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87 Slides : Elton pickford on business model innovation 87 Slides : Elton pickford on business model innovation Presentation Transcript

  • ou i !! pense a voir unWebinaire je plan ! AS MOD EL CANVBusiness Model Innovation BU SINESS Parte naires € Clés s Revenu € Coûts € Janvier 2013 Le Business model canvas nous permet d’experimenter différents plans jusqu’à notre idée ..
  • Business Model Définition * Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.*A. Osterwalder, Business Model Nouvelle Génération
  • Business Model Innovant Définition * « une nouvelle manière de créer, délivrer et capturer la valeur »*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 servicesSource : Economist Intelligence Unit Survey 2010 - 4000 questioned Senior Executives
  • Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels Innovation du Business Model 9,00 8,5 6,75 6,8 6,1 6 En % 4,50 2,25 2,7 1,7 1,7 1 0 0,1 3 ans 5 ans 10 ans Process & products innovators Business model innovatorsSource : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis. Valeur supplémentaire capturée
  • 50,98% des innovations relèvent des modèles d’affairesSource : 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) Démarche innovante : Ouvrage collectif et collaboratif : 470 co-auteurs Editeur : theHUB Tarif pour participer : de 24$ à 243 $
  • Business Model Canvas*9 blocs pour décrire l’économie d’une entreprisequi 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 Partenaires clés Activités clés Propositions de valeur Relations avec Segments de clientèle les clients Ressources clés Canaux Structure des coûts Flux de revenus « Un langage pour décrire, visualiser, évaluer et transformer les Business Models »*A. Osterwalder, Business Model Nouvelle Génération
  • Segments de clientèle Segments de clientèle
  • Proposition de valeur Propositions de valeur Segments de clientèle
  • CanauxPropositions de valeur Segments de clientèle Canaux
  • Relations avec le client Propositions de valeur Relations avec Segments de clientèle les clients Canaux
  • Flux de revenus Propositions de valeur Relations avec Segments de clientèle les clients Canaux Flux de revenus
  • Ressources clés Propositions de valeur Relations avec Segments de clientèle les clientsRessources clés Canaux Flux de revenus
  • Activités clés Activités clés Propositions de valeur Relations avec Segments de clientèle les clientsRessources clés Canaux Flux de revenus
  • Partenaires clésPartenaires clés Activités clés Propositions de valeur Relations avec Segments de clientèle les clients Ressources clés Canaux Flux de revenus
  • Structure de coûtPartenaires clés Activités clés Propositions de valeur Relations avec Segments de clientèle les clients Ressources clés CanauxStructure des coûts Flux de revenus
  • Le Business Model Canvas Partenaires clés Activités clés Propositions de valeur Relations avec Segments de clientèle les clients Ressources clés Canaux Structure des coûts Flux de revenus « Un langage pour décrire, visualiser, évaluer et transformer les Business Models *»*A. Osterwalder, Business Model Nouvelle Génération
  • Le Business Model Canvas Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? 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? 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 What are the most important costs inherent in our business model? Which Key Resources are most expensive? For what value are our customers really willing to pay? For what do they currently pay? Alexander Osterwalder Which Key Activities are most expensive? 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. « Un langage pour décrire, visualiser, évaluer et transformer les Business Models » **A. Osterwalder, Business Model Nouvelle Génération
  • Une approche visuelle & interactiveCrédit 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 traîne Principe de la longue traîne Qte : Ventes & popularité Ventes de nombreux produits différents en petite quantité Nombre de produitsExemples :LEGO, eBay, Amazon, Netflix
  • La longue traîne Day Month Year No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Achat & VenteWhich Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? VendeursWhich Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Développement d’objets neufs particuliers de la ou Profils en ligne plateforme d’occasions Vendeurs pro What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? place de How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? marché pour Publics de Plateforme un contenu de eBay.com niche nicheWhat are the most important costs inherent in our business model? commissions For what value are our customers really willing to pay? Par annonceWhich Key Resources are most expensive? For what do they currently pay? sur le prixWhich Key Activities are most expensive? How are they currently paying? How would they prefer to pay? e n & Développement d How much does each Revenue Stream contribute to overall revenues? Gestio Aux enchères final en cas la plateforme de vente Prix fixe 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 plates-formes multifacesUne plate-forme d’intermédiation entre deux ouplusieurs segments de clients apporte de nouveaux fluxde revenus au modèle initialExemples :Viadeo, Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)
  • Les plate-formes multiface Day Month Year No.Exemples : Who are our Key Partners? Gestion What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? plate-forme, Customer Relationships? Revenue streams? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Which ones have we established? How are they integrated with the rest of our business model? recherche How costly are they? gestion gratuite Annonceurs services, extension périmètre monétisation du contenu Internautes What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? Plate-forme How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? de recherche annonces Propriétaires ciblées de contenu What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? enchères mots- How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Coûts plate-forme gratuit clés 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 Chris Anderson Auteur du livre la FREE « La demande pour un produit gratuit est beaucoup plus forte que pour un produit payant »Exemples :Publicité et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette
  • Le gratuit : la publicité Day Month Year No.Un modèle de plate-formemultiface : Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Commercial What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? 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? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? For whom are we creating value? Who are our most important customers? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? + How costly are they? Marketing Espaces Pub Personnalisation sur réseau de masse annonceurs Gestion de la Annonceurs social très plateforme visité What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments audience Our Distribution Channels? Customer Relationships? want to be reached? Publicité + Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Plateforme Force de vente internet Which ones are most cost-efficient? Recrutement How are we integrating them with customer routines? réseau social Publicité mondiale gratuit Ressources plateforme.com humaines What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? Développement de la Comptes Commissions sur How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? plateforme gratuits espaces publicitaires 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 Bénéficiaires accès aux fonctions standards Cotisants Accès aux fonctions avancées Objectif :augmenter le taux de conversion desbénéficiaires vers les cotisants
  • Le gratuit : Freemium Day Month Year No.Un modèle de plate-formemultiface : partage de son Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? utilisateur Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? profil How costly are they? Personnalisation occasionnels Gestion de la Mise en de masse plateforme relation Yahoo gros Accès aux utilisateurs fonctions What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? Revenue Streams? étendues want to be reached? How are we reaching them now? Plate-forme How are our Channels integrated? Force de vente Annonceurs Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Linkedin Solution de Publicité recrutement linkedin.com Recruteurs Marque & RH des Publicités sociétés ciblées abonnement utilisateurs : de 11,90€ à 53,95€/mois What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Comptes de Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? Développement How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? base plateforme gratuits Revenus Revenus annonceurs Recruteurs & RH 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 Freemium inversé Cotisants Bénéficiaires
  • Freemium inversé Day Month Year No. Gestion de Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Assurances Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? l’activité How costly are they? ponctuelle Acquisition compagnies nouveaux clients assurance Assurés d’assurances Accident/ et Dépannage reassurances What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Through which Channels do our Customer Segments want to be reached? Revenue Streams? How are we reaching them now? Plate-forme How are our Channels integrated? Which ones work best? internet Which ones are most cost-efficient? How are we integrating them with customer routines? de 0 à la téléphone Bénéficiaires franchise à payer mail RH en cas d’accident What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? Publicité How would they prefer to pay? Prime d’assurance How much does each Revenue Stream contribute to overall revenues? RH indemnisations 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 Day Month YearUn modèle de plate-forme No.multiface : Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Marketing Fidélité R&D Imprimante de Contrainte Logistique qualité jet d’encre Clients What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? 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? Marques & Cartouches Distributeurs brevets Verrouillage du marché par propriété intellectuelle, brevet bloquant l’usage Fabrication Which Key Resources are most expensive? Which Key Activities are most expensive? Marketing What are the most important costs inherent in our business model? 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? Remplacements 1 er Achat How much does each Revenue Stream contribute to overall revenues? R&D des cartouches d’imprimante Logistique 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 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"L’Open Innovation est le paradigme selon lequel une entreprise a adaptésa stratégie complète d’innovation afin de tirer le meilleur parti dumicrocosme qui l’entoure.Cela consiste notamment à maximiser le recours à des solutionsdéveloppées en EXTERNE (‘outside-in’) et à monétiser des technologiesdéveloppées en interne, mais qui ne trouvent pas d’applications pour lecoeur de métier de l’entreprise (‘inside-out’)."Exemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive
  • Les business models ouverts Ouverture aux Optimisation de sa propriété compétences extérieures intellectuelle Entreprise Entreprise Sous-traitants, Clients, Consultants, Institutions Ventes de brevets, Licences, publiques, Centres de R&D Financements/partenariats, privés, Large Public, Leader Contributions publiques d’opinionExemples :IBM, Procter & Gamble, GlaxoSmithKline, Innocentive
  • Les business models ouverts Day Month Year No. Exemple* : Procter & Gamble Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? PI autre Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? R&D Interne Our Distribution Channels? Customer Relationships? Revenue streams? 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? 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? Who are our most important customers? How costly are they? entreprise Entrepreneurs de technologies Plateforme internet InnoCentive yourEncore.com What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Chercheurs Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? extérieurs Which ones are most cost-efficient? How are we integrating them with customer routines? R&D Augmentation de la productivité R&D de 85 % Interne Chercheurs Augmentation faible du retraités budget R&D What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Exploiter la R&D Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? interne 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.*A. Osterwalder, Business Model Nouvelle Génération
  • 7 questions pour tester votre Business Modelsource : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
  • Coûts duChangement / System Lock-inQuelles facilités ou difficultés ont les clients pour partir vers laconcurrence ?
  • Avec Windows vous avezaccès à des centainesde milliers d’applicationscompatibles Wintel
  • ...et vous êtes verrouilléavec nous car il est trèsdifficile de changer deproduit
  • RevenusRécurantsEst-ce que chaque vente est un nouvel effort ou résulte-ild’un renouvellement automatique ?Comment sont lissés vos revenus sur l’année ?
  • Vêtements pour les enfantsSource : Elton-Pickford
  • Business Model WittleBee Day Month Year No. Who are our Key Partners? Who are our key suppliers? What Key Activities do our Value Propositions require? Our Distribution Channels? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? «club» sur la page What type of relationship does each of our Customer Segments expect us to establish and maintain with them? For whom are we creating value? Who are our most important customers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Customer Relationships? Revenue streams? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Facebook, photos Which ones have we established? How are they integrated with the rest of our business model? How costly are they? des enfants avec les Préparation des colis vêtements Logistique Automatisée : Fournisseurs Facilité les usage profil des Parents d’enfants de Publicité courses des enfants, âge, garçon/ 0 à 5 ans parents lors de fille, région, goûts l’achat de vêtements pour What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? leurs enfants Which ones work best? RH, Stylistes Which ones are most cost-efficient? How are we integrating them with customer routines? Vente en ligne Plateforme Informatique What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? RH How are they currently paying? How would they prefer to pay? Stock Abonnement mensuel de How much does each Revenue Stream contribute to overall revenues? 39, 99 $/mois Logistique 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
  • Source : Elton-Pickford
  • Les Produits de beauté Le VinSource : Elton-Pickford
  • Source : Elton-Pickford
  • Les Produits pour les chiens Les Jeux pour les enfantsSource : Elton-Pickford
  • Encaissez avantde payerGagnez-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 positifSource : Elton-Pickford
  • BFR (Besoin en Fond de Roulement) négatif ou flux de trésorerie positifSource : Elton-Pickford
  • Changer la structure decoûtsVotre structure de coûts est-elle différente et meilleure quecelle de vos concurrents ?
  • Les appels téléphoniques seront totalement gratuits dans le futurNiklas ZennströmCo-fondateur de Skype
  • Faire faire le travail parles autresA quel niveau de contribution vos clients ou tierces partiesparticipent à la création de valeur de votre Business Model ?
  • Ray Offman Fondateur de LinkedinSource : 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
  • EvolutivitéA quelle vitesse et facilité pouvez-vous faire croitre votreBusiness Model sans rencontrer d’obstacles sur votre route ?(ex: infrastructure, support client, etc..)
  • Protection contre laconcurrenceComment votre Business Model vous protège de laconcurrence ?
  • Positionnementstratégique System Lock-in Total Customer Solution Best productComment positionnez-vous votre Business Model parrapport à vos différents segments de clients ?
  • Quel est le problème ?
  • Commentéviter cela ?
  • Pourquoi font- ils des tests ?
  • Quand faut-iltester unmodèleéconomique ?
  • Découvrir un problème à la find’un projet, coûte enmoyenne 100 fois plus cherqu’en début de projet
  • CustomerDevelopment « no Business Plan SurvivesFirst Contact with a Customer » Steve Blank
  • vous devez sortir de votre entreprise et...Source : Steve Blank - The Startup Owner’s Manual
  • tester chaque hypothèse avec vos clientsSource : Steve Blank - The Startup Owner’s Manual
  • 9 Règles pourétoufferl’innovation su ivre !!!!! à ne pas
  • Méfiez-vous de touteidée nouvelleAprès tout, si l’idée était bonne, quelqu’un au sommet yaurait déjà pensé.. su ivre !!!!! à ne pas
  • Evoquez l’histoireTrouver un précédent dans une idée qui na pas fonctionné,rappeler à tous cette mauvaise expérience passée.Ceux qui sont là depuis longtemps savent que nous avonsessayé avant, donc ça ne marchera pas non plus cette fois. suivre !!!!! à ne pas
  • Garder les équipes trèsoccupéesSi les gens semblent avoir du temps libre, les charger encoreplus de travail... su ivre !!!!! à ne pas
  • Au nom de l’excellence,encourager uneconcurrence acharnéeObtenez des équipes de critiquer et de remettre en questionles propositions des uns et des autres, de préférence dansdes forums publics, et ensuite déclarer les gagnants et lesperdants. !!!!! pas su ivre à ne
  • Utiliser le stress à tout !!!!! su ivreniveau à ne pasCompter tout ce qui peut être compté, aussi souvent quepossible.Balayer tout surplus dans les comptes principaux.Favoriser des plans exacts et des garanties de succès. Nepas encourager ceux qui ont dépassé leurs objectifs, carcela ne ferait que nuire à la planification.Insister pour que toutes les procédures soient suivies.
  • Limiter la discussion de lastratégie à un petit cerclede conseillersPuis annoncer les grandes décisions en bonne et due forme.Cela garantit que personne ne pourra commencer quelquechose de nouveau, car ils ne sauront jamais à l’avance ceque la direction leur réserve. !!!!! pas su ivre à ne
  • Agir comme si lapunition de l’échecfavorise la réussitePratiquer lhumiliation publique, de ceux qui ne répondentpas aux attentes. Tout le monde saura que la prise de risqueest mauvaise. su ivre !!!!! à ne pas
  • Blâmer les personnesincompétentesSe plaindre souvent de la mauvaise qualité du vivier detalents. Si cela ne porte pas atteinte à la confiance en soi,cela entamera la confiance dans les idées des autres. su ivre !!!!! à ne pas
  • Surtout, ne jamais oublierque nous sommes arrivésau sommetParce que nous savons déjà tout ce quil faut savoir à proposde notre business. su ivre !!!!! à ne pas
  • Présentation
  • Ce que nous délivrons✓ Définition de meilleurs Business Models✓ Résultats tangibles✓ Une méthodologie performante
  • Notre approche «Workshop» Un programme stimulant, garantissant le travail en équipe et la génération de résultats
  • Lʼapproche Workshop Businness Model Innovation de la théorie à la pratique en groupe Théorie Réflexion PratiqueCrédit Photo : (c) Elton-Pickford
  • Notre offre d’accompagnementPositionnement stratégiqueBusiness Model ➡Génération System Lock-in ➡Evaluation ➡Validation ➡Implémentation Total Customer Solution Best product
  • Le format Séminaire/Workshop Inter ou Intra entreprise basé sur : ➡Travail en équipe ➡Participation active ➡Approche design ➡Etudes de nombreux business models
  • MerciQuestions & Réponses Pour nous contacter Elton-Pickford Peter KEATES3 rue Chauveau-Lagarde Directeur Associé 75008 Paris - France Mobile :+33 (0)6 24 39 32 21www.elton-pickford.com Mail : peter.keates@elton-pickford.com