WEBINAIRE QUELS OUTILS POUR UN BUSINESS MODEL INNOVANT ? Peter Keates - CEO Onopia Mail :
[email protected] Twitter : @peterkeates
Pour regarder l’enregistrement vidéo du webinaire rendez-vous sur
bigidea.onopia.com
INNOVATION PRODUITS & SERVICES BUSINESS MODEL EXPERIENCE CLIENT
➡ Innovation ➡ Business Models ➡ Value Proposition ➡ Expérience Client ➡ Etude des besoins clients ➡ Design Thinking
www.onopia.com
SOMMAIRE ➡ Business Model Canvas en bref ➡ Exemples de Business Models ➡ Outils complémentaires au BMC ➡ Concurrence (Courbe BOS) ➡ Créativité et divergence ➡ SCAMPER
www.onopia.com
Ce qui influence l’entreprise et son Business Model Concurrents / Produits de substitution
Fournisseurs
Business Model de l’entreprise Contraintes réglementaires
Clients
Tendances
Rappel sur le Business Model Canvas
Business Model Définition Un modèle économique (ou business model) décrit les principes selon lesquels une organisation crée, délivre et capture de la valeur.
Business Model Canvas 9 blocs pour décrire l’économie d’une entreprise qui couvrent les 4 grandes dimensions d’une entreprise : clients, offre, infrastructure et viabilité financière
L’origine du Business Model Canvas Thèse d’Alexander Osterwalder en 2004 (Business model ontology)
Démarche innovante : Ouvrage collectif et collaboratif Editeur
: 470 co-auteurs
: theHUB
Tarif pour participer
: de 24$ à 243 $
+1.000.000 livres vendus !
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
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Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?
What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?
What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying?
For whom are we creating value? Who are our most important customers?
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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? TgP\_[Tb ?Tab^]P[PbbXbcP]RT 3TSXRPcTS?Tab^]P[0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTSBTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^]
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What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?
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?
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