Post on 24-Jan-2017
WEBINAIRE 60 Minutes pour un
Business Model Innovant
de 10h00 - 11h00 Merci de patienter
Pour nous entendre : veuillez sélectionner Microphone et Haut Parleurs dans Gotomeeting
Intervenant : Peter Keates
➡ Innovation➡ Business Models➡ Value Proposition➡ Expérience Client➡ Etude des besoins
clients
www.onopia.com
Innovation ??
Innovation Produit
Innovation de processus
Innovation de Business Model
1994
VENTE A DOMICILE DE LINGERIE
CONCEPTION EN FRANCE
FABRICATION EN TUNISIE
3700 conseillères
indépendantes
180.000 hôtesses
RESULTATS
39 salariés
Nombre de clientes en France
2.000.000
Chiffre d’affaires 201426,6 Millions €
Résultat net 20146,6 Millions €
2009
4 ASSOCIES Pierre-Etienne Roinat, Benoît Varin,
Cédric Maucourt et Antoine Jeanjean
Démarrage en 2009 avec un apport personnel de 16.000 Euros
Reconditionnement / Recyclage de téléphones usagés
Activité
Activité
des téléphones usagés auprès de SFR,
Bouygues Télécom, Orange etc
Achat
des téléphones usagés et ajout d’une garantie
Reconditionnement
des téléphones usagés reconditionnés aux
particuliers par le biais de SFR, Bouygues
Télécom, Orange etc
Revente
RESULTATS
1 Million de mobiles vendus depuis 2010
25 Millions € de CA en 2014
Progression du Chiffre d’affaires
Source : http://www.developpement-durable.gouv.fr/Quand-c-est-fini-ca-recommerce.html
Qu’ont-ils en commun ?
1 Ils ont proposé le nouveau produit accompagné d’un
business model
2 Ont ils copié un Business Model
concurrent ?
Ils ont inventé un NOUVEAU Business Model !
3 Ils ont dû prendre des risques et tester
Comment peut-on créer un Business Model 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
9 blocs pour décrire l’économie d’une entreprise
qui couvrent les 4 grandes dimensions d’une entreprise : clients, offre, infrastructure et viabilité financière
Business Model Canvas
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
+1.000.000 livres vendus !
L’origine du Business Model Canvas
Segments de clientèle
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Proposition de valeur
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Canaux
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Relations avec le client
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Flux de revenus
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Ressources clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Activités clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Partenaires clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Structure de coût
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
Source : Livre Business Model 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/
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Le Business Model Canvas
Des post-it pour décrire son Business Model
Les épicentres de l’innovation des Business Models
Epicentre
business model innovation
PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE
PILOTE PAR DE MULTIPLES EPICENTRESPILOTE PAR LA FINANCE PILOTE PAR LE CLIENT
Piloté par le Client
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
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.
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
Relations avec les clients
Canaux
Activités clés
Ressources clés
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.
Piloté par le Client
Particuliers
Tests ADN facile
d’utilisation
Accessible à tous
D’où venons-nous
Connaissances médicales
Segment client
Piloté par l’OffrePartenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model
Relations avec les clients
Canaux
Activités clés
Ressources clés
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.
L’offre
Qualité du médicament
TEVA Pharmaceuticals est devenu le leader mondial des médicaments génériques avec un Business Model hybride Génériques / Innovants
CA 2012 + 20 Milliards de $
Business Model hybride
Médicaments génériques / innovants
Piloté par la Finance
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
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.
Innovations reposant sur de nouveaux flux de revenus, de nouveaux mécanismes de prix ou des structures de coûts plus performantes
Relations avec les clients
Canaux
Activités clés
Ressources clés
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.
LocationFinancement du parcFinances
Meilleur Bilan
clients
Location vs achat
Dépassements du contrat de
base
Piloté par les Ressources
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
Partenaires clés Activités clés
Ressources clés
Ces innovations trouvent leur source dans l’infrastructure ou les partenariats existants d’une organisation pour étendre ou transformer le Business Model
Segments de clientèle
Structure de coûts Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
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.
Fournisseurs
Ressources Humaines
RessourcesLogistique
SI• Livré par amazon• Cloud computing• Place de marché
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.
Fournisseurs
Ressources Humaines
10.000 partenaires en France !
Logistique
SI
Place de Marché
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.
Fournisseurs
Ressources Humaines
Cloud Computing CA 2014
4,6 Milliards de $Prévisions 2015
6,25 Milliards de $
Logistique
SI
Cloud Computing
Entreprises
Hébergement de vos applications
CA 2014 - 4,6 Milliards de $
Piloté par plusieurs épicentres
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Innovations pilotées par plusieurs épicentres peuvent avoir un impact important sur plusieurs blocs du Business Model
Relations avec les clients
Canaux
Activités clés
Ressources clés
Illustrations de l’utilisation du Business Model Canvas
avec différents Business Models
Les Places de Marché
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.
6 à 12% du prix de la locationR&D
Salaires
Développement & maintenance IT/
Plateforme Voyageurs qui cherchent à se loger à bon prixDes endroits sympa où
se loger, dans le monde entier
Site web AirBnB
Internet
3% du prix de la location
Personnes avec des logements disponibles qui souhaitent louer
Louer ses places disponibles, facilement
à une audience mondiale
Self service + support par SMS, email,
Application mobile
Application Mobile
Coûts de la plateforme
Marketing
Gestion des photographes
Photographes
Investisseurs
Solutions de paiements en ligne
Source : http://tv.onopia.com/marketplace-elles-changent-le-monde-mirakl-darty_officiel-condenast-marketplace/
Resultats
93 ans730.000 chambres
97 PaysCA >10 Milliards $
Valorisation : 27,7 Milliards de $
4 ans 650.000 chambres
192 PaysCA* 850 Millions de $
Valorisation : 25,5 Milliards de $
UN BUSINESS MODEL DE REVE !
UN BUSINESS MODEL DE REVE !
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.
Abonnements
InfrastructureInformatiqueSalaires
Développement et maintenance de la plateforme fotolia Choix large :
33 Millions de photos
Particuliers
1 photo professionnelle à partir de 0,16 €80.000
contributeurs Base de données d'images
Validation de la qualité des images
fotolia.com
Relation automatisée
BFR négatif !
Entreprises
Système Informatique
Ventes de photos au format JPG etc
Designers
Locaux
Vendre ses images en ligne
Royalties
Do It Yourself
Résultats
1 Million de $ de chiffre d’affaire par salarié
Taux de marge 50%
500.000 $ de marge brute par salarié
Décembre 2014 Adobe rachète Fotolia 800 Millions de $
Source : http://tv.onopia.com/marketplace-elles-changent-le-monde-mirakl-darty_officiel-condenast-marketplace/
D’ici 2018, +50% de la croissance de l’eCommerce proviendra des places de marché
eCommerce Places de marché
DISRUPTION DANS LE SECTEUR BANCAIRE
Une opportunité
La demande de services bancaires mobiles est en forte croissance !
Source : Juniper Research, KPMG
+192% +119%
*Prévisions
Un problème..
L’ouverture d’un compte bancaire est contraignant
Les frais bancaires sont très élevés en France
Se rendre à la banque n’est pas toujours possible et
pratique
Une solution..
Maximilien Tayenthal et Valentin Stalf, fondent NUMBER26 en 2013© Franz Grünewald
Fournir au 18 - 35 ans un compte bancaire nativement mobile avec une MasterCard
GRATUITEMENT !
ACTIVITE DE NUMBER26
Quel est le Business Model de Number26 ?
Comment fait Number26 pour proposer un compte bancaire + carte de paiement sans être une
banque ????
Comment fait Number26 pour proposer un compte bancaire
gratuitement ????
Number26
Business model canvas from www.businessmodelgeneration.com
PROPOSITION DE VALEUR RELATION CLIENT SEGMENTS CLIENTS
CANAUX
STRUCTURE DE COÛTS FLUX DE REVENUS
RESSOURCES CLES
ACTIVITES CLESPARTENAIRES CLES
Investisseurs comme Peter
Thiel
number26.eu
Locaux
Ressources Humaines
Système d’Information
75 salariés
number26.eu
Les 18 - 35 ans en Europe
Banque nativement mobile & gratuite
Réseaux sociaux Viral
Analyse du Business Model © Onopia www.onopia.com
Mastercard gratuite
Frais de transaction à l’international
gratuits
Wirecard Bank
Contrôle des inscriptions
Pas de frais de tenue de compte
Licence Wirecard
Transferts gratuits entre particuliers
Application mobileSystème
d’Information
Relation client en grande partie automatisée
Développement de la plateforme
Number26
% sur l’utilisation de la MasterCard
Transparent pour le client
MasterCard
0 €% sur les dépôts
Appstore
Les frais de structure sont légers, banque sur internet
et smartphone (pas d’agences)
DEUX PARTENAIRES STRATEGIQUES
WIRECARD PROPOSE DES SERVICES BANCAIRES EN
MARQUE BLANCHE
Le partenariat avec Wirecard permet de proposer les services bancaires sans que Number26 soit régulée
MASTERCARD PROPOSE UNE CARTE BANCAIRE
INTERNATIONALE
Number26 propose la carte bancaire MASTERCARD et perçoit un % des
transactions réalisées avec la MasterCard du client
RESULTATS
80.000 clients en 10 mois !
Source Number 26 - 2015
Levée de fond en 2015 10 Millions €
auprès de Peter Thiel, EarlyBird et Redalpine
Comment un partenaire clé peut-il compléter votre offre ?
Question 1
Comment un partenaire clé peut-il vous permettre d’accéder
à un marché régulé ?
Question 2
Comment pouvez-vous rendre votre produit ou service gratuit
pour le client ?
Question 3
Comment pouvez-vous utiliser les réseaux sociaux pour que les clients parlent de votre offre ?
Question 4
Comment pouvez-vous alléger vos frais de structure
(charges fixes) ?
Question 5
Comment facilitez-vous la vie de vos clients ?
Question 6
Comment la téléphonie mobile peut-elle vous aider à proposer
un nouveau service ?
Question 7
Stef Kranendijk CEO de DESSOde 2005 à 2012
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.
Les moquettes
pollution
allergies
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.
VentesUsinesSalaires
Collecte & recyclage des moquettes
Desso Airmaster
Moquettes anciennes
Moquettes recyclées
Entreprises
Stades de football
Design
Santé (moins de particules dans
l’air)R&D
Designers
Desso.com
Do It Yourselfonline
Designers
Paquebots/Avions
32% de baisse de consommation
d’énergie
Fabrication
Résultats
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% d’augmentation de
part de marché
Rentabilité X 8
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 l’iPhone et l’Appstore vous avez accès à des centaines de milliers d’applications !
…et vous êtes verrouillé avec nous car il est très difficile de changer de produit
RevenusRécurrents
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ?
Comment sont lissés vos revenus sur l’année ?
Exemple : les abonnements
Téléphonique & Internet Loisirs Banques & Assurances
Exemple : les Box
Source : onopia.com & touteslesbox.fr
Produits de beauté Le VinJeux pour les enfants
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 : Onopia
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Onopia
Changer la structure de coûtsVotre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?
Un compte bancaire avec carte MasterCard
Gratuit !
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 ?
Ce que font les clients ..
•Commandent sur la borne•Règlent sur la borne•Débarrassent la table
Mc Donald’s
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/ RéponsesPour nous contacter
onopia www.onopia.comTV.onopia.com
Peter Keates CEO
peter.keates@onopia.comMobile : +33 (0)6 24 39 32 21
Twitter : @peterkeates
Notre offreOnopia regroupe les compétences complémentaires de 15 consultants en Design Thinking, Créativité, Innovation de Business Model, Design d’Expérience Client et Socio-Anthropologie.Nous proposons deux formes d’intervention : l’accompagnement & la formationQuelques exemples d’interventions :
• Création d’un nouveau produit et service innovant, • Etude des besoins client / marché, • Formation de collaborateurs à l’innovation de business models, au design thinking, à
la créativité, • Accompagnement du CODIR de grands groupes dans la réflexion et la redéfinition de
nouveaux Business Models / Offres, • Design d’expérience client, • Définition de scénarios externes risquant de modifier le futur d’une entreprise..
VISITER ONOPIA.COM
Découvrez sur Big Idea, de nombreuses études de Business Models, des idées, des astuces et bien plus
encore, pour rendre votre entreprise plus compétitive
www.onopia.com/big-idea