Presentation

Business Model

Innovation

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 ..

18 novembre 2013 - 11H00 - 11H30

Peter KEATES Mobile :+33 (0)6 24 39 32 21

Mail : peter.keates@elton-pickford.com

Innovation ??

Innovation produit

Innovation de processus

Business Model Innovation

Time Machine

1959

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.

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

Qu’ont-ils en commun ?

Ils ont proposé le nouveau produit accompagné d’un

business model1

Ils ont inventé un NOUVEAU Business Model !

2 Ont ils copié un Business Model

concurrent ?

Ils ont du prendre des risques et tester3

A retenir

1 L’innovation seule n’est pas suffisante

Il faut l’accompagner d’un Business Model Innovant

2 Un Business Model doit être revu régulièrement et adapté aux changements de son environnement

Alors comment peut-on créer un model économique à

succès ?

Il faut un langage commun !

Business Model

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

Définition

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

L’origine du Business Model CanvasThèse 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

+600.000 livres vendus

Segments de clientèle

Proposition de valeur

Canaux

Relations avec le client

Flux de revenus

Ressources clés

Activités clés

Partenaires clés

Structure de coût

Le Business Model Canvas

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »

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

INFO

INFO

INFOINFO

INFO

Approche visuelle en équipe

James Park CEO & Co-fondateur

Création : 2008 Siège : San Francisco - USA Nombre d’employés : 180 Levée de fonds : 96 Millions de $ dont 43 M$ en 2013 Secteur : Fitness & Remise en forme

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.

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Badges

Produits

business model innovation

PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE

PILOTE PAR DE MULTIPLES_EPICENTRES PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT

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.

AMAZON

Fournisseurs

SI

Entrepôts

RessourcesLogistique

Développement 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?

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

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

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 : 23andMe.com

Particuliers

Tests ADN facile

d’utilisation

Accessible à tous

D’où venons-nous

Connaissances médicales

Segment client

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

Adam Bosworth Co-fondateur CTO

Création : 2008 Siège : San Francisco - USA Nombre d’employés : 50 Levée de fonds : 8 Millions de $ en Juin 2013

Les soins de santé coûtent chers

=

Les soins de santé coûtent chers aux salariés

Les salariés aux Etats Unis payent 36% de plus qu’il y a 5 ans

Source : keas.com marché USA

Les soins de santé coûtent chers aux entreprises

Source : keas.com marché USA

Comment redéfinir le bien-être au travail ?

Les utilisateurs de programmes de santé en ligne

sont 166% plus favorables à changer

leurs habitudes !Source : Etude MIT

Comment favoriser l’engagement ?

1 employé sur 5 si pas de récompense

4 employés sur 5 participent en cas de

récompense

Source : Incentive Research Fundation

Les jeux au service de la santé

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.

Augmentez le bien être & la

productivité de vos salariés

25$/an / employé

Internet

Entreprises

Salariés

Social

Améliorez votre santé en jouant

Partagez vos objectifs santé avec

vos collègues et votre famille

GratuitRessources Humaines

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Plateforme Internet

Développement & Maintenance du site

Marketing Vente

Force de vente

RESULTATS

750.000 utilisateursSource Keas.com (juin 2013)

Un exemple de Business Model

basé sur le gratuit

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 »

Ryan Howard CEO Chairman & Fondateur

Création : 2005 Siège : San Francisco - USA Levée de fonds : 70 Millions de $ 2013

Publicité

Faire faire une partie du travail par… les patients…

Les patients peuvent compléter leur dossier ligne

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.

Professionnels du secteur

médical

Gestion du dossier patient

entièrement gratuite

Gratuit !Ressources Humaines

Plateforme Internet

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Développement & Maintenance du site

Marketing Vente

Support et formation gratuits

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Publicités ciblées

Annonceurs

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practicefusion.com

Formation

Support / Formation

Support

Webinaires

Internet

300 partenaires

RESULTATS

100.000 utilisateurs professionnels

75.000.000 dossiers de patients gérés

+300 partenaires connectés

Qui utilise le Business Model Canvas ?

Ils utilisent le Business Model Canvas

MerciPour nous contacter

Elton-Pickford SAS 3 rue Cambon

75001 Paris www.elton-pickford.fr

contact@elton-pickford.com

Peter Keates Président

peter.keates@elton-pickford.com Mobile : + 33 (0)6 24 39 32 21