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Créé en 1995 par Lynda Weinman Vous aider à acquérir les compétences dont vous

Créé en 1995 par Lynda Weinman Vous aider à acquérir les compétences dont vous avez besoin pour réaliser votre potentiel. MISSION Ecriture d’un livre sur le design web en 1993 LE DEBUT Elle réinvestit les 20.000 $ de royalties de son livre dans la création d’une école de web design. LE DEBUT En 2001 35 salariés 3,5 Millions de $ de CA L’ECOLE DE DESIGN En 2001 35 salariés 3,5 Millions de $ de CA L’ECOLE DE DESIGN Licenciement de 75% du personnel 9 salariés LA CRISE DE 2001 MISE EN LIGNE DE L’ENSEMBLE DES FORMATIONS PROPOSEES A UN PRIX PACKAGE DE 25$/MOIS LE PIVOT Quel est le Business Model de Lynda.com ? lynda.com Business model canvas from www.businessmodelgeneration.com PROPOSITION DE VALEUR RELATION CLIENT SEGMENTS CLIENTS CANAUX STRUCTURE DE COÛTS FLUX DE REVENUS RESSOURCES CLES ACTIVITES CLES PARTENAIRES CLES Rémunération des formateurs Salaires Système d’Information Studio d’enregistrement lynda.com Particuliers Formation video en ligne Relation automatisée par internet Analyse du Business Model © Onopia www.onopia.com Nombreux sujets, de l’informatique au management et marketing Nouvelles formations toutes les semaines Personnel Abonnement mensuel de 19,95 € à 29,95 € Développement des formations Téléphone / Mobile Entreprises Offres pour les groupes / entreprises, administrations, écoles Site web Gestion et développement du site Etudiants Ecoles Administration 19,95 € / mois pour accéder à l’ensemble des cours Cours Relation personnalisée pour les entreprises Les spécialistes 2. Agenda 6:30 7:30 Business Model Canvas & Examples 8:00 8:30 Group Workshop Presentations & Discussion 7:00 9:00 2 7:20 8:10 8:20 3. Lease $25/month + 4¢/copy (min of $49/month) 3 TOO EXPENSIVE! to sell to customers! ! Easy to use ! No risk on originals ! Low operating cost ! Use plain paper First Plain Paper Photocopier - 1950 4. business model “A business model describes the rationale of how an organization creates, delivers, and captures value” 4 5. CustomersOrganization Product/Service Revenue ($) Create Deliver Capture BUSINESS MODEL 5 6. business model canvas 6 7. tool to create & analyze business models... 7 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 19. Business Model Canvas 19 20. VALUE PROPOSITION CHANNELS RELATIONSHIPS CUSTOMER SEGMENT REVENUE STREAMSCOST STRUCTURE KEY PARTNERS KEY RESOURCES KEY ACTIVITIES Your Business Model Canvas 20 21. EXAMPLES EXAMPLES 21 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 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 31. Create a CANVAS of your enterprise project 31 32. Break... 32 33. Presentations minute 1 33 34. Discussion 34 35. so what’s beyond the CANVAS? 35 36. you need to validate your model assumptions with the customers until you get it right! 36 37. BUSINESS PLAN 37 38. www.BusinessModelGeneration.com 38 40. $10 TAKE THE ONLINE COURSE NOW DISCOUNT COUPON: special_10Claim Now 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, co-working, co-design, birming, co-strategie, co-working, regus, coworking, codesign, it, coward, costrategy, costrategie, espace de, nextdoor, bureaux partagés, 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, communauté, exemple de business model, exemple de modèle économique, place de marché, marketplace, disruption, rupture, design de service, design de produit design thinking, ﬁntech, ﬁnance, banque, customer experience, expérience client, Studio de montage et d’enregistrement In this deck +100 slides 5 categories of Business Models In this deck +100 slides 5 categories of Business Models + speciﬁc examples Business Model Innovation Looking for Training? Show 2 Day Program or mail us via No magic. Remember this one? Remember this one? 1 million pixels to sell = 1 million dollar #awesome 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 Airbnb of Food. of Parking. Airbnb of Boats. of Storage. Netﬂix Netﬂix of Books. of Toys. Netﬂix of Clothing. of Games. Tinder Tinder of Jobs. of Fashion. Tinderof Real-estate. of Shopping. Tinder Understand the patterns! You are in the center! Your own venture 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? Several exciting industries to learn from: News/ Publishing Dating Gaming What to pick? Free! for the user. 1. Paid! the user = client. 2. Free? Free = Free There are so many variations on ‘free’ What to pick? Free! for the user. 1. - Early exit - Free (Hidden) other agenda: - Aim for an early exit. - Acqui-hire - Prestige - … Rule of thumb: There is no free lunch. What to pick? Free! for the user. 1. - Early exit - - Pay-what-you-want - Free? Customer can pick his own price. Pay-what-you-want. (including free) Case: Humble Bundle Other industries #win #fail Emotional connection Social/group pressure … selling to businesses social/group pressure … What to pick? Free! for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation - Free? Main diﬀerence: People often get the product for free, but are free to do an extra transaction. Tip jar - Donation. Free, for some. Diﬀerent segments of users. What to pick? Free! for the user. 1. - Early exit - - Pay-what-you-want - - Tip jar/ donation - - Barter - Swap goods, give something else in return. What to pick? Free! for the user. 1. Paid! the user = client. 2. Reason why people upgrade! Free, but pay for extra features What to pick? Paid! the user = client. 2. - Vanity - reputation - Some people only want “the best” Ultimate luxury. 12K€ Smartphone (Vertu) Vanity, reputation… Vanity is so powerful! 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 What to pick? Paid! the user = client. 2. - Vanity - reputation - - Loss-aversion - Another tactic: Lure people in with free + lock-in. Just give it a try! Pay-as-you-go model. Switching cost? Pay-as-you-go model. Switching cost? A lot of hassle to change to a competitor… Similar, pay-per-use. Blendle - itunes for uploads/Litterature/ onopia-business-model-de.pdf