Onopia - Business Model Innovation et Business Model Canvas

146
Réveillez délicatement votre Business Model ! www.onopia.com

Transcript of Onopia - Business Model Innovation et Business Model Canvas

Page 1: Onopia - Business Model Innovation et Business Model Canvas

Réveillez délicatement votre Business Model !

www.onopia.com

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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

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➡ Innovation➡ Business Models➡ Value Proposition➡ Expérience Client➡ Etude des besoins

clients

www.onopia.com

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Innovation ??

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Innovation Produit

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Innovation de processus

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Innovation de Business Model

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1994

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VENTE A DOMICILE DE LINGERIE

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CONCEPTION EN FRANCE

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FABRICATION EN TUNISIE

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3700 conseillères

indépendantes

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180.000 hôtesses

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RESULTATS

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39 salariés

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Nombre de clientes en France

2.000.000

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Chiffre d’affaires 201426,6 Millions €

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Résultat net 20146,6 Millions €

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2009

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4 ASSOCIES Pierre-Etienne Roinat, Benoît Varin,

Cédric Maucourt et Antoine Jeanjean

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Démarrage en 2009 avec un apport personnel de 16.000 Euros

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Reconditionnement / Recyclage de téléphones usagés

Activité

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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

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RESULTATS

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1 Million de mobiles vendus depuis 2010

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25 Millions € de CA en 2014

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Progression du Chiffre d’affaires

Source : http://www.developpement-durable.gouv.fr/Quand-c-est-fini-ca-recommerce.html

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Qu’ont-ils en commun ?

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1 Ils ont proposé le nouveau produit accompagné d’un

business model

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2 Ont ils copié un Business Model

concurrent ?

Ils ont inventé un NOUVEAU Business Model !

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3 Ils ont dû prendre des risques et tester

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Comment peut-on créer un Business Model à succès ?

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Il faut un langage commun !

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

Définition

Business Model

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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

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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

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Segments de clientèle

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Proposition de valeur

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Canaux

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Relations avec le client

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Flux de revenus

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Ressources clés

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Activités clés

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Partenaires clés

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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Structure de coût

Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

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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

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

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

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Des post-it pour décrire son Business Model

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Les épicentres de l’innovation des Business Models

Epicentre

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business model innovation

PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE

PILOTE PAR DE MULTIPLES EPICENTRESPILOTE PAR LA FINANCE PILOTE PAR LE CLIENT

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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

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

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

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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

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

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

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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

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

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

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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

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

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

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

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

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

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 $

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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

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Illustrations de l’utilisation du Business Model Canvas

avec différents Business Models

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Les Places de Marché

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

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

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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 $

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UN BUSINESS MODEL DE REVE !

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UN BUSINESS MODEL DE REVE !

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

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

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Résultats

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1 Million de $ de chiffre d’affaire par salarié

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Taux de marge 50%

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500.000 $ de marge brute par salarié

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Décembre 2014 Adobe rachète Fotolia 800 Millions de $

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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

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DISRUPTION DANS LE SECTEUR BANCAIRE

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Une opportunité

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La demande de services bancaires mobiles est en forte croissance !

Source : Juniper Research, KPMG

+192% +119%

*Prévisions

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Un problème..

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L’ouverture d’un compte bancaire est contraignant

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Les frais bancaires sont très élevés en France

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Se rendre à la banque n’est pas toujours possible et

pratique

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Une solution..

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Maximilien Tayenthal et Valentin Stalf, fondent NUMBER26 en 2013© Franz Grünewald

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Fournir au 18 - 35 ans un compte bancaire nativement mobile avec une MasterCard

GRATUITEMENT !

ACTIVITE DE NUMBER26

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Quel est le Business Model de Number26 ?

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Comment fait Number26 pour proposer un compte bancaire + carte de paiement sans être une

banque ????

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Comment fait Number26 pour proposer un compte bancaire

gratuitement ????

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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

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Les frais de structure sont légers, banque sur internet

et smartphone (pas d’agences)

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DEUX PARTENAIRES STRATEGIQUES

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WIRECARD PROPOSE DES SERVICES BANCAIRES EN

MARQUE BLANCHE

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Le partenariat avec Wirecard permet de proposer les services bancaires sans que Number26 soit régulée

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MASTERCARD PROPOSE UNE CARTE BANCAIRE

INTERNATIONALE

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Number26 propose la carte bancaire MASTERCARD et perçoit un % des

transactions réalisées avec la MasterCard du client

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RESULTATS

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80.000 clients en 10 mois !

Source Number 26 - 2015

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Levée de fond en 2015 10 Millions €

auprès de Peter Thiel, EarlyBird et Redalpine

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Comment un partenaire clé peut-il compléter votre offre ?

Question 1

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Comment un partenaire clé peut-il vous permettre d’accéder

à un marché régulé ?

Question 2

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Comment pouvez-vous rendre votre produit ou service gratuit

pour le client ?

Question 3

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Comment pouvez-vous utiliser les réseaux sociaux pour que les clients parlent de votre offre ?

Question 4

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Comment pouvez-vous alléger vos frais de structure

(charges fixes) ?

Question 5

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Comment facilitez-vous la vie de vos clients ?

Question 6

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Comment la téléphonie mobile peut-elle vous aider à proposer

un nouveau service ?

Question 7

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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.

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Les moquettes

pollution

allergies

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

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

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Résultats

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60% des nouvelles moquettes sont fabriquées à partir de moquettes

usagées

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Baisse de 32% de la consommation d’énergie pour la fabrication d’une

moquette 1998 - 2011

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Baisse de 50% des emissions de CO2 entre 2007 et 2011

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Purification de l’eau 100% biologique = 56 millions de litres d’eau fraiche économisés

(2011)

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+8% d’augmentation de

part de marché

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Rentabilité X 8

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Questions pour tester votre Business Model

source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html

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Coûts du Changement / System Lock-in

Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?

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Avec l’iPhone et l’Appstore vous avez accès à des centaines de milliers d’applications !

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…et vous êtes verrouillé avec nous car il est très difficile de changer de produit

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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 ?

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Exemple : les abonnements

Téléphonique & Internet Loisirs Banques & Assurances

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Exemple : les Box

Source : onopia.com & touteslesbox.fr

Produits de beauté Le VinJeux pour les enfants

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Source : onopia.com

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Encaissez avantde payer

Gagnez-vous de l’argent avant d’en dépenser ?BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif

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BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif

Source : Onopia

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BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif

Source : Onopia

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Changer la structure de coûtsVotre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?

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Un compte bancaire avec carte MasterCard

Gratuit !

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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 ?

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Ce que font les clients ..

•Commandent sur la borne•Règlent sur la borne•Débarrassent la table

Mc Donald’s

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Source : onopia.com

Co-CréationNike ID

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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..)

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Protection contre la concurrence

Comment votre Business Model vous protège de la concurrence ?

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Ils utilisent le Business Model Canvas

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Questions/ RéponsesPour nous contacter

onopia www.onopia.comTV.onopia.com

Peter Keates CEO

[email protected] : +33 (0)6 24 39 32 21

Twitter : @peterkeates

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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

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Qui a dit que se différencier était

simple ?

www.onopia.com

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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