It is Worth More When It is Shared: Exploring Values Related to Shared-Use New Products

Recent research has shown that exchange value goes beyond utilitarian and functional aspects of goods or services. Value can be considered as symbolic, social or emotional. Postmodernism resurgence enhances significantly the appearance of new value categories. The growing importance of new behaviors shed a new light on a specific consumption way: shared consumption, i.e. simultaneous and coordinated consumption of the same product by more than one person. However, literature has brought mainly an individualistic response by identifying values for the sake of the individual consumer. Therefore, our research aims at investigating dimensions of value creation in case of innovative products linked to sharedusage. Three focus groups have been conducted. Subjects were asked to give their perceptions about three products concepts whit inherent shared-use characteristics. We ask them to imagine themselves in a real situation of concept use. Content analysis has revealed the categorization of news values, namely Synergy, Shared Expertise; Accuracy/Shared Contemplative Sensitivity, Conviviality, Integration/Domination, Reassurance, Tribalism and Communion. From a theoretical standpoint, this typology completes the individualistic Holbrookian model. Managerial contribution remains in the fact that this new typology can help R&D managers to explore shared-use values in new product development and use it in the different steps of new product elaboration

Rethinking business models for innovation

One of the major challenges confronted by those in charge of technological innovation involves anticipating the value creation model sufficiently early on,in a highly uncertain context both as far as the technology itself is concerned and the potential market. Today, in many industrial sectors, the innovation boundaries have moved towards projects that are more and more exploratory and fuzzy. The simple optimisation of linear processes of the "stage-gate" type is no longer sufficient to build sustainable competitive advantages. The notion of Business Models, when applied to innovation, enables us to describe how a company creates value through innovation, generally within a business ecosystem, and how the value will be distributed between the actors involved. The authors of this book believe that the notions of Business Modelling and value creation are key to all the dimensions of successful innovation, whether technology, marketing, organisational or economically based. Rethinking Business Models for Innovation: this title describes the relationship between thinking, modelling, and also field-testing. The book is based on a series of nine recent cases of innovation involving company managers, often assisted by researchers (the co-authors of each chapter), and how they built and formalised their Business Models and then tested their strategies. After having discovered the variety of the cases, the reader will understand that every innovation situation generates specific questions about Business Models. However, we feel that we can identify three key issues that arise, more or less, in each of these projects. The chapters in this book build on these issues: the identification of sources of value and revenue models (the notion of value creation), the position of the company in the value-network or ecosystem (the sharing of value) and finally the evolution of Business MoDdels over time (the sustainability and the competitiveness of the company). The last chapter goes over all the contributions, exploring the notion of value in the Business Model approach.business model ; innovation ; value ; entrepreneurial project

: Lessons from entrepreneurial projects

International audienceOne of the major challenges confronted by those in charge of technological innovation involves anticipating the value creation model sufficiently early on,in a highly uncertain context both as far as the technology itself is concerned and the potential market. Today, in many industrial sectors, the innovation boundaries have moved towards projects that are more and more exploratory and fuzzy. The simple optimisation of linear processes of the "stage-gate" type is no longer sufficient to build sustainable competitive advantages. The notion of Business Models, when applied to innovation, enables us to describe how a company creates value through innovation, generally within a business ecosystem, and how the value will be distributed between the actors involved. The authors of this book believe that the notions of Business Modelling and value creation are key to all the dimensions of successful innovation, whether technology, marketing, organisational or economically based. Rethinking Business Models for Innovation: this title describes the relationship between thinking, modelling, and also field-testing. The book is based on a series of nine recent cases of innovation involving company managers, often assisted by researchers (the co-authors of each chapter), and how they built and formalised their Business Models and then tested their strategies. After having discovered the variety of the cases, the reader will understand that every innovation situation generates specific questions about Business Models. However, we feel that we can identify three key issues that arise, more or less, in each of these projects. The chapters in this book build on these issues: the identification of sources of value and revenue models (the notion of value creation), the position of the company in the value-network or ecosystem (the sharing of value) and finally the evolution of Business MoDdels over time (the sustainability and the competitiveness of the company). The last chapter goes over all the contributions, exploring the notion of value in the Business Model approach.L'innovation technologique, qu'elle soit conduite par des start-ups ou par de grandes entreprises, n'est plus une condition suffisante de la création de valeur. Créer de la valeur sur des marchés nouveaux nécessite le plus souvent de repenser l'organisation de l'entreprise, sa façon de faire des affaires, ses partenariats stratégiques, autrement dit, son business model. Cet ouvrage se veut un guide pour les porteurs de projets d'innovation en leur fournissant des outils de compréhension et d'analyse de la dimension stratégique de leur projet. Les études de cas présentées sont le fruit d'une collaboration étroite entre les porteurs de chacun des projets et des chercheurs en management de l'innovation reconnus. Au travers de ces cas, trois grandes problématiques sont abordées : l'identification des sources de valeur chez les clients potentiels, la position que l'entreprise pourra prendre dans son écosystème et enfin l'évolution des business models dans le temps. Sur chacun des cas, le lecteur aura accès à une compréhension fine des problèmes stratégiques posés par l'innovation ainsi que des outils de management mis en œuvre pour aider à réfléchir et à agir. (http://www.rethinkingbusinessmodel.net/

Medissimo : en route vers le digital

International audienceChapitre 4 - Medissimo s’est développé en faisant de l’observance thérapeutique son cheval de bataille. Ce cas revêt un intérêt particulier car Medissimo est la seule entreprise en e-santé étudiée dans cet ouvrage qui avait une activité existante avant l’arrivée du numérique. Dans ce chapitre, nous verrons comment la transition vers une offre digitale a profondément transformé le business model de l’entreprise, mais aussi combien il peut être difficile de trouver un business model pérenne en e-santé lorsque le cadre réglementaire est peu favorable, et que l’on est un acteur de taille moyenne

Medissimo : en route vers le digital

International audienceChapitre 4 - Medissimo s’est développé en faisant de l’observance thérapeutique son cheval de bataille. Ce cas revêt un intérêt particulier car Medissimo est la seule entreprise en e-santé étudiée dans cet ouvrage qui avait une activité existante avant l’arrivée du numérique. Dans ce chapitre, nous verrons comment la transition vers une offre digitale a profondément transformé le business model de l’entreprise, mais aussi combien il peut être difficile de trouver un business model pérenne en e-santé lorsque le cadre réglementaire est peu favorable, et que l’on est un acteur de taille moyenne

Business model performance: five key drivers

International audiencePurpose The purpose of this paper is to help readers to better understand and manage the key drivers of business model performance. Design/methodology/approach This paper investigates research on business model performance to identify and illustrate five static and dynamic performance drivers. Findings While performance mechanisms linked to traditional business model components remain instrumental for business model success, the authors argue that managers need to adopt a more dynamic view, emphasizing how changing combinations of drivers matter over a firm’s life cycle. Originality/value The proposed approach combines insights from multiple theoretical perspective into an actionable framework for management practitioners

Customers becoming creators: how firms leverage technology and consumers for new value

International audiencePurpose The rapid development of information and communication technologies (ICTs) has facilitated consumers’ involvement in firms’ value creation processes through increasingly near real-time information exchanges. This strategic opportunity configures new forms of ICT-enabled collaboration between firms and consumers. Firms can now immediately react to consumers’ requests/complaints, having gained real-time visibility of consumers’ actions and behaviors. Despite the increasing deployment of ICT-enabled value co-creation projects, managers still poorly apprehend them as high-potential strategic initiatives. Design/methodology/approach This paper investigates this gap through a multiple qualitative case study based on 17 organizations that successfully implement ICT-based value co-creation initiatives, including Lego, Netflix and Blablacar. Findings This study identifies two dimensions of the ICTs’ value co-creation process, namely, the firms’ involvement and customers’ role, in this co-creation process. Through these dimensions, four ICT-based co-creation initiatives are observed and defined: community, customers’ contributions create the firms’ value proposition (FVP); customization, customers’ service consumption personalize FVP; reputation, customers’ contributions about the offered services completes the FVP; and sense, an algorithmic approach, designed to focus on learning from customers’ consumption tailors FVP. Originality/value This study advances a framework supporting managerial decision-making concerning the aptitude of co-creation initiatives to meet organizational goals. Managers may gain insight from its use especially in assessing emerging opportunities to engage consumers in the value creation process

Mon appli santé, bientôt remboursée par la Sécu ?

Contribution à un site webCes dernières années, on assiste à une explosion, à travers le monde, de nouvelles applications mobiles destinées à la santé. " Avis favorable " : c'est la conclusion donnée par la Haute Autorité de la Santé pour le remboursement par la Sécurité Sociale de l'application Diabeo, destinée à l'accompagnement thérapeutique de patients diabétiques

Commercializing sustainable technologies by developing attractive value propositions: The Case of photovoltaic panels

Despite their promise for tackling environmental problems, sustainable technologies are difficult to move from niche to mass markets. They require firms to develop innovative business models. This article focuses on how firms can develop their value propositions to increase the market attractiveness of sustainable technologies that are economically attractive but are difficult to commercialize. The results are based on an analysis of six German utilities that developed offers for power supply self-sufficiency using photovoltaic technology. The article proposes four generic tactics firms can use to market this technology—simplify, mimic, configure, and engage—and describes and discusses how each of these tactics can help firms deliver and capture value. The study also compares and contrasts how firms combine tactics to increase the attractiveness of their value propositions. The article contributes to the growing literature on business models for sustainability and proposes recommendations to help sustainable innovation overcome customer inertia