{"id":11713,"date":"2022-03-09T22:09:34","date_gmt":"2022-03-09T21:09:34","guid":{"rendered":"https:\/\/aedic.eu\/?page_id=11713"},"modified":"2022-10-22T10:57:50","modified_gmt":"2022-10-22T08:57:50","slug":"il-modello-di-business","status":"publish","type":"page","link":"https:\/\/aedic.eu\/fr\/le-modele-daffaires\/","title":{"rendered":"Le mod\u00e8le d'entreprise"},"content":{"rendered":"<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Introduzione\"><\/span>Introduction<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>L'objectif premier de toute initiative entrepreneuriale est la cr\u00e9ation de&nbsp;<strong>valeur pour le march\u00e9<\/strong>. Le concept de valeur identifie le montant qu'un groupe de clients est pr\u00eat \u00e0 payer pour satisfaire son besoin. Cette valeur se traduit ensuite par&nbsp;<strong>la rentabilit\u00e9 pour l'entreprise<\/strong>&nbsp;\u00eatre en mesure d'offrir le produit\/service qui r\u00e9pond le mieux aux attentes du march\u00e9.&nbsp;<\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_81 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\/le-modele-daffaires\/#Introduzione\" >Introduction<\/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\/le-modele-daffaires\/#Definizione_di_modello_di_business\" >D\u00e9finition du mod\u00e8le d'entreprise<\/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\/le-modele-daffaires\/#Modello_di_buisness_versus_strategia\" >Mod\u00e8le d'entreprise et strat\u00e9gie<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/aedic.eu\/fr\/le-modele-daffaires\/#_Il_Business_Model_Canvas\" >&nbsp;Le Business Model Canvas<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/aedic.eu\/fr\/le-modele-daffaires\/#I_9_Blocchi_del_BMC\" >Les 9 blocs de la BMC<\/a><\/li><\/ul><\/nav><\/div>\n\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Definizione_di_modello_di_business\"><\/span>D\u00e9finition du mod\u00e8le d'entreprise<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Le terme&nbsp;<strong>mod\u00e8le d'entreprise<\/strong>&nbsp;se compose de deux termes : mod\u00e8le et entreprise. Le mod\u00e8le indique la simplification d'une r\u00e9alit\u00e9 complexe, <a href=\"https:\/\/aedic.eu\/fr\/business-in-africa\/joint-venture-jv-business-africa\/\">l'entreprise fait plut\u00f4t r\u00e9f\u00e9rence \u00e0 tout ce qui<\/a> concerne la cr\u00e9ation de valeur (pour le client) et sa transformation en r\u00e9mun\u00e9ration (pour l'entreprise). La combinaison de ces deux termes donne donc naissance au concept de mod\u00e8le d'entreprise (<em>mod\u00e8le d'entreprise<\/em>) compris comme le&nbsp;<strong>repr\u00e9sentation logique fondamentale des choix de gestion par lesquels l'entreprise cr\u00e9e et capture de la valeur.<\/strong>.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Modello_di_buisness_versus_strategia\"><\/span>Mod\u00e8le d'entreprise et strat\u00e9gie<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Il est important de souligner <a href=\"https:\/\/aedic.eu\/fr\/business-in-africa\/huit-bitjoka-president-ucai-nous-ne-trouvons-pas-les-chinois-qui-investissent-beaucoup-dans-les-infrastructures-en-afrique\/\">que le mod\u00e8le d'entreprise n'est PAS<\/a> est synonyme de&nbsp;<strong>strat\u00e9gie<\/strong>. Ce dernier concerne la relation avec la concurrence et r\u00e9pond \u00e0 la question \"Comment pouvons-nous faire mieux que nos concurrents ?&nbsp;<strong>rivaux<\/strong>?\". Le mod\u00e8le d'entreprise, au contraire, est une repr\u00e9sentation syst\u00e9mique (holistique) de la mani\u00e8re dont tous les composants fondamentaux de l'entreprise s'assemblent et r\u00e9pond \u00e0 la question \"Comment pouvons-nous cr\u00e9er de la valeur pour l'entreprise ?<strong>&nbsp;client<\/strong>?\".<\/p>\n\n\n\n<figure class=\"wp-block-image size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/strategia-e-modello-di-business.png\" alt=\"\" class=\"wp-image-11728\" width=\"693\" height=\"405\" title=\"\"><\/figure>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"_Il_Business_Model_Canvas\"><\/span>&nbsp;Le Business Model Canvas<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Il existe plusieurs m\u00e9thodes d'analyse du mod\u00e8le \u00e9conomique. L'un des plus importants est le&nbsp;<strong>Business Model Canvas<\/strong>.<br>Le Business Model Canvas (BMC) est un outil pr\u00e9sent\u00e9 par Alexander Osterwalder dans son livre \"Business Model Generation\" qui permet de repr\u00e9senter visuellement les \u00e9l\u00e9ments suivants&nbsp;<strong>intuitif<\/strong>&nbsp;la mani\u00e8re dont une entreprise cr\u00e9e, distribue et capture la valeur.&nbsp;<br>Sa visualisation est assur\u00e9e par un cadre dans lequel les neuf \u00e9l\u00e9ments fondamentaux du d\u00e9veloppement commercial sont repr\u00e9sent\u00e9s sous forme de blocs. Chaque entreprise est alors d\u00e9finie comme la relation de ces&nbsp;<strong>neuf \u00e9l\u00e9ments<\/strong>&nbsp;interconnect\u00e9s.&nbsp;<\/p>\n\n\n\n<p>Le principe qui sous-tend la BMC est que le mod\u00e8le commercial sous-jacent d'une nouvelle id\u00e9e est n\u00e9cessairement bas\u00e9 sur la<strong>&nbsp;hypoth\u00e8se<\/strong>des hypoth\u00e8ses qui ont peu de chances de refl\u00e9ter parfaitement la r\u00e9alit\u00e9. Ces hypoth\u00e8ses doivent donc \u00eatre<strong>&nbsp;test\u00e9 et mis \u00e0 jour<\/strong>&nbsp;\u00e0 mesure que les conditions changent et sur la base des commentaires re\u00e7us du march\u00e9.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"I_9_Blocchi_del_BMC\"><\/span>Les 9 blocs de la BMC<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>1. Le site&nbsp;<strong>Proposition de valeur<\/strong>&nbsp;(<em>Proposition de valeur<\/em>) nous permet de r\u00e9pondre \u00e0 la question : \"Pourquoi les clients devraient-ils choisir notre produit\/service ?\" Le site&nbsp;<strong>Canevas de proposition de valeur<\/strong>&nbsp;(Osterwalder et al., 2014) est un outil qui permet de d\u00e9finir la proposition de valeur en partant des besoins r\u00e9els du client (cercle rouge) et en les mettant en relation avec la valeur (carr\u00e9 vert) que l'entreprise peut lui offrir.<\/p>\n\n\n\n<p>2. Le blocage de&nbsp;<strong>Segments<\/strong>&nbsp;de clients (en anglais&nbsp;<em>Segments de client\u00e8le<\/em>) d\u00e9crit les diff\u00e9rents groupes de clients auxquels l'entreprise s'adresse. Chaque segment de client\u00e8le repr\u00e9sente un groupe de clients homog\u00e8nes par rapport \u00e0 un certain nombre de dimensions (caract\u00e9ristiques d\u00e9mographiques, comportement, besoins et exigences) pour lesquels il est n\u00e9cessaire de construire des produits\/services ad hoc.<sup>1<\/sup>&nbsp;.<\/p>\n\n\n\n<p>3. Le blocage de&nbsp;<strong>Cha\u00eenes<\/strong>&nbsp;distribution (<em>Cha\u00eenes<\/em>) d\u00e9crit comment l'entreprise atteint un segment de client\u00e8le donn\u00e9 pour pr\u00e9senter et d\u00e9livrer sa proposition de valeur. Les canaux sont les points de contact entre l'entreprise et ses clients au cours des diff\u00e9rentes \u00e9tapes du processus d'achat : ils cr\u00e9ent la notori\u00e9t\u00e9, aident \u00e0 \u00e9valuer la proposition de valeur, offrent le produit\/service, permettent l'achat et assurent le suivi apr\u00e8s la vente.<\/p>\n\n\n\n<p>4. Le blocage de&nbsp;<strong>Rapports<\/strong>&nbsp;avec des clients (<em>Relations avec les clients<\/em>) d\u00e9crit le type de relation que l'entreprise \u00e9tablit avec les diff\u00e9rents segments de client\u00e8le et indique les moyens par lesquels l'entreprise acquiert des clients, les conserve et augmente ses ventes.<\/p>\n\n\n\n<p><sup>1<\/sup>Les blocs 1 et 2 peuvent \u00eatre invers\u00e9s en termes de flux logique dans l'analyse.<\/p>\n\n\n\n<p>5. Le blocage de&nbsp;<strong>revenus<\/strong>&nbsp;(<em>Flux de revenus<\/em>) d\u00e9crit les flux de revenus que l'entreprise obtient de la vente de produits\/services \u00e0 un certain segment de client\u00e8le. Il n'est pas n\u00e9cessaire de les quantifier, mais seulement d'identifier les types de revenus (par exemple, uniques, multiples, interd\u00e9pendants, abonnement, publicit\u00e9, bas\u00e9s sur le volume, licences, commissions, fixes, variables).&nbsp;<\/p>\n\n\n\n<p>6. Le blocage de&nbsp;<strong>Ressources<\/strong>&nbsp;cl\u00e9 (<em>Ressources cl\u00e9s)<\/em>&nbsp;englobe les actifs strat\u00e9giques dont une entreprise doit disposer pour donner vie et p\u00e9renniser son mod\u00e8le d'entreprise.&nbsp;<br>7. Le blocage de&nbsp;<strong>Activit\u00e9s<\/strong>&nbsp;cl\u00e9 (<em>Activit\u00e9s principales<\/em>) d\u00e9crit les activit\u00e9s strat\u00e9giques qui doivent \u00eatre r\u00e9alis\u00e9es pour que votre mod\u00e8le \u00e9conomique fonctionne.<\/p>\n\n\n\n<p>8. Le blocage de&nbsp;<strong><a href=\"https:\/\/aedic.eu\/fr\/invest-in-africa\/lafrique-centrale-signe-un-partenariat-le-port-de-kribi-devient-partenaire-des-compagnies-du-commonwealth\/\">Partenaires<\/a><\/strong><a href=\"https:\/\/aedic.eu\/fr\/invest-in-africa\/lafrique-centrale-signe-un-partenariat-le-port-de-kribi-devient-partenaire-des-compagnies-du-commonwealth\/\">&nbsp;cl\u00e9 (<em>Partenaires cl\u00e9s<\/em>) d\u00e9finit le r\u00e9seau de fournisseurs et de partenaires n\u00e9cessaires au fonctionnement de l'entreprise.<\/a> mod\u00e8le d'entreprise. L'entreprise est un syst\u00e8me agissant dans un \u00e9cosyst\u00e8me plus large et il n'est donc pas possible de la consid\u00e9rer comme quelque chose d'autosuffisant.&nbsp;<\/p>\n\n\n\n<p>9. Enfin, le blocage de la&nbsp;<strong>co\u00fbts&nbsp;<\/strong>(<em>Structure des co\u00fbts<\/em>) d\u00e9finit les types de co\u00fbts (par exemple, fixes, semi-variables, variables, marketing, location de locaux, stocks) que l'entreprise devra supporter pour faire fonctionner son mod\u00e8le \u00e9conomique. <a href=\"https:\/\/aedic.eu\/fr\/travailler-en-afrique\/les-femmes-africaines-dans-lagroalimentaire\/\">Dans le processus de cartographie des activit\u00e9s<\/a> Dans le mod\u00e8le Canvas, la structure des co\u00fbts est laiss\u00e9e en derni\u00e8re \u00e9tape car elle est d\u00e9riv\u00e9e presque directement de la structure des blocs Activit\u00e9 cl\u00e9, Partenaire cl\u00e9 et Ressource cl\u00e9.<\/p>\n\n\n\n<p>Une fois que vous avez \u00e9mis des hypoth\u00e8ses sur les \u00e9l\u00e9ments \u00e0 inclure dans les neuf blocs, vous devez tester vos hypoth\u00e8ses, en suivant le crit\u00e8re de la&nbsp;<strong>sortir du b\u00e2timent<\/strong>soit aller collecter des donn\u00e9es et des informations, notamment par le biais d'un contact direct avec leurs clients, pour valider ces hypoth\u00e8ses et les rendre&nbsp;<strong>Les faits r\u00e9els.<\/strong>&nbsp;<\/p>\n\n\n\n<p>Si les donn\u00e9es recueillies confirment l'hypoth\u00e8se, on peut continuer. Si ce n'est pas le cas, des modifications doivent \u00eatre apport\u00e9es en identifiant&nbsp;<strong>de nouvelles hypoth\u00e8ses et de nouveaux tests<\/strong>afin d'identifier, \u00e9tape par \u00e9tape, le r\u00e9seau d'interconnexions entre les blocs qui peut le mieux r\u00e9pondre aux attentes du march\u00e9.<\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"<p>Introduction L'objectif premier de toute initiative entrepreneuriale est la cr\u00e9ation de valeur pour le march\u00e9. Le concept de valeur identifie le montant qu'un groupe de clients est pr\u00eat \u00e0 payer pour satisfaire son besoin. Cette valeur se traduit ensuite par une rentabilit\u00e9 pour l'entreprise qui est en mesure d'offrir le produit\/service le plus ... <\/p>\n<p class=\"read-more-container\"><a title=\"Le mod\u00e8le d&#039;entreprise\" class=\"read-more button\" href=\"https:\/\/aedic.eu\/fr\/le-modele-daffaires\/#more-11713\" aria-label=\"Plus sur Le mod\u00e8le \u00e9conomique\">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":17,"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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