Webinaire sur le Business Model Canvas par Elton-Pickford

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webinaire Business Model Innovation BUSINESS MODEL CANVAS Partenaires Clés Coûts Revenus oui !! je pense avoir un plan ! Le Business model canvas nous permet d’experimenter différents plans jusqu’à notre idée .. de 14H00 - 15H00 Merci de patienter
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Présentation du Business Model Canvas d'Alexander, slides à télécharger. Réalisation Elton-Pickford

Transcript of Webinaire sur le Business Model Canvas par Elton-Pickford

  • 1. webinaire Business Model Innovation BUSINESS MODEL CANVAS Partenaires Cls Cots Revenus oui !! je pense avoir un plan ! Le Business model canvas nous permet dexperimenter diffrents plans jusqu notre ide .. de 14H00 - 15H00 Merci de patienter

2. Innovation ?? 3. Innovation produit 4. Innovation de processus 5. Business Model Innovation 6. 1908 7. 1908 Ford Motor Company lance la Ford T 1er vhicule low cost du march ! $300 vs $2000 8. 1re chane dassemblage automobile 9. Les gens peuvent choisir nimporte quelle couleur pour la Ford T, du moment que cest noir 10. Rsultats 15 millions de Ford T vendues Ford Motor dveloppe un Business Model : innovation au niveau production, innovation au niveau de la voiture (moteur, transmission, train roulant), innovation au niveau du prix 300 $ au lieu de 2000 $ pour la concurrence. 11. Dcembre 2013 12. Auto production 13. 1 vido sur sa page Instagram 14. Diffusion exclusive sur iTunes 15. Dcembre 2013 Beyonce lance son nouvel album SURPRISE En 1 semaine 617.000 ventes aux USA 1 million dalbums vendus dans le monde Vente directe de sa music sur Apple iTunes, via Tunecore, 1 vido de lancement sur Instagram 16. Quont-ils en commun ? 17. Ils ont propos le nouveau produit accompagn dun business model 1 18. Ils ont invent un NOUVEAU Business Model ! 2 Ont ils copi un Business Model concurrent ? 19. Ils ont du prendre des risques et tester 3 20. Comment peut-on crer un modle conomique succs ? 21. Il faut un langage commun ! 22. Un modle conomique (ou business model) dcrit les principes selon lesquels une organisation cre, dlivre et capture de la valeur. Dnition Business Model 23. Business Model Canvas 9 blocs pour dcrire lconomie dune entreprise qui couvrent les 4 grandes dimensions dune entreprise : clients, offre, infrastructure et viabilit nancire 24. Lorigine du Business Model Canvas Thse dAlexander Osterwalder en 2004 (Business model ontology) Ouvrage collectif et collaboratif : 470 co-auteurs Dmarche innovante : Tarif pour participer : de 24$ 243 $ Editeur : theHUB +1.000.000 livres vendus 25. Segments de clientle Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 26. Proposition de valeur Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 27. Canaux Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 28. Relations avec le client Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 29. Flux de revenus Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 30. Ressources cls Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 31. Activits cls Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 32. Partenaires cls Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 33. Structure de cot Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 34. Le Business Model Canvas Un langage pour dcrire, visualiser, valuer et transformer les Business Models Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 35. 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 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? What value do we deliver to the customer? Which one of our customers 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 36. 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 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? What value do we deliver to the customer? Which one of our customers 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 dcrire son business model Annonceurs Internautes gratuit enchres mots- cls recherche gratuite annonces cibles Cots plate-forme Plate-forme de recherche Gestion plate-forme,gestion services,extension primtre Propritaires de contenu montisation du contenu 37. Des post-it pour dcrire son Business Model 38. Les picentres de linnovation des Business Models Epicentre 39. business model innovation PILOTE PAR LES RESSOURCES PILOTE PAR LOFFRE PILOTE PAR DE MULTIPLES_EPICENTRES PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT 40. Pilot par le Client Partenaires cls Proposition de valeur Segments de clientle Structure de cots Flux de revenus Exemple : 23andMe mis les tests ADN la porte du plus grand nombre, jusque l rservs aux seuls chercheurs et professionnels de sant. Les consquences sur la proposition de valeur ainsi que sur la dlivrance des rsultats a t considrable. Cest pourquoi 23andMe utilise des prols Web de personnalisation de masse. Innovations bases sur les besoins des clients/consommateurs, une meilleure accessibilit ou une plus grande commodit. Ces innovations issues dun seul picentre inuencent les autres blocs du Canevas Relations avec les clients Canaux Activits cls Ressources cls 41. 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 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? What value do we deliver to the customer? Which one of our customers 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. Pilot par le Client Particuliers Tests ADN facile dutilisation Accessible tous Do venons- nous Connaissances mdicales Segment client 42. Pilot par lOffre Partenaires cls Proposition de valeur Segments de clientle Structure de cots Flux de revenus Ces innovations crent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model Relations avec les clients Canaux Activits cls Ressources cls 43. 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 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? What value do we deliver to the customer? Which one of our customers 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. Loffre Qualit du mdicament TEVA Pharmaceuticals est devenu le leader mondial des mdicaments gnriques avec un Business Model hybride Gnriques / Innovants ! CA 2012 + 20 Milliards de $ Business Model hybride Mdicaments gnriques / innovants 44. Pilot par la Finance Partenaires cls Proposition de valeur Segments de clientle Structure de cots Flux de revenus Exemple : Xerox invente la Xerox 914 en 1958. Xerox dveloppe un Business Model conomique : location du photocopieur 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplmentaire. Innovations reposant sur de nouveaux ux de revenus, de nouveaux mcanismes de prix ou des structures de cots plus performantes Relations avec les clients Canaux Activits cls Ressources cls 45. 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 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? What value do we deliver to the customer? Which one of our customers 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. LocationFinancement du parc Finances Meilleur Bilan clients Location vs achat Dpassements du contrat de base 46. Pilot par les Ressources Exemple : les Web Services dAmazon sappuient sur linfrastructure de distribution existante dAmazon pour proposer des capacits de serveur et de lespace de stockage de donnes dautres entreprises Partenaires cls Activits cls Ressources cls Ces innovations trouvent leur source dans linfrastructure ou les partenariats existants dune organisation pour tendre ou transformer le Business Model Segments de clientle Structure de cots Flux de revenus Propositions de valeur Relations avec les clients Canaux 47. 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 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? What value do we deliver to the customer? Which one of our customers 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. Fournisseurs Ressources Humaines Ressources Logistique SI Livr par amazon! Cloud computing 48. Pilot par plusieurs picentres Partenaires cls Proposition de valeur Segments de clientle Structure de cots Flux de revenus Innovations pilotes par plusieurs picentres peuvent avoir un impact important sur plusieurs blocs du Business Model Relations avec les clients Canaux Activits cls Ressources cls 49. 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 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? What value do we deliver to the customer? Which one of our customers 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. Location de kits doutils Plusieurs picentres Gestion de la otte doutils Location Mise disposition Maintenance, rparationHilti, fabricant mondial doutils de construction professionnels, ne vend plus doutils ses clients, mais loue des kits doutils. Limpact est sur la proposition de valeur ainsi que sur les ux de revenus, qui deviennent des revenus de services rcurrents. Entreprises du btiment & TP Services associs 50. Illustrations de lutilisation du Business Model Canvas avec diffrents Business Models 51. Avez-vous dj programm le thermostat de votre logement ? 52. 90% de la population ne programme pas correctement le thermostat de son habitation 53. A quoi sert un thermostat ? 54. 1degr de moins = 5% de consommation dnergie en moins 55. Comment se diffrencier sur le march des thermostats ? 56. Tony Fadell CEO de Nest Cration 2011 en Californie 57. #Design #Ergonomie 58. #Technologie #Communication Wi 59. LiPod des Thermostats 60. 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 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? What value do we deliver to the customer? Which one of our customers 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. Ventes MarketingSalaires Commercialisation Ergonomie Thermostat qui apprend - intelligent & communicant Particuliers Design Jusqu 5% 10% dconomies sur la consommation R&D Producteurs dnergies Designers R&D Fabrication Conception / Fabrication Apple Store Amazon Nest.com Blog Produit 3 fois + cher // Forte marge 61. Comment inciter les consommateurs baisser leur consommation dnergie ? 62. Alex Laskey CEO / Fondateur dOPower 63. ! ! ! ! ! ECONOMISEZ DE LARGENT ! ! ! ! ! ! ! ! ! ! ! SAUVEZ LA PLANET ! ! ! ! ! ! ! ! ! ! ! ETRE UN BON CITOYEN = Zero impact sur la consommation des mnages Coupez votre climatisation 64. ! ! ! ! ! ECONOMISEZ DE LARGENT ! ! ! ! ! ! ! ! ! ! ! SAUVEZ LA PLANET ! ! ! ! ! ! ! ! ! ! ! ETRE UN BON CITOYEN ! ! ! ! ! ! ! ! ! ! ! VOS VOISINS FONT MIEUX 65. 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 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? What value do we deliver to the customer? Which one of our customers 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. GratuitR&D Salaires Dveloppement & maintenance IT/ Software Particuliers Comparez votre consommation avec celles de vos voisins Donnes des Clients des fournisseurs dnergie Internet Equilibre du rseau Baisse des missions de CO2 $$$CA 2011 : 11,4 M$ Contrle distance du thermostat Fournisseurs dnergie Stats / Big data Evite le gaspillage Service courrier Logiciel danalyse / Big Data CourriersLogistique courrier Social Mobile Logistique SI 66. Le particulier contribue la cration de valeur et indirectement nancer le modle 67. Rsultats 3 5 % dconomies de consommation dnergie par an sur 14 Millions dabonns Soit 2 TWh = 342 millions $ dconomies Equivalent la consommation annuelle dnergie de +500.000 foyers (en Europe) CA 2011 : 11,4 Millions de $ 68. Stef Kranendijk CEO de DESSO de 2005 2012 Notre objectif stratgique est dtre le meilleur fournisseur mondial despaces de vie et de travail beaux et sains grce nos solutions innovantes de revtements de sol. 69. Les moquettes pollution allergies 70. 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 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? What value do we deliver to the customer? Which one of our customers 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. Ventes UsinesSalaires Collecte & recyclage des moquettes Desso Airmaster Moquettes anciennes Moquettes recycles Entreprises Stades de football Design Sant (moins de particules dans lair)R&D Designers Desso.com Do It Yourselfonline Designers Paquebots/ Avions 32% de baisse de consommation dnergie Fabrication 71. Rsultats 72. 60% des nouvelles moquettes sont fabriques partir de moquettes usages 73. Baisse de 32% de la consommation dnergie pour la fabrication dune moquette 1998 - 2011 74. Baisse de 50% des emissions de CO2 entre 2007 et 2011 75. Purication de leau 100% biologique = 56 millions de litres deau fraiche conomiss (2011) 76. +8% daugmentation de part de march 77. Rentabilit X 8 78. 7 questions pour tester votre Business Model source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html 79. Cots du Changement / System Lock-in Quelles facilits ou difficults ont les clients pour partir vers la concurrence ? 80. Avec Windows vous avez accs des centaines de milliers dapplications compatibles Wintel 81. ...et vous tes verrouill avec nous car il est trs difficile de changer de produit 82. Revenus Rcurrents Est-ce que chaque vente est un nouvel effort ou rsulte-il dun renouvellement automatique ? ! Comment sont lisss vos revenus sur lanne ? 83. Vtements pour les enfants Source : Elton-Pickford 84. 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 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? What value do we deliver to the customer? Which one of our customers 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 Facilit les courses des parents lors de lachat de vtements pour leurs enfants Business Model WittleBee Parents denfants de 0 5 ans RH Logistique Logistique Automatise : usage prol des enfants, ge, garon/ lle, rgion, gots Vente en ligne Publicit Prparation des colis RH, Stylistes club sur la page Facebook, photos des enfants avec les vtements Source : Elton-Pickford 85. Source : Elton-Pickford 86. Les Produits de beaut Le Vin Source : Elton-Pickford 87. Source : Elton-Pickford 88. Les Produits pour les chiens Les Jeux pour les enfants Source : Elton-Pickford 89. Encaissez avant de payer Gagnez-vous de largent avant den dpenser ? BFR (Besoin en Fond de Roulement) ngatif ou flux de trsorerie positif 90. BFR (Besoin en Fond de Roulement) ngatif ou flux de trsorerie positif Source : Elton-Pickford 91. BFR (Besoin en Fond de Roulement) ngatif ou flux de trsorerie positif Source : Elton-Pickford 92. Changer la structure de cots Votre structure de cots est-elle diffrente et meilleure que celle de vos concurrents ? 93. Les appels tlphoniques seront totalement gratuits dans le futur Niklas Zennstrm Co-fondateur de Skype 94. Faire faire le travail par les autres A quel niveau de contribution vos clients ou tierces parties participent la cration de valeur de votre Business Model ? 95. Ray Offman Fondateur de Linkedin Source : Elton-Pickford 96. Partagez vos donnes sur votre page Linkedin... Source : Elton-Pickford 97. Cela va rendre ma plateforme plus attractive... Source : Elton-Pickford 98. ...et augmenter la valorisation de Linkedin... Source : Elton-Pickford 99. Evolutivit A quelle vitesse et facilit pouvez-vous faire croitre votre Business Model sans rencontrer dobstacles sur votre route ? (ex: infrastructure, support client, etc..) 100. Protection contre la concurrence Comment votre Business Model vous protge de la concurrence ? 101. Ils utilisent le Business Model Canvas 102. Questions/ Rponses Pour nous contacter Elton-Pickford www.elton-pickford.com Twitter : @eltonpickford Peter Keates Prsident [email protected] Mobile : +33 (0)6 24 39 32 21 Twitter : @peterkeates