Professional Documents
Culture Documents
1
Sance 1: Introduction +
business model
Programme Graduate ESC
2010/2011
Groupe Sup de Co
Montpellier
Professeur:
Mickal Geraudel
1
Prsentation
Respectueux et Interactif!
Posez des questions = excercer votre esprit critique!
En lien avec lactualit (lire la presse conomique)
Travaillez de manire continue
Modalits dvaluation
CC : remise dun dossier de 5/6 pages la dernire sance par groupe de 4 ou 5. (cf.
doc annexe)
TO DOS
Sance
Date
Theme
Intervenant
Introduction
Le business model
comme cadre
danalyse
Analyse de
lenvironnement
MG
Business strategy
MG
Corporate strategy
MG
MG
MG
Le management stratgique est l ensemble constitu par les rflexions, les dcisions, les actions ayant pour objet de
dterminer les buts gnraux, puis les objectifs, de fixer le choix des moyens pour raliser ces buts, de mettre en
uvre les actions et les activits en consquence, de contrler les performances attaches cette excution et la
ralisation des buts.
Marchesnay
Management stratgique, Eyrolles 1994.
Strategic management is a stream of decisions and actions which leads to the development of an effective strategy to
help achieve corporate objectives. The strategic management process is the way in which strategists detemine
objectives and make strategic decisions. A strategy is the means used to achieve the ends (objectives). A strategy is
not just any plan, however. A strategy is a plan that is unified: it ties all the parts of the enterprise together. A strategy
is comprehensive: it covers all major aspects of the enterprise. A strategy is integrated.
Jauch Lawrence R. et Glueck William F
Strategic Management and Business Policy, McGraw-Hill, 1988.
Le management stratgique inclut l analyse stratgique, les choix stratgiques et le dploiement stratgique.
Johnson & Scholes
Stratgique, Publi Union 2000.
Dfinitions
Mission
Vision ou intention
stratgique
But
Objectif
Quantification du but
Capacit stratgique
Stratgies
Modle conomique
Contrle
10
Le prisme de la mthode
Le prisme de la complexit
Le prisme de lexprience
Le prisme du discours
11
Prisme de
lexprience
Prise de la
complexit
Prisme du
discours
Principe/rsum
Positionnement dlibr
au travers de processus
rationnels, analytiques,
structurs et directifs
Dveloppement
incrmental rsultant
de lexprience
individuelle et collective
et des croyances
implicites
Emergence de lordre et
de linnovation partir
de la varit et de la
diversit internes et
externes lorganisation
Le langage et les
concepts de la
stratgie sont utiliss
pour obtenir de
linfluence et de la
lgitimit
Les organisation
sont des
Structures mcaniques,
hirarchiques, logiques
Systmes organiques
complexes, varis et
diversifis
Arnes de pouvoir et
dinfluence
Dcideurs stratgiques
Metteurs en scne de
lexprience
Entraneurs, crateurs
de contextes et
dtecteurs de
configurations
Acteurs politiques
qui cherchent
accrotre leur
influence
Thories sousjacentes
Economie, sciences de la
dcision
Thorie institutionnelle,
ethnologie, psychologie
Thories volutionnistes,
thorie du chaos
Thorie du discours,
thorie critique sur le
management
Plan de cours
MANAGEMENT STRATGIQUE 2
Situation
Comment y allons
nous? (conduite du
changement)
O sommes
nous?
Vision
O voulons
nous aller ?
MANAGEMENT STRATGIQUE 1
13
14
Management Stratgique
Sommaire
INTRODUCTION
DIAGNOSTIC STRATEGIQUE
Finalit de lentreprise
Analyse de l environnement
Analyse des ressources et comptences
CHOIX STRATEGIQUES
DEPLOIEMENT STRATEGIQUE
16
Dfinition
Amit et Zott
(2001 :511)
A business model depicts the content, structure and governance of transactions designed so as to create value through the
exploitation of business opportunities
Chesbrough et
Rosembloom
(2002:6-7)
In the most basic sense, a business model is a model of doing business by which a company can sustain itself that is, generate
revenue
The essence of the idea is how you get paid or how you make money with a taxonomy of alternative mechanisms
Dubosson-Torbay,
Osterwalder et
Pigneur (2002)
A business model is nothing else than a description of the value a company offers to one or several segments of customers and the
architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order
to generate profitable and sustainable revenues streams
Elliot (2002:p7)
Business models specify the relationships between different participants in a commercial venture, the benefits and costs to each
and the flow of revenue. Business strategy specify how a business model can be applied to a market to differentiate the firm from its
competitors
Gordijn,
Akkermans et van
Vliet (2000)
The main goal of a business model is to answer the question: who is offering what to whom and expects what in return. Therefore,
the central notion in any business model should be the concept of value
Hartman et Sifonis,
2000
A business model is an abstraction of what and how an enterprise delivers a product or a service. It is how the enterprise creates
wealth.
KMLab (socit de
conseil)
A business model is a description of how your company intends to create value in the marketplace. It includes that unique
combination of products, services, image, and distribution that your company carries forward. It also includes the underlying
organization of people, and the operational infrastructure that they use to accomplish their work
Magretta (2002)
A business model describes, as a system, how the pieces of a business fit together
Mitchell et
Bruckner Coles
(2003)
A business model is the who, what, when, where, why, how, and how much an organization uses to provide its goods and services
and develop resources to continue its efforts.
Rappa (2000)
In the most basic sense, a business model is the method of doing business by which a company can sustain itself -- that is,
generate revenue. The business model spells-out how a company makes money by specifying where it is positioned in the value
chain.
Timmers (1998:4)
An architecture for the product, service and information flows, including a description of the various business actors and their roles;
a description of the potential benefits for the various business actors; and a description of the sources of revenues
17
18
Lquation de profit
Une dimension revenus : droits, produits, services qui peuvent tre instantans,
rcurrents etc.
Une dimension structure de cots : quelles sont les charges ? Quels sont les ples de
dpenses
A-t-on les moyens dopter pour tel ou tel BM ?
19
Architecture de valeur
Chane de valeur interne
Chane de valeur externe
Proposition de valeur
Clients
Offre produit/service
Equation de profits
Chiffre daffaires
Structure de cots
Capitaux engags
R
e
n
t
a
b
ili
t
:
R
e
s
/
C
a
p
it
a
u
x
p
r
o
p
r
e
s
R
i
s
q
u
e
Rentabilit conomique:
Res/CA
Stratgie concurrentielle
(les marges)
Compression
des cots
Maximisation
des marges
Glissement
vers laval
Minimisation
des actifs
Effets de levier
Effet de levier
1 + D/CP
Stratgie financire
(richesse des
actionnaires)
Dirigeants/
actionnaires
Recentrage
industriel
21
Source : daprs Finance et Stratgie, L. Batsch, Economica
Recentrage
financier
Rduction et
variabilisation des charges
Croissance extensive : innovation,
internationalisation
Productivit
des facteurs
Croissance intensive :
part de march
Contrle de laval, haute valeur
ajoute, assemblage
Sous-traitance,
partenariat
Allgement des actifs:
externalisation, crdit bail
Rotation du BFR :
Stock-zro, crances zro
Levier financier
dendettement
Levier de contrle :
Structure de groupe
Gouvernement dentreprise, blocs
dactionnaires
Distribution aux actionnaires
Dividendes, rachat dactions
Allocation slective
des ressources
Exploitation des comptences,
globalisation
Assumer le risque plutt que le
diversifier
Scissions de
groupe
Cible : CSP +
22
L. Lehmann-Ortega - 2007