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
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
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.
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
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
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 $
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
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 !
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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.
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 ?
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
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or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Source : Elton-Pickford
Year
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 ?
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..)
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