Présentation du Cabinet Elton-Pickford sur l'innovation des Business Models à Clubster Santé le 18 Novembre 2013 - Marcq en Baroeul

1. Réveillez délicatement
votre Business Model !
www.onopia.com

2. WEBINAIRE
60 Minutes pour un
Business Model Innovant
de 10h00 - 11h00
Merci de patienter
Pour nous entendre : veuillez sélectionner
Microphone et Haut Parleurs dans Gotomeeting
Intervenant : Peter Keates

3. ➡ Innovation
➡ Business Models
➡ Value Proposition
➡ Expérience Client
➡ Etude des besoins
clients
www.onopia.com

4. Innovation ??

5. Innovation Produit

6. Innovation de processus

7. Innovation de Business Model

8. 1994

11. VENTE A DOMICILE
DE LINGERIE

12. CONCEPTION
EN FRANCE

13. FABRICATION
EN TUNISIE

14. 3700
conseillères
indépendantes

15. 180.000
hôtesses

16. RESULTATS

17. 39 salariés

18. Nombre de
clientes en France
2.000.000

19. Chiffre d’affaires 2014
26,6 Millions €

20. Résultat net 2014
6,6 Millions €

21. 2009

22. 4 ASSOCIES
Pierre-Etienne Roinat, Benoît Varin,
Cédric Maucourt et Antoine Jeanjean

23. Démarrage en 2009 avec un
apport personnel de 16.000 Euros

25. Reconditionnement / Recyclage
de téléphones usagés
Activité

26. Activité
des téléphones usagés
auprès de SFR,
Bouygues Télécom,
Orange etc
Achat
des téléphones usagés
et ajout d’une garantie
Reconditionnement
des téléphones usagés
reconditionnés aux
particuliers par le biais
de SFR, Bouygues
Télécom, Orange etc
Revente

27. RESULTATS

28. 1 Million de mobiles
vendus depuis 2010

29. 25 Millions € de CA
en 2014

30. Progression du Chiffre d’affaires
Source : http://www.developpement-durable.gouv.fr/Quand-c-est-fini-ca-recommerce.html

31. Qu’ont-ils en commun ?

32. 1Ils ont proposé le nouveau
produit accompagné d’un
business model

33. 2
Ont ils copié un Business Model
concurrent ?
Ils ont inventé un NOUVEAU
Business Model !

34. 3 Ils ont dû prendre des
risques et tester

35. Comment peut-on créer un
Business Model à succès ?

36. Il faut un langage commun !

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

38. 9 blocs pour décrire l’économie d’une entreprise
qui couvrent les 4 grandes dimensions d’une
entreprise : clients, offre, infrastructure et viabilité
financière
Business Model Canvas

39. Thèse 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
+1.000.000 livres vendus !
L’origine du Business Model Canvas

40. Segments de clientèle
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

41. Proposition de valeur
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

42. Canaux
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

43. Relations avec le client
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

44. Flux de revenus
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

45. Ressources clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

46. Activités clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

47. Partenaires clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

48. Structure de coût
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

49. Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et
transformer les Business Models »
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur

50. 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 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

51. Des post-it pour décrire son
Business Model

52. Les épicentres de l’innovation des
Business Models
Epicentre

53. business model innovation
PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE
PILOTE PAR DE MULTIPLES EPICENTRES
PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT

54. Piloté par le Client
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Exemple :
23andMe à mis les tests ADN à la portée du plus grand nombre, jusque là réservés aux seuls chercheurs et professionnels de santé. Les conséquences sur la
proposition de valeur ainsi que sur la délivrance des résultats a été considérable. C’est pourquoi 23andMe utilise des profils Web de personnalisation de masse.
Innovations basées sur les besoins des clients/consommateurs, une meilleure accessibilité ou une plus grande
commodité. Ces innovations issues d’un seul épicentre influencent les autres blocs du Canevas
Relations avec
les clients
Canaux
Activités clés
Ressources clés

55. 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 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
Particuliers
Tests ADN
facile
d’utilisation
Accessible à
tous
D’où venons-
nous
Connaissances
médicales
Segment client

56. Piloté par l’Offre
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model
Relations avec
les clients
Canaux
Activités clés
Ressources clés

57. 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 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

58. Piloté par la Finance
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Exemple :
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.
Innovations reposant sur de nouveaux flux de revenus, de nouveaux mécanismes de prix ou des structures de coûts plus performantes
Relations avec
les clients
Canaux
Activités clés
Ressources clés

59. 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 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

60. Piloté par les Ressources
Exemple :
les Web Services d’Amazon s’appuient sur l’infrastructure de distribution existante d’Amazon pour proposer des capacités de serveur et de l’espace de stockage de
données à d’autres entreprises
Partenaires clés Activités clés
Ressources clés
Ces innovations trouvent leur source dans l’infrastructure ou les partenariats existants d’une organisation pour étendre ou transformer le Business Model
Segments de clientèle
Structure de coûts Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux

61. 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 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.
Fournisseurs
Ressources
Humaines
Ressources Logistique
SI• Livré par amazon
• Cloud computing
• Place de marché

62. 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 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.
Fournisseurs
Ressources
Humaines
10.000
partenaires
en France !
Logistique
SI
Place de Marché

63. 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 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.
Fournisseurs
Ressources
Humaines
Cloud Computing
CA 2014
4,6 Milliards de $
Prévisions 2015
6,25 Milliards de $
Logistique
SI
Cloud Computing
Entreprises
Hébergement de
vos applications
CA 2014 - 4,6
Milliards de $

64. 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

65. Illustrations de l’utilisation du
Business Model Canvas
avec différents
Business Models

66. Les Places de Marché

67. 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 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.
6 à 12% du prix
de la locationR&D
Salaires
Développement &
maintenance IT/
Plateforme Voyageurs qui
cherchent à se
loger à bon prixDes endroits sympa où
se loger, dans le monde
entier
Site web AirBnB
Internet
3% du prix de la
location
Personnes avec
des logements
disponibles qui
souhaitent louer
Louer ses places
disponibles, facilement
à une audience
mondiale
Self service + support
par SMS, email,
Application mobile
Application Mobile
Coûts de la
plateforme
Marketing
Gestion des
photographes
Photographes
Investisseurs
Solutions de paiements
en ligne

68. Source : http://tv.onopia.com/marketplace-elles-changent-le-monde-mirakl-darty_officiel-condenast-marketplace/
Resultats
93 ans
730.000 chambres
97 Pays
CA >10 Milliards $
Valorisation : 27,7 Milliards de $
4 ans
650.000 chambres
192 Pays
CA* 850 Millions de $
Valorisation : 25,5 Milliards de $

69. UN BUSINESS MODEL
DE REVE !

70. UN BUSINESS MODEL
DE REVE !

71. 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 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.
Abonnements
Infrastructure
Informatique
Salaires
Développement et
maintenance de la
plateforme fotolia Choix large :
33 Millions de
photos
Particuliers
1 photo
professionnelle à
partir de 0,16 €80.000
contributeurs Base de
données
d'images
Validation de la qualité
des images
fotolia.com
Relation
automatisée
BFR négatif !
Entreprises
Système
Informatique
Ventes de photos au
format JPG etc
Designers
Locaux
Vendre ses
images en ligne
Royalties
Do It Yourself

72. Résultats

73. 1 Million de $ de chiffre d’affaire
par salarié

74. Taux de marge 50%

75. 500.000 $ de marge brute
par salarié

76. Décembre 2014
Adobe rachète Fotolia 800 Millions de $

77. Source : http://tv.onopia.com/marketplace-elles-changent-le-monde-mirakl-darty_officiel-condenast-marketplace/
D’ici 2018, +50% de la croissance de
l’eCommerce proviendra des places de marché
eCommerce Places de marché

78. DISRUPTION DANS LE
SECTEUR BANCAIRE

79. Une opportunité

80. La demande de services bancaires
mobiles est en forte croissance !
Source : Juniper Research, KPMG
+192% +119%
*Prévisions

81. Un problème..

82. L’ouverture d’un compte
bancaire est contraignant

83. Les frais bancaires sont très
élevés en France

84. Se rendre à la banque n’est
pas toujours possible et
pratique

85. Une solution..

87. Maximilien Tayenthal etValentin Stalf,
fondent NUMBER26 en 2013
© Franz Grünewald

88. Fournir au 18 - 35 ans un
compte bancaire nativement
mobile avec une MasterCard
GRATUITEMENT !
ACTIVITE DE NUMBER26

91. Quel est le Business Model
de Number26 ?

92. Comment fait Number26 pour
proposer un compte bancaire +
carte de paiement sans être une
banque ????

93. Comment fait Number26 pour
proposer un compte bancaire
gratuitement ????

94. Number26
Business model canvas from www.businessmodelgeneration.com
PROPOSITION DEVALEUR RELATION CLIENT SEGMENTS CLIENTS
CANAUX
STRUCTURE DE COÛTS FLUX DE REVENUS
RESSOURCES CLES
ACTIVITES CLESPARTENAIRES CLES
Investisseurs
comme Peter
Thiel
number26.eu
Locaux
Ressources
Humaines
Système
d’Information
75 salariés
number26.eu
Les 18 - 35 ans
en Europe
Banque nativement
mobile & gratuite
Réseaux sociaux
Viral
Analyse du Business Model © Onopia www.onopia.com
Mastercard gratuite
Frais de transaction
à l’international
gratuits
Wirecard Bank
Contrôle des
inscriptions
Pas de frais de
tenue de compte
Licence
Wirecard
Transferts gratuits
entre particuliers
Application mobile
Système
d’Information
Relation client en
grande partie
automatisée
Développement
de la plateforme
Number26
% sur l’utilisation de la
MasterCard
Transparent pour le client
MasterCard
0 €
% sur les
dépôts
Appstore

95. Les frais de structure sont
légers, banque sur internet
et smartphone
(pas d’agences)

96. DEUX PARTENAIRES
STRATEGIQUES

98. WIRECARD PROPOSE DES
SERVICES BANCAIRES EN
MARQUE BLANCHE

99. Le partenariat avec Wirecard permet
de proposer les services bancaires
sans que Number26 soit régulée

101. MASTERCARD PROPOSE
UNE CARTE BANCAIRE
INTERNATIONALE

102. Number26 propose la carte bancaire
MASTERCARD et perçoit un % des
transactions réalisées avec la
MasterCard du client

103. RESULTATS

104. 80.000 clients
en 10 mois !
Source Number 26 - 2015

105. Levée de fond en 2015
10 Millions €
auprès de Peter Thiel,
EarlyBird et Redalpine

106. Comment un partenaire clé
peut-il compléter votre offre ?
Question 1

107. Comment un partenaire clé
peut-il vous permettre d’accéder
à un marché régulé ?
Question 2

108. Comment pouvez-vous rendre
votre produit ou service gratuit
pour le client ?
Question 3

109. Comment pouvez-vous utiliser
les réseaux sociaux pour que les
clients parlent de votre offre ?
Question 4

110. Comment pouvez-vous alléger
vos frais de structure
(charges fixes) ?
Question 5

111. Comment facilitez-vous la vie
de vos clients ?
Question 6

112. Comment la téléphonie mobile
peut-elle vous aider à proposer
un nouveau service ?
Question 7

113. Stef Kranendijk
CEO de DESSO
de 2005 à 2012
Notre objectif stratégique est d’être
le meilleur fournisseur mondial
d’espaces de vie et de travail beaux et
sains grâce à nos solutions innovantes
de revêtements de sol.

115. Les moquettes
pollution
allergies

116. 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 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.
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Ventes
UsinesSalaires
Collecte & recyclage
des moquettes
Desso Airmaster
Moquettes
anciennes
Moquettes
recyclées
Entreprises
Stades de football
Design
Santé (moins de
particules dans
l’air)R&D
Designers
Desso.com
Do It Yourself
online
Designers
Paquebots/Avions
32% de baisse de
consommation
d’énergie
Fabrication

117. Résultats

118. 60% des nouvelles moquettes sont
fabriquées à partir de moquettes
usagées

119. Baisse de 32% de la consommation
d’énergie pour la fabrication d’une
moquette
1998 - 2011

120. Baisse de 50% des emissions de CO2
entre 2007 et 2011

121. Purification de l’eau 100% biologique = 56
millions de litres d’eau fraiche économisés
(2011)

122. +8%
d’augmentation de
part de marché

123. Rentabilité X 8

124. Questions pour tester
votre Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html

125. Coûts du
Changement / System Lock-in
Quelles facilités ou difficultés ont les clients pour partir vers la
concurrence ?

126. Avec l’iPhone et
l’Appstore vous avez
accès à des centaines de
milliers d’applications !

127. …et vous êtes verrouillé
avec nous car il est très
difficile de changer de
produit

128. Revenus
Récurrents
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un
renouvellement automatique ?
Comment sont lissés vos revenus sur l’année ?

129. Exemple : les abonnements
Téléphonique & Internet Loisirs Banques & Assurances

130. Exemple : les Box
Source : onopia.com &
touteslesbox.fr
Produits de beauté Le VinJeux pour les enfants

131. Source : onopia.com

132. 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

133. BFR (Besoin en Fond de Roulement)
négatif ou flux de trésorerie positif
Source : Onopia

134. BFR (Besoin en Fond de Roulement)
négatif ou flux de trésorerie positif
Source : Onopia

135. Changer la structure de
coûts
Votre structure de coûts est-elle différente et meilleure que celle de
vos concurrents ?

136. Un compte bancaire avec
carte MasterCard
Gratuit !

137. 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 ?

138. Ce que font les clients ..
•Commandent sur la borne
•Règlent sur la borne
•Débarrassent la table
Mc Donald’s

139. Source : onopia.com
Co-Création
Nike ID

140. 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..)

141. Protection contre la
concurrence
Comment votre Business Model vous protège de la concurrence ?

142. Ils utilisent le Business Model Canvas

143. Questions/ Réponses
Pour nous contacter
onopia
www.onopia.com
TV.onopia.com
Peter Keates
CEO
peter.keates@onopia.com
Mobile : +33 (0)6 24 39 32 21
Twitter : @peterkeates

144. Notre offre
Onopia regroupe les compétences complémentaires de 15 consultants en Design
Thinking, Créativité, Innovation de Business Model, Design d’Expérience Client et Socio-
Anthropologie.
Nous proposons deux formes d’intervention : l’accompagnement & la formation
Quelques exemples d’interventions :
• Création d’un nouveau produit et service innovant,
• Etude des besoins client / marché,
• Formation de collaborateurs à l’innovation de business models, au design thinking, à
la créativité,
• Accompagnement du CODIR de grands groupes dans la réflexion et la redéfinition de
nouveaux Business Models / Offres,
• Design d’expérience client,
• Définition de scénarios externes risquant de modifier le futur d’une entreprise..
VISITER ONOPIA.COM

145. Qui a dit que se
différencier était
simple ?
www.onopia.com

146. Découvrez sur Big Idea, de nombreuses études de
Business Models, des idées, des astuces et bien plus
encore, pour rendre votre entreprise plus compétitive
www.onopia.com/big-idea