Business Model Canvas L’essayer c’est l’adopter

Présentation du Business Model Canvas

Peter Keates Président & co-fondateur

Elton-Pickford

en 1908 en 2013

Quel est le point commun entre ces deux personnes ?

Henry Ford Beyoncé

Comment peut-on créer un modèle économique à succès ?

Il faut un langage commun !

Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.

Définition

Business Model

A. Osterwalder - Business Model nouvelle génération

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 CanvasThèse d’Alexander Osterwalder en 2004 (Business model ontology)

Ouvrage collectif et collaboratif : 470 co-auteurs

Démarche innovante :

Tarif pour participer : de 24$ à 243 $

Editeur : theHUB

+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 Génération - 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

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

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?

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?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments 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?

What value do we deliver to the customer?Which one of our customer’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?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

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.

Le Business Model Canvas

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

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?

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?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments 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?

What value do we deliver to the customer?Which one of our customer’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?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

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.

Des post-it pour décrire son business model

Annonceurs

Internautes

gratuitenchères mots-

clés

recherche gratuite

annonces ciblées

Coûts plate-forme

Plate-forme de recherche

Gestion plate-forme,

gestion services,

extension périmètre

Propriétaires de contenu

monétisation du contenu

Fournisseur

Club

Internet

Merci

Elton-Pickford SAS 20 rue Cambon

75001 Paris - France www.elton-pickford.com Twitter : @eltonpickford

Peter Keates Président

peter.keates@elton-pickford.com Mobile : +33 (0)6 24 39 32 21

Twitter : @peterkeates