Présentation Elton-Pickord sur le business model canvas
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1) The document discusses business models and innovation. It provides examples of companies like Xerox and Google that invented new business models to accompany their new products or innovations. 2) A key point is that simply having an innovation is not enough - it must be paired with an innovative business model. Business models also need to be regularly adapted to changes in the environment. 3) The document introduces and explains the Business Model Canvas as a tool to describe, visualize, evaluate, and transform business models using 9 blocks that cover the key aspects of a business.
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Présentation Elton-Pickord sur le business model canvas
- 1. Présentation Business Model Innovation i !! ou n plan avoir u e pense j ! AS EL CANV MOD SINESS BU € naires Parte s Clé € € s Revenu Coûts Quand le jeu devient trop difficile, changez le jeu ! Business model canvas nous permet Le d’experimenter différents plans jusqu’à notre idée .. Mercredi 20 Novembre 2013 - 14H00
- 2. Peter KEATES Mobile :+33 (0)6 24 39 32 21 Mail : peter.keates@elton-pickford.com
- 3. 1959
- 4. Haloid invente la 914 en 1959 Croissance du CA 41% pendant 20 ans Haloid devient Xerox et développe un Business Model : location du photocopieur à 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplémentaire.
- 5. Google invente son moteur de recherche en 1997 CA 2012 - 50,7 Milliards de $ Résultat net : 14,4 Milliards de $ Business Model basé sur la publicité et un système d’enchères
- 6. Qu’ont-ils en commun ?
- 7. 1 Ils ont proposé le nouveau produit accompagné d’un business model
- 8. 2 Ont ils copié un Business Model concurrent ? Ils ont inventé un NOUVEAU Business Model !
- 9. 3 Ils ont du prendre des risques et tester
- 10. A retenir
- 11. Les sociétés innovantes génèrent des revenus supérieurs 18 17 14 9 12 12 7 5 0 2 6 2 -2 -5 Global innovators Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis. Americas innovators European innovators Asia-Pacific innovators 3 ans premium 10 ans premium
- 12. Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels 9,00 8,5 En % 6,75 6,1 4,50 2,25 0,00 1,7 1,7 0,1 3 ans 2,7 5 ans 10 ans Process & products innovators Business model innovators Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
- 13. 1 L’innovation seule n’est pas suffisante Il faut l’accompagner d’un Business Model Innovant
- 14. 2 Un Business Model doit être revu régulièrement et adapté aux changements de son environnement
- 15. Alors comment peut-on créer un model économique à succès ?
- 16. Définissez avec votre voisin ce qu’est un Business Model
- 18. Il faut un langage commun !
- 19. Business Model Définition Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.
- 20. 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
- 21. L’origine du Business Model Canvas Thèse d’Alexander Osterwalder en 2004 (Business model ontology) Démarche innovante : Ouvrage collectif et collaboratif : 470 co-auteurs Editeur : theHUB Tarif pour participer : de 24$ à 243 $ +600.000 livres vendus
- 24. Canaux
- 25. Relations avec le client
- 26. Flux de revenus
- 27. Ressources clés
- 28. Activités clés
- 29. Partenaires clés
- 31. Le Business Model Canvas « Un langage pour décrire, visualiser, évaluer et transformer les Business Models »
- 32. Le Business Model Canvas Day Month No. 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? 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 type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? INFO INFO What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? INFO 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? INFO INFO 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. Year
- 33. Approche visuelle en équipe
- 34. Un exemple de Business Model dans le secteur de l’énergie
- 35. Comment inciter les consommateurs à baisser leur consommation d’énergie ?
- 36. Alex Laskey CEO / Fondateur d’OPower
- 38. ! ! ! ! ! ! ! ! ! ! ! ECONOMISEZ DE L’ARGENT ! ! ! ! ! ! ! ! ! SAUVEZ LA PLANET ! ! ! ! ! ! ! ETRE UN BON CITOYEN = Zero impact sur la consommation des ménages
- 39. ! ! ! ! ! ! ! ! ! ! ! ECONOMISEZ DE L’ARGENT ! ! ! ! ! ! ! ! ! ! SAUVEZ LA PLANET ! ! ! ! ! ! ! ! ! ! ETRE UN BON CITOYEN ! ! ! ! ! ! ! VOS VOISINS FONT MIEUX
- 40. OPower Business Model multi-face + crowdsourcing + social
- 41. Day Month No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Développement & maintenance IT/ Software What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Logiciel d’analyse / Big Data What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Logistique courrier Données des Clients des fournisseurs d’énergie Salaires R&D What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? Comparez votre consommation avec celles de vos voisins For whom are we creating value? Who are our most important customers? Particuliers Social Contrôle à distance du thermostat Service courrier What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? Stats / Big data Evite le gaspillage Logistique SI Equilibre du réseau Baisse des émissions de CO2 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? Courriers Internet Fournisseurs d’énergie Mobile 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? $$$ CA 2011 : 11,4 M$ Gratuit 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. Year
- 42. Résultats ➡ 3 à 5 % d’économie de consommation d’énergie par an sur 14 Millions d’abonnés ➡ Soit 2 TWh = 342 millions $ d’économies ➡ Equivalent à la consommation annuelle d’énergie de +500.000 foyers (en Europe) ➡ CA 2011 : 11,4 Millions de $
- 43. Un exemple de Business Model basé sur le gratuit
- 44. Le gratuit Chris Anderson Auteur 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 »
- 45. Création : 2005 Siège : San Francisco - USA Levée de fonds : 70 Millions de $ 2013 Ryan Howard CEO Chairman & Fondateur
- 47. Publicité
- 48. Faire faire une partie du travail par… les patients… Les patients peuvent compléter leur dossier ligne
- 49. Day Month Year No. Développement & Maintenance du site 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Marketing Vente Gestion du dossier patient entièrement gratuite 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? Support / Formation 300 partenaires What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Ressources Humaines Plateforme Internet What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Ressources Humaines Plateforme Internet What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Formation Support Professionnels du secteur médical Webinaires Support et formation gratuits 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? practicefusion.com Publicités ciblées Internet Annonceurs 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? R&D $$$$ Gratuit ! 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.
- 50. RESULTATS
- 52. 75.000.000 dossiers de patients gérés
- 54. PILOTE PAR L’OFFRE PILOTE PAR LES RESSOURCES business model innovation PILOTE PAR DE MULTIPLES_EPICENTRES PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT
- 55. IKEA Day Month No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Ressources Fournisseurs What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? 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 type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Logistique What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Ressources Foncières 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? Ressources Humaines What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? 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. Year
- 56. L’offre Day Month No. 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Le fabricant de ciment mexicain Cemex promet de livrer du ciment en vrac en 4 heures au lieu de 2 jours. Cette innovation a contribué à faire de Cemex, acteur régional, le 2eme producteur mondial de ciment What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? Livraison de ciment en 4h au lieu de 2 jours What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? 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? 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. Year
- 57. Day Month No. 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? 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 type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Photocopieur performant sans besoin d’investir What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? 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. Finances What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Financement du stock Photocopieurs Meilleur Bilan 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? Location du photocopieur 5 cents la copie supplémentaire 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. Year
- 58. Piloté par le Client : 23andMe.com Day Month No. 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? 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? Tests ADN facile d’utilisation What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Particuliers Accessible à tous What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? D’où venonsnous 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? Connaissances médicales What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? 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. Year Segment client
- 59. Day Month No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Hilti, fabricant mondial d’outils de construction professionnels, ne vend plus d’outils à ses clients, mais loue des kits d’outils. L’impact est sur la proposition de valeur ainsi que sur les flux de revenus, qui deviennent des revenus de services récurrents. Plusieurs épicentres What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? 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? Gestion de la «flotte» d’outils Location Mise à disposition Maintenance, réparation What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Entreprises du bâtiment & TP 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? Location de kits d’outils 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? Services associés 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. Year
- 60. 7 questions pour tester votre Business Model source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
- 61. Coûts du Changement / System Lock-in Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?
- 62. Avec Windows vous avez accès à des centaines de milliers d’applications compatibles Wintel
- 63. ...et vous êtes verrouillé avec nous car il est très difficile de changer de produit
- 64. Revenus Récurants Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ? ! Comment sont lissés vos revenus sur l’année ?
- 65. Vêtements pour les enfants Source : Elton-Pickford
- 66. Business Model WittleBee Day Month No. 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? 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? Préparation des colis «club» sur la page Facebook, photos des enfants avec les vêtements What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Logistique Fournisseurs Publicité What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? RH, Stylistes Plateforme Informatique What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Stock RH Logistique Facilité les courses des parents lors de l’achat de vêtements pour leurs enfants Automatisée : usage profil des enfants, âge, garçon/ fille, région, goûts Parents d’enfants de 0 à 5 ans 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? Vente en ligne 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? Abonnement mensuel de 39, 99 $/mois 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. Source : Elton-Pickford Year
- 68. Les Produits de beauté Source : Elton-Pickford Le Vin
- 70. Les Produits pour les chiens Source : Elton-Pickford Les Jeux pour les enfants
- 71. Encaissez avant de payer Gagnez-vous de l’argent avant d’en dépenser ? BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif
- 72. BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif Source : Elton-Pickford
- 73. BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positif Source : Elton-Pickford
- 74. Changer la structure de coûts Votre structure de coûts est-elle différente et meilleure que celle de vos concurrents ?
- 75. Les appels téléphoniques seront totalement gratuits dans le futur Niklas Zennström Co-fondateur de Skype
- 76. 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 ?
- 77. Ray Offman Fondateur de Linkedin Source : Elton-Pickford
- 78. Partagez vos données sur votre page Linkedin... Source : Elton-Pickford
- 79. Cela va rendre ma plateforme plus attractive... Source : Elton-Pickford
- 80. ...et augmenter la valorisation de Linkedin... Source : Elton-Pickford
- 81. 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..)
- 82. Protection contre la concurrence Comment votre Business Model vous protège de la concurrence ?
- 83. Qui utilise le Business Model Canvas ?
- 84. Ils utilisent le Business Model Canvas
- 85. Merci Questions & Réponses Pour nous contacter Elton-Pickford SAS 20 rue Cambon 75001 Paris - France www.elton-pickford.fr Twitter : @eltonpickford Peter KEATES Président Mobile :+33 (0)6 24 39 32 21 Mail : peter.keates@elton-pickford.com Twitter : @peterkeates