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New Business Generation

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Comment construire un nouveau business? comment éviter que le projet aille dans le mur?
Nous abordons ces sujets dans un cours donné à EM Lyon. Au sommaire :
-Pourquoi ça va si souvent dans le mur
-Aucun Business Plan ne survit au premier RDV client
-Comment déminer un projet innovant?
-Une start-up ne se lève pas d'un seul coup
-Soyez des Business Designers
-Prenez le temps d'imaginer et tester plusieurs pistes
-Sortez de votre bureau pour tester vos hypothèses
-Une fois votre business model validé, vous pouvez construire votre activité
-Pilotez votre apprentissage
-Construisez plutôt qu'étudier

Publié dans : Business
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New Business Generation

  1. 1. New Business GenerationBusiness Design & DevelopmentINSA FIE - Mai 2013Bluebiz United - Emmanuel Gonon
  2. 2. 2Pourquoiça finitsouventdans lemur?3
  3. 3. 3Just Do it!
  4. 4. 4Ca doit passer... ou pasIdée Etude demarchéBusinessplanFunding Specs Produit Vente
  5. 5. 5
  6. 6. 6Selon le Business Plan, chapitre 4, paragraphe 3Aucun businessplan ne survit aupremier RDV client1.
  7. 7. Il fautdéminerle projet2.
  8. 8. 8TempsCACARisquePrendre des partsde marchéRéduireles risques
  9. 9. 9RisquetechniqueRisque businessça vamarcher?quelqu’un val’acheter?Risky Business...
  10. 10. 10Qu’est-ce qu’une entreprise?Une organisation qui exécute unbusiness model pour vendre desproduits et des services enéchange de revenus et deprofits.
  11. 11. 11Qu’est-ce qu’une start-up?Ce n’est pas une entrepriseminiature.C’est une organisation temporairepour chercher un business modelrépétable et scalable.
  12. 12. 12Qu’est-ce qu’un business model?Il décrit la logique et toutes lesbriques nécessaires pour gagnerde l’argent.
  13. 13. 13Etre des BusinessDesigners3.
  14. 14. 14Busines Model :description de lalogique pour créer lavaleur attendue parle client, la délivrerau client, et gagnerde l’argent.
  15. 15. 15Gloups...Business Model de RyanAir
  16. 16. 16Bla bla Bla bla
  17. 17. 17Merci...
  18. 18. 18La logique du BusinessVALEURAJOUTEERESSOURCES CLEPARTENAIRESCLEOFFRE RELATION &COMMUNICATIONDISTRIBUTIONMONETISATIONCLIENTSACTIVITES CLECLIENTSCOUTSce que tout çavous coûteCe que lesclientsviennentchercher etqu’ils netrouventpas ailleursLes entités externesextrêmement difficiles àsubstituer, sans qui vousne savez pas faire et à quivous devez faire confianceVos compétences,savoir-faire, atouts,connaissances,...Vos process...Ce que vousproduisez, etque lesclientsidentifientcomme lecatalogueLes surfaces decontact actives oupassives avec le clientLes canaux dedistribution del’offreLa manière dont sontgénérés les revenus, etce que ça vous rapporteCeux quiachètentet quiutilisent
  19. 19. OFFRE CLIENTSPARTENAIRES CLEACTIVITES CLERESSOURCES CLEMONETISATIONDISTRIBUTIONRELATION &COMMUNICATIONVALEUR AJOUTEECOUTSMarketingchaquetassemagasinsRéseaudistributionCSP+Un grand cruexpresso enquelquessecondesUn objetdesignR&D etdesignBrevetsProductioncaféClubWhat else?Café endosettesLicenceparmachineFabricantsdemachinesDB clientsMachinesespressoDistrib &Com B2CMarqueCanauxdistribMail &internetprofessionnelsCallcenterB2C distribProduction
  20. 20. 20Penser «Business Design»VALEURAJOUTEERESSOURCES CLEPARTENAIRESCLEOFFRE RELATION &COMMUNICATIONDISTRIBUTIONMONETISATIONCLIENTSACTIVITES CLECLIENTSCOUTS
  21. 21. 21Construire sa colonnevertébrale pour semettre debout4.
  22. 22. EquipeIdentité ProblèmeclientMissionBusinessPlanGo 2 Market& pipeOrga &processCom’dvt marqueVos valeurs, votrecadre de référenceBusinessmodelMarchésVisionVotre pari surl’avenir, votrevision stratégiqueVotre pari sur vouset vos clientsSur quelsmarchés aller?Comment rentrersur le marché?Pourquoi aller surle marché?1234Avec quellesressources?
  23. 23. EquipeIdentité ProblèmeclientMissionBusinessPlanGo 2 Market& pipeOrga &processCom’dvt marqueVos valeurs, votrecadre de référenceBusinessmodelMarchésVisionVotre pari surl’avenir, votrevision stratégiqueVotre pari sur vouset vos clientsSur quelsmarchés aller?Comment rentrersur le marché?Pourquoi aller surle marché?1234Avec quellesressources?
  24. 24. 24Mais une start-up ne selève pas d’un seul coup
  25. 25. Concept produitBusiness planDéveloppementproduitProto / Beta testLancement /PremièreinstallationDéveloppement produitDécouverteClientsValidationClientsCréationClientsPivotXcationClientsRecherche DéveloppementUne Méthode de R&D «Business»Maquette Prototype Pré-série Série
  26. 26. Démarrer par le début...MARCHE PRECOCEInnovateursTesteurs de frontièreAdoptantsprécocesVisionnairesconvaincusCOEUR DE MARCHEMajoritéprécocePragmatiquesefficacesMajoritétardiveConservateursrécalcitrantsRetardatairesSceptiques suiveursBénéficier de nouveautés Acheter des solutions rationnelles et efficacesFosséChoixexploratoireParistratégiqueinvestissementrationnelAdoption dunouveau standard«Gratuité»d’adoptionSource : Cross the chasm
  27. 27. 27MARCHE PRECOCE FOSSEInnovateursTesteurs de frontièreAdoptantsprécocesVisionnairesUne construction progressive avec le marchéLogique client(problème, gains,douleurs,...)Vision!Risques?BusinessModelProcess devente!Positionnement!PipecommercialExecutionBusiness plan!Organisation1èresVentes!Go 2 MarketCommunication1erscontacts!ProcessRoadmapDécouverte Validation Création Xcation
  28. 28. 281.DECOUVERTE : identifier le problèmeclient et un concept d’offreDécouverteClientsValidationClientsCréationClientsMultiplicationClients•Identifier des problèmes clients•comprendre la logique d’achat•identifier les segments de marché•Identifier les compétences valorisables•Identifier les solutions alternatives, lesservices et produits complémentaires•Identifier les risques•Valider un concept d’offre
  29. 29. 29Prendre letempsd’imagineret testerplusieurspistes5.
  30. 30. 30Une idée peut se décliner en unemultitudes de business models
  31. 31. 31Prendre de la hauteur, pour voir tout lechamp des possiblesProblèmeclientIdéeCC CCCBusinessModels
  32. 32. 32Ne faire un choix qu’après avoirprototypé et testé plusieurs scénarios
  33. 33. 2. VALIDATION : trouver un businessmodel qui fonctionneDécouverteClientsValidationClientsCréationClientsMultiplicationClientsCCCCCCC•Construire un Produit Minimum Viable•Signer les premiers clients•Valider le business model par despremières ventes•Pivoter si les clients ne sont pas auRDV
  34. 34. 34Sortir du bureau pourtester vos hypothèses6.
  35. 35. 35VALEURAJOUTEERESSOURCES CLEPARTENAIRESCLEPROPOSITIONDE VALEURRELATION &COMMUNICATIONDISTRIBUTIONMONETISATIONCLIENTSACTIVITES CLECLIENTSCOUTShypothèsehypothèsehypothèsehypothèsehypothèsehypothèsehypothèsehypothèsehypothèsehypothèseSur le papier, ça a l’air pas mal
  36. 36. Tester chaque hypothèse,par ex avec des clients :)
  37. 37. Lameilleurevalidationest unecommandeclient...
  38. 38. ...d’un Produit Minimum ViableLes plus petitesfonctionnalités quiassurent le maximum de :–intérêts des earlyadopters–commandes–apprentissage–feedback
  39. 39. Vite construire unBusinessMinimum Viable7.
  40. 40. 40Une fois le businessmodel validé, on peutconstruire l’activité8.
  41. 41. 3/4. CREATION & MULTIPICATION :affiner le business model et passer àl’échelleDécouverteClientsValidationClientsCréationClientsC•Affiner le business model par desventes répétables•Créer la demande et remplir le pipecommercial•Communiquer•Valider le Business planC•Executer le plan•Organiser•Structurer les process•RecruterMultiplicationClients
  42. 42. Piloter sonapprentissage9.
  43. 43. ApprendreVendreConstruireImaginer1Prototyper2Tester3Itérer vite pourapprendre du marché
  44. 44. ImaginerPrototyperTesterPoser deshypothèses1Réaliser lesactionsVérifier leshypothèses3Batir le pland’actions pour testerles hypothèses2 4Sprint(quelques semaines)ItérationOrganiser dessprints de tests
  45. 45. VALEURAJOUTEERESSOURCES CLEPARTENAIRES CLEPROPOSITION DEVALEURRELATION & COMDISTRIBUTIONMONETISATIONCLIENTSACTIVITES CLECLIENTSCOUTSOFFRECibleProblèmeMotivationCRMCOMMODALITESPRIXCANALRessource 1Ressource 2Activité 1Activité 2Partenaire 1Partenaire 2Coût 1 Coût 2 Coût 3Volume marchéRentabilitéUNITED’OEUVREPiloter l’apprentissage
  46. 46. Hypothèses à tester Actions de test Résultat CommentairesPLAN D’ACTION DateDesignerItération #ProjetScénario
  47. 47. 47Construireplutôt que d’étudier10.
  48. 48. 48Repartirduproblèmeclient
  49. 49. 49Ne pasfiger sonidée tropvite‘’If you freeze to an idea too quickly, you fall in love with it...»’’..if you refine it too quickly, you become attached to it and itbecomes very hard to keep exploring, to keep looking forbetter.’’Jim Glymph, Gehry Partner, architecte
  50. 50. 50MaquetterPrototyper’‘The crudness of the early models is very deliberate...’’Jim Glymph, Gehry Partner, architecte
  51. 51. 51Se mettreenrelationle plus tôtpossibleavec lesclients
  52. 52. 52Itérer
  53. 53. 53ExpérimenterApprendre deses échecs"I have not failed 1,000 times.  I have successfullydiscovered 1,000 ways to NOT make a light bulb."Thomas EDISON
  54. 54. 54Quelques inspirations...
  55. 55. Agence d’innovation BusinessEmmanuel GononBusiness Designer, CEOmail : emmanuel@bluebiz-united.commobile : +33 (0)6 80 83 31 79Blog : www.bluebiz-united.com/apps/blogLinkedin : www.linkedin.com/in/emmanuel2bluebizTwitter : @manu_bluebizSkype : emanu69www.bluebiz-united.comest une agence d’innovation business. "Nous proposons des services d’identification,d’exploration et de construction de nouvellesopportunités de business. Nous aidons les entreprises à anticiper des marchésémergents ou en rupture, et à construire de nouveauxmoteurs de développement.Notre approche : innover sur tout le business model, etexpérimenter des stratégies innovantes en lesprototypant sur le terrain.Business Design / Prototyping / DéveloppementNotre différence : enteprendre en mode « start-up » pourplus d’agilité, de créativité et de relations clients

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