BUSINESS MO

DEL CANVAS

Partenair

es

Clés

€

€

€

Coûts

Revenus

oui !!

je pense avoir un

plan !

Le Business model canvas nous permet

d’experimenter différents plans

jusqu’à notre idée ..

Webinaire

Business Model Innovation

Janvier 2013

Business Model

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

Définition *

*A. Osterwalder, Business Model Nouvelle Génération

« une nouvelle manière de créer, délivrer et capturer la valeur »

Business Model Innovant

Définition *

*A. Osterwalder, Business Model Nouvelle Génération

54% des dirigeants pensent que l’adaptation de leur business model est plus critique que

lancer de nouveaux produits et services

Source : Economist Intelligence Unit Survey 2010 - 4000 questioned Senior Executives

0

2,25

4,50

6,75

9,00

3 ans 5 ans 10 ans

1

6

6,8

2,7

6,1

8,5

1,7

0,1

1,7

En %

Process & products innovatorsBusiness model innovatorsValeur supplémentaire capturéeSource : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.

Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels

Innovation du Business Model

50,98% des innovations relèvent des modèles d’affaires

Source : OCDE, Science, technologie et industrie : Perspectives de lʼOCDE, 2008.

L’origine du Business Model Canvas

Tiré de la Thèse 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

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

* origine : thèse d’Alexander Osterwalder et de son livre Business Model Nouvelle Génération

Le Business Model Canvas

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Structure des coûts Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

*A. Osterwalder, Business Model Nouvelle Génération

Segments de clientèle

Segments de clientèle

Proposition de valeur

Segments de clientèlePropositions de valeur

Canaux

Segments de clientèlePropositions de valeur

Canaux

Relations avec le client

Segments de clientèlePropositions de valeur Relations avec les clients

Canaux

Flux de revenus

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Ressources clés

Ressources clés

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Activités clés

Activités clés

Ressources clés

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Partenaires clés

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Structure de coût

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Structure des coûts Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

Le Business Model Canvas

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models *»

Partenaires clés Activités clés

Ressources clés

Segments de clientèle

Structure des coûts Flux de revenus

Propositions de valeur Relations avec les clients

Canaux

*A. Osterwalder, Business Model Nouvelle Génération

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

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models » *

*A. Osterwalder, Business Model Nouvelle Génération

Le Business Model Canvas est enregistré sous licence Creative Commons. Merci de vous y référer avant son utilisation.

Le créateur du Business Model Canvas est Alexander Osterwalder

Une approche visuelle & interactive

Crédit Photo : (c) Elton-Pickford - reproduction interdite

Les différents types de Business Models

La longue traîne

Chris AndersonAuteur des livres la Longue Traîne et Free

La longue traînePrincipe de la longue traîne

Nombre de produits

Qte

: Ven

tes

& p

opul

arité

Exemples :LEGO, eBay, Amazon, Netflix

Ventes de nombreux produits différents en petite quantité

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.

La longue traîne

Vendeurs particuliers

Publics de niche

commissions sur le prix final en cas

de vente

eBay.com

Achat & Vente d’objets neufs

ou d’occasions

place de marché pour

un contenu de niche

Gestion & Développement de la plateforme

Plateforme

Développement de la

plateformeProfils en ligne

Vendeurs pro

Par annonceAux enchères

Prix fixe

Les plates-formes multifaces

Exemples :Viadeo, Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)

Une plate-forme d’intermédiation entre deux ou plusieurs segments de clients apporte de nouveaux flux de revenus au modèle initial

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.

Les plate-formes multiface

Exemples :

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

Le gratuit

Chris AndersonAuteur 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 »

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 gratuit : la publicité

Un modèle de plate-forme multiface :

annonceurs

audience internet mondiale

Comptes gratuits

Commissions sur espaces publicitaires

Personnalisation de masse

Force de ventePublicité

plateforme.com

Espaces Pub sur réseau social très

visité

réseau social gratuit

Développement de la plateforme

Plateforme

Ressources humaines

Commercial+

Marketing

Gestion de la plateformeAnnonceurs

Publicité + Recrutement

Bénéficiaires accès aux fonctions standards

CotisantsAccès aux fonctions avancées

Objectif : augmenter le taux de conversion des bénéficiaires vers les cotisants

Le gratuit : Freemium

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 gratuit : Freemium

Un modèle de plate-forme multiface :

utilisateur occasionnels

gros utilisateurs

Comptes de base

gratuits

abonnement utilisateurs : de 11,90€ à 53,95€/mois

Personnalisation de masse

Force de ventePublicité

linkedin.com

partage de son profil

Mise en relation

Développement plateforme

Plate-formeLinkedin

Marque

Gestion de la plateforme

YahooAccès aux fonctions étendues

Annonceurs

Recruteurs & RH des sociétés

Revenus annonceurs

Revenus Recruteurs & RH

Solution de recrutement

Publicités ciblées

Le Freemium inversé

Cotisants

Bénéficiaires

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.

Freemium inversé

Assurés

Prime d’assurance

ponctuelle

internettéléphone

mail

assurance Accident/Dépannage

RH

Plate-forme

Gestion de l’activité

compagnies d’assurances

et reassurances

Assurances

RH

Acquisition nouveaux clients

Publicité

Bénéficiaires

indemnisations

de 0 à la franchise à payer en cas d’accident

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 gratuit : Appât & verrouillage du client

Un modèle de plate-forme multiface :

Clients

1 er Achat d’imprimante

FidélitéContrainte

Distributeurs

Imprimante de qualité jet d’encre

Cartouches

Marketing Fabrication

Marques & brevets

MarketingR&D

Logistique

Remplacements des cartouches

Logistique R&D

Verrouillage du marché par propriété intellectuelle, brevet bloquant l’usage

Les business models ouverts

Dr. Henry Chesbrough co-fondateur de l’ Open Innovation Community Créateur de la théorie et du terme "open Innovation" Executive Director of the Center for Open Innovation at the Haas School of Business, California, Berkeley

Les business models ouverts

Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive

"L’Open Innovation est le paradigme selon lequel une entreprise a adapté sa stratégie complète d’innovation afin de tirer le meilleur parti du microcosme qui l’entoure.

Cela consiste notamment à maximiser le recours à des solutions développées en EXTERNE (‘outside-in’) et à monétiser des technologies développées en interne, mais qui ne trouvent pas d’applications pour le coeur de métier de l’entreprise (‘inside-out’)."

Les business models ouverts

Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive

Entreprise Entreprise

Ouverture aux compétences extérieures

Optimisation de sa propriété intellectuelle

Sous-traitants, Clients, Consultants, Institutions

publiques, Centres de R&D privés, Large Public, Leader

d’opinion

Ventes de brevets, Licences, Financements/partenariats,

Contributions publiques

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.

Les business models ouverts

Exemple* : Procter & Gamble

R&DInterne

R&D InternePI autre entreprise

Exploiter la R&D interne

Chercheurs extérieurs

Chercheurs retraités

Entrepreneurs de technologies

Plateforme internet InnoCentive

yourEncore.com

Augmentation de la productivité R&D de 85 %

Augmentation faible du budget R&D

*A. Osterwalder, Business Model Nouvelle Génération

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

RevenusRécurants

Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ?

Comment sont lissés vos revenus sur l’année ?

Vêtements pour

les enfants

Source : Elton-Pickford

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.

Plateforme Informatique

Abonnement mensuel de 39, 99 $/mois

Stock

Fournisseurs Facilité les courses des

parents lors de l’achat de

vêtements pour leurs enfants

Business Model WittleBee

Parents d’enfants de 0 à 5 ans

RH

Logistique

LogistiqueAutomatisée :

usage profil des enfants, âge, garçon/fille, région, goûts

Vente en ligne

Publicité

Préparation des colis

RH, Stylistes

«club» sur la page Facebook, photos

des enfants avec les vêtements

Source : Elton-Pickford

Source : Elton-Pickford

Les Produits de beauté Le Vin

Source : Elton-Pickford

Source : Elton-Pickford

Les Produits pour les chiens Les Jeux pour les enfants

Source : Elton-Pickford

Encaissez avantde 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 coûts

Votre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?

Les appels téléphoniques seront totalement gratuits dans le futur

Niklas ZennströmCo-fondateur de Skype

Faire faire le travail par les autres

A quel niveau de contribution vos clients ou tierces parties participent à la création de valeur de votre Business Model ?

Ray OffmanFondateur de Linkedin

Source : Elton-Pickford

Partagez vos données 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 ?

Positionnement stratégique

Comment positionnez-vous votre Business Model par rapport à vos différents segments de clients ?

System Lock-in

Best productTotal Customer Solution

Quel est le problème ?

Comment éviter cela ?

Pourquoi font-ils des tests ?

Quand faut-il tester un modèle économique ?

Découvrir un problème à la fin d’un projet, coûte en moyenne 100 fois plus cher qu’en début de projet

CustomerDevelopment

Steve Blank

« no Business Plan Survives First Contact with a Customer »

vous devez sortir de votre entreprise et...

Source : Steve Blank - The Startup Owner’s Manual

tester chaque hypothèse avec vos clients

Source : Steve Blank - The Startup Owner’s Manual

9 Règles pour étouffer l’innovation

à ne pas suivre !!

!!!

Méfiez-vous de toute idée nouvelle

Après tout, si l’idée était bonne, quelqu’un au sommet y aurait déjà pensé..

à ne pas suivre !!

!!!

Evoquez l’histoire

Trouver un précédent dans une idée qui n'a pas fonctionné, rappeler à tous cette mauvaise expérience passée.

Ceux qui sont là depuis longtemps savent que nous avons essayé avant, donc ça ne marchera pas non plus cette fois.

à ne pas suivre !!

!!!

Garder les équipes très occupées

Si les gens semblent avoir du temps libre, les charger encore plus de travail...

à ne pas suivre !!

!!!

Au nom de l’excellence, encourager une concurrence acharnée

Obtenez des équipes de critiquer et de remettre en question les propositions des uns et des autres, de préférence dans des forums publics, et ensuite déclarer les gagnants et les perdants.

à ne pas suivre !!

!!!

Utiliser le stress à tout niveauCompter tout ce qui peut être compté, aussi souvent que possible. Balayer tout surplus dans les comptes principaux.Favoriser des plans exacts et des garanties de succès. Ne pas encourager ceux qui ont dépassé leurs objectifs, car cela ne ferait que nuire à la planification. Insister pour que toutes les procédures soient suivies.

à ne pas suivre !!

!!!

Limiter la discussion de la stratégie à un petit cercle de conseillersPuis annoncer les grandes décisions en bonne et due forme. Cela garantit que personne ne pourra commencer quelque chose de nouveau, car ils ne sauront jamais à l’avance ce que la direction leur réserve.

à ne pas suivre !!

!!!

Agir comme si la punition de l’échec favorise la réussitePratiquer l'humiliation publique, de ceux qui ne répondent pas aux attentes. Tout le monde saura que la prise de risque est mauvaise.

à ne pas suivre !!

!!!

Blâmer les personnes incompétentes

Se plaindre souvent de la mauvaise qualité du vivier de talents. Si cela ne porte pas atteinte à la confiance en soi, cela entamera la confiance dans les idées des autres.

à ne pas suivre !!

!!!

Surtout, ne jamais oublier que nous sommes arrivés au sommetParce que nous savons déjà tout ce qu'il faut savoir à propos de notre business.

à ne pas suivre !!

!!!

Présentation

✓ Définition de meilleurs Business Models✓ Résultats tangibles✓ Une méthodologie performante

Ce que nous délivrons

Un programme stimulant,

garantissant le travail en équipe et

la génération de résultats

Notre approche «Workshop»

Lʼapproche Workshop Business Model Innovationde la théorie à la pratique en groupe

Théorie Réflexion Pratique

Crédit Photo : (c) Elton-Pickford

Positionnement stratégiqueBusiness Model➡Génération➡Evaluation➡Validation➡Implémentation

Notre offre d’accompagnement

System Lock-in

Best productTotal Customer Solution

Le format

Séminaire/Workshop Inter ou Intra entreprise basé sur :

➡Travail en équipe➡Participation active➡Approche design➡Etudes de nombreux

business models

Merci Questions & Réponses

Pour nous contacter

Elton-Pickford3 rue Chauveau-Lagarde

75008 Paris - Francewww.elton-pickford.com

Peter KEATESDirecteur Associé

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