! ! i ou
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
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naires Parte s Clé
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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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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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For whom are we creating value? Who are our most important customers?
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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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Tests ADN facile dâ&#x20AC;&#x2122;utilisation
Accessible Ă tous Dâ&#x20AC;&#x2122;oĂš venonsnous
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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
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Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model
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For whom are we creating value? Who are our most important customers?
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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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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
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
Exemple : Xerox invente la Xerox 914 en 1958. Xerox développe un Business Model économique : location du photocopieur à 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplémentaire.
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For whom are we creating value? Who are our most important customers?
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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.
Month
No.
Year
Piloté par les Ressources Partenaires clés
Activités clés
Ressources clés
Structure de coûts
Propositions de valeur
Relations avec les clients
Segments de clientèle
Canaux
Flux de revenus
Ces innovations trouvent leur source dans l’infrastructure ou les partenariats existants d’une organisation pour étendre ou transformer le Business Model
Exemple : les Web Services d’Amazon s’appuient sur l’infrastructure de distribution existante d’Amazon pour proposer des capacités de serveur et de l’espace de stockage de données à d’autres entreprises
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For whom are we creating value? Who are our most important customers?
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Fournisseurs
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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 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
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For whom are we creating value? Who are our most important customers?
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Plusieurs ĂŠpicentres
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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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For whom are we creating value? Who are our most important customers?
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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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Salaires
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Conception / Fabrication
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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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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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DĂŠveloppement & maintenance IT/ Software
Logiciel dâ&#x20AC;&#x2122;analyse / Big Data
Comparez votre consommation avec celles de vos voisins
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Stats / Big data
Equilibre du rĂŠseau
Courriers
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Internet
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Logistique
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Social
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Salaires
No.
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ContrĂ´le Ă distance du thermostat
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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?
Day
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Baisse des ĂŠmissions de CO2
Fournisseurs dâ&#x20AC;&#x2122;ĂŠnergie
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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? Which Key Activities do partners perform? \^cXePcX^]b U^a _Pac]TabWX_b) >_cX\XiPcX^] P]S TR^]^\h ATSdRcX^] ^U aXbZ P]S d]RTacPX]ch 0R`dXbXcX^] ^U _PacXRd[Pa aTb^daRTb P]S PRcXeXcXTb
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? RWP]]T[ _WPbTb) 0fPaT]Tbb 7^f S^ fT aPXbT PfPaT]Tbb PQ^dc ^da R^\_P]hzb _a^SdRcb P]S bTaeXRTb.
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Desso.com
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Stades de football
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Designers
R&D
SantĂŠ (moins de particules dans lâ&#x20AC;&#x2122;air)
# 3T[XeTah
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$ 0UcTa bP[Tb
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2^bc BcadRcdaT
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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
2WP]]T[b
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Month
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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
AutomatisÊe : usage profil des enfants, âge, garçon/ fille, rÊgion, goÝts
Parents dâ&#x20AC;&#x2122;enfants de 0 Ă 5 ans
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" ?daRWPbT 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
Vente en ligne
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Plateforme Informatique 2^bc BcadRcdaT
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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
ch_Tb) 0bbTc bP[T DbPVT UTT BdQbRaX_cX^] 5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVT UTTb 0SeTacXbX]V
Logistique fff QdbX]Tbb\^ST[VT]TaPcX^] R^\
Source : Elton-Pickford
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
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