Documente Academic
Documente Profesional
Documente Cultură
Innovation
Application utile d’une invention ou combinaison d’idées existantes d’une manière utile
Créativité
Utilisation de l’imagination pour régler un problème
INVENTION
INNOVATION
La vis aérienne
Leonard de Vinci 1480
LEONARD DE VINCI
ETAIT UN INVENTEUR
Une invention est l’acte de développer
quelque chose de nouveau (un nouveau
produit, un nouveau logiciel, etc.)
iPod
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,
iPhone
iPad
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, exemples de business models, service client, expérience
client, université, programme pépite, université paris-seine,
iTunes
AppStore
bigidea.onopia.com, disrupt, disrupt day, disruption, création de rupture,
innovation radicale
STEVE JOBS ETAIT UN
INVENTEUR ET UN
INNOVATEUR
James Dyson
JAMES DYSON EST UN
INVENTEUR ET UN
INNOVATEUR
UNE INNOVATION EST UNE
INVENTION QUI SE VEND ET
QUI EST ADOPTEE PAR LE
MARCHE
INNOVATION =
INVENTION +
ADOPTION DU MARCHE
INNOVATION
INCREMENTALE
INNOVATION
RADICALE
INNOVATION
DE RUPTURE
INNOVATION
RADICALE
VS
INNOVATION
RADICALE
VS VS
LA MUSIQUE
1999 - 2001
80 Millions
d’utilisateurs
Avril 2003
2005
70% du marché
musical américain
MARS 2010
10 MILLIARDS DE
CHANSONS TELECHARGEES
INNOVATION
RADICALE
TECHNOLOGIQUE
LA TECHNOLOGIE
POUR DISRUPTER
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, exemples de business models, service client, expérience
client, université, programme pépite, université paris-seine,
bigidea.onopia.com, disrupt, disrupt day, disruption, création de rupture,
innovation radicale, blockchain
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, exemples de business models, service client, expérience
client, université, programme pépite, université paris-seine,
bigidea.onopia.com, disrupt, disrupt day, disruption, création de rupture,
innovation radicale, blockchain
OUI MAIS PAS PARTOUT
DIFFERENTS TYPES
D’INNOVATION
INNOVATION PRODUIT
Innovation de processus
ZARA
Conception Sur place Fabrication
Innovation de Business Model
DISRUPTER
CELA VEUT DIRE QUOI ?
DISRUPTER
C’EST CREER UNE RUPTURE
Xavier Niels
DEMISSION DU
PRESIDENT DE SFR
.0 0 0
E 2 0 0 E
T E D R RIV E
PE R A L’ A
S UIT E
E N T S O B ILE
CLI E M
E F R E
D
DISRUPTER
C’EST PENSER DIFFEREMMENT
COMMENT
TROUVER DES IDEES ?
1ERE SOLUTION
COPIER + SUBLIMER
STRATEGIE DU
COPYCAT ?
Copycat
Copycat est une expression anglaise couramment
utilisée dans le domaine de l’ « économie digitale »
pour désigner un site web, une application mobile ou
un modèle d’affaire qui est reproduit dans un pays
donné en copiant ce qui se fait dans le pays où
l’innovation a eu lieu.
Copier oui,
mais pas seulement !
Exemple de
copycat
Création en 2007 à Berlin
par les frères Samwer
Exemples
CityDeal copie
Europe USA
GROUPON rachète
CityDeal :100 Millions de $
Exemples
copie
Europe USA
4,49 Milliards d’euros de
CA en 2017
2EME SOLUTION
S’INSPIRER DE CE QUI SE FAIT
DANS D’AUTRES SECTEURS
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, exemples de business models, service client, expérience
client, université, programme pépite, université paris-seine,
bigidea.onopia.com, disrupt, disrupt day, disruption, création de rupture,
innovation radicale, blockchain
9 DIMENSIONS
POUR INNOVER
PLUS VOUS PLACEZ DE L’INNOVATION
DANS VOTRE BUSINESS MODEL
PLUS VOUS CREEZ DE LA VALEUR
NOMBRE D’INNOVATIONS // VALEUR CREEE
70
3
17,5
2
Temps
Oui, mais !
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, exemples de business models, service client, expérience
client, université, programme pépite, université paris-seine,
bigidea.onopia.com, disrupt, disrupt day, disruption, création de rupture,
innovation radicale, blockchain
Pas n’importe
comment !
ONOPIA
INNOVATION
RADAR
AU MEME ENDROIT
7 *** 4
***
8 *** 1
6 * ** 3
* **
9 5
IL FAUT REPARTIR L’INNOVATION
DANS LE BUSINESS MODEL
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
ONOPIA
INNOVATION
RADAR
INNOVATION
7 4
8 2 1
6 3
9 5
REPARTIR L’INNOVATION POUR CREER PLUS DE VALEUR
PROPOSITION DE
VALEUR
23ANDME.COM
ACTIVITES CLES NINTENDO WII RELATION CLIENT
HILTI
Livré par AMAZON TESLA FLUNCH
DOLLAR SHAVE CLUB MINI
AMAZON CLOUD COMPUTING
FORD T APPLE
7 4
8 2 1
6 3
9 5
2009
Une opportunité
D’ici 2026, le marché
mondial de la location
de vêtements en
ligne devrait être
évalué à 1 952,4
millions de dollars.
Une solution..
Rent The Runway
Site internet
Paiement par
abonnement
Personnel RenTheRunway.com
+400 Créateurs
Locaux / +200.000 Vêtements
et accessoires de
créateurs à louer 6 Magasins
Stock de +200.000
Rent the Runway
pièces
Salaires Stocks
Levées de fonds : Rendez-vous avec une styliste Abonnement à partir
Système 190 Millions de $ (45 minutes = 30 $) de 139 $/mois
Locaux
d’information
Source : https://www.cnbc.com/2017/09/26/3-success-tips-from-rent-the-runway-ceo-jennifer-hyman.html
1200 collaborateurs
Source : https://www.cnbc.com/2017/09/26/3-success-tips-from-rent-the-runway-ceo-jennifer-hyman.html
6 magasins
Progression du Chiffre d’Affaire
2014 2016
Source : https://www.lsa-conso.fr/mode-les-fondateurs-d-alibaba-injectent-20-millions-de-dollars-dans-l-e-loueur-rent-the-runway,283251
http://tv.onopia.com/pay-per-laugh-businessmodel-experienceclient/
Pay Per Laugh
• Changement du modèle de revenu
• Vous payez à chaque rire
• Vous payez à la fin du spectacle
• Utilisation de la technologie (iPad,
reconnaissance faciale)
7 4
8 2 1
6 3
9 5
LES ROBOTS REPRESENTENT
14% DES EFFECTIFS TEMPS COMPLET DU GROUPE
AMAZON
STOCKE ET EXPEDIE VOS PRODUITS
AMAZON
HEBERGE VOS APPLICATIONS SUR SES SERVEURS
AMAZON MARKETPLACE
VENDEZ VOS PRODUITS SUR AMAZON
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
MAMIE FOODIE
ONOPIA
REPARTITION DE
INNOVATION
L’INNOVATION
RADAR
FastLink Bigdea
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
COMPTE NICKEL
ONOPIA
REPARTITION DE
INNOVATION
L’INNOVATION
RADAR
FastLink Bigdea
Le Business Model du
Compte Nickel
Le compte bancaire sans minimum de
revenus à partir de 12 ans
Concept
• Un compte bancaire en temps réel,
• 100% connecté : alertes emails et sms,
espace client web et mobile,
•Ouvert à tous,
• En 5 minutes chez un buraliste.
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 , banque, fintech, bnpp,crédit agricole, société générale, compte
bancaire, nickel, ideo, banque de france, hsbc, ing, ing direct, la banque postale, la poste, banque,
boursorama, populaire, caisse d’épargne, axa banque, lcl, privée, cic, allianz, chaix, courtois, casino,
cofidis, cetelem, cofinoga, hello banque, banque palatine, pas banque, vw bank, bppc, carrefour banque,
groupama banque, laydemier, chalus, kolb,
Innovation par le
canal de distribution
Innovation par la
Proposition de
Valeur
Un service de compte
bancaire
ouvert à tous, sans
condition de revenus
et de dépôts
Quel est le
Business Model de
Compte-Nickel.fr ?
Compte-Nickel.fr
PARTENAIRES CLES ACTIVITES CLES PROPOSITION DE VALEUR RELATION CLIENT SEGMENTS CLIENTS
Développement et
Application mobile
gestion du site internet
140 partenaires Un compte bancaire avec
et plateforme
financiers RIB sans banque pas cher Téléphone & SMS Interdits bancaires
individuels sans condition de revenu
Développement et
à partir de 12 ans Email
gestion du réseau de
MONEXT / Buralistes Jeunes
Personnalisée par
ARKEA Compte en temps réel les Buralistes
Gestion des contacts
Acheteurs sur internet
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,
Rémunération Système
Salaires
des buralistes d’information
20€/an Frais de gestion
Terminaux pour 8 Millions d’Euros de
Locaux
les buralistes fonds prudentiels
7 4
8 2 1
6 3
9 5
VENTE A DOMICILE
DE LINGERIE
CONCEPTION
EN FRANCE
FABRICATION
EN TUNISIE
3700
conseillères
indépendantes
180.000
hôtesses*
*Femmes qui organisent les ventes à leur domicile
RESULTATS
39 salariés
Nombre de
clientes en France
2.000.000
Chiffre d’affaires 2014
26,6 Millions €
Résultat net 2014
6,6 Millions €
FOCUS
PLACES DE MARCHE
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
Place de
Marché CtC
AIRBNB
De la plateforme à
l’Expérience Client
PRESENTATION
DE AIRBNB
Quel est le
Business Model de
AIRBNB ?
UNE PLATEFORME
D’INTERMEDIATION
Hôtes Clients
Découvertes / Expériences
STRUCTURE DE COÛTS FLUX DE REVENUS
Source : http://www.rtl.fr/actu/debats-societe/peut-on-reellement-requisitionner-des-bureaux-vides-pour-en-faire-des-logements-7792224268
Quel est le
Business Model de
Bird Office ?
UNE PLATEFORME
D’INTERMEDIATION
Entreprises avec
salles à
disposition
+ Calendar,
l’agenda des
salles de réunion + Entreprises
clientes
Je propose ma salle de
réunion à la location pour Je loue une salle de réunion
une durée limitée sur Bird clé en main sur Bird Office
Office
Bird-Office.com
PARTENAIRES CLES ACTIVITES CLES PROPOSITION DE VALEUR RELATION CLIENT SEGMENTS CLIENTS
Développement et
maintenance de la
plateforme bird-office.com Gagnez de l’argent en
louant votre espace Relations personnalisées ou
Développement et gestion automatisées
du réseau d’entreprises
propriétaires Salle assurée pendant la Entreprise / Propriétaires
Entreprises / Propriétaires location Service client des salles de réunion
de logements Développement
commercial
RESSOURCES CLES CANAUX
Un large choix de salles de
Fournisseurs de services Personnel réunion à louer bird-office.com
Entreprises, Startup à la
recherche de salles de
Plateforme Téléphone réunion ponctuellement
50 Partners bird-office.com
Réserver une salle avec Email
BPI France prestation de services
Locaux
News Invest Levée de fonds Réseaux sociaux
1,2 million de €
STRUCTURE DE COÛTS FLUX DE REVENUS
Locaux
20 % sur locations et services
Plateforme bird-office.com
Ressources Humaines
Source : https://startup.info/fr/bird-office-leve-100000-euros-pour-financer-sa-croissance/
2ème Levée de fonds
1,2 Million € en 2016
Source : https://www.maddyness.com/2016/01/28/bird-office-1-2-million-deuros/
7.000
Salles en location
2000
Entreprises clientes
Place de
Marché BtC
Business Model, Business Model Canvas, Business Model Innovation,
Modèle économique, stratégie disruptive, disruptive strategy, disruptive
ZOLA
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-
du Mariage 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, mariage, wedding, liste de
mariage, organisation de mariage, zola.com, disruption dans le mariage,
place de marché mariage, internet et mariage, money, cash, cadeau, cadeaux
de mariage, étude du business model de ZOLA, business model canvas
gratuit, canvas gratuit
Co-fondé en 2004 par
CEO Shan-Lyn Ma &
Chief Design Officer Nobu Nakaguchi
DEUX
OPPORTUNITES
1ère opportunité
Les cadeaux de mariage aux
USA représentent
19 Milliards de $
Business Model, Business Model Canvas, Business Model Innovation,
2ème opportunité
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
L’organisation des
mariages aux USA
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,
représente
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,
70 Milliards de $
communauté, exemple de business model, exemple de modèle
économique, place de marché, marketplace,
Et si on adressait
ces deux marchés
en même temps ?
La question initiale
Comment pouvons nous concevoir un Business
Model qui permette d’atteindre la profitabilité
en un temps raisonnable, avec une petite
équipe et des dépenses opérationnelles
faibles ?
+ +
familles/amis
Page du mariage
+ Gestion du Nous organisons notre
Je vends mes produits et mariage + mini mariage, nous créons notre
services sur la plateforme site e-commerce site internet pour notre
zola.com mariage ainsi que la vitrine
des produits que nous
voulons
Zola
PARTENAIRES CLES ACTIVITES CLES PROPOSITION DE VALEUR RELATION CLIENT SEGMENTS CLIENTS
+8.000 Produits et
Développement & services proposés pour le
maintenance du site mariage Self service Fournisseurs
zola.com
Permet d’organiser et
Conciergerie 7 jours/7 gérer son mariage
Relation
facilement
personnalisée par le
Relations avec les « gratuit » pour les concierge Futurs mariés
fournisseurs mariés
Fournisseurs RESSOURCES CLES CANAUX
Concierge disponible 7j/7
Site zola.com Site zola.com
Vendre aux mariés Amis et familles des
plus facilement mariés
Appstore
Locaux
Ecriture d’un
livre sur le
design web en
1993
LE DEBUT
En 2001
35 salariés
3,5 Millions de $ de CA
LA CRISE DE 2001
MISE EN LIGNE DE
L’ENSEMBLE DES FORMATIONS
PROPOSEES A UN PRIX
PACKAGE DE 25$/MOIS
Quel est le Business
Model
de Lynda.com ?
UNE PLATEFORME
D’INTERMEDIATION
Clients
Formateurs Entreprises &
Particuliers
7 4
8 2 1
6 3
9 5
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
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
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
20. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY
PARTNERS KEY RESOURCES KEY ACTIVITIES Your Business Model Canvas 20
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
32. Break... 32
montage et
33. Presentations minute 1 33
34. Discussion 34
36. you need to validate your model assumptions with the customers until you get it right! 36
38. www.BusinessModelGeneration.com 38
d’enregistrement
40. $10 TAKE THE ONLINE COURSE NOW DISCOUNT COUPON: special_10Claim Now
Business Model Innovation Looking for Training? Show 2 Day Program or mail us via
No magic.
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
Netflix
Tinder
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?
Free (Hidden) other agenda: - Aim for an early exit. - Acqui-hire - Prestige - … Rule of thumb: There is no free lunch.
Free? Customer can pick his own price. Pay-what-you-want. (including free)
Other industries #win #fail Emotional connection Social/group pressure … selling to businesses social/group pressure …
Free? Main difference: People often get the product for free, but are free to do an extra transaction. Tip jar - Donation.
Some people only want “the best” Ultimate luxury. 12K€ Smartphone (Vertu)
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
Another tactic: Lure people in with free + lock-in. Just give it a try!
une ressource
Pay-as-you-go model. Switching cost?
Similar, pay-per-use. Blendle - itunes for journalism You only pay for those news articles that your read.
Privacy features are very powerfull! Hide your profile. Incognito mode. Pay to stay private (dating business models)
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.
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.
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
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
85. co-creation
86. ideation
87. visualization
88. prototyping
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
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
à partir de 19,95 € /
104. 10. evaluate, learn and redesign -> manage improvement
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
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
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
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
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)
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
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 $
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
CREATION 2001
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
VENTES EVENEMENTIELLES
STOCK LIMITE
DUREE LIMITEE
DESIGN / IMAGE
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
SELECTIF
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
DESTOCKAGE DE MARQUES
PAR INTERNET
ONOPIA
INNOVATION
RADAR
7 4
8 2 1
6 3
9 5
+ GRAND STUDIO
MULTIMEDIA EN EUROPE
3EME SOLUTION
UTILISER DES TECHNIQUES DE
CREATIVITE
QUEL EST VOTRE BUSINESS MODEL ?
7 4
8 2 1
6 3
9 5
ET SI
ON REDUISAIT LES COÛTS POUR
LES CLIENTS ?
ET SI
ON SIMPLIFAIT LA VIE DU CLIENT
?
ET SI
ON ADRESSAIT UN SEGMENT
CLIENT DIFFERENT ?
ET SI
ON ADRESSAIT DIRECTEMENT LE
MONDE ENTIER ?
ET SI
ON CREAIT UNE EXPERIENCE
UNIQUE POUR LES CLIENTS ET
UTILISATEURS
ET SI
ON TRANSFORMAIT LE PRODUIT
EN OFFRE DE SERVICE ?
(LOCATION, USAGE)
ET SI
ON TRANSFORMAIT LE SERVICE
EN OFFRE DE PRODUIT ?
ET SI
ON SUPPRIMAIT UN POST-IT
INDISPENSABLE DANS LES
RESSOURCES ?
ET SI
ON TRAVAILLAIT AVEC LES
CONCURRENTS ?
ET SI
ON DEVELOPPAIT DES REVENUS
RECURRENTS ?
LES BESOINS
LATENTS
www.onopia.com
onopia
www.onopia.com
TV.onopia.com
BigIdea.onopia.com
Contact:
IMAGINE INNOVATE DISRUPT Peter Keates
CEO
DRIVING GROWTH
peter.keates@onopia.com
Mobile : +33 (0)6 24 39 32 21
Twitter : @peterkeates
THROUGH DISRUPTIVE Copyright© 2018 Onopia / Placesquare SAS. All rights reserved. Onopia, Onopia
STRATEGY logo and Placesquare are under a Copyright of Peter Keates.
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 :
VISITER ONOPIA.COM
General disclaimer information
Onopia, Big Idea by Onopia and Placesquare SAS and their employees and associated entities shall not be liable for any errors,
omissions, defects or misrepresentations in the Information or for any loss or damage suffered by persons who use or rely on
such Information (including for reasons of negligence, negligent misstatement or otherwise). Although the Information contained
in this website or document has been prepared with all due care, Onopia, Big Idea by Onopia and Placesquare SAS do not
warrant or represent that the Information is free from errors or omission. Whilst the Information is considered to be true and
correct at the date of preparation, changes in circumstances after the time of preparation may impact on the accuracy of the
Information. The Information may change without notice and Onopia, Big Idea by Onopia and Placesquare SAS are not in any way
liable for the accuracy of any information printed and stored or in any way interpreted and used by a user.
The Information contained in this document includes information derived from various third parties which are neither endorsed
nor supported by Onopia, Big Idea by Onopia and Placesquare SAS. Onopia, Big Idea by Onopia and Placesquare SAS take no
responsibility for the accuracy, currency, reliability and correctness of any information included in the Information provided by third
parties nor for the accuracy, currency, reliability and correctness of links or references to information sources (including Internet
Sites) outside of the Onopia, Big Idea by Onopia and Placesquare SAS websites. Links to other Internet Sites are not under the
control of Onopia, Big Idea by Onopia and Placesquare SAS and are provided for information only. Care has been taken in
providing these links, however, due to the rapidly changing nature of the Internet content, it is the responsibility of the users to
make their own investigations, decisions, enquiries about any information retrieved from other Internet Sites. Providing these links
does not imply any endorsement, non-endorsement, support or commercial gain by Onopia, Big Idea by Onopia and Placesquare
SAS.