettes

Desso Airmaster

Designers

Do It Yourself online

Design

Moquettes recyclĂŠes

What Key Resources do our Value Propositions require?

Our Distribution Channels? Customer Relationships?

Revenue Streams?

Moquettes anciennes

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Paquebots/ Avions 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?

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Stades de football

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Designers

R&D

SantĂŠ (moins de particules dans lâ&#x20AC;&#x2122;air)

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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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Usines

32% de baisse de consommation dâ&#x20AC;&#x2122;ĂŠnergie

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No.

Entreprises

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Fabrication

Salaires

Day

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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.

Year

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

7 questions pour tester votre Business Model

source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html

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 ?

VĂŞtements pour les enfants

Source : Elton-Pickford

Business Model WittleBee CWT 1dbX]Tbb <^ST[ 2P]ePb

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Day

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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?

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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?

PrĂŠparation des colis

ÂŤclubÂť sur la page Facebook, photos des enfants avec les vĂŞtements

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Month

No.

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Logistique Fournisseurs

PublicitĂŠ

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RH, Stylistes

FacilitĂŠ les courses des parents lors de lâ&#x20AC;&#x2122;achat de vĂŞtements pour leurs enfants

AutomatisĂŠe :

usage profil des enfants, âge, garçon/ fille, rÊgion, goÝts

Parents dâ&#x20AC;&#x2122;enfants de 0 Ă 5 ans

2WP]]T[b 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?

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Vente en ligne

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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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Stock

RH

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Logistique fff QdbX]Tbb\^ST[VT]TaPcX^] R^\

Source : Elton-Pickford

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Abonnement mensuel de 39, 99 $/mois

Sh]P\XR _aXRX]V =TV^cXPcX^] QPaVPX]X]V HXT[S <P]PVT\T]c ATP[ cX\T <PaZTc

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

Source : Elton-Pickford

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

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

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 ?

Ray Offman Fondateur de Linkedin Source : Elton-Pickford

Partagez vos donnĂŠes sur votre page Linkedin...

Source : Elton-Pickford

Cela va rendre ma plateforme plus attractive...

Source : Elton-Pickford

...et augmenter la valorisation de Linkedin...

Source : Elton-Pickford

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

Questions/ RĂŠponses Pour nous contacter Elton-Pickford 20 rue Cambon

75001 Paris - France

www.elton-pickford.com

Twitter : @eltonpickford

Peter Keates PrĂŠsident

peter.keates@elton-pickford.com

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

Twitter : @peterkeates