Onopia - Slides du Webinaire Business Model Innovation
Présentation du Business Model Canvas d'Alexander Osterwalder, agrémenté de nombreux exemples de Business Models Innovants.
Onopia est un spécialiste de l'innovation de Business Model, de la création de nouveaux services et produits, du design thinking, de la créativité. Onopia accompagne de nombreuses entreprises de tous les secteurs, dans la redefinition de leurs offres et business models.
2. WEBINAIRE
60 Minutes pour un
Business Model Innovant
de 10h00 - 11h00
Merci de patienter
Pour nous entendre : veuillez sélectionner
Microphone et Haut Parleurs dans Gotomeeting
Intervenant : Peter Keates
3. ➡ Innovation
➡ Business Models
➡ Value Proposition
➡ Expérience Client
➡ Etude des besoins
clients
www.onopia.com
26. Activité
des téléphones usagés
auprès de SFR,
Bouygues Télécom,
Orange etc
Achat
des téléphones usagés
et ajout d’une garantie
Reconditionnement
des téléphones usagés
reconditionnés aux
particuliers par le biais
de SFR, Bouygues
Télécom, Orange etc
Revente
37. Un modèle économique
(ou business model) décrit les principes selon
lesquels une organisation crée, délivre et
capture de la valeur.
Définition
Business Model
38. 9 blocs pour décrire l’économie d’une entreprise
qui couvrent les 4 grandes dimensions d’une
entreprise : clients, offre, infrastructure et viabilité
financière
Business Model Canvas
39. Thèse d’Alexander Osterwalder en 2004 (Business model ontology)
Ouvrage collectif et collaboratif : 470 co-auteurs
Démarche innovante :
Tarif pour participer : de 24$ à 243 $
Editeur : theHUB
+1.000.000 livres vendus !
L’origine du Business Model Canvas
42. Canaux
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
43. Relations avec le client
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
44. Flux de revenus
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
45. Ressources clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
46. Activités clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
47. Partenaires clés
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
48. Structure de coût
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
49. Le Business Model Canvas
« Un langage pour décrire, visualiser, évaluer et
transformer les Business Models »
Source : Livre Business Model Nouvelle Génération - Alexander Osterwalder & Yves Pigneur
50. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Le Business Model Canvas
53. business model innovation
PILOTE PAR LES RESSOURCES PILOTE PAR L’OFFRE
PILOTE PAR DE MULTIPLES EPICENTRES
PILOTE PAR LA FINANCE PILOTE PAR LE CLIENT
54. Piloté par le Client
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Exemple :
23andMe à mis les tests ADN à la portée du plus grand nombre, jusque là réservés aux seuls chercheurs et professionnels de santé. Les conséquences sur la
proposition de valeur ainsi que sur la délivrance des résultats a été considérable. C’est pourquoi 23andMe utilise des profils Web de personnalisation de masse.
Innovations basées sur les besoins des clients/consommateurs, une meilleure accessibilité ou une plus grande
commodité. Ces innovations issues d’un seul épicentre influencent les autres blocs du Canevas
Relations avec
les clients
Canaux
Activités clés
Ressources clés
55. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Piloté par le Client
Particuliers
Tests ADN
facile
d’utilisation
Accessible à
tous
D’où venons-
nous
Connaissances
médicales
Segment client
56. Piloté par l’Offre
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Ces innovations créent de nouvelles propositions de valeur qui ont un impact sur les autres blocs du Business Model
Relations avec
les clients
Canaux
Activités clés
Ressources clés
57. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
L’offre
Qualité du
médicament
TEVA Pharmaceuticals est devenu le
leader mondial des médicaments
génériques avec un Business Model
hybride Génériques / Innovants
CA 2012 + 20 Milliards de $
Business Model
hybride
Médicaments
génériques /
innovants
58. Piloté par la Finance
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Exemple :
Xerox invente la Xerox 914 en 1958. Xerox développe un Business Model économique : location du photocopieur à 95 $/mois comprenant 2.000 photocopies
gratuites, 5 cents la copie supplémentaire.
Innovations reposant sur de nouveaux flux de revenus, de nouveaux mécanismes de prix ou des structures de coûts plus performantes
Relations avec
les clients
Canaux
Activités clés
Ressources clés
59. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
LocationFinancement du parcFinances
Meilleur Bilan
clients
Location vs
achat
Dépassements
du contrat de
base
60. Piloté par les Ressources
Exemple :
les Web Services d’Amazon s’appuient sur l’infrastructure de distribution existante d’Amazon pour proposer des capacités de serveur et de l’espace de stockage de
données à d’autres entreprises
Partenaires clés Activités clés
Ressources clés
Ces innovations trouvent leur source dans l’infrastructure ou les partenariats existants d’une organisation pour étendre ou transformer le Business Model
Segments de clientèle
Structure de coûts Flux de revenus
Propositions de valeur Relations avec
les clients
Canaux
61. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Fournisseurs
Ressources
Humaines
Ressources Logistique
SI• Livré par amazon
• Cloud computing
• Place de marché
62. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Fournisseurs
Ressources
Humaines
10.000
partenaires
en France !
Logistique
SI
Place de Marché
63. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Fournisseurs
Ressources
Humaines
Cloud Computing
CA 2014
4,6 Milliards de $
Prévisions 2015
6,25 Milliards de $
Logistique
SI
Cloud Computing
Entreprises
Hébergement de
vos applications
CA 2014 - 4,6
Milliards de $
64. Piloté par plusieurs épicentres
Partenaires clés Proposition de valeur Segments de clientèle
Structure de coûts Flux de revenus
Innovations pilotées par plusieurs épicentres peuvent avoir un impact important sur plusieurs blocs du Business
Model
Relations avec
les clients
Canaux
Activités clés
Ressources clés
67. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
6 à 12% du prix
de la locationR&D
Salaires
Développement &
maintenance IT/
Plateforme Voyageurs qui
cherchent à se
loger à bon prixDes endroits sympa où
se loger, dans le monde
entier
Site web AirBnB
Internet
3% du prix de la
location
Personnes avec
des logements
disponibles qui
souhaitent louer
Louer ses places
disponibles, facilement
à une audience
mondiale
Self service + support
par SMS, email,
Application mobile
Application Mobile
Coûts de la
plateforme
Marketing
Gestion des
photographes
Photographes
Investisseurs
Solutions de paiements
en ligne
71. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Abonnements
Infrastructure
Informatique
Salaires
Développement et
maintenance de la
plateforme fotolia Choix large :
33 Millions de
photos
Particuliers
1 photo
professionnelle à
partir de 0,16 €80.000
contributeurs Base de
données
d'images
Validation de la qualité
des images
fotolia.com
Relation
automatisée
BFR négatif !
Entreprises
Système
Informatique
Ventes de photos au
format JPG etc
Designers
Locaux
Vendre ses
images en ligne
Royalties
Do It Yourself
112. Comment la téléphonie mobile
peut-elle vous aider à proposer
un nouveau service ?
Question 7
113. Stef Kranendijk
CEO de DESSO
de 2005 à 2012
Notre objectif stratégique est d’être
le meilleur fournisseur mondial
d’espaces de vie et de travail beaux et
sains grâce à nos solutions innovantes
de revêtements de sol.
116. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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.
Ventes
UsinesSalaires
Collecte & recyclage
des moquettes
Desso Airmaster
Moquettes
anciennes
Moquettes
recyclées
Entreprises
Stades de football
Design
Santé (moins de
particules dans
l’air)R&D
Designers
Desso.com
Do It Yourself
online
Designers
Paquebots/Avions
32% de baisse de
consommation
d’énergie
Fabrication
124. Questions pour tester
votre Business Model
source : http://www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html
125. Coûts du
Changement / System Lock-in
Quelles facilités ou difficultés ont les clients pour partir vers la
concurrence ?
127. …et vous êtes verrouillé
avec nous car il est très
difficile de changer de
produit
128. Revenus
Récurrents
Est-ce que chaque vente est un nouvel effort ou résulte-il d’un
renouvellement automatique ?
Comment sont lissés vos revenus sur l’année ?
129. Exemple : les abonnements
Téléphonique & Internet Loisirs Banques & Assurances
130. Exemple : les Box
Source : onopia.com &
touteslesbox.fr
Produits de beauté Le VinJeux pour les enfants
137. Faire faire le travail par
les autres
A quel niveau de contribution vos clients ou tierces parties
participent à la création de valeur de votre Business Model ?
138. Ce que font les clients ..
•Commandent sur la borne
•Règlent sur la borne
•Débarrassent la table
Mc Donald’s
140. Evolutivité
A quelle vitesse et facilité pouvez-vous faire croitre votre Business
Model sans rencontrer d’obstacles sur votre route ? (ex:
infrastructure, support client, etc..)
143. Questions/ Réponses
Pour nous contacter
onopia
www.onopia.com
TV.onopia.com
Peter Keates
CEO
peter.keates@onopia.com
Mobile : +33 (0)6 24 39 32 21
Twitter : @peterkeates
144. Notre offre
Onopia regroupe les compétences complémentaires de 15 consultants en Design
Thinking, Créativité, Innovation de Business Model, Design d’Expérience Client et Socio-
Anthropologie.
Nous proposons deux formes d’intervention : l’accompagnement & la formation
Quelques exemples d’interventions :
• Création d’un nouveau produit et service innovant,
• Etude des besoins client / marché,
• Formation de collaborateurs à l’innovation de business models, au design thinking, à
la créativité,
• Accompagnement du CODIR de grands groupes dans la réflexion et la redéfinition de
nouveaux Business Models / Offres,
• Design d’expérience client,
• Définition de scénarios externes risquant de modifier le futur d’une entreprise..
VISITER ONOPIA.COM
145. Qui a dit que se
différencier était
simple ?
www.onopia.com
146. Découvrez sur Big Idea, de nombreuses études de
Business Models, des idées, des astuces et bien plus
encore, pour rendre votre entreprise plus compétitive
www.onopia.com/big-idea