Créé en 1995 par

Lynda Weinman
 MISSION

Vous aider à acquérir les

compétences dont vous
avez besoin pour réaliser
votre potentiel.
 LE DEBUT

Ecriture d’un
livre sur le
design web en
1993
 LE DEBUT

Elle réinvestit les 20.000 $

de royalties de son livre
dans la création d’une école
de web design.
L’ECOLE DE DESIGN

En 2001
35 salariés
3,5 Millions de $ de CA
L’ECOLE DE DESIGN

En 2001
35 salariés
3,5 Millions de $ de CA
 LA CRISE DE 2001

Licenciement de 75% du personnel

9 salariés
 LE PIVOT

MISE EN LIGNE DE
L’ENSEMBLE DES FORMATIONS
PROPOSEES A UN PRIX
PACKAGE DE 25$/MOIS
Quel est le Business
Model
de Lynda.com ?
 lynda.com
PARTENAIRES CLES ACTIVITES CLES PROPOSITION DE VALEUR RELATION CLIENT SEGMENTS CLIENTS
Formation video en Relation
Développement ligne personnalisée
des formations pour les Particuliers
Nouvelles entreprises
Gestion et formations toutes
les semaines Relation Etudiants
développement du
site automatisée par
Nombreux sujets, internet Ecoles
RESSOURCES CLES de l’informatique au CANAUX

Les spécialistes lynda.com management et

marketing Entreprises
Studio Site web
d’enregistrement 19,95 € / mois pour
accéder à Administration
Personnel l’ensemble des Téléphone / Mobile
cours
Cours
STRUCTURE DE COÛTS FLUX DE REVENUS

Offres pour les groupes / Abonnement

Système Rémunération
Salaires entreprises, mensuel de 19,95 €
d’Information des formateurs
administrations, écoles à 29,95 €

Business model canvas from www.businessmodelgeneration.com

Analyse du Business Model © Onopia www.onopia.com

 Business Model, Business Model Canvas, Business Model Innovation, Modèle économique, stratégie disruptive, disruptive
strategy, disruptive innovation, innovation, design thinking, alex osterwalder, strategyzer, Business Model, inc, board of
strategy, board of, board, onopia, design thinking, customer experience, expérience client, formation, tips, training, france,
paris, startup, clayton m christensen, harvard, harvard business school, escp europe, europe , hec, insead, polytechnique,
tv.onopia.com, onopia.com, growthhacking, marketing, peter keates, success, exemple de business models, entrepreneur,
technologie, internet, co-working, co-design, birming, co-strategie, co-working, regus, coworking, codesign, it, coward,
costrategy, costrategie, espace de, nextdoor, bureaux partagés, auto entrepreneur , designers, france, usa, yves pigneur, uk,
paris-saclay, essec, em-lyon, travail collaboratif, conseil en, espaces de coworking, success stories, story, bpi france, la
poste, groupe, group, lyon, lille, nantes, toulouse, bordeaux, bretagne, ile de france, est, ouest, sud, étude gratuite, business
model gratuit, modèle économique, modèle de revenu, innovant, innovation, inno, ino, concept, nouveau, new,
www.onopia.com, onopia.com, bigidea.onopia.com, ai, marketing, entrepreneur, intrapreneur,digital, communauté, exemple
de business model, exemple de modèle économique, place de marché, marketplace, disruption, rupture, design de service, 2. Agenda 6:30 7:30 Business Model Canvas & Examples 8:00 8:30 Group Workshop Presentations & Discussion 7:00 9:00 2 7:20
design de produit design thinking, fintech, finance, banque, customer experience, expérience client,  8:10 8:20

3. Lease $25/month + 4¢/copy (min of $49/month) 3 TOO EXPENSIVE! to sell to customers! Easy to use No risk on originals
Low operating cost Use plain paper First Plain Paper Photocopier - 1950

4. business model “A business model describes the rationale of how an organization creates, delivers, and captures value” 4

5. CustomersOrganization Product/Service Revenue ($) Create Deliver Capture BUSINESS MODEL 5

6. business model canvas 6

7. tool to create & analyze business models... 7

8. YOU CAN • Create new business models easily • Analyze & update your existing business model 8

9. building blocks 9

10. Customer Segments which customers and users are you serving? which jobs do they really want to get done? 10

11. Value Proposition what are you offering them? what is that getting done for them? do they care? 11

12. Channels how does each customer segment want to be reached? through which interaction points? 12

13. Customer Relationships what relationships are you establishing with each segment? personal? automated? acquisitive?
retentive? 13

14. Revenue Streams what are customers really willing to pay for? how? are you generating transactional or recurring revenues?
14

15. Key Resources which resources underpin your business model? which assets are essential? 15

16. Key Activities which activities do you need to perform well in your business model? what is crucial? 16

17. Key Partners which partners and suppliers leverage your model? who do you need to rely on? 17

18. Cost Structure what is the resulting cost structure? which key elements drive your costs? 18

19. Business Model Canvas 19

20. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY
PARTNERS KEY RESOURCES KEY ACTIVITIES Your Business Model Canvas 20

21. EXAMPLES EXAMPLES 21

22. Example 2 Affordable VOIP calls Example 1 Refreshing lemonade to joggers at public parks 22

23. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY
PARTNERS KEY RESOURCES KEY ACTIVITIES Kelly’s Lemonade Stand: Refreshing Lemonade 23

24. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY
PARTNERS KEY RESOURCES KEY ACTIVITIES Skype 24

25. Example 3 Example 4 Photo sharing online Smooth shave for men & women 25

26. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY
PARTNERS KEY RESOURCES KEY ACTIVITIES Flickr: Photo Sharing 26

27. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY

Studio de
PARTNERS KEY RESOURCES KEY ACTIVITIES Gillette: Razors & Blades 27

28. Break... 28

29. WORKSHOP 29

30. WORKSHOP 1. Assemble in teams 2. Create canvas 3. Write key words on sticky notes 4. Place sticky notes on the canvas 5.
Present your canvas 30

31. Create a CANVAS of your enterprise project 31

32. Break... 32

montage et
33. Presentations minute 1 33

34. Discussion 34

35. so what’s beyond the CANVAS? 35

36. you need to validate your model assumptions with the customers until you get it right! 36

37. BUSINESS PLAN 37

38. www.BusinessModelGeneration.com 38

d’enregistrement
40. $10 TAKE THE ONLINE COURSE NOW DISCOUNT COUPON: special_10Claim Now

 In this deck +100 slides 5 categories of Business Models

In this deck +100 slides 5 categories of Business Models + specific examples

Business Model Innovation Looking for Training? Show 2 Day Program or mail us via


No magic.

Remember this one?

Remember this one? 1 million pixels to sell = 1 million dollar #awesome

But it is not always that easy… This summer I was keynote speaker/mentor at the European Innovation Academy. In this deck are some of the tips & tricks I shared, relevant for those who are looking for monetisat
Copy & Remix. An easy exercise to start.

Airbnb

Airbnb of Food. of Parking.

Airbnb of Boats. of Storage.

Netflix

Netflix of Books. of Toys.

Netflix of Clothing. of Games.

Tinder

Tinder of Jobs. of Fashion.

Tinderof Real-estate. of Shopping. Tinder

Understand the patterns!

You are in the center! Your own venture

Business Model transactions Focus to make this flow as smooth as possible. #frictionless

Can be more complex. Many different players, a lot of monetary transactions. Learn more on how to use our business model icons?

The key questions you need to ask: What is the best new business model to try?

Several exciting industries to learn from: News/ Publishing Dating Gaming

What to pick? Free!


for the user. 1. Paid!

the user = client. 2.

Free? Free = Free There are so many variations on ‘free’

What to pick? Free!


for the user. 1. - Early exit -

Free (Hidden) other agenda: - Aim for an early exit. - Acqui-hire - Prestige - … Rule of thumb: There is no free lunch.

What to pick? Free!


for the user. 1. - Early exit - - Pay-what-you-want -

Free? Customer can pick his own price. Pay-what-you-want. (including free)

Case: Humble Bundle

Other industries #win #fail Emotional connection Social/group pressure … selling to businesses social/group pressure …

What to pick? Free!


for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation -

Free? Main difference: People often get the product for free, but are free to do an extra transaction. Tip jar - Donation.

Free, for some. Different segments of users.

What to pick? Free!


for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation - - Barter -

Swap goods, give something else in return.

What to pick? Free!


for the user. 1. Paid!

the user = client. 2. Reason why people upgrade!

Free, but pay for extra features

What to pick? Paid!


the user = client. 2. - Vanity - reputation -

Some people only want “the best” Ultimate luxury. 12K€ Smartphone (Vertu)

Vanity, reputation… Vanity is so powerful!

Les formateurs :
Looks & Reputuation in games. To fit in For exclusivity To show commitment ... Gamers pay:

Important learning: You need other people to show off! You need enough ‘noobs’ or starters on your platform, to make other people feel important #1337

Pay to get noticed. (to rise above the crowd…) Would you pay to get seen by your friends on Facebook? Facebook 2012

What to pick? Paid!


the user = client. 2. - Vanity - reputation - - Loss-aversion -

Another tactic: Lure people in with free + lock-in. Just give it a try!

une ressource
Pay-as-you-go model. Switching cost?

Pay-as-you-go model. Switching cost? A lot of hassle to change to a competitor…

Similar, pay-per-use. Blendle - itunes for journalism You only pay for those news articles that your read.

What to pick? Paid!


the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity -

Privacy features are very powerfull! Hide your profile. Incognito mode. Pay to stay private (dating business models)

What to pick? Paid!


externe
the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises -

Mystery crates (& surprise upgrades) similar to Lottery system = very lucrative!

Real life mystery crate (on subscription) Trust & credibility created by 1 person (not a company) Example: curated.nl

Blind dates, anyone? Crazy Blind Date by OKcupid. (up to $3/date) Rate your dating partner (during the date). 

The higher your rate your partner, the more you pay to OKcupid.

What to pick? Paid!


the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - - Convenience/ Shortcuts -

Use Sold. The convenient way to sell goods online. Hassle free online reselling of goods. You take a pic of the product you want to sell. UseSold sends an empty box & puts money on your account.

The power of Zynga-like games. Grind - Spam - Pay Just click 5000 times to grow a plant. Invite 50 friends to go faster. F*ck it. I’ll just buy extra coins to get this plant

Our own experience :) Colleague of us (accidentally) spams all our clients with dating/chat invites. #awesome.

What to pick? Paid!


the user = client. 2. - Vanity - reputation - - Loss-aversion - - Privacy/ Anonymity - - Mystery/ Surprises - - Convenience/ Shortcuts - - Helping peers/ gifts -

This one is on me… Yes, Awesome. I’m a PLUS member. You can help your contacts by giving them free access to in-depth articles.

 79. iPod cost structure lifestyle brand “ high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand
management hardware distribution content distribution content

80. strategic fit

81. the Amazon.com you know

82. Amazon Simple Storage Services (S3)

83. selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data
storage fees product search search engine revenues e-commerce sites Internet marketing

84. the business modeler’s toolbox

85. co-creation

86. ideation

87. visualization

88. prototyping

89. the design process

90. 1. identify interdisciplinary stakeholders -> set-up team

91. do you have to get the IT team out of their cubicles?

92. 2. understand (business) environment –> frame problem

93. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting
points / depending on context

94. 3. suspend reality -> ideate

95. 4. bring back reality -> prototype

96. 5. chose suitable design -> decide

97. 6. sketch out projects & workload -> draw implementation plan

98. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Estimated workload Project name Area

Un tarif simple
99. 7. outline key indicators to follow -> choose measures

100. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Target level KPI (measure) Estimated workload Project name Area

101. 8. select the right teams and people -> make responsible

102. … 38 man/days Project C1 Distribution Channels Ms. Tee 120 man/days Project V2 Mr. Jan 10 man/days Project V1 Value Proposition leader Target level KPI (measure) Estimated workload Project name Area

103. 9. execute the plan -> manage implementation & change

à partir de 19,95 € /
104. 10. evaluate, learn and redesign -> manage improvement

105. designing blue oceans

106. > market boundaries are not given > they are reconstructed by the actions & beliefs of industry players

107. <ul><li>compete in existing markets </li></ul><ul><li>beat the competition </li></ul><ul><li>explore existing demand </li></ul><ul><li>make the value/cost trad-off </li></ul><ul><li>align with differentiation OR low cost </li></ul><ul><li>create uncontested markets </li></ul><ul><li>make
competition irrelevant </li></ul><ul><li>create & capture new demand </li></ul><ul><li>break value/cost trad-off </li></ul><ul><li>align with differentiation AND low cost </li></ul>RED OCEAN BLUE OCEAN

108. differentiate your value proposition

mois pour accéder à

109. <ul><li>a customer value proposition gives an overall view of a company's bundle of products, services and client advice. </li></ul><ul><li>it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer) </li></ul>working definition value
proposition

110. what are the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 2 e.g. price attribute 1 e.g. performance group warm-up

111. 1 2 3 4 - - <ul><li>most important attribute </li></ul><ul><li>second most important </li></ul><ul><li>… </li></ul><ul><li>… </li></ul>5 attributes

112. <ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul><ul><li>… </li></ul>

114. attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4

l’ensemble des cours

115. live Excel

117. eliminate raise reduce create

120. strong & valuable approach, but limited view

121. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

122. examples

123. Goldcorp mining low costs through open exploration CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS exploiting mines “ geology prize” 500’000 $US REVENUE STREAMS DISTRIBUTION CHANNELS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes
for determining where they might find the next 6 million ounces of gold research

125. from copyright to creative commons

126. Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “ eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services

127. 1291 Cityhomes low cost accommodation New York low cost CUSTOMER RELATIONSHIPS the cost sensible renting out rooms keep down costs apartment owners rents DISTRIBUTION CHANNELS find demand young curious Swiss low-cost hotel/rental in New York City

128. Tecnovate low-cost multi-lingual call center outsourcing low cost CUSTOMER RELATIONSHIPS European corporations ACTIVITY CONFIGURATION keep down costs “ import” young curious Europeans to India to work REVENUE STREAMS DISTRIBUTION CHANNELS business process
outsourcing “up-side down” in India

129. Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database)

130. from bloated head to the long tail

131. sodi platforms VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

132. NetJets VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

133. house for all seasons VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

134. WISE VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

135. Blyk VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

137. myfootballclub VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS

139. Alexander Osterwalder, PhD [email_address] www.arvetica.com

140. all photos from Flickr under a creative commons license authors indicated in comment page of ppt

141. When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization. we build knowledge Change does not happen accidentally it has to be managed. We help
you align strategy, people and processes with respect to your organizational culture and values. we manage change Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts. we connect
Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we operationalize Nobody knows your business environment better than yourself. We
design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we co-create

142. annexes

RESULTATS
 500
SALARIES
en 2015
6.300 COURS
EN LIGNE
en 2015
 263.000
VIDEOS EN
LIGNE
en 2015
1,5 Milliard de $ de
Chiffre d’Affaires
en 2015
Avril 2015 Linkedin
rachète lynda.com
1,5 Milliard de $
 Découvrez sur Big Idea, de nombreuses études de
Business Models, des idées, des astuces et bien plus
encore, pour rendre votre entreprise plus compétitive

bigidea.onopia.com
 Question 1
Comment pouvez-vous
digitaliser l’ensemble de
votre offre ?
 Question 2
Comment pouvez-vous
mettre en ligne votre offre
de service ?
 Question 3
Comment pouvez-vous faire
faire le travail par les autres ?
(Lynda.com travaille avec des formateurs externes sur les différents sujets)
 Question 4
Comment pouvez-vous
professionnaliser les offres et
l’image de votre entreprise ?
(Lynda.com a son propre studio multi-media d’enregistrement, pour proposer des vidéos professionnelles)
 Question 5
Comment pouvez-vous
proposer une offre all
inclusive ? ?
(Lynda.com propose un forfait mensuel pour accéder à l’ensemble de ses cours en ligne)
 Question 6
Comment facilitez-vous la
vie de vos clients ?
(Lynda.com propose les formations à la demande, accessibles à volonté en ligne, quelle que soit l’heure)
 Question 7
Comment pouvez-vous utiliser
une tendance de consommation
au profit de votre offre et votre
entreprise ?
(l’usage d’internet par exemple)
 Toutes les marques citées et
logos de ce document sont la
propriété respective de leur
propriétaire.

Placesquare SAS / Onopia

ne peut être tenu
responsable de l’usage des
questions de ce document,
des résultats positifs ou
négatifs que ces questions
pourraient engendrer.
L’utilisateur reconnait
utiliser ces questions et ce
document sous sa propre
responsabilité.
 www.onopia.com

onopia
www.onopia.com
TV.onopia.com
Contact:
IMAGINE INNOVATE DISRUPT Peter Keates
CEO
peter.keates@onopia.com

WE LOVE THINKING Mobile : +33 (0)6 24 39 32 21

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DIFFERENTLY Copyright© 2018 Onopia / Placesquare SAS. All rights reserved. Onopia logo and
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others. The use of such trademarks herein is not an assertion of ownership of such
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the existence of an association between Onopia / Placequare SAS and the lawful
owners of such trademarks.
 Découvrez sur Big Idea, de nombreuses études de
Business Models, des idées, des astuces et bien plus
encore, pour rendre votre entreprise plus compétitive

https://bigidea.onopia.com
Notre offre
Onopia regroupe les compétences complémentaires de +30 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..

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