business model
innovation & design
?comment concevoir
un business model ?
(modèle d’affaires)
1 million, 30 langues
busine...
octobre 2014
Une proposition de valeur
attrayante se développe dans un
business model performant
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Key Partners Key Activi...
fit
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valeurs et des business models
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langage commun
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21
[sources: Mark W. Johnson, photo: Hilti.com]
illustration
22
[source photo: ceratizit.com]
HILTI fabrique et vend des o...
quel est le business
model de Nespresso ?
MARKETING PRODUCTION DISTRIBUTION
canvas
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strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
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products & services
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produits et services
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41
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illustration
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la principal job de leurs clien...
Job context
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context in which they are performed. The context
may impose certain ...
Design, Test, Repeat
design
test
85
design
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAILED
FROM
TESTING
STARTING POIN...
[source: Sony Pictures]
croquis plans
maquettes CAO
architecture
prototyper ce n’est pas raffiner sa
première idée …
c’est explorer de nouvelles alternatives
Ideas and Starting Points Understand Customers
Prototype Possibilities
génération
des idées
compréhension
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concep...
PROTOTYPING
2.
Prototyping
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DESIGN
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le meilleur café à la maison …
Croquis
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SUCCESS
HYPOTHESIS
?Pourquoi un modèle d’affaire
peut-il échouer?
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illustration
CHF 100m
Bilan, novembre 2013
83
Daniel Borel
Vous vous réveillez soudain
avec des projections qui sont
fauss...
un business model peut paraître intéressant
sur papier ...
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Présentation d'Yves Pigneur - Adetem Marketing Factory 2014 #AMF2014

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Co-auteur du Business Model Generation et docteur en science des systèmes d'informations, Yves Pigneur a mis en avant l'importance d'une proposition de valeur attrayante au sein d'un business model innovant, sur le thème des transformations marketing.

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Présentation d'Yves Pigneur - Adetem Marketing Factory 2014 #AMF2014

  1. 1. business model innovation & design ?comment concevoir un business model ? (modèle d’affaires) 1 million, 30 langues business model innovation & design HEC Lausanne 2009 … dans un business model innovant ?comment concevoir une proposition de valeur?
  2. 2. octobre 2014 Une proposition de valeur attrayante se développe dans un business model performant 1 Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure The Business Model Canvas Une proposition de valeur attrayante suppose une bonne compréhension des clients 2
  3. 3. fit Concevoir des propositions de valeurs et des business models requiert l’état d’esprit d’un architecte ou designer … 3 1. outils visuels Le Value Proposition Canvas vous aide à créer de la valeur pour vos clients. Le Business Model Canvas vous aide à créer de la valeur pour votre business. La Carte Environnement vous aide à comprendre l’environnement du business The Business Model Canvas helps you create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create The Tools 12
  4. 4. 2. pensée design design thinking techniques3. expérimentation transformation zoom out zoom in Canvas Design Search Post-SearchTools Test Evolve customers want and then keeping them customers want in Post-Se Value Proposition Design shows Proposition Canvas to sitions in an iterative se proposition design is a never-ending proces need to Evolve your val it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. 1 2 3
  5. 5. canvas langage commun The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com raconte l’histoire de comment créer de la valeur pour votre organisation The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com segments de clients propositions de valeur canaux de distribution relation client activités clés ressources clés partenaires clés flux de revenusstructure de coûts
  6. 6. 21 [sources: Mark W. Johnson, photo: Hilti.com] illustration 22 [source photo: ceratizit.com] HILTI fabrique et vend des outils pour les chantiers de construction The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com CHANTIERS FORCE DE VENTE DIRECTE 1-À-1 OUTILS DE CHANTIERS “LÉGERS” VENTES TRANSACTIONNELLES FABRICATION IMAGE DE MARQUE PARTENAIRES USINES http://www.flickr.com/photos/joeshlabotnik/2294656527/ illustration
  7. 7. quel est le business model de Nespresso ? MARKETING PRODUCTION DISTRIBUTION
  8. 8. canvas NOUVEAU strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG raconte l’histoire de comment créer de la valeur pour vos clients 31 clientsproposition de valeur jobs des clients 32 [sources: Mark W. Johnson, photo: Hilti.com] illustration
  9. 9. . Customer Profile Job context Customer jobs often depend o context in which they are perf may impose certain constrain example, calling somebody on when you are traveling on the are driving a car. Or, going to t kids is different than going wit * The “jobs-to-be-done” concept was i larized by two consulting companies, Job importance It is important to acknowledg not all jobs have the same im tance to your customer. Som important in a customer’s wo life because, for example, fail ing to get them done could h significant ramifications. Som insignificant because the cus other things more. Sometime find a job important because or because its bad or desired felt or experienced immediat often, but not always perceiv when the failure to get them consequences. customer jobs (job client) décrit ce que le client essaie de faire dans ses activités tâche à faire, problème à solutionner, besoins à satisfaire The following list of trigger questions can help you think of different potential customer pains: What does your customer find too costly? E.g. does it take them a lot of time, cost them too much money, or require substantial efforts? What makes your customer feel bad? E.g. what are their frustrations, annoyances, or the things that give them a headache? How are current solutions underperforming for your customer? E.g. which features are they missing, are there performance issues that annoy them, or malfunctions they mention? What are the main difficulties and challenges your customers encounter? E.g. do they under- stand how things work, do they have difficulties getting certain things done, or do they resist certain jobs for specific reasons? What negative social consequences do your customers encounter or fear? E.g. Are they afraid of a loss of face, power, trust, or status. What risks do your customers fear? E.g. Are they afraid of financial, social, or technical risks, or are they asking themselves what could go awfully wrong? What’s keeping your customers awake at night? E.g. What are their big issues, concerns, and worries? What common mistakes do your customers make? E.g. Are they using a solution the wrong way? What barriers are keeping your customers from adopting a solution? E.g. Are there upfront investment costs, a steep learning curve, or are their other obstacles preventing adoption? Link to these trigger questions online: 39 customer pains (peines) décrit les craintes, les obstacles, les frustrations dans les jobs clients The following list of trigg can help you think of diff customer gains: Which savings would make happy? E.g. which savings in money and effort would the What quality levels do they would they wish for more or How do current solutions de ers? E.g. Which specific feat what performance and qual What would make your cust easier? E.g. Could there be a curve, more services, or lowe ship? What positive social conseq customers desire? E.g. what good, increase their power o What are customers looking searching for good design, g or more features? What do customers dream a they aspire to achieve or wh relief to them? How do your customers mea failure? E.g. How do they me or cost? What would increase your c of adopting a solution? E.g. lower cost, less investment, quality? Link to these trigger ques xxx customer gains (gains) décrit les bénéfices que les clients attendent, espèrent ou dont ils rêvent
  10. 10. .2 Value Map 52 CONCEPTCUSTOMER 52 products & services décrit la listes des produits et services qui constituent la proposition de valeurs pain relievers (anti-douleurs) décrit comment les produits et services proposés atténuent les aspects pénibles des jobs clients 56 CONCEPTVALUEPROPOSITION 56 gain creators (créateurs de gains) décrit comment les produits et services proposés répondent aux attentes des clients
  11. 11. 41 [sources: Mark W. Johnson, photo: Hilti.com] illustration 42[source photo: dholmes.com] la principal job de leurs clients n’est PAS d’acheter des outils 43[source photo: griffinindustrial.co.uk] mais de gérer, entretenir et remplacer les outils (bon outil, bon endroit, bon moment) ?quel est le profil de ces clients qui ont besoin d’outils ?
  12. 12. Job context Customer jobs often depend on the specific context in which they are performed. The context may impose certain constraints or limitations. For example, calling somebody on the fly is different when you are traveling on the train or when you are driving a car. Or, going to the movies with your kids is different than going with your partner. * The “jobs-to-be-done” concept was invented, refined, and popu- larized by two consulting companies, Innosight and Strategyn. + - important insignificant Job importance It is important to acknowledge that not all jobs have the same impor- tance to your customer. Some are important in a customer’s work or life because, for example, fail- ing to get them done could have significant ramifications. Some are insignificant because the customer cares about other things more. Sometimes a customer might find a job important because it occurs frequently or because its bad or desired outcome can be felt or experienced immediately. Customers often, but not always perceive jobs as important when the failure to get them done has significant consequences. 37 TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS Job context Customer jobs often depend o context in which they are perf may impose certain constrain example, calling somebody on when you are traveling on the are driving a car. Or, going to t kids is different than going wit * The “jobs-to-be-done” concept was i larized by two consulting companies, Job importance It is important to acknowledg not all jobs have the same im tance to your customer. Som important in a customer’s wo life because, for example, fail ing to get them done could h significant ramifications. Som insignificant because the cus other things more. Sometime find a job important because or because its bad or desired felt or experienced immediat often, but not always perceiv when the failure to get them consequences. TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS INVESTISSEMENT OUTILS CASSÉS VOLS DÉLAIS PÉNALITÉS STRESS Job context Customer jobs often depend on the specific context in which they are performed. The context may impose certain constraints or limitations. For example, calling somebody on the fly is different when you are traveling on the train or when you are driving a car. Or, going to the movies with your kids is different than going with your partner. * The “jobs-to-be-done” concept was invented, refined, and popu- larized by two consulting companies, Innosight and Strategyn. + - important insignificant Job importance It is important to acknowledge that not all jobs have the same impor- tance to your customer. Some are important in a customer’s work or life because, for example, fail- ing to get them done could have significant ramifications. Some are insignificant because the customer cares about other things more. Sometimes a customer might find a job important because it occurs frequently or because its bad or desired outcome can be felt or experienced immediately. Customers often, but not always perceive jobs as important when the failure to get them done has significant consequences. 37 TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS INVESTISSEMENT OUTILS CASSÉS VOLS DÉLAIS PÉNALITÉS STRESS ACCÈS AUX NOUVEAUX OUTILS SÉCURITÉ CONTRATS PROFITABLES COÛTS PRÉVISIBLES 100% UPTIME ?quelle nouvelle proposition de valeur Hilti a-t-il reconstruite et proposée à ses clients ?
  13. 13. Job context Customer jobs often depend on the specific context in which they are performed. The context may impose certain constraints or limitations. For example, calling somebody on the fly is different when you are traveling on the train or when you are driving a car. Or, going to the movies with your kids is different than going with your partner. * The “jobs-to-be-done” concept was invented, refined, and popu- larized by two consulting companies, Innosight and Strategyn. + - important insignificant Job importance It is important to acknowledge that not all jobs have the same impor- tance to your customer. Some are important in a customer’s work or life because, for example, fail- ing to get them done could have significant ramifications. Some are insignificant because the customer cares about other things more. Sometimes a customer might find a job important because it occurs frequently or because its bad or desired outcome can be felt or experienced immediately. Customers often, but not always perceive jobs as important when the failure to get them done has significant consequences. 37 TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS INVESTISSEMENT OUTILS CASSÉS VOLS DÉLAIS PÉNALITÉS STRESS ACCÈS AUX NOUVEAUX OUTILS SÉCURITÉ CONTRATS PROFITABLES COÛTS PRÉVISIBLES 100% UPTIME GESTION EN LIGNE D’UNE FLOTTE D’OUTILS Job context Customer jobs often depend o context in which they are perf may impose certain constrain example, calling somebody on when you are traveling on the are driving a car. Or, going to t kids is different than going wit * The “jobs-to-be-done” concept was i larized by two consulting companies, Job importance It is important to acknowledg not all jobs have the same im tance to your customer. Som important in a customer’s wo life because, for example, fail ing to get them done could h significant ramifications. Som insignificant because the cus other things more. Sometime find a job important because or because its bad or desired felt or experienced immediat often, but not always perceiv when the failure to get them consequences. TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS INVESTISSEMENT OUTILS CASSÉS VOLS DÉLAIS PÉNALITÉS STRESS ACCÈS AUX NOUVEAUX OUTILS SÉCURITÉ CONTRATS PROFITABLES COÛTS PRÉVISIBLES 100% UPTIME 52 CONCEPTCUSTOMER 52 GESTION EN LIGNE D’UNE FLOTTE D’OUTILS BON OUTIL BONNE PLACE BON MOMENT Job context Customer jobs often depend on the specific context in which they are performed. The context may impose certain constraints or limitations. For example, calling somebody on the fly is different when you are traveling on the train or when you are driving a car. Or, going to the movies with your kids is different than going with your partner. * The “jobs-to-be-done” concept was invented, refined, and popu- larized by two consulting companies, Innosight and Strategyn. + - important insignificant Job importance It is important to acknowledge that not all jobs have the same impor- tance to your customer. Some are important in a customer’s work or life because, for example, fail- ing to get them done could have significant ramifications. Some are insignificant because the customer cares about other things more. Sometimes a customer might find a job important because it occurs frequently or because its bad or desired outcome can be felt or experienced immediately. Customers often, but not always perceive jobs as important when the failure to get them done has significant consequences. 37 TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS INVESTISSEMENT OUTILS CASSÉS VOLS DÉLAIS PÉNALITÉS STRESS ACCÈS AUX NOUVEAUX OUTILS SÉCURITÉ CONTRATS PROFITABLES COÛTS PRÉVISIBLES GESTION EN LIGNE D’UNE FLOTTE D’OUTILS BON OUTIL BONNE PLACE BON MOMENT SOLIDE GESTION DES COÛTS ACCÈS À UNE FLOTTE MODERNE 100% UPTIME Fit You achieve fit when customers get excited about your value proposition which happens when you address important jobs, alleviate extreme pains, and create essential gains that customers care about. As we will explain throughout the book, Fit is hard to find and maintain. Striving for fit is the essence of value proposition design. Customers expect and desire a lot from products and services. Yet, they also know they can’t have it all. Focus on those gains that matter most to customers and make a difference. Customers have a lot of pains. No organization can reasonably address all of them. Focus on those “headaches” that matter most and are insufficiently addressed. Your cu jury an value p mercile Are you addressing essential customer gains? Are you addressing extreme customer pains? Fit 66 CONCEPT1.3 66 TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS INVESTISSEMENT OUTILS CASSÉS VOLS DÉLAIS PÉNALITÉS STRESS ACCÈS AUX NOUVEAUX OUTILS SÉCURITÉ CONTRATS PROFITABLES COÛTS PRÉVISIBLES BON OUTIL BONNE PLACE BON MOMENT SOLIDE GESTION DES COÛTS ACCÈS À UNE FLOTTE MODERNE 100% UPTIME fit produit-marché
  14. 14. Design, Test, Repeat design test 85 design ASSESSMENT OBSERVATION PROTOTYPING TO TESTING FAILED FROM TESTING STARTING POINTS BU SINE SS MO DE L 7QUESTIONS Pensée analytique (décideurs) pensée créatrice (artistes) pensée! design ? 56 Comment les architectes travaillent-ils ?
  15. 15. [source: Sony Pictures] croquis plans
  16. 16. maquettes CAO architecture prototyper ce n’est pas raffiner sa première idée … c’est explorer de nouvelles alternatives
  17. 17. Ideas and Starting Points Understand Customers Prototype Possibilities génération des idées compréhension le client conception des prototypes
  18. 18. PROTOTYPING 2. Prototyping Possibilities 9796 DESIGN 96 le meilleur café à la maison … Croquis Canevas 1 strategyzer.com CAO
  19. 19. My Product ue proposition Landing page $1’150 130 3 Prototype » OnlineVideo Prototypes Proof of concept n Product box 75
  20. 20. Design, Test, Repeat design test 85 test SUCCESS HYPOTHESIS ?Pourquoi un modèle d’affaire peut-il échouer? . Test those first! http://media.100firsthits.com/2013/11/Startup-Mistakes-Infographics.png
  21. 21. illustration CHF 100m Bilan, novembre 2013 83 Daniel Borel Vous vous réveillez soudain avec des projections qui sont fausses, dans un univers où vous ne voyez plus les clients Daniel Borel, Logitech, fondateur “ ” Bilan, novembre 2013
  22. 22. un business model peut paraître intéressant sur papier ... ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. 169 * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos mais après tout ce n’est qu’un ensemble d’hypothèses ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in you business model really creates val for your customer Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papada HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS there are no facts in the building... so get the hell out and talk to customers – Steve Blank, entrepreneur & author “ ” il faut sortir du bâtiment ...
  23. 23. tester chaque hypothèse avec les clients adapter les business models & propositions de valeurs ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. 169 * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. 169 * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoo deta inve cust prop busi real for y Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernard 91 ce que les clients disent et ce qu’ils font sont deux choses différentes tester avec un “appel à l’action” Prove th genuine Show th to get them to perform service (e.g. em makers …priorities Show which jobs, p customer and p they value least. Provide evidence th features of your val what really matters to them …willingness to pay Provide evidence that potenti interested enough in the features of osition to pay. Deliver facts tha their money where their mouth is. interest and relevance priorities and preferences willingness to pay intéressés par … préfèrent … prêts à payer …
  24. 24. évolution “ Un business model a une date d’expiration …
  25. 25. 97 [sources: Mark W. Johnson, photo: Hilti.com] illustration ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. 169 * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com 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. strategyzer.com CONSTRUCTION COMPANY CEO LARGE LONG- TERM ONLINE FLEET MANAGEMENT SYSTEM SERVICE FLEET INVENTORY v2 enjeu zoom out zoom in Canvas Design Search Post-SearchTools Test Evolve customers want and then keeping them customers want in Post-Se Value Proposition Design shows Proposition Canvas to sitions in an iterative se proposition design is a never-ending proces need to Evolve your val it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. 1 2 3
  26. 26. le bon business model peut faire la différence entre le succès ou l’échec pour un même produit ne pas tomber amoureux de sa première idée car cela rend difficile la poursuite de l’exploration tant qu’il n’est pas sur le marché, il n’y a pas de preuve que le meilleur business model sur papier marche anticiper la mutation des business models et idealement les transformer quand ils sont encore profitables

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