BUSINESS MODEL CANVAS

Partenaires
Cls

Cots
Revenus
o
u
i
!!
je pense avoir un
plan !
Le Business model canvas nous permet
dexperimenter diffrents plans
jusqu notre ide ..
Webinaire
Business Model Innovation
Janvier 2013
Business Model
Un modle conomique
(ou business model) dcrit les principes selon lesquels une
organisation cre, dlivre et capture de la valeur.
Dfinition *
*A. Osterwalder, Business Model Nouvelle Gnration
une nouvelle manire de
crer, dlivrer et capturer la valeur
Business Model
Innovant
Dfinition *
*A. Osterwalder, Business Model Nouvelle Gnration
54% des dirigeants pensent que
ladaptation de leur business
model est plus critique que
lancer de nouveaux produits et
services
Source : Economist Intelligence Unit Survey 2010 - 4000 questioned Senior Executives
0
2,25
4,50
6,75
9,00
3 ans 5 ans 10 ans
1
6
6,8
2,7
6,1
8,5
1,7
0,1
1,7
E
n

%
Process & products innovators
Business model innovators
Valeur supplmentaire capture Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.
Les socits qui innovent au niveau de leur Business Model
sont plus performantes que les innovateurs traditionnels
Innovation du Business Model
50,98% des innovations
relvent des modles daffaires
Source : OCDE, Science, technologie et industrie : Perspectives de lOCDE, 2008.
Lorigine du Business Model Canvas
Tir de la Thse dAlexander Osterwalder
en 2004 (Business model ontology)
Ouvrage collectif et collaboratif : 470 co-auteurs
Dmarche innovante :
Tarif pour participer : de 24$ 243 $
Editeur
: theHUB
Business Model Canvas*
9 blocs pour dcrire lconomie dune entreprise
qui couvrent les 4 grandes dimensions dune entreprise : clients, offre,
infrastructure et viabilit financire
* origine : thse dAlexander Osterwalder et de son livre Business Model Nouvelle Gnration
Le Business Model Canvas
Un langage pour dcrire, visualiser, valuer et transformer les
Business Models
Partenaires cls Activits cls
Ressources cls
Segments de clientle
Structure des cots Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
*A. Osterwalder, Business Model Nouvelle Gnration
Segments de clientle
Segments de clientle
Proposition de valeur
Segments de clientle
Propositions de valeur
Canaux
Segments de clientle
Propositions de valeur
Canaux
Relations avec le client
Segments de clientle
Propositions de valeur
Relations avec
les clients
Canaux
Flux de revenus
Segments de clientle
Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
Ressources cls
Ressources cls
Segments de clientle
Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
Activits cls
Activits cls
Ressources cls
Segments de clientle
Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
Partenaires cls
Partenaires cls Activits cls
Ressources cls
Segments de clientle
Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
Structure de cot
Partenaires cls Activits cls
Ressources cls
Segments de clientle
Structure des cots Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
Le Business Model Canvas
Un langage pour dcrire, visualiser, valuer et transformer les
Business Models *
Partenaires cls Activits cls
Ressources cls
Segments de clientle
Structure des cots Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
*A. Osterwalder, Business Model Nouvelle Gnration
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\Ta AT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bc BcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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
Un langage pour dcrire, visualiser, valuer et transformer les Business Models *
*A. Osterwalder, Business Model Nouvelle Gnration
Le Business Model Canvas est enregistr
sous licence Creative Commons. Merci de
vous y rfrer avant son utilisation.
Le crateur du Business Model Canvas est
Alexander Osterwalder
Une approche visuelle & interactive
Crdit Photo : (c) Elton-Pickford - reproduction interdite
Les diffrents types de
Business Models
La longue trane
Chris Anderson
Auteur des livres la Longue Trane et Free
La longue trane
Principe de la longue trane
Nombre de produits
Q
t
e

:

V
e
n
t
e
s

&

p
o
p
u
l
a
r
i
t

Exemples :
LEGO, eBay, Amazon, Netix
Ventes de nombreux produits diffrents en petite quantit
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
La longue trane
Vendeurs
particuliers
Publics de
niche
commissions
sur le prix
final en cas
de vente
eBay.com
Achat & Vente
dobjets neufs
ou
doccasions
place de
march pour
un contenu de
niche
Gestion & Dveloppement de
la plateforme
Plateforme
Dveloppement
de la
plateforme
Profils en ligne
Vendeurs pro
Par annonce
Aux enchres
Prix fixe
Les plates-formes multifaces
Exemples :
Viadeo, Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)
Une plate-forme dintermdiation entre deux ou
plusieurs segments de clients apporte de nouveaux ux
de revenus au modle initial
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Les plate-formes multiface
Exemples :
Annonceurs
Internautes
gratuit
enchres mots-
cls
recherche
gratuite
annonces
cibles
Cots plate-forme
Plate-forme
de recherche
Gestion
plate-forme,
gestion
services,
extension
primtre
Propritaires
de contenu
montisation
du contenu
Le gratuit
Chris Anderson
Auteur du livre la FREE
Exemples :
Publicit et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette
La demande pour un produit
gratuit est beaucoup plus forte
que pour un produit payant
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : la publicit
Un modle de plate-forme
multiface :
annonceurs
audience
internet
mondiale
Comptes
gratuits
Commissions sur
espaces publicitaires
Personnalisation
de masse
Force de vente
Publicit
plateforme.com
Espaces Pub
sur rseau
social trs
visit
rseau social
gratuit
Dveloppement de la
plateforme
Plateforme
Ressources
humaines
Commercial
+
Marketing
Gestion de la
plateforme
Annonceurs
Publicit +
Recrutement
Bnficiaires
accs aux fonctions standards
Cotisants
Accs aux fonctions avances
Objectif :
augmenter le taux de conversion des
bnciaires vers les cotisants
Le gratuit : Freemium
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
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Nevress
Perjormarce
Customizatior
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Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
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IixeJ Costs (salaries, rerts, utilities)
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ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : Freemium
Un modle de plate-forme
multiface :
utilisateur
occasionnels
gros
utilisateurs
Comptes de
base
gratuits
abonnement utilisateurs :
de 11,90 53,95/mois
Personnalisation
de masse
Force de vente
Publicit
linkedin.com
partage de son
profil
Mise en
relation
Dveloppement
plateforme
Plate-forme
Linkedin
Marque
Gestion de la
plateforme
Yahoo
Accs aux
fonctions
tendues
Annonceurs
Recruteurs
& RH des
socits
Revenus
annonceurs
Revenus
Recruteurs & RH
Solution de
recrutement
Publicits
cibles
Le Freemium invers
Cotisants
Bnficiaires
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

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2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
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Humar
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\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
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Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
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List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
Freemium invers
Assurs
Prime dassurance
ponctuelle
internet
tlphone
mail
assurance
Accident/
Dpannage
RH
Plate-forme
Gestion de
lactivit
compagnies
dassurances
et
reassurances
Assurances
RH
Acquisition
nouveaux clients
Publicit
Bnficiaires
indemnisations
de 0 la
franchise payer
en cas daccident
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
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LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Le gratuit : Appt & verrouillage du client
Un modle de plate-forme
multiface :
Clients
1 er Achat
dimprimante
Fidlit
Contrainte
Distributeurs
Imprimante de
qualit jet
dencre
Cartouches
Marketing Fabrication
Marques &
brevets
Marketing
R&D
Logistique
Remplacements
des cartouches
Logistique
R&D
Verrouillage du march
par proprit
intellectuelle, brevet
bloquant lusage
Les business models ouverts
Dr. Henry Chesbrough
co-fondateur de l Open Innovation Community
Crateur de la thorie et du terme "open Innovation"
Executive Director of the Center for Open Innovation at the Haas School of
Business, California, Berkeley
Les business models ouverts
Exemples :
IBM, Procter & Gamble, GlaxoSmithKline, Innocentive
"LOpen Innovation est le paradigme selon lequel une entreprise a adapt
sa stratgie complte dinnovation afin de tirer le meilleur parti du
microcosme qui lentoure.
Cela consiste notamment maximiser le recours des solutions
dveloppes en EXTERNE (outside-in) et montiser des technologies
dveloppes en interne, mais qui ne trouvent pas dapplications pour le
coeur de mtier de lentreprise (inside-out)."
Les business models ouverts
Exemples :
IBM, Procter & Gamble, GlaxoSmithKline, Innocentive
Entreprise Entreprise
Ouverture aux
comptences extrieures
Optimisation de sa proprit
intellectuelle
Sous-traitants, Clients,
Consultants, Institutions
publiques, Centres de R&D
privs, Large Public, Leader
dopinion
Ventes de brevets, Licences,
Financements/partenariats,
Contributions publiques
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Les business models ouverts
Exemple* : Procter & Gamble
R&D
Interne
R&D Interne PI autre
entreprise
Exploiter la R&D
interne
Chercheurs
extrieurs
Chercheurs
retraits
Entrepreneurs de
technologies
Plateforme internet InnoCentive
yourEncore.com
Augmentation de la
productivit R&D de 85 %
Augmentation faible du
budget R&D
*A. Osterwalder, Business Model Nouvelle Gnration
7 questions pour
tester votre
Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
Cots du
Changement / System Lock-in
Quelles facilits ou difficults ont les clients pour partir vers la
concurrence ?
Avec Windows vous avez
accs des centaines
de milliers dapplications
compatibles Wintel
...et vous tes verrouill
avec nous car il est trs
difficile de changer de
produit
Revenus
Rcurants
Est-ce que chaque vente est un nouvel effort ou rsulte-il
dun renouvellement automatique ?
Comment sont lisss vos revenus sur lanne ?
Vtements
pour
les enfants
Source : Elton-Pickford
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customers 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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
Plateforme
Informatique
Abonnement mensuel de
39, 99 $/mois
Stock
Fournisseurs
Facilit les
courses des
parents lors de
lachat de
vtements pour
leurs enfants
Business Model WittleBee
Parents denfants de
0 5 ans
RH
Logistique
Logistique
Automatise :
usage prol des
enfants, ge, garon/
lle, rgion, gots
Vente en ligne
Publicit
Prparation des colis
RH, Stylistes
club sur la page
Facebook, photos
des enfants avec les
vtements
Source : Elton-Pickford
Source : Elton-Pickford
Les Produits de beaut Le Vin
Source : Elton-Pickford
Source : Elton-Pickford
Les Produits pour les chiens Les Jeux pour les enfants
Source : Elton-Pickford
Encaissez avant
de payer
Gagnez-vous de largent avant den dpenser ?
BFR (Besoin en Fond de Roulement) ngatif ou flux de trsorerie positif
BFR (Besoin en Fond de Roulement)
ngatif ou flux de trsorerie positif
Source : Elton-Pickford
BFR (Besoin en Fond de Roulement)
ngatif ou flux de trsorerie positif
Source : Elton-Pickford
Changer la structure de
cots
Votre structure de cots est-elle diffrente et meilleure que
celle de vos concurrents ?
Les appels tlphoniques seront
totalement gratuits dans le futur
Niklas Zennstrm
Co-fondateur de Skype
Faire faire le travail par
les autres
A quel niveau de contribution vos clients ou tierces parties
participent la cration de valeur de votre Business Model ?
Ray Offman
Fondateur de Linkedin
Source : Elton-Pickford
Partagez vos donnes sur
votre page Linkedin...
Source : Elton-Pickford
Cela va rendre ma
plateforme plus
attractive...
Source : Elton-Pickford
...et augmenter la
valorisation de Linkedin...
Source : Elton-Pickford
Evolutivit
A quelle vitesse et facilit pouvez-vous faire croitre votre
Business Model sans rencontrer dobstacles sur votre route ?
(ex: infrastructure, support client, etc..)
Protection contre la
concurrence
Comment votre Business Model vous protge de la
concurrence ?
Positionnement
stratgique
Comment positionnez-vous votre Business Model par
rapport vos diffrents segments de clients ?
System Lock-in
Best product Total Customer Solution
Quel est le problme ?
Comment
viter cela ?
Pourquoi font-
ils des tests ?
Quand faut-il
tester un
modle
conomique ?
Dcouvrir un problme la fin
dun projet, cote en
moyenne 100 fois plus cher
quen dbut de projet
Customer
Development
Steve Blank
no Business Plan Survives
First Contact with a Customer
vous devez sortir de votre
entreprise et...
Source : Steve Blank - The Startup Owners Manual
tester
chaque hypothse
avec vos clients
Source : Steve Blank - The Startup Owners Manual
9 Rgles pour
touffer
linnovation

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Mez-vous de toute
ide nouvelle
Aprs tout, si lide tait bonne, quelquun au sommet y
aurait dj pens..

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Evoquez lhistoire
Trouver un prcdent dans une ide qui n'a pas fonctionn,
rappeler tous cette mauvaise exprience passe.
Ceux qui sont l depuis longtemps savent que nous avons
essay avant, donc a ne marchera pas non plus cette fois.

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Garder les quipes trs
occupes
Si les gens semblent avoir du temps libre, les charger encore
plus de travail...

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Au nom de lexcellence,
encourager une
concurrence acharne
Obtenez des quipes de critiquer et de remettre en question
les propositions des uns et des autres, de prfrence dans
des forums publics, et ensuite dclarer les gagnants et les
perdants.

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Utiliser le stress tout
niveau
Compter tout ce qui peut tre compt, aussi souvent que
possible.
Balayer tout surplus dans les comptes principaux.
Favoriser des plans exacts et des garanties de succs. Ne
pas encourager ceux qui ont dpass leurs objectifs, car
cela ne ferait que nuire la planification.
Insister pour que toutes les procdures soient suivies.

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Limiter la discussion de la
stratgie un petit cercle
de conseillers
Puis annoncer les grandes dcisions en bonne et due forme.
Cela garantit que personne ne pourra commencer quelque
chose de nouveau, car ils ne sauront jamais lavance ce
que la direction leur rserve.

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Agir comme si la
punition de lchec
favorise la russite
Pratiquer l'humiliation publique, de ceux qui ne rpondent
pas aux attentes. Tout le monde saura que la prise de risque
est mauvaise.

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Blmer les personnes
incomptentes
Se plaindre souvent de la mauvaise qualit du vivier de
talents. Si cela ne porte pas atteinte la confiance en soi,
cela entamera la confiance dans les ides des autres.

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Surtout, ne jamais oublier
que nous sommes arrivs
au sommet
Parce que nous savons dj tout ce qu'il faut savoir propos
de notre business.

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Prsentation

Dnition de meilleurs Business Models

Rsultats tangibles

Une mthodologie performante

Ce que nous dlivrons
Un programme
stimulant,
garantissant le
travail en quipe et
la gnration de
rsultats
Notre approche Workshop
Lapproche Workshop Business Model Innovation
de la thorie la pratique en groupe
Thorie
Rexion Pratique
Crdit Photo : (c) Elton-Pickford
Positionnement stratgique
Business Model

Gnration

Evaluation

Validation

Implmentation
Notre offre daccompagnement
System Lock-in
Best product Total Customer Solution
Le format
Sminaire/Workshop
Inter ou Intra
entreprise bas sur :
Travail en quipe
Participation active
Approche design
Etudes de nombreux
business models
Merci
Questions & Rponses
Pour nous contacter
Elton-Pickford
3 rue Chauveau-Lagarde
75008 Paris - France
www.elton-pickford.com
Peter KEATES
Directeur Associ
Mobile :+33 (0)6 24 39 32 21
Mail : peter.keates@elton-pickford.com