This document provides an overview of a webinar on business model innovation. It discusses different types of business model innovation including innovation driven by resources, offerings, customers, and finances. It introduces the Business Model Canvas as a tool to describe business models using nine building blocks. Examples are provided of companies that innovated their business models including 23andMe, TEVA Pharmaceuticals, Xerox, and Amazon Web Services. The webinar aims to provide techniques for creating successful business models by having a common language and testing and taking risks.
The “Business Model” is the blueprint which defines how your business operates and makes money.
Every business invests money in resources and activities to create value & benefits which customers are prepared to pay more for.
Every business model is founded on 2 simple questions:
Who is the customer?
What does the customer need or require to have done?
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
The “Business Model” is the blueprint which defines how your business operates and makes money.
Every business invests money in resources and activities to create value & benefits which customers are prepared to pay more for.
Every business model is founded on 2 simple questions:
Who is the customer?
What does the customer need or require to have done?
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
Lo speech di Stefano Guerrieri che racconta il metodo con cui è arrivato a progettare il modello di business della sua startup Playwood. Questo speech è stato fatto a Creativity Day e durante un incontro gratuito presso Impact Hub di Reggio Emilia.
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
What is a Business Model? Why is it important? Explained in a simple and useful way so to better understand the world we live in.
We are spreading the word about business model innovation in Italy
http://hugowiz.it
The “Business Model Inspirator” has been designed to fuel your imagination and unleash your creativity, helping to improve your business model in Business Design projects. The tool offers a large variety of innovative business model patterns from different industries that might inspire you to think differently within your context. Start by identifying the challenges you have in your current business model and find to corresponding industry examples illustrating alternative ways of conducting your business in order to succeed.
To find out more about Orange Hills visit http://www.orangehills.de.
Start a Business with Business Model CanvasPanji Prabowo
Materi ini disampaikan di Techno Entrepreneur Club pada 29 September 2012.
tentang bagaimana start-up atau pebisnis mula memanfaatkan business model canvas untuk menuangkan idenya.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
You've created some really great software, but is it sufficient to form the basis of a viable business? What's your business model? How can you describe your business model and effectively communicate your vision to others? How can other people evaluate your business model and determine whether your vision and business strategies have merit? This talk provides a conceptual basis for defining, documenting and evaluating business models. It uses real-world examples to show how these concepts can be effectively applied to build actual businesses. Presented at RubyNation 2011.
Creating value by design thinking or create businesses that customers lovePatrick Stähler
We need new boxes to think in. We have to learn to unlearn and learn new boxes to think in. Not products should be in your focus but the job-to-be-done you solve for your customers. Besides new boxes we need a design like process where we plan our learning and experimentation process and not the result. Learn and execute faster with new boxes to think in and a business design process to fill the boxes. Presentation at the Leadership Revolution Conference by AI Group, 1. Sept. 2015, Melbourne
Here the slides for the talk I am giving at an event organized by Enterprise Ireland. I am quite honored to speak together with Prof Henry Chesbrough, author of Open Business Models... He is opening the conference with his talk, while I am concluding.
Extrait de l'une des formations / ateliers, workshop au Design Thinking animés par Onopia. Contactez nous pour connaitre les formations que nous organisations au sein des entreprises : contact@onopia.com
Lo speech di Stefano Guerrieri che racconta il metodo con cui è arrivato a progettare il modello di business della sua startup Playwood. Questo speech è stato fatto a Creativity Day e durante un incontro gratuito presso Impact Hub di Reggio Emilia.
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
What is a Business Model? Why is it important? Explained in a simple and useful way so to better understand the world we live in.
We are spreading the word about business model innovation in Italy
http://hugowiz.it
The “Business Model Inspirator” has been designed to fuel your imagination and unleash your creativity, helping to improve your business model in Business Design projects. The tool offers a large variety of innovative business model patterns from different industries that might inspire you to think differently within your context. Start by identifying the challenges you have in your current business model and find to corresponding industry examples illustrating alternative ways of conducting your business in order to succeed.
To find out more about Orange Hills visit http://www.orangehills.de.
Start a Business with Business Model CanvasPanji Prabowo
Materi ini disampaikan di Techno Entrepreneur Club pada 29 September 2012.
tentang bagaimana start-up atau pebisnis mula memanfaatkan business model canvas untuk menuangkan idenya.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
You've created some really great software, but is it sufficient to form the basis of a viable business? What's your business model? How can you describe your business model and effectively communicate your vision to others? How can other people evaluate your business model and determine whether your vision and business strategies have merit? This talk provides a conceptual basis for defining, documenting and evaluating business models. It uses real-world examples to show how these concepts can be effectively applied to build actual businesses. Presented at RubyNation 2011.
Creating value by design thinking or create businesses that customers lovePatrick Stähler
We need new boxes to think in. We have to learn to unlearn and learn new boxes to think in. Not products should be in your focus but the job-to-be-done you solve for your customers. Besides new boxes we need a design like process where we plan our learning and experimentation process and not the result. Learn and execute faster with new boxes to think in and a business design process to fill the boxes. Presentation at the Leadership Revolution Conference by AI Group, 1. Sept. 2015, Melbourne
Here the slides for the talk I am giving at an event organized by Enterprise Ireland. I am quite honored to speak together with Prof Henry Chesbrough, author of Open Business Models... He is opening the conference with his talk, while I am concluding.
Extrait de l'une des formations / ateliers, workshop au Design Thinking animés par Onopia. Contactez nous pour connaitre les formations que nous organisations au sein des entreprises : contact@onopia.com
Onopia - Quels Outils pour un Business Model InnovantOnopia
Slides du webinaire Onopia - Quels Outils pour un Business Model Innovant
Onopia est un cabinet spécialisé en innovation de business model, stratégie disruptives, design thinking, expérience client et créativité.
Onopia - 55 questions pour imaginer votre business modelOnopia
Utilisez les 55 questions pour imaginer votre business model et le rendre innovant !
Les 55 questions peuvent-être utilisées avec le business model canvas d'Alex Osterwalder pour gagner en visibilité et en co-création.
Découvrez l'édition 2017 de l'étude Onopia - 7 Business Models - 7 Secteurs. Onopia est un cabinet spécialisé en innovation de business model, design thinking, créativité et expérience client.
Plan your business strategy with this Business model canvas. Use it to find areas of growth or to identify areas of weakness that should be improved.
Produced by Wayne Fox. Founder of The Bulkyroo Buying Club. Serial Creator, Growth Strategist, Entrepreneur, Author & Business Mentor to the Construction, Facilities Management, Energy & Outsourcing Industries
Have an idea for a startup but not sure where to begin? This presentation will provide guidance about how to turn that idea into a viable business. Learn a step-by-step methodology that will help you get beyond the idea phase and on the path to a successful startup venture.
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversitySebastian Fittko
This lecture and workshop was held at E-Entrepreneurship Summer School at Zeppelin University, Friedrichshafen.
The first part explains the differences and challenges between of a new idea driven startup and proof of concept startup (aka copycat).
The first Workshop part is on the key assumptions and hypothesis of the business ideas in the course.
The second part of the lecture is about the validation of the problem/solution fit using interview techniques.
The third part is on the Minimum Viable Product concept and 6 different MVP cases.
The second workshop is on developing a MVP concept for each of the business ideas in the course.
Finally some fundamental quantitative analytics (split testing, cohort analysis) are explained.
Lean Startup Basics - Evidence Based EntrepreneurshipKelly Schwedland
Introduction and overview to the lean process for startups. An evidence based approach to validate early hypothesis and develop a solid Business Model before launch. Involving Customer Development, Hypothesis testing, Minimum Viable Product, (MVP) to get to Product/ Market fit and ultimately A replicable scalable business model. This simple but disciplined approach takes the guess work out of taking an idea and turning it into a viable company.
Based on Eric Reis, Steve Blank and Alex Osterwald's work with Lean Startup, Lean launchpad, customer development and Business Model Canvas. Now in practice by multiple Incubators, Accelerators, Universities and now the National Science Foundation through ICorp to validate business ideas with before investing.
Slide utilizzate per un breve pitch durante la manifestazione Campus Party 2017. Un rapido cenno a strumenti e approcci coniati di Steve Blank e Alexander Osterwalder, indispensabili per ridurre il rischio di lancio di un nuovo prodotto/servizio
Business Model for Companies & Personal Life
http://anggriawan.web.id/2014/02/business-model.html
References:
- "Business Model Generation" by Alexander Osterwalder & Yves Pigneur
- "Business Model You" by Timothy Clark
Alexander Osterwalder and Yves Pigneur defined a business model as how an organization creates, delivers, and captures value. More importantly they showed how any company’s business model could be defined in 9 boxes. It’s an amazing and powerful tool. It instantly creates a shared visual language while defining a business. Their book “Business Model Generation,” is the definitive text on the subject.
More on http://www.businessmodelgeneration.com
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Onopia - Ventes augmentées par l'intelligence artificielleOnopia
Impact de l’IA sur la Révolution de l’industrie des ventes
L’intégration de l’IA, notamment l’IA générative, révolutionne de manière significative la transformation du marketing et des ventes, offrant de nouvelles possibilités. Les entreprises utilisent de plus en plus des plates-formes open source et investissent dans des innovations en matière d’IA générative pour dynamiser leurs activités de vente. Par exemple, des plateformes comme PitchBob offrent des générateurs de discours de vente alimentés par l’IA, permettant aux équipes de vente de créer des présentations visuellement attrayantes, des lettres aux investisseurs, des discours d’ascenseur et bien plus encore. Ces outils révolutionnaires offrent des avantages significatifs aux équipes de vente en automatisant les tâches répétitives, en fournissant une assistance à la rédaction de discours de vente et en améliorant la productivité globale des équipes.
En outre, les clients recherchent de plus en plus des expériences omnicanal, y compris la possibilité de commander en ligne. Les entreprises qui adoptent des technologies avancées de vente, telles que la vente hybride, l’excellence du commerce électronique et l’hyper-personnalisation, sont mieux positionnées pour répondre à ces attentes croissantes. Par exemple, l’IA peut être utilisée pour la segmentation dynamique des publics cibles, des campagnes de suivi par e-mail hyper-personnalisées, des conseils de négociation en temps réel et une intégration personnalisée des nouveaux clients. Ces exemples illustrent comment l’IA révolutionne l’industrie des ventes en offrant des solutions innovantes pour répondre aux demandes émergentes des clients et améliorer l’efficacité des équipes de vente.
Enfin, les leaders commerciaux sont optimistes quant aux cas d’utilisation de l’IA générative et s’attendent à utiliser fréquemment des solutions d’IA générative au cours des deux prochaines années. Cela démontre l’impact potentiel de l’IA sur l’expérience client, la croissance et la productivité dans les domaines du marketing et des ventes.
Avantages de l’utilisation de l’IA dans les discours de vente
L’intégration de l’IA dans les discours de vente présente divers avantages significatifs pour les entreprises. Tout d’abord, l’IA améliore considérablement la personnalisation des sollicitations commerciales. Grâce à des algorithmes sophistiqués, les équipes de vente peuvent créer des messages et des campagnes hautement personnalisés, adaptés aux besoins spécifiques de chaque prospect. Cela renforce la pertinence des interactions commerciales et conduit à une augmentation notable des taux de conversion.
Onopia - Le Marketing Assisté par l'Intelligence ArtificielleOnopia
Le marketing assisté par l’intelligence artificielle (IA) a révolutionné la manière dont les entreprises interagissent avec leurs clients et façonnent leurs stratégies marketing.
Cette fusion entre le marketing et l'IA offre des opportunités sans précédent pour automatiser les tâches répétitives, personnaliser les campagnes marketing et prédire les comportements des consommateurs, ouvrant ainsi de nouveaux horizons pour les entreprises désireuses de rester compétitives dans un paysage numérique en constante évolution.
En explorant les divers aspects de cette révolution, il est possible de comprendre en profondeur comment le marketing assisté par l'IA révolutionne véritablement le domaine du marketing, tout en ouvrant des opportunités inédites pour les entreprises.
L'application de l'IA dans le marketing a permis de libérer du temps pour des activités plus stratégiques en automatisant les tâches répétitives, améliorant ainsi l'efficacité opérationnelle. Par exemple, les chatbots alimentés par l'IA peuvent gérer les interactions avec les clients, répondre à leurs questions et les orienter vers les produits ou services appropriés, offrant ainsi une expérience client améliorée. De plus, l'IA fournit des insights précieux sur les clients en analysant des données provenant de diverses sources telles que les interactions sur les réseaux sociaux, les activités sur le site web et l'historique d'achat. Ces capacités révolutionnaires de l'IA permettent aux spécialistes du marketing de comprendre plus profondément les besoins et les comportements des consommateurs, ce qui conduit à des campagnes plus perspicaces et efficaces. Par conséquent, le marketing assisté par l'IA révolutionne véritablement la manière dont les entreprises interagissent avec leur public, en offrant des expériences plus personnalisées et en optimisant les performances marketing [1].
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https://onopia.com
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Dans cette publication, nous allons explorer en profondeur ce qu'est l'IA générative, ses mécanismes, ses applications et les implications de cette technologie prometteuse.
L'IA générative est une catégorie d'IA qui se distingue par sa capacité à générer du contenu original plutôt que de simplement interpréter des données. Contrairement aux modèles d'IA traditionnels qui apprennent à partir de données existantes pour effectuer des tâches spécifiques, l'IA générative crée quelque chose de nouveau, que ce soit du texte, des images, de la musique, ou même du code informatique.
www.onopia.com
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https://circular.onopia.com
https://onopia.com
Les modèles économiques circulaires sont des approches qui visent à optimiser l'utilisation des ressources en minimisant les déchets et en favorisant la durabilité à long terme. Contrairement au modèle économique linéaire traditionnel (extraire, produire, consommer, jeter), les modèles circulaires cherchent à maintenir les ressources en circulation aussi longtemps que possible à travers différentes phases, telles que la conception, la production, la distribution, l'utilisation et la fin de vie des produits. Voici quelques principaux modèles économiques circulaires et leur importance :
Économie de la boucle fermée (Closed-Loop Economy) :
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Économie de la boucle biologique (Biological Nutrient Economy) :
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Économie de la performance (Performance Economy) :
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Économie de l'échange (Sharing Economy) :
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Économie de la boucle ouverte (Open-Loop Economy) :
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Pour en savoir plus sur nos accompagnements visitez le site http://www.onopia.com
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FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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
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
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
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
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
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
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
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.
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.
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.
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
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 ?
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
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
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..)
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