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The Business Model Canvas

The Business Model Canvas
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Analyse PESTEL Un article de Wikipédia, l'encyclopédie libre. En stratégie d'entreprise, l'analyse PESTEL est un modèle permettant d'identifier l'influence (positive ou négative) que peuvent exercer, sur une organisation, les facteurs macro-environnementaux. Les six facteurs[modifier | modifier le code] Le modèle PESTEL distingue six catégories d'influences macro-environnementales qui peuvent influencer une industrie. Les variables pivots[modifier | modifier le code] L'analyse PESTEL constitue généralement la première étape d'une analyse stratégique au niveau d'un DAS. L'analyse PESTEL ne doit pas se limiter à une simple liste : elle doit se conclure par l'identification des facteurs les plus structurants pour le marché considéré, que l'on appelle les variables pivots. Bibliographie[modifier | modifier le code] Johnson G., Whittington R., Scholes K., Angwin D., Régner P., Fréry F. : Stratégique, 10e édition, Pearson, 2014. Notes et références[modifier | modifier le code] stratégie d'entreprise

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 a special issue of the journal Long Range Planning, Charles Baden-Fuller and Mary Morgan say that business models can serve three different purposes. More recently, Steve Blank has added another use – he says that business models are hypotheses about how your organisation might be able to create value for customers (see my discussion of this here). Business models are important. Tim Kastelle

Collaboration tools Méthode APTE Le ton de cet article ou de cette section est trop promotionnel ou publicitaire. (indiquez la date de pose grâce au paramètre date). Modifiez l'article pour adopter un ton neutre (aide quant au style) ou discutez-en. But[modifier | modifier le code] Cette méthode est tirée des principes de l'analyse de la valeur de Larry Miles. La Méthode APTE a été formalisée par Bertrand de la Bretesche dans le livre La méthode APTE : Analyse de la valeur, analyse fonctionnelle[2]. Historique[modifier | modifier le code] Au sortir de la guerre, face à la hausse du prix de revient des produits industriels et à la part prépondérante que prenaient les achats dans ces derniers, la compagnie General Electric missionna Larry Miles, alors aux achats, pour définir une méthode d’optimisation. Au début des années soixante, Gilbert Barbey, alors consultant en France au sein du cabinet KBWhite, créa la méthode APTE à partir des principes de l'analyse de la valeur. Il s’agit ensuite de comprendre et d’analyser

How to put your money where your strategy is - McKinsey Quarterly - Strategy - Growth Picture two global companies, each operating a range of different businesses. Company A allocates capital, talent, and research dollars consistently every year, making small changes but always following the same broad investment pattern. Company B continually evaluates the performance of business units, acquires and divests assets, and adjusts resource allocations based on each division’s relative market opportunities. Over time, which company will be worth more? If you guessed company B, you’re right. For the past two years, we’ve been systematically looking at corporate resource allocation patterns, their relationship to performance, and the implications for strategy. We’ve also reviewed the causes of inertia (such as cognitive biases and politics) and identified a number of steps companies can take to overcome them. We’re not suggesting that executives act as investment portfolio managers. Weighing the evidence Exhibit 1 Enlarge Exhibit 2 Why companies get stuck Cognitive biases Exhibit 3

Should Your Startup Go Freemium? Editor’s note: Jules Maltz is a general partner at IVP and focuses on later-stage venture investments in rapidly-growing Internet and software companies. Follow him on Twitter. Daniel Barney is a senior associate at IVP and focuses on later-stage venture investments in digital media and information technology. Follow him on Twitter. Over the last several months, there has been an intense debate about the viability of freemium business models. While we’re not Samurai sword fighters at IVP, we believe that freemium is massively disruptive and needs to be understood. 1) Start With The Product Over the course of our interviews, one point came up again and again: make sure your No. 1 priority is your product. Typical freemium companies convert between 1 percent and 10 percent of users into eventual paying customers. Furthermore, the simplicity and quality of your product must be consistent across both free and paid offerings. 2) Know Your Customer: Is Freemium Right for Them? 2. 2. 1. 2. 1.

SONCAS Un article de Wikipédia, l'encyclopédie libre. La « méthode SONCAS » (encore appelé « système SONCAS ») est une méthode d'approche commerciale qui tire son nom de l'acronyme formé à partir des six mots supposés représenter les motivations de l'acheteur potentiel sur lesquelles tout vendeur va devoir s'appuyer pour provoquer l'achat[1] : Sécurité,Orgueil,Nouveauté,Confort,Argent,Sympathie. Utilisation[modifier | modifier le code] Cette méthode vise à permettre de comprendre les motivations à l'achat, et à en réaliser une typologie, pour mettre sur pied des argumentaires de vente mieux ciblés[2]. L'idée centrale est de donner au client potentiel le sentiment qu'il domine l'échange, en cherchant non à lui vendre, mais à le faire acheter[3]. Références[modifier | modifier le code] Bibliographie[modifier | modifier le code]

The illusion of strategy What does a good strategy look like? How can we recognise the right one when we see it? The problem is, even in retrospect it's hard to recognise a good strategy. As often as not, we end up creating a myth. Successful organisations often point to a clear strategy underlying their growth. They analysed the market, identified leverage points, focused their resources on those points, and reaped the benefits. Or so they say. The strategies we describe in case studies are often an illusion. They probably contain elements of truth, but it’s a retrospective truth, one which can only be determined after the event when we’ve had a little time to think through what really happened. How so? In the first type of situation, we observe what’s happening. Unfortunately, most of our competitors can do pretty much the same. Fact is, most of these simple situations have already been “solved” – someone has already found a way to exploit the dynamics. However, things look different in retrospect.

Adding Google Analytics Instructions Go to Google Analytics and sign up for an account (if you have not already done so) and sign in. Once signed in to Google Analytics you will see one of two pages dependent on whether you use Google Analytics already: What do you want to track: if you do not use Google Analytics already you see this page, so continue to Step 3 below; Account Home: if you already use Google Analytics you will see your Account Home page that lists your existing accounts. Go to the Admin tab and use the +New Account button and you will see the What do you want to track page. After 24 hours you should start to see data in Google Analytics. Feedback Please let us know if this article helped. Google Analytics Training We can offer training on how to get add Google Analytics to your Google Site and how to get the best out of Google Analytics (like the best reports to use and what to do about the statistics Google Analytics gives) via Skype or Google+ Hangout through our one-shot support service.

Analyse ABC Un article de Wikipédia, l'encyclopédie libre. L'analyse ABC est une méthode de classification découlant du principe de Pareto. Elle est fréquemment utilisée dans le domaine de l'analyse des stocks. Enjeux de l'analyse ABC[modifier | modifier le code] Elle permet la définition des catégories de produits qui nécessiteront la mise en place de processus et modes de contrôle distincts. Calcul de l'analyse ABC[modifier | modifier le code] Exemple applicable a la gestion de stock : "Classe A" les produits de cette classe représentent généralement 80 % de la valeur totale de stock et 20 % du nombre total d'articles. Voir aussi[modifier | modifier le code] Articles connexes[modifier | modifier le code] Liens externes[modifier | modifier le code] Méthode détaillée d'analyse ABC Portail du management

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