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Nouvelle présentation Elton-Pickford 2013 sur l'innovation des business models
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BUSINESS MO
DEL CANVAS
Partenair
es
Clés
€
€
€
Coûts
Revenus
oui !!
je pense avoir un
plan !
Le Business model canvas nous permet
d’experimenter différents plans
jusqu’à notre idée ..
Webinaire
Business Model Innovation
Janvier 2013
Business Model
Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.
Définition *
*A. Osterwalder, Business Model Nouvelle Génération
« une nouvelle manière de créer, délivrer et capturer la valeur »
Business Model Innovant
Définition *
*A. Osterwalder, Business Model Nouvelle Génération
54% des dirigeants pensent que l’adaptation de leur business model est plus critique que
lancer de nouveaux produits et services
Source : Economist Intelligence Unit Survey 2010 - 4000 questioned Senior Executives
0
2,25
4,50
6,75
9,00
3 ans 5 ans 10 ans
1
6
6,8
2,7
6,1
8,5
1,7
0,1
1,7
En %
Process & products innovatorsBusiness model innovatorsValeur supplémentaire capturéeSource : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels
Innovation du Business Model
50,98% des innovations relèvent des modèles d’affaires
Source : OCDE, Science, technologie et industrie : Perspectives de lʼOCDE, 2008.
L’origine du Business Model Canvas
Tiré de la Thèse d’Alexander Osterwalder en 2004 (Business model ontology)
Ouvrage collectif et collaboratif : 470 co-auteurs
Démarche innovante :
Tarif pour participer : de 24$ à 243 $
Editeur : theHUB
Business Model Canvas*
9 blocs pour décrire l’économie d’une entreprise
qui couvrent les 4 grandes dimensions d’une entreprise : clients, offre, infrastructure et viabilité financière
* origine : thèse d’Alexander Osterwalder et de son livre Business Model Nouvelle Génération
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
Partenaires clés Activités clés
Ressources clés
Segments de clientèle
Structure des coûts Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
*A. Osterwalder, Business Model Nouvelle Génération
Segments de clientèle
Segments de clientèle
Proposition de valeur
Segments de clientèlePropositions de valeur
Canaux
Segments de clientèlePropositions de valeur
Canaux
Relations avec le client
Segments de clientèlePropositions de valeur Relations avec les clients
Canaux
Flux de revenus
Segments de clientèle
Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
Ressources clés
Ressources clés
Segments de clientèle
Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
Activités clés
Activités clés
Ressources clés
Segments de clientèle
Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
Partenaires clés
Partenaires clés Activités clés
Ressources clés
Segments de clientèle
Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
Structure de coût
Partenaires clés Activités clés
Ressources clés
Segments de clientèle
Structure des coûts Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models *»
Partenaires clés Activités clés
Ressources clés
Segments de clientèle
Structure des coûts Flux de revenus
Propositions de valeur Relations avec les clients
Canaux
*A. Osterwalder, Business Model Nouvelle Génération
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et transformer les Business Models » *
*A. Osterwalder, Business Model Nouvelle Génération
Le Business Model Canvas est enregistré sous licence Creative Commons. Merci de vous y référer avant son utilisation.
Le créateur du Business Model Canvas est Alexander Osterwalder
Une approche visuelle & interactive
Crédit Photo : (c) Elton-Pickford - reproduction interdite
Les différents types de Business Models
La longue traîne
Chris AndersonAuteur des livres la Longue Traîne et Free
La longue traînePrincipe de la longue traîne
Nombre de produits
Qte
: Ven
tes
& p
opul
arité
Exemples :LEGO, eBay, Amazon, Netflix
Ventes de nombreux produits différents en petite quantité
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
La longue traîne
Vendeurs particuliers
Publics de niche
commissions sur le prix final en cas
de vente
eBay.com
Achat & Vente d’objets neufs
ou d’occasions
place de marché pour
un contenu de niche
Gestion & Développement de la plateforme
Plateforme
Développement de la
plateformeProfils en ligne
Vendeurs pro
Par annonceAux enchères
Prix fixe
Les plates-formes multifaces
Exemples :Viadeo, Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)
Une plate-forme d’intermédiation entre deux ou plusieurs segments de clients apporte de nouveaux flux de revenus au modèle initial
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Les plate-formes multiface
Exemples :
Annonceurs
Internautes
gratuitenchères mots-
clés
recherche gratuite
annonces ciblées
Coûts plate-forme
Plate-forme de recherche
Gestion plate-forme,
gestion services,extension périmètre
Propriétaires de contenu
monétisation du contenu
Le gratuit
Chris AndersonAuteur du livre la FREE
Exemples :Publicité et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette
« La demande pour un produit gratuit est beaucoup plus forte que pour un produit payant »
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : la publicité
Un modèle de plate-forme multiface :
annonceurs
audience internet mondiale
Comptes gratuits
Commissions sur espaces publicitaires
Personnalisation de masse
Force de ventePublicité
plateforme.com
Espaces Pub sur réseau social très
visité
réseau social gratuit
Développement de la plateforme
Plateforme
Ressources humaines
Commercial+
Marketing
Gestion de la plateformeAnnonceurs
Publicité + Recrutement
Bénéficiaires accès aux fonctions standards
CotisantsAccès aux fonctions avancées
Objectif : augmenter le taux de conversion des bénéficiaires vers les cotisants
Le gratuit : Freemium
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : Freemium
Un modèle de plate-forme multiface :
utilisateur occasionnels
gros utilisateurs
Comptes de base
gratuits
abonnement utilisateurs : de 11,90€ à 53,95€/mois
Personnalisation de masse
Force de ventePublicité
linkedin.com
partage de son profil
Mise en relation
Développement plateforme
Plate-formeLinkedin
Marque
Gestion de la plateforme
YahooAccès aux fonctions étendues
Annonceurs
Recruteurs & RH des sociétés
Revenus annonceurs
Revenus Recruteurs & RH
Solution de recrutement
Publicités ciblées
Le Freemium inversé
Cotisants
Bénéficiaires
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Freemium inversé
Assurés
Prime d’assurance
ponctuelle
internettéléphone
assurance Accident/Dépannage
RH
Plate-forme
Gestion de l’activité
compagnies d’assurances
et reassurances
Assurances
RH
Acquisition nouveaux clients
Publicité
Bénéficiaires
indemnisations
de 0 à la franchise à payer en cas d’accident
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : Appât & verrouillage du client
Un modèle de plate-forme multiface :
Clients
1 er Achat d’imprimante
FidélitéContrainte
Distributeurs
Imprimante de qualité jet d’encre
Cartouches
Marketing Fabrication
Marques & brevets
MarketingR&D
Logistique
Remplacements des cartouches
Logistique R&D
Verrouillage du marché par propriété intellectuelle, brevet bloquant l’usage
Les business models ouverts
Dr. Henry Chesbrough co-fondateur de l’ Open Innovation Community Créateur de la théorie et du terme "open Innovation" Executive Director of the Center for Open Innovation at the Haas School of Business, California, Berkeley
Les business models ouverts
Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive
"L’Open Innovation est le paradigme selon lequel une entreprise a adapté sa stratégie complète d’innovation afin de tirer le meilleur parti du microcosme qui l’entoure.
Cela consiste notamment à maximiser le recours à des solutions développées en EXTERNE (‘outside-in’) et à monétiser des technologies développées en interne, mais qui ne trouvent pas d’applications pour le coeur de métier de l’entreprise (‘inside-out’)."
Les business models ouverts
Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive
Entreprise Entreprise
Ouverture aux compétences extérieures
Optimisation de sa propriété intellectuelle
Sous-traitants, Clients, Consultants, Institutions
publiques, Centres de R&D privés, Large Public, Leader
d’opinion
Ventes de brevets, Licences, Financements/partenariats,
Contributions publiques
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Les business models ouverts
Exemple* : Procter & Gamble
R&DInterne
R&D InternePI autre entreprise
Exploiter la R&D interne
Chercheurs extérieurs
Chercheurs retraités
Entrepreneurs de technologies
Plateforme internet InnoCentive
yourEncore.com
Augmentation de la productivité R&D de 85 %
Augmentation faible du budget R&D
*A. Osterwalder, Business Model Nouvelle Génération
7 questions pour tester votre Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
Coûts du Changement / System Lock-in
Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?
Avec Windows vous avez accès à des centaines de milliers d’applications compatibles Wintel
...et vous êtes verrouillé avec nous car il est très difficile de changer de produit
RevenusRécurants
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ?
Comment sont lissés vos revenus sur l’année ?
Vêtements pour
les enfants
Source : Elton-Pickford
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Plateforme Informatique
Abonnement mensuel de 39, 99 $/mois
Stock
Fournisseurs Facilité les courses des
parents lors de l’achat de
vêtements pour leurs enfants
Business Model WittleBee
Parents d’enfants de 0 à 5 ans
RH
Logistique
LogistiqueAutomatisée :
usage profil des enfants, âge, garçon/fille, région, goûts
Vente en ligne
Publicité
Préparation des colis
RH, Stylistes
«club» sur la page Facebook, photos
des enfants avec les vêtements
Source : Elton-Pickford
Source : Elton-Pickford
Les Produits de beauté Le Vin
Source : Elton-Pickford
Source : Elton-Pickford
Les Produits pour les chiens Les Jeux pour les enfants
Source : Elton-Pickford
Encaissez avantde payer
Gagnez-vous de l’argent avant d’en dépenser ?BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Elton-Pickford
BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
Source : Elton-Pickford
Changer la structure de coûts
Votre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?
Les appels téléphoniques seront totalement gratuits dans le futur
Niklas ZennströmCo-fondateur de Skype
Faire faire le travail par les autres
A quel niveau de contribution vos clients ou tierces parties participent à la création de valeur de votre Business Model ?
Ray OffmanFondateur de Linkedin
Source : Elton-Pickford
Partagez vos données sur votre page Linkedin...
Source : Elton-Pickford
Cela va rendre ma plateforme plus attractive...
Source : Elton-Pickford
...et augmenter la valorisation de Linkedin...
Source : Elton-Pickford
Evolutivité
A quelle vitesse et facilité pouvez-vous faire croitre votre Business Model sans rencontrer d’obstacles sur votre route ? (ex: infrastructure, support client, etc..)
Protection contre la concurrence
Comment votre Business Model vous protège de la concurrence ?
Positionnement stratégique
Comment positionnez-vous votre Business Model par rapport à vos différents segments de clients ?
System Lock-in
Best productTotal Customer Solution
Quel est le problème ?
Comment éviter cela ?
Pourquoi font-ils des tests ?
Quand faut-il tester un modèle économique ?
Découvrir un problème à la fin d’un projet, coûte en moyenne 100 fois plus cher qu’en début de projet
CustomerDevelopment
Steve Blank
« no Business Plan Survives First Contact with a Customer »
vous devez sortir de votre entreprise et...
Source : Steve Blank - The Startup Owner’s Manual
tester chaque hypothèse avec vos clients
Source : Steve Blank - The Startup Owner’s Manual
9 Règles pour étouffer l’innovation
à ne pas suivre !!
!!!
Méfiez-vous de toute idée nouvelle
Après tout, si l’idée était bonne, quelqu’un au sommet y aurait déjà pensé..
à ne pas suivre !!
!!!
Evoquez l’histoire
Trouver un précédent dans une idée qui n'a pas fonctionné, rappeler à tous cette mauvaise expérience passée.
Ceux qui sont là depuis longtemps savent que nous avons essayé avant, donc ça ne marchera pas non plus cette fois.
à ne pas suivre !!
!!!
Garder les équipes très occupées
Si les gens semblent avoir du temps libre, les charger encore plus de travail...
à ne pas suivre !!
!!!
Au nom de l’excellence, encourager une concurrence acharnée
Obtenez des équipes de critiquer et de remettre en question les propositions des uns et des autres, de préférence dans des forums publics, et ensuite déclarer les gagnants et les perdants.
à ne pas suivre !!
!!!
Utiliser le stress à tout niveauCompter tout ce qui peut être compté, aussi souvent que possible. Balayer tout surplus dans les comptes principaux.Favoriser des plans exacts et des garanties de succès. Ne pas encourager ceux qui ont dépassé leurs objectifs, car cela ne ferait que nuire à la planification. Insister pour que toutes les procédures soient suivies.
à ne pas suivre !!
!!!
Limiter la discussion de la stratégie à un petit cercle de conseillersPuis annoncer les grandes décisions en bonne et due forme. Cela garantit que personne ne pourra commencer quelque chose de nouveau, car ils ne sauront jamais à l’avance ce que la direction leur réserve.
à ne pas suivre !!
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Agir comme si la punition de l’échec favorise la réussitePratiquer l'humiliation publique, de ceux qui ne répondent pas aux attentes. Tout le monde saura que la prise de risque est mauvaise.
à ne pas suivre !!
!!!
Blâmer les personnes incompétentes
Se plaindre souvent de la mauvaise qualité du vivier de talents. Si cela ne porte pas atteinte à la confiance en soi, cela entamera la confiance dans les idées des autres.
à ne pas suivre !!
!!!
Surtout, ne jamais oublier que nous sommes arrivés au sommetParce que nous savons déjà tout ce qu'il faut savoir à propos de notre business.
à ne pas suivre !!
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Présentation
✓ Définition de meilleurs Business Models✓ Résultats tangibles✓ Une méthodologie performante
Ce que nous délivrons
Un programme stimulant,
garantissant le travail en équipe et
la génération de résultats
Notre approche «Workshop»
Lʼapproche Workshop Business Model Innovationde la théorie à la pratique en groupe
Théorie Réflexion Pratique
Crédit Photo : (c) Elton-Pickford
Positionnement stratégiqueBusiness Model➡Génération➡Evaluation➡Validation➡Implémentation
Notre offre d’accompagnement
System Lock-in
Best productTotal Customer Solution
Le format
Séminaire/Workshop Inter ou Intra entreprise basé sur :
➡Travail en équipe➡Participation active➡Approche design➡Etudes de nombreux
business models
Merci Questions & Réponses
Pour nous contacter
Elton-Pickford3 rue Chauveau-Lagarde
75008 Paris - Francewww.elton-pickford.com
Peter KEATESDirecteur Associé
Mobile :+33 (0)6 24 39 32 21Mail : [email protected]
