BUSINESS MO

DEL CANVAS

Partenair

es

Clés

€

€

€

Coûts

Revenus

oui !!

je pense avoir un

plan !

Le Business model canvas nous permet

d’experimenter différents plans

jusqu’à notre idée ..

Les nouveaux Business Models

OpenCoffee - Brest19 Septembre 2012

✓ Associé Fondateur du Cabinet Elton-PickfordMail : peter.keates@elton-pickford.comMobile : +33 (0)6 24 39 32 21

Peter KEATES

Xerox invente la Xerox 914 en 1958

Croissance du CA 41% pendant 20 ans

Xerox développe un Business Model économique : location du photocopieur à 95 $/mois comprenant 2.000 photocopies gratuites, 5 cents la copie supplémentaire.

Google invente son moteur de recherche en 1997

CA 2010 - 29,32 Milliards de $Résultat net : 8,5 Milliards de $

Business Model basé sur la publicité et un système d’enchères

Qu’ont-ils en commun ?

Ils ont proposé le nouveau produit avec un business

model1

Ils ont inventé un NOUVEAU

Business Model !2

Ont ils copié un Business Model concurrent ?

Ils ont du prendre des risques et tester3

Business Model

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

Définition

« une nouvelle manière de créer, délivrer et capturer la valeur »

Business Model Innovant

Définition

54% des dirigeants pensent que l’adaptation 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

En %

Process & products innovatorsBusiness model innovatorsValeur supplémentaire capturée

Source : BCG 2010 Senior Executive Innovation Survey; BCG ValueScience Center analysis.

Les sociétés qui innovent au niveau de leur Business Model sont plus performantes que les innovateurs traditionnels

50,98% des innovations relèvent des modèles d’affaires

Source : OCDE, Science, technologie et industrie : Perspectives de l’OCDE, 2008.

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

Exemples : Marché de masse, de niche, segmenté, diversifié, Plate-forme multilatérales

Segments de clientèle

Pour qui créons-nous de la valeur ?Qui sont nos clients les plus importants ?

Proposition de valeur

Quelle valeur apportons-nous au client ?Quel problème contribuons-nous à résoudre ?

Exemples : Nouveauté, Performance, Personnalisation, accompagnement, design, marque, prix, réduction des coûts, des risques, accessibilité

Exemples : Force de vente, vente en ligne, magasin en propre ou partenaires, grossistes

Canaux

Quels canaux nos segments de clients préfèrent-ils ?Quels canaux utilisons-nous actuellement ?...

Exemples : Assistance personnelle, assistance personnelle dédiée, self-service, services automatisés...

Relations avec le client

Quel type de relations chacun de nos segments de clients souhaite t-il que nous entretenions avec lui ?Quel type de relations avons-nous établies ?Quel est leur coût ?

Exemples : Vente de biens, droit d’usage (SFR, Model SaaS), abonnements, location/prêt, licensing

Flux de revenus

Quelle valeur nos clients sont-ils disposés à payer ?Pour quoi payent-ils actuellement ?Comment payent-ils ?

Exemples : Physiques, Intellectuelles, Humaines, Financières

Ressources clés

Quelles ressources clés nos propositions de valeur exigent-elles ?Qu’en est-il de nos canaux de distribution ?De nos relations avec les clients ? De nos flux de revenus ?

Exemples : Production, résolution de problèmes, plate-forme/réseau

Activités clés

Quelles activités clés nos propositions de valeur exigent-elles ?Qu’en est-il de nos canaux de distribution ?De nos relations clients ? De nos revenus ?

Exemples : Optimisation et économies d’échelles, réduction du risque et de l’incertitude...

Partenaires clés

Qui sont nos partenaires clés ?Qui sont nos fournisseurs clés ?Quelles ressources clés nous procurons-nous auprès de partenaires ?

Exemples : Logique de coûts, logique de valeur, coûts fixes, coûts variables

Structure de coût

Quels sont les coûts les plus importants ?Quelles ressources clés sont les plus coûteuses ?Quelles activités clés sont les plus coûteuses ?

Le Business Model Canvas

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »

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 CustomerSegments 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

« Un langage pour décrire, visualiser, évaluer et transformer les Business Models »

Visual thinking

Les typologies de Business Models

Contexte (avant) La proposition de valeur ne cible que les clients les plus rentables

DéfiCibler des segments moins rentables avec des

proposition de valeur spécifiques et trop coûteux

Solution (après)La proposition de valeur cible un grand

nombre de segments de clients, de niche, moins rentables, qui ensemble sont rentables

Principes

Des outils informatiques et de management plus performants permettent de délivrer des propositions de valeur personnalisées à un très grand nombre de clients, à faible coût

La longue traîne

Exemples :Edition (Lulu.com), LEGO

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 CustomerSegments 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.

La longue traîne

Auteur de niche

Publics de niche

commissions sur services

d’édition

Commissions sur vente (faible)

Communautés d’intérêt

Lulu.com

Service d’auto-édition

place de marché pour

un contenu de niche

Gestion & Développement de la plateforme

Plateforme

Infrastructure d’impression à

la demande

Logistique

Développement de la

plateformeProfils en ligne

Contexte (avant) Une proposition de valeur cible un segment de clients

Défi

L’entreprise n’arrive pas à acquérir de nouveaux clients potentiels (ex : développeurs

de jeux vidéo qui veulent toucher les utilisateurs de consoles

Solution (après) Ajout d’une proposition de valeur «donnant accès» à un segment de clients existant

PrincipesUne plate-forme d’intermédiation entre deux ou plusieurs segments de clients apporte de nouveaux flux de revenus au modèle initial

Les plates-formes multifaces

Exemples :Google, Consoles de jeux Nintendo, Sony, Microsoft, Apple (iPod, iTunes, iPhone)

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 CustomerSegments 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.

Les plate-formes multiface

Exemples :

Annonceurs

Internautes

gratuitenchères mots-

clés

recherche gratuite

annonces ciblées

Coûts plate-forme

Plate-forme de recherche

Gestion plate-forme,

gestion services,

extension périmètre

Propriétaires de contenu

monétisation du contenu

Le gratuit

Exemples :Publicité et journaux, Metro, Flickr, open source, Red Hat, Skype, Gillette

Contexte (avant) Une proposition de valeur coûteuse est proposée aux seuls clients payants

Défi Le prix élevé dissuade les consommateurs

Solution (après)Plusieurs propositions de valeur sont offertes à différents segments de clients, avec des flux

de revenus différents, dont l’un est gratuit

Principes Les segments de clients qui ne payent pas sont subventionnés par ceux qui payent

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 CustomerSegments 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 gratuit : la publicité

Un modèle de plate-forme multiface :

annonceurs

audience internet mondiale

Comptes gratuits

Commissions sur espaces publicitaires

Personnalisation de masse

Force de ventePublicité

plateforme.com

Espaces Pub sur réseau social très

visité

réseau social gratuit

Développement de la plateforme

Plateforme

Ressources humaines

Commercial+

Marketing

Gestion de la plateformeAnnonceurs

Publicité + Recrutement

Le Freemium

CotisantsAccès aux fonctions

avancées

Bénéficiaires accès aux fonctions standards

Objectif : augmenter le taux de

conversion

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 CustomerSegments 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 gratuit : Freemium

Un modèle de plate-forme multiface :

utilisateur occasionnels

gros utilisateurs

Comptes de base gratuits

abonnement annuel gros

utilisateurs : 24 $/mois

Personnalisation de masse

Force de ventePublicité

plateforme.com

partage photos gratuit

partage photos premium

Développement plateforme

coûts du stockage

Plate-formeFlickR

Marque

Gestion de la plateforme

Yahoo

Freemium inversé

Cotisants

Bénéficiaires

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 CustomerSegments 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.

Freemium inversé

Assurés

Prime d’assurance

ponctuelle

internettéléphone

mail

assurance Accident/

Dépannage

RH

Plate-forme

Gestion de l’activité

compagnies d’assurances

et reassurances

Assurances

RH

Acquisition nouveaux clients

Publicité

Bénéficiaires

indémnisations

de 0 à la franchise à payer en cas

d’accident

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 CustomerSegments 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 gratuit : L’appât et l’hameçon

Un modèle de plate-forme multiface :

Clients

1 er Achat Rasoir

FidélitéContrainte

Distributeurs

Rasoir

Lames

Marketing Fabrication

Marques & brevets

MarketingR&D

LogistiqueFabricants d’appareils

Remplacements lames fréquents

Logistique R&D

Verrouillage du marché par propriété intellectuelle, brevet bloquant l’usage

Contexte (avant) Les ressources R&D et les activités clés sont concentrées en interne

Défi La R&D coûte cher et/ou la productivité chute

Solution (après)Exploitation des ressources R&D et des

activités internes par des partenaires extérieurs

Principes

Acquérir de la R&D auprès de sources extérieures peut-être moins couteux. Mise sur

le marché + rapide. Innovations internes inexploitées deviennent une source de

revenus.

Les business models ouverts

Exemples :Procter & Gamble, GlaxoSmithKline, Innocentive

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 CustomerSegments 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.

Les business models ouverts

Exemple : Procter & Gamble

R&DInterne

R&D InternePI autre entreprise

Exploiter la R&D interne

Chercheurs extérieurs

Chercheurs retraités

Entrepreneurs de technologies

Plateforme internet InnoCentive

yourEncore.com

Augmentation de la productivité R&D de 85 %

Augmentation faible du budget R&D

7 questions pour tester votre Business Model

Coûts du Changement

Quelles facilités ou difficultés ont les clients pour partir vers la concurrence ?

Avec ce fantastique produit vous pouvez emporter des centaines de chansons dans votre poche

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

RevenusRécurants

Est-ce que chaque vente est un nouvel effort ou résulte-il d’un renouvellement automatique ?

Comment sont lissés vos revenus sur l’année ?

Vêtements pour

les enfants

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 CustomerSegments 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.

Plateforme Informatique

Abonnement mensuel de 39, 99 $/mois

Stock

Fournisseurs Facilité les courses des

parents lors de l’achat de

vêtements pour leurs enfants

Business Model WittleBee

Parents d’enfants de 0 à 5 ans

RH

Logistique

LogistiqueAutomatisée :

usage profil des enfants, âge, garçon/fille, région, goûts

Vente en ligne

Publicité

Préparation des colis

RH, Stylistes

«club» sur la page Facebook, photos

des enfants avec les vêtements

Les Produits de beauté Le Vin

Les Produits pour les chiens Les Jeux pour les enfants

Encaissez avantde payer

Gagnez-vous de l’argent avant d’en dépenser ?

Changer la structure de coûts

Votre structure de coûts est-elle substantiellement différente et meilleure que celle de vos concurrents ?

Les appels téléphoniques seront totalement gratuits dans le futur

Niklas ZennströmCo-fondateur de Skype

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 ?

Allez-y et partagez vos données sur votre page Facebook...

Cela va rendre ma plateforme plus intéressante...

...et augmenter la valorisation de Facebook...

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..)

Protection contre la concurrence

Comment votre Business Model vous protège de la concurrence ?

Quel est le problème ?

Comment éviter cela ?

Pourquoi font-ils des tests ?

Quand faut-il tester un modèle économique ?

Découvrir un problème à la fin d’un projet, coûte en moyenne 100 fois plus cher qu’en début de projet

CustomerDevelopment

Steve Blank

«  no  Business  Plan  Survives  First  Contact  with  a  Customer  »

un business model peut sembler bien sur le papier..

mais après tout ce n’est qu’...

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 CustomerSegments 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.

Hypothèses

Hypothèses

Hypothèses

Hypothèses

Hypothèses

Hypothèses

Hypothèses

Hypothèses Hypothèses

Hypothèses

Hypothèses

... un ensemble d’hypothèses

vous  devez  sortir  de  votre  entreprise  et...  

tester  chaque  hypothèse  avec  vos  clients  

c’est  la  meilleure  photographie  du  fonctionnement  potentiel  de  votre  business  model  

Les Business Model Canvas

Les hypothèses

décrivez  les  hypothèses  les  plus  importantes  de  votre  business  model

Testez  chaque  hypothèse

Le test

«  prototyping  let’s  you  fail  early  to  succeed  sooner  »

Langage communBusiness Model

Attitude Design Thinking

Tester avant de fabriquer

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Elton-Pickford3 rue Chauveau-Lagarde

75008 Paris - Francewww.elton-pickford.com

Peter KEATESDirecteur Associé

Mobile :+33 (0)6 24 39 32 21Mail : peter.keates@elton-pickford.com