webinaire sur le business model canvas par elton-pickford

Download Webinaire sur le Business Model Canvas par Elton-Pickford

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Présentation du Business Model Canvas d'Alexander, slides à télécharger. Réalisation Elton-Pickford

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  • 1. webinaire Business Model Innovation BUSINESS MODEL CANVAS Partenaires Cls Cots Revenus oui !! je pense avoir un plan ! Le Business model canvas nous permet dexperimenter diffrents plans jusqu notre ide .. de 14H00 - 15H00 Merci de patienter

2. Innovation ?? 3. Innovation produit 4. Innovation de processus 5. Business Model Innovation 6. 1908 7. 1908 Ford Motor Company lance la Ford T 1er vhicule low cost du march ! $300 vs $2000 8. 1re chane dassemblage automobile 9. Les gens peuvent choisir nimporte quelle couleur pour la Ford T, du moment que cest noir 10. Rsultats 15 millions de Ford T vendues Ford Motor dveloppe un Business Model : innovation au niveau production, innovation au niveau de la voiture (moteur, transmission, train roulant), innovation au niveau du prix 300 $ au lieu de 2000 $ pour la concurrence. 11. Dcembre 2013 12. Auto production 13. 1 vido sur sa page Instagram 14. Diffusion exclusive sur iTunes 15. Dcembre 2013 Beyonce lance son nouvel album SURPRISE En 1 semaine 617.000 ventes aux USA 1 million dalbums vendus dans le monde Vente directe de sa music sur Apple iTunes, via Tunecore, 1 vido de lancement sur Instagram 16. Quont-ils en commun ? 17. Ils ont propos le nouveau produit accompagn dun business model 1 18. Ils ont invent un NOUVEAU Business Model ! 2 Ont ils copi un Business Model concurrent ? 19. Ils ont du prendre des risques et tester 3 20. Comment peut-on crer un modle conomique succs ? 21. Il faut un langage commun ! 22. Un modle conomique (ou business model) dcrit les principes selon lesquels une organisation cre, dlivre et capture de la valeur. Dnition Business Model 23. Business Model Canvas 9 blocs pour dcrire lconomie dune entreprise qui couvrent les 4 grandes dimensions dune entreprise : clients, offre, infrastructure et viabilit nancire 24. Lorigine du Business Model Canvas Thse dAlexander Osterwalder en 2004 (Business model ontology) Ouvrage collectif et collaboratif : 470 co-auteurs Dmarche innovante : Tarif pour participer : de 24$ 243 $ Editeur : theHUB +1.000.000 livres vendus 25. Segments de clientle Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 26. Proposition de valeur Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 27. Canaux Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 28. Relations avec le client Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 29. Flux de revenus Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 30. Ressources cls Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 31. Activits cls Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 32. Partenaires cls Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 33. Structure de cot Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 34. Le Business Model Canvas Un langage pour dcrire, visualiser, valuer et transformer les Business Models Source : Livre Business Nouvelle Gnration - Alexander Osterwalder & Yves Pigneur 35. 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 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? What value do we deliver to the customer? Which one of our customers 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 36. 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 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? What value do we deliver to the customer? Which one of our customers 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. Des post-it pour dcrire son business model Annonceurs Internautes gratuit enchres mots- cls recherche gratuite annonces cibles Cots plate-forme Plate-forme de recherche Gestion plate-forme,gestion services,extension primtre Propritaires de contenu montisation du contenu 37. Des post-it pour dcrire son Business Model 38. Les picentres de linnovation des Business Models Epicentre 39. business model innovation PILOTE PAR LES RESSOURCES PILOTE PAR LOFFRE PILOTE PAR DE MULTIPLES_EPICENTRES PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT 40. Pilot par le Client Partenaires cls Proposition de valeur Segments de clientle Structure de cots Flux de revenus Exemple : 23andMe mis les tests ADN la porte du plus grand nombre, jusque l rservs aux seuls chercheurs et professionnels de sant. Les consquences sur la proposition de valeur ainsi que sur la dlivrance des rsultats a t considrable. Cest pourquoi 23andMe utilise des prols Web de personnalisation de masse. Innovations bases sur les besoins des clients/consommateurs, une meilleure accessibilit ou une plus grande commodit. Ces innovations issues dun seul picentre inuencent les autres blocs du Canevas Relations avec les clients Canaux Activits cls Ressources cls 41. 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 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? What value do we deliver to the customer? Which one of our customers 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 Se