{"id":11677,"date":"2022-03-05T16:36:53","date_gmt":"2022-03-05T15:36:53","guid":{"rendered":"https:\/\/aedic.eu\/?page_id=11677"},"modified":"2022-03-05T16:36:55","modified_gmt":"2022-03-05T15:36:55","slug":"strategia-di-innovazione","status":"publish","type":"page","link":"https:\/\/aedic.eu\/fr\/strategie-dinnovation\/","title":{"rendered":"Strat\u00e9gie d'innovation"},"content":{"rendered":"<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Richiami_di_strategia\"><\/span>Strat\u00e9gie de rappel<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Dans cette unit\u00e9, nous voyons :<\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_85 counter-hierarchy ez-toc-counter ez-toc-white ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Index<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table des mati\u00e8res\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #1e73be;color:#1e73be\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #1e73be;color:#1e73be\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/aedic.eu\/fr\/strategie-dinnovation\/#Richiami_di_strategia\" >Strat\u00e9gie de rappel<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/aedic.eu\/fr\/strategie-dinnovation\/#Cosa_e_il_valore\" >Qu'est-ce que la valeur ?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/aedic.eu\/fr\/strategie-dinnovation\/#Strategia_innovativa\" >Strat\u00e9gie innovante<\/a><\/li><\/ul><\/nav><\/div>\n\n\n\n\n<ul><li>ce qu'est la strat\u00e9gie,&nbsp;<\/li><li>la mani\u00e8re dont elle est li\u00e9e \u00e0 l'innovation.<\/li><\/ul>\n\n\n\n<p>Il n'y a rien de plus concret qu'une strat\u00e9gie d'innovation ! Commen\u00e7ons par comprendre ce qu'est une strat\u00e9gie et comment elle est li\u00e9e \u00e0 l'innovation.&nbsp;<\/p>\n\n\n\n<p>L'objectif de la&nbsp;<strong>La strat\u00e9gie est&nbsp;<\/strong>l'augmentation de la rentabilit\u00e9 de l'entreprise \u00e0 long terme. La rentabilit\u00e9 peut \u00eatre influenc\u00e9e par diff\u00e9rents facteurs :<\/p>\n\n\n\n<ul><li>attribuables au secteur\/\u00e0 l'industrie dans lequel une entreprise choisit d'\u00eatre comp\u00e9titive (strat\u00e9gie d'entreprise) ;&nbsp;<\/li><li>li\u00e9e \u00e0 la mani\u00e8re dont une entreprise est comp\u00e9titive dans un secteur (strat\u00e9gie d'entreprise) et g\u00e9n\u00e8re un avantage concurrentiel (surperformance par rapport aux concurrents).&nbsp;<\/li><\/ul>\n\n\n\n<p>Pour g\u00e9n\u00e9rer&nbsp;<strong>avantage concurrentiel<\/strong>la strat\u00e9gie d'une entreprise doit :<\/p>\n\n\n\n<ol><li>\u00catre coh\u00e9rent avec le<strong>l'environnement externe<\/strong>&nbsp;de l'entreprise, ainsi qu'avec ceux de son environnement interne (cr\u00e9er une situation FIT).&nbsp;<\/li><li>Orchestrer la&nbsp;<strong>ressources internes<\/strong>&nbsp;afin de cr\u00e9er de la valeur pour les utilisateurs finaux, de vendre et de faire des b\u00e9n\u00e9fices.<\/li><\/ol>\n\n\n\n<p>Nous insistons sur l'importance de la coh\u00e9rence. Il arrive souvent que les changements dans l'environnement ou l'imitation des concurrents rendent souhaitables des objectifs qui ne sont pas r\u00e9alisables avec les ressources internes, et il arrive aussi que les ressources internes ne soient pas utilis\u00e9es de mani\u00e8re optimale pour relever les d\u00e9fis et saisir les opportunit\u00e9s offertes par l'environnement externe.\u00a0<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Cosa_e_il_valore\"><\/span>Qu'est-ce que la valeur ?<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Le site&nbsp;<strong>valeur<\/strong>&nbsp;est la capacit\u00e9 d'une entreprise \u00e0 satisfaire, par un bien ou un service, les besoins ou les d\u00e9sirs d'un client final, mesur\u00e9e par la volont\u00e9 de ce dernier de payer pour ce bien ou ce service.&nbsp;<\/p>\n\n\n\n<p>La valeur est le&nbsp;<strong>prix<\/strong>&nbsp;que les acheteurs sont pr\u00eats \u00e0 payer en \u00e9change d'un bien produit par l'entreprise.<\/p>\n\n\n\n<p>La perception de la valeur est subjective et d\u00e9pend en grande partie des caract\u00e9ristiques et de l'environnement de l'entreprise.&nbsp;<strong>attentes<\/strong>&nbsp;de l'utilisateur, de son march\u00e9 (s'il s'agit d'une entreprise, dans le cas du B2B), de sa situation g\u00e9ographique et de son contexte.&nbsp;<\/p>\n\n\n\n<p>Les caract\u00e9ristiques des utilisateurs finaux (diff\u00e9rentes cibles et\/ou diff\u00e9rents march\u00e9s cibles) doivent \u00eatre \u00e9tudi\u00e9es tr\u00e8s attentivement, en gardant \u00e0 l'esprit que l'entreprise doit faire ce que l'utilisateur final veut, en commen\u00e7ant par comprendre ce qui cr\u00e9e de la valeur pour ce dernier (\"<em>Faire des choses que les gens veulent et ne pas faire en sorte que les gens veuillent des choses<\/em>\").\u00a0<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Strategia_innovativa\"><\/span>Strat\u00e9gie innovante<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Une strat\u00e9gie innovante r\u00e9pond \u00e0 des questions fondamentales. L'une d'entre elles est la suivante :<\/p>\n\n\n\n<p>Comment l'innovation<em>&nbsp;cr\u00e9e de la valeur<\/em>&nbsp;pour les clients potentiels ?<\/p>\n\n\n\n<p>Rappelons les strat\u00e9gies de base qu'une entreprise peut choisir de mettre en \u0153uvre et essayons de comprendre comment elles sont li\u00e9es \u00e0 l'innovation :<\/p>\n\n\n\n<ul><li><strong>Co\u00fbt du leadership :&nbsp;<\/strong>la cr\u00e9ation de valeur pour l'utilisateur final r\u00e9side dans la ma\u00eetrise des co\u00fbts\/prix bas (produits indiff\u00e9renci\u00e9s\/<em>produits de base<\/em>).<ul><li><strong>Innovation de processus<\/strong>&nbsp;peuvent permettre de contenir les co\u00fbts de production\/transformation par : l'investissement dans des installations de production ; l'utilisation d'\u00e9conomies d'\u00e9chelle ; un contr\u00f4le intensif des co\u00fbts ; des activit\u00e9s de r\u00e9ing\u00e9nierie ; d'autres moyens.&nbsp;<\/li><li>En outre&nbsp;<strong>l'innovation organisationnelle<\/strong>&nbsp;et dans le&nbsp;<strong>mod\u00e8les d'entreprise<\/strong>peut \u00eatre utile dans la poursuite d'une strat\u00e9gie innovante de ma\u00eetrise des co\u00fbts.&nbsp;<\/li><\/ul><\/li><\/ul>\n\n\n\n<p>En ce qui concerne l'innovation des mod\u00e8les d'entreprise, il existe des exemples d'entreprises qui ont cherch\u00e9 et obtenu un avantage concurrentiel en innovant leur mod\u00e8le d'entreprise, en mettant l'accent sur la ma\u00eetrise des co\u00fbts : DELL, dans l'industrie des ordinateurs personnels, IKEA dans l'industrie du meuble, Ryanair dans l'industrie du transport a\u00e9rien.\u00a0<\/p>\n\n\n\n<p><strong>Diff\u00e9renciation :&nbsp;<\/strong>la cr\u00e9ation de valeur pour l'utilisateur final r\u00e9side dans l'acc\u00e8s \u00e0 une offre diff\u00e9renci\u00e9e et diff\u00e9renciante (<em>sp\u00e9cialit\u00e9<\/em>).&nbsp;<\/p>\n\n\n\n<ul><li>La diff\u00e9renciation est bas\u00e9e sur l'innovation de l'offre (service et\/ou produit), dans le but de g\u00e9n\u00e9rer un caract\u00e8re unique en termes de : nouveaut\u00e9, performance, personnalisation, design, marque, ma\u00eetrise des co\u00fbts et\/ou r\u00e9duction des risques pour l'utilisateur final, accessibilit\u00e9, responsabilit\u00e9 sociale,&nbsp;<em>exp\u00e9rience client<\/em>&nbsp;et des caract\u00e9ristiques \u00e9motionnelles.<\/li><li>La diff\u00e9renciation est un levier fondamental pour innover son offre, car elle permet de travailler sur l'unicit\u00e9 qui est \u00e0 la base du concept m\u00eame d'innovation.<\/li><\/ul>\n\n\n\n<p><strong>Focus :&nbsp;<\/strong>la cr\u00e9ation de valeur pour l'utilisateur final, soit par la ma\u00eetrise des co\u00fbts, soit par la diff\u00e9renciation, dans un segment de march\u00e9 sp\u00e9cifique, g\u00e9ographique, par rapport \u00e0 des groupes d'utilisateurs, par rapport \u00e0 des fonctions particuli\u00e8res.&nbsp;<\/p>\n\n\n\n<ul><li>Une strat\u00e9gie innovante est efficace lorsqu'elle est con\u00e7ue en tenant compte de ce qui g\u00e9n\u00e8re un avantage concurrentiel (choix de la mani\u00e8re de cr\u00e9er de la valeur pour l'utilisateur final).&nbsp;<\/li><li>L'avantage concurrentiel doit \u00eatre \"maintenu\" dans le temps. La question centrale pour les entreprises est donc de savoir comment faire en sorte que l'avantage concurrentiel se maintienne dans le temps.<strong>&nbsp;durable&nbsp;<\/strong>e<strong>&nbsp;un avantage concurrentiel durable.<\/strong><\/li><\/ul>","protected":false},"excerpt":{"rendered":"<p>Rappels de strat\u00e9gie Dans cette unit\u00e9, nous verrons : ce qu'est la strat\u00e9gie, comment elle est li\u00e9e \u00e0 l'innovation. Il n'y a rien de plus concret qu'une strat\u00e9gie innovante ! Commen\u00e7ons par comprendre ce qu'est la strat\u00e9gie et comment elle est li\u00e9e \u00e0 l'innovation.  L'objectif de la strat\u00e9gie est d'accro\u00eetre la rentabilit\u00e9 \u00e0 long terme de l'entreprise. <\/p>\n<p class=\"read-more-container\"><a title=\"Strat\u00e9gie d&#039;innovation\" class=\"read-more button\" href=\"https:\/\/aedic.eu\/fr\/strategie-dinnovation\/#more-11677\" aria-label=\"Plus sur Strat\u00e9gie d&#039;innovation\">Lire plus<\/a><\/p>","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"iawp_total_views":16,"footnotes":""},"acf":[],"rankMath":{"parentDomain":"aedic.eu","noFollowDomains":[],"noFollowExcludeDomains":[],"noFollowExternalLinks":true,"featuredImageNotice":"L\u2019image en vedette devrait \u00eatre au moins 200 par 200 pixels pour \u00eatre utilis\u00e9 par Facebook et d\u2019autres sites de m\u00e9dias 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