Business Model Innovation à Clubster Santé 18 nov 2013

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

9. VENTE A DOMICILE DE LINGERIE

10. CONCEPTION EN FRANCE

11. FABRICATION EN TUNISIE

12. 3700 conseillères indépendantes

13. 180.000 hôtesses

14. RESULTATS

15. 39 salariés

16. Nombre de clientes en France 2.000.000

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

18. Résultat net 2014 6,6 Millions €

19. 2009

20. 4 ASSOCIES Pierre-Etienne Roinat, Benoît Varin, Cédric Maucourt et Antoine Jeanjean

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

22. Reconditionnement / Recyclage de téléphones usagés Activité

23. 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

24. RESULTATS

25. 1 Million de mobiles vendus depuis 2010

26. 25 Millions € de CA en 2014

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

28. Qu’ont-ils en commun ?

29. 1Ils ont proposé le nouveau produit accompagné d’un business model

30. 2 Ont ils copié un Business Model concurrent ? Ils ont inventé un NOUVEAU Business Model !

31. 3 Ils ont dû prendre des risques et tester

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

33. Il faut un langage commun !

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

35. 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

36. 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

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

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

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

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

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

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

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

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

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

46. 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

47. 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

48. Des post-it pour décrire son Business Model

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

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

51. 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

52. 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

53. 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

54. 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

55. 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

56. 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

57. 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

58. 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

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

60. 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 $

61. 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

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

63. Les Places de Marché

64. 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

65. 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 $

66. UN BUSINESS MODEL DE REVE !

67. UN BUSINESS MODEL DE REVE !

68. 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

69. Résultats

70. 1 Million de $ de chiffre d’affaire par salarié

71. Taux de marge 50%

72. 500.000 $ de marge brute par salarié

73. Décembre 2014 Adobe rachète Fotolia 800 Millions de $

74. 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

75. DISRUPTION DANS LE SECTEUR BANCAIRE

76. Une opportunité

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

78. Un problème..

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

80. Les frais bancaires sont très élevés en France

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

82. Une solution..

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

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

85. Quel est le Business Model de Number26 ?

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

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

88. 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

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

90. DEUX PARTENAIRES STRATEGIQUES

91. WIRECARD PROPOSE DES SERVICES BANCAIRES EN MARQUE BLANCHE

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

93. MASTERCARD PROPOSE UNE CARTE BANCAIRE INTERNATIONALE

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

95. RESULTATS

96. 80.000 clients en 10 mois ! Source Number 26 - 2015

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

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

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

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

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

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

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

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

105. 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.

106. Les moquettes pollution allergies

107. 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

108. Résultats

109. 60% des nouvelles moquettes sont fabriquées à partir de moquettes usagées

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

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

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

113. +8% d’augmentation de part de marché

114. Rentabilité X 8

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

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

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

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

119. 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 ?

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

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

122. Source : onopia.com

123. 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

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

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

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

127. Un compte bancaire avec carte MasterCard Gratuit !

128. 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 ?

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

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

131. 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..)

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

133. Ils utilisent le Business Model Canvas

134. 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

135. 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

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

137. 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