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Business Strategy Tools and Techniques from MindTools

Business Strategy Tools and Techniques from MindTools

Pourquoi les entreprises vont devoir multiplier les business model Low cost ou haut de gamme ? Paiement par abonnement ou facturation à l'acte ? Culture de groupe ou entités autonomes ? Denis Dauchy, directeur de l'Executive MBA de l'Edhec, propose de dépasser ces questions qui taraudent les chefs d'entreprise. Air France par exemple réfléchit sérieusement à l'idée de lancer une compagnie aérienne à bas coûts. Air France a certainement peur de perdre son image de marque et de cannibaliser ses offres moyen et haut de gamme. Denis Dauchy explique pourquoi les entreprises vont devoir multiplier les business model pour se développer à l'avenir (une vidéo APM/CHallenges) : L’Association Progrès du Management (APM) regroupe 5.600 chefs d’entreprise en France et dans le monde.

Innovation de business model en PACA J’ai beau parler souvent d’innovation de business model pour essayer d’évangéliser et de sortir le concept d’innovation de son ornière exclusivement technologique, à vrai dire je ne devrais pas avoir à le faire. Cette définition de Schumpeter de 1942 a déjà tout dit : L’invention signifie la conception d’une nouveauté. Alors que l’innovation se définit par l’introduction de l’invention dans un milieu social. Voici néanmoins la présentation ayant servi de support à ma dernière interventions pour le réseau régional de l’innovation, PACA Innovation. Revenir sur la distinction entre innovation technologique et innovation de business model (ou entre l’invention et l’innovation, donc) ;Donner des exemples concrets de ce qu’est l’innovation de business model ;Différencier la phase startup qui doit se préoccuper de tester un business model, la phase de structuration et la phase entreprise où il est plus difficile d’innover son business model.

Les modèles économiques / La construction d’un modèle d’affaires Le modèle d’affaires d’une société présente la répartition de l’activité et, notamment, l'origine de ses revenus afin de dégager de la rentabilité. Aussi, permettre aux acteurs de concevoir leur modèle d’affaires suppose de rassembler des éléments de base : une identification des parties prenantes et une compréhension de leur intérêt/risque relativement aux réseaux électriques intelligents ;un calcul coût-bénéfice sur un périmètre cohérent. Par exemple, les conclusions de l’analyse coût-bénéfice des compteurs intelligents sont différentes selon que l’on procède au calcul au périmètre du distributeur ou au périmètre de la chaîne de valeur (depuis les producteurs jusqu’aux consommateurs finals) ;une fois le périmètre défini, une identification des postes de coûts et des sources de gains au long de la nouvelle chaîne de valeur ;une estimation des montants financiers associés aux postes de gains et de coûts identifiés au préalable ;une identification de sources de financement potentielles.

Alexander Osterwalder: Mapping Customer Pains to Value Proposition with Steve Blank | Business Model Studios (video via Standford University) Get the (FREE) Business Model Studio Resource Guide Continue and watch Alex use visual facilitation in front of a live audience. Please enter a valid email ABOVE: Click the play button and watch the video to see Alex in action! Business model innovator Alexander Osterwalder uses real-time visual facilitation skills to demonstrate reasons why to map a product or service’s value proposition with the actual pains customers face. Using building blocks from his business model canvas framework, Osterwalder maps the relationship and discusses, with interviewer Steve Blank, how value is created. If you want to learn more visual facilitation techniques that you can use with live audiences, join our online course, Business Model Studios: The Designer. INSTANT FREE ACCESSClick here …to view the first four videos (FREE) from our new online course, explaining the Business Model Canvas. …or…

Business Models & Business-IT research As ‘value’ is one of the most common term in business model definitions, the obvious question is what is meant with value? Surprisingly, it is almost never further elaborated or discussed in business model books or articles. In general the term ‘value’ is used to refer to ‘the quality (positive or negative) that renders something desirable or valuable’ (Wordnet 3.0) or ‘something (as a principle or quality) intrinsically valuable or desirable’ (Merriam-Webster). It seems that when business model definitions refer to value, they mostly mean customer value (such as, Afuah, 2004; Dubosson-Torbay, Osterwalder, & Pigneur, 2002; Tapscott, 2001), while some refer to value for both the customer and the company (e.g., Bouwman, De Vos, & Haaker, 2008; Johnson, 2010). Weinstein and Johnson (1999) state that the concept of customer value is as old as ancient trade practices and refer to the early barter transactions where buyers would carefully evaluate the offerings of sellers. Afuah, A. (2004).

Eight Models of Business Models, & Why They’re Important The term Business Model is one that gets thrown around a lot these days. Even though it might sound like a buzzword to you, it’s important to understand what a business model is, and how they are useful. One of the confusing things about the business model concept is that there are a wide variety of models of business models, and it seems as though everyone that talks about them makes up a new one. This can be frustrating if you are trying to figure out how to use the concept. At their core, all business models address this questions: how do we sustainably deliver value to our customers? In this instance, the sustainable part refers to your organisation – how can you deliver value so that you’re still around in the future? In a special issue of the journal Long Range Planning, Charles Baden-Fuller and Mary Morgan say that business models can serve three different purposes. Value Networks from Verna Allee: Verna was working with some of the basic concepts of business models in the 90s.

Revenue Model Types: The Quick Guide A revenue model describes how a business generates revenue streams from its products and services. It is one of the key components of the business model. Existing businesses interested in expanding to new areas or adjusting to a new generation of competitors should carefully consider their revenue models. A strong revenue model is also most important for early stage startups; their investors are usually very conscious of monetization. There are many models for revenue generation, and the accelerated development of the Internet, social networks and smartphones is expanding the possibilities. Listed below are 26 common revenue model types and examples of their effective use. Finally, we must distinguish between decisions about types of revenue models (e.g., monthly subscription vs. pay per transaction) and pricing decisions (price of $10 vs. $50). I divided the revenue models to nine major catagories: A. The basics of selling to private clients (B2C) and business clients (B2B) are similar.

Two Aspects to Business Model Innovation | More With Mobile Business-unit Organization A very basic value chain for M2M and connected device applications involves these entities:connectivity providers (typically mobile operators and specialist M2M service providers),companies that are embedding connectivity in their devices and services (e.g. an eReader provider or a remote health monitoring service provider),and, the end user (either an enterprise or an individual consumer). Historically, connectivity was often provided as a wholesale offering. This is how several mobile operators have organized their M2M activities especially where they lack the resources to invest in their own retail channels. As the addressable M2M market has expanded, there has been a greater shift to direct-to-end-user business models as explained below. At the far left, there is the wholesale approach where connectivity is offered to an entity that embeds connectivity into its products and services. The choice of approach to use depends on corporate strategy priorities.

Business Model Innovation as R&D | Open Opine Prior to my last post on music as an experience, I was in the middle of a series of posts exploring business model innovation for the enterprise. A recent exchange on a LinkedIn discussion group has inspired me to pick that back up. In particular, I’d like to explore how a company should go about setting up a minimum viable business to continue the learning process that begins, really, with prototyping. (Authors note: These business model innovation “articles” are rather long and involved because I myself am trying to work through all the complexity. One of the defining characteristics of a start-up is the ratio of assumption-to-knowledge under which it operates. To get to that inflection point, the analog of R&D investing offers a lot. The power and elegance of the scientific method is in its recursive empirical investigation that always allows for falsifiability. Assumptions, Conjectures, Predictions and Hypotheses Independent variable “x” = making my blog known to people R&D Metrics

Achieve Product-Market Fit with our Brand-New Value Proposition Designer Canvas I’m a big fan of the Lean Startup movement and love the underlying principle of testing, learning, and pivoting by experimenting with the most basic product prototypes imaginable - so-called Minimal Viable Products (MVP) – during the search for product-market fit. It helps companies avoid building stuff that customers don’t want. Yet, there is no underlying conceptual tool that accompanies this process. The Value Proposition Designer Canvas is like a plug-in tool to the Business Model Canvas. The Canvas with its 9 building blocks focuses on the big picture. In this post I’ll explain the conceptual tool. The Value Proposition Designer Canvas As mentioned above, the Value Proposition Designer Canvas is composed of two blocks from the Business Model Canvas, the Value Proposition and the corresponding Customer Segment you are targeting. Achieving Fit Customer Jobs First let us look at customers more closely by sketching out a customer profile. Ask yourself: Customer Pains Customer Gains

Business Model Fiddle Online Information Sharing Research More and more people use online tools to share information. However there is a significant lack of knowledge concerning the social dynamics of these tools. The Vienna University of Economics and Business has contributed valuable knowledge on User Generated Content. Now, with the help of BMFiddle, they are researching Online Information Sharing. As a member of the BMFiddle community your response is essential to this effort plus it will help us to improve BMFiddle. It takes 10-15 minutes to complete the survey and responses are anonymous. Launch the survey! News and Reviews Social Enterprise Patterns At its core, a social enterprise (SE) needs to have a robust and sustainable business model, and what differentiates it from a "profit-seeking" enterprise is a social mission that drives decision making. The Asia Centre for Social Entrepreneurship and Philanthropy, NUS Business School use Business Model Fiddles in their research into Social Enterprise Patterns.

business ecosystem - James F. Moore A business ecosystem describes the structure and behaviour of a network of high-tech organisations that share a key technological platform and the ways individual firms can flourish in such an environment. Dr. James F. Moore was a Senior Fellow at Harvard Law School's Berkman Center for Internet and Society where he founded the Open Economies Project. He studied change in large scale social, economic, and technical systems and is the pioneer and originator of biological metaphors of organisation behaviour such as “business ecosystems”, “Internet ecosystems” and the ecological approach to alliances and alliance-based competition. His research is primarily based on case studies in the high technology sector where the PC and Internet technologies favoured network based competition. The essence of a business ecosystem is that networks between companies need to be analysed from a higher conceptual level rather than from the viewpoint of individual organisations. Aspects of ecosystem are:

La source du dilemme de l’innovateur ou la tragédie du modèle d’affaire: 1 – La rupture de nouveaux marché Ce billet est le premier d’une série sur l’innovation de rupture et le modèle d’affaire. L’incapacité des entreprises existantes à tirer parti des ruptures de leur environnement continue de susciter la surprise. Pourtant, le chercheur Clayton Christensen a depuis longtemps montré en quoi cet échec n’était du ni à un manque de ressources, ni à la vitesse du changement, ni à une incapacité du management des entreprises. Au contraire, cette incapacité est due au modèle d’affaire et, au-delà, à l’identité de l’entreprise elle-même. Regardons pourquoi au travers d’un exemple simple. Vous êtes un fabricant d’imprimantes en 1990. Premier problème: Vos clients actuels ne sont pas intéressés par le nouveau produit. En synthèse, votre modèle économique rend le lancement du nouveau produit "de rupture" inintéressant. Seconde partie de la série: La rupture par le bas. Pour aller plus loin: mon billet sur le modèle RPV, et mon billet sur l’innovation de rupture. Like this: J'aime chargement…