TABLE RONDE
COMMENT S’INSPIRER DES CONSOMMATEURS POUR INNOVER
Intervention Marc Debets, Pilote de la Commission IES/Medef
SOMMAIRE
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BIOGRAPHIE MARC DEBETS
PUBLICATION «ENTREPRISES : NOUVEAUX LEVIERS, NOUVELLES STRATEGIES » INNOVATION, ECOSYSTEMES, NUMERIQUE
ZOOM SUR L’INNOVATION
ENQUÊTE BUY.O GROUP : CREATING SUSTAINABLE VALUE THROUGH YOUR ECOSYSTEM
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Marc Debets, Président de Buy.O Group .
Il accompagne les directions générales de grands groupes internationaux Européens et Chinois quant à leur stratégie de développement et aux partenariats stratégiques qu’ils doivent nouer entre eux ou avec le secteur public.
Il aide les Directions Générales, Stratégies, Innovation , … à bâtir des approches innovantes en termes de développement des écosystèmes d’entreprises.
Auparavant, Marc a occupé des fonctions de direction générale dans des environnements industriels & technologiques complexes et internationaux.
En parallèle de ces activités, il préside de nombreuses instances de réflexions stratégiques, notamment la commission BtoB du IES/Medef. Il participe aux réflexions liées à la transformation industrielle et de services, ainsi qu’aux impacts des grandes réformes de l’Etat pour le secteur privé.
www.buyo-group.com
mdebets@buyo-group.com
En bref…
l’Institut Esprit Service (IES) st un lieu de réflexion, d’échanges et de benchmark. L’IES est un think tank qui organise avec ses adhérents un débat d’idées et bénéficie d’apports de tous les horizons (entreprises, acteurs publics, monde académique …) . Sa mission principale est le développement de réflexions, méthodes et outils de management de service. Il a une vocation particulière à travailler au rapprochement et au maillage des entreprises et des acteurs publics.
La Commission BtoB en France est copilotée par Marc Debets et réunit des dirigeants, Directeurs Commerciaux et Achats de grands groupes et du secteur public.
Elle a pour vocation de mettre en évidence des expériences, pratiques managériales et sociales réussies d’entreprises en France et à l’international sur les sujets suivants :
- La gestion des ressources internes / externes - Les écosystèmes et la création de valeur - Les partenariats stratégiques
COMMISSION BTOB EN France – IES/MEDEF
BIOGRAPHIE MARC DEBETS
Télécharger le Livre Blanc:
http://www.buyo-group.com/buyo-community/publications Publication «ENTREPRISES : NOUVEAUX LEVIERS, NOUVELLES STRATEGIES » INNOVATION,
ECOSYSTEMES, NUMERIQUE
Les réflexions contenues dans cette publication résultent d’un travail collectif de deux commissions de l’Institut Esprit Service : la Commission Innovation et Croissance durable par le service coprésidée par Catherine Livernet et Nicolas Thomazo et la Commission Business to Business en France coprésidée par Marc Debets et Jean-Pierre Rouffet.
LES POINTS ABORDÉS :
Stratégies et leviers d’innovation
Innovation et compétitivité numérique
Relation B to B réinventée et écosystèmes
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Les propositions rédigées à l’attention des chefs d’entreprises se veulent des voies et moyens de renforcer la compétitivité des entreprises, quels que soient leurs tailles, leurs localisations, leurs portefeuilles clients, leurs secteurs d’activité. Résolument tournées vers le pragmatisme, les propositions sont à interpréter comme cinq axes moteurs d’innovations sous toutes leurs formes (méthodes, biens, services). Chaque axe se décline en un ou plusieurs leviers à mettre en place en interne.
1.Interpréter l’innovation par l’analyse de la valeur
Prendre en compte la valeur, globale et apportée par chacune des parties prenantes de l’écosystème (clients, collaborateurs, partenaires, prestataires, fournisseurs).
2. Penser les innovations sous toutes leurs formes
• Envisager toutes les formes d’innovation, utilités, cibles, bénéfices, supports.
• Mesurer leurs impacts et avantages compétitifs.
• Enrichir les offres de services et les modèles d’organisation selon les évolutions et les ambitions de chaque client.
• Innover en intégrant les défis sociétaux à venir.
• Inclure le développement durable et le numérique dans les innovations et les nouvelles formes de relations.
3. Stimuler toutes les capacités d’innovations
Développer une culture forte d’innovation.
Etre en capacité de capter l’innovation.
Mettre en place une gouvernance et un management de l’innovation.
Valoriser les acteurs de l’innovation, collaborateurs, clients et partenaires.
Anticiper et lever les freins à l’innovation.
Orienter les innovations vers les axes stratégiques de l’entreprise.
4. Implémenter et rentabiliser les innovations
• Hiérarchiser et sélectionner les propositions d’innovation.
• Accompagner le passage de l’innovation à l’exploitation.
• Evaluer les résultats et bénéfices (financiers, image, autres) des innovations
5. Réinventer la relation de l’entreprise avec ses écosystèmes
• Inscrire la relation durable au coeur du développement de l’entreprise et de ses écosystèmes.
• Elever les ressources externes au rang d’actif structurel.
• Mettre en place une nouvelle gouvernance de la relation interentreprises/BtoB.
Extrait de la Publication «ENTREPRISES : NOUVEAUX LEVIERS, NOUVELLES STRATEGIES » INNOVATION, ECOSYSTEMES, NUMERIQUE
Télécharger le Livre Blanc:
About the survey
Objective. The survey was carried out by the Buy O. Group between November 2011 and March 2012 in examine the way companies exploit their ecosystems.
Methodology. Dedicated questionnaire addressed to 60 European top-managers ; Face to face interviews with 25 top managers (CEO & C Level).
Six key findings
Ecosystems a new growth paradigm !
The decision-making environment has completely changed and become more and more complex with fundamental changes affecting all actors.
The level of interdependency between actors is more than ever a reality: whether public or private, your company forms part of a business ecosystem comprising a network of interacting organizations and individuals.
Entering the age of ecosystems.
Companies have to manage complex systems of interacting actors in rapidly evolving political, economic, social and cultural environments whilst taking into consideration each part of their ecosystem.
The ideal scenario for our respondents was an extended network of actors bringing their skills and competencies and sharing a common vision and target (s).
Expected benefits. Each external or internal customer, supplier and strategic partner has the potential to help boost performance and face challenges, through innovation, entry to new markets, risk sharing and increasing profitability and customer satisfaction.
According to the managers we interviewed, a value based ecosystem approach brings tangible results through business sustainability, innovation and profits.
A recent survey conducted by the Buy. O Group demonstrates the growing importance of the strategic ecosystem approach to value creation.
Companies consider the ecosystem approach as a new and essential growth para- digm that has a decisive impact on their performance. In this context develop ability to exploit their ecosystem in a robust way is now considered as a priority.
Creating sustainable value through your ecosystem
A survey by Buy. O Group
Headquarters:
5, avenue de l’Opéra 75001 PARIS
Tel: + 33 1 49 24 99 67 Fax: + 33 1 40 07 11 05
FRANCE | BENELUX | ITALY | UK USA | CHINA
buyo-group.com
The companies we interviewed consider the ecosystem approach as a new growth paradigm which has a decisive impact on their performance.
The ecosystem approach is valid for all companies, irrespective of their size, and four key questions are systematically addressed.
Companies generally adopt an opportunistic or ‘sustainable engagement’ approach to their ecosystem.
The traditional 3 actor approach (clients, suppliers and competitors) to the ecosystem still prevails.
The ability of companies to fully exploit their ecosystem depends on their ability to (1) Identify potential strategic partners; (2) Build relationships that bring value to each actor.
Very few companies can say that they have been able to build a competitive advantage given the six major barriers they are facing.
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Buy. O Group ©2012 Empower your business relationship
The companies we interviewed consider the ecosystem approach as a new growth paradigm which has decisive impact on their performance.
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Interviewed companies are very aware of the opportunities and risks within their ecosystem: 77% of respondents see their ecosystem as having a decisive impact on their performance.
Business development strategies focused on a value based ecosystem are considered as a new way to (1) succeed in a highly competitive and complex market, (2) generate long term growth.
Respondent’s view the maximisation of the ecosystem as the right answer to the challenges they are facing they believe that innovation, business development and market entry processes are directly and positively impacted by the ability of their organization to build and properly manage their internal and external resources.
Bulidingsustainable and sizeable business
Enhancing innovative capacity Developing profitability withrisk sharing
Being socially responsible
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Ability to identify, manage and mitigate risks or opportunities stemming either from the normal flow of
business or from unanticipated contingencies 4 MAIN BENEFITS EXPECTED
Companies generally adopt an opportunistic or “sustainable engagement” approach to their ecosystem.
Opportunism (69%): relationships are often built with a short term, opportunist view.
“Sustainable engagement” (12%): companies who build partnerships with each actor to create value for all parties concerned.
Remark: 19% of companies interviewed consider that their external relationships are poorly managed and exclusively based on bargaining power.
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Only 12% of the respondent’s consider they are optimizing their respective Ecosystems
Organizations are heavily involved in building partnerships which bring value to each actor.
SUSTAINABLE ENGAGEMENT OPPORTUNISM
Exploitation to its ecosystem regards corporate/projects
goals (69%)
Building a robust ecosystem with long terms perspectives
(12%)
The ecosystem is valid for all companies, irrespective of their size, and four key questions are systematically addressed.
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Approximately 50% of companies interviewed have more than 100 actors in their ecosystem.
Companies consider that it is a real challenge to position and establish a level of interaction within their ecosystem.
It is therefore considered essential to reply to the four aforementioned questions.
Complexity Wealth
Actors Actors
DIVERSITY
What isthe nature of my Ecosystem? What ismy positioning?
What isthe value of my Ecosystem ?
How can I maximize myperformance within the ecosystem ? How do I capture value and establish my objectives and challenges ?
DIVERSITY
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According to the interviewed companies, building and managing sustainable business relationships within their ecosystem is considered as a priority (87%).
The way ecosystems are taken into account and exploited is correlated with the companies’ ability to face their challenges: the more they demonstrate competencies in building partnerships, the better they perform.
The traditional 3 actor approach (clients, suppliers and competitors) to the ecosystem still prevails.
Unsurprisingly, traditional direct business partners are key members of the ecosystem: customers, suppliers, competitors and administration are considered as key actors in their ecosystem for more than 75% of the interviewed.
69% of the companies we interviewed consider the customer as the most important member of their ecosystem, placing the customer relationship management as a priority axis.
The main, expected, benefits from the suppliers and competitors’ contribution are focused on innovation, whereas relationships with customers are focused on business development.
Whatever their category, the ability of the counterparts to enrich the company service offering is a dominant feature.
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OTHERS CIES
FINANCIAL INSTITUTIONS UNIVERSITIES NGOS
UNIONS
MEDIA Identified actors of the ecosystem
Perceived level of contribution CUSTOMERS
SUPPLIERS
ADMINISTRATION COMPETITORS
LOW MEDIUM STRONG
Buy O. Group
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The ability of the companies to properly exploit their ecosystem
5depends on their ability to (1) identify potential strategic partners;
(2) build relationships that bring value to each actor.
To consider a business partner as a strategic partner, companies must respect 4 main criteria (see diagram).
The ability to offer specific expertise or technology and the ability to be aligned with strategy are the two first criteria for more than 60% of companies interviewed.
But surprisingly the selected items do not depend exclusively of the characteristics of the partner (i.e.
specific expertise) but rely also on the nature of the relationship, and especially on the existing interaction degree between counterparts (i.e. strategic alignment).
Could offer specific expertise or technology
Aligned with my strategy
Has an interested footprint
The turnover made together is high Some resources have already been mutualized
It is the only player in its field of expertise
Huge risks have been identified in its domain
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Very few companies can say that they have been able to build a competitive advantage given the six major barriers they are facing.
More than 90% of the respondent’s declared that they could improve the way they manage external resources.
However, a lack of employee skills and competencies prevents current, strategic partnership from delivering rapid results (1 to 2 years for 40% of the respondents, 2 to 5 years for 28% of them).
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Lack of resources
& competencies
Organization vision and history
Intellectual property protection
Regulation constraints
Counterpart’s refusal
Intercultural troubles Ability to
identify, manage and
exploit the ecosystem
INTERNAL FACTORS EXTERNAL FACTORS
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The Buy. O Group is an International Consultancy dedicated to optimal Business Relationship Management
Serving private companies and public sector organizations for more than 10 years, we help customers attract strategic partners and develop relationships to leverage external resources and achieve sustainable performance.
Buy. O Group can help you by:
Devising the right strategy ;
Supporting your organizational transformation ;
Conducting operational projects.
Contact:
Vincent Dellis Director +33 6 26 53 49 61 +33 1 49 24 99 67 vdellis@buyo-group.com
In order to improve company performance, an integrated approach should be applied to their operating environment, considering it as a valuable ecosystem.
This supposes that companies adopt a new approach based on the four principles for successful ecosystem steering (see diagram).
Companies that actively steer their ecosystem obtain much better results.
4 principles for successful ecosystem Steering have been identified.
Consider the
ecosystem as an asset Develop the ability to build a new ecosystem in line with operational and strategic objectives Enhance and maximise
the value of the current ecosystem
Developp a clear and
up to date vision of the ecosystem
Emergence of a new posture based on ecosystem’s approach
Enabling companies to capture the value of the environment in which they operate
Buy O. Group can help you maximise the value
of your business ecosystem(s) and o btain superior, sustainable performance.
Our ecosystem Excellence program helps you face challenges, create value and be more competitive by offering you a wide range of solutions to identify and value the opportunities offered within your ecosystem.
Buy O . Gr oup Ec osy st em Ex cellenc e P rog ram
OBJECTIVES
Define and modelize a sustainable strategy based on the ressources of your ecosystem(s)
Ecosystem Strategy
Ensure the viability and the performance of your ecosystem(s)
Identify opportunities and risks Ecosystem
Intelligence &
Monitoring
Align and adapt your organization with a view to capturing the value of your ecosystem(s)
Ecosystem Transformation
PRACTICE VALUE PROPOSITION
Develop profitability
Create new business models
Improve business development
Enrich service offering
Boost innovation
Rapidly adapt and expand operations
Extend global reach
Increase capability
Reduce/share risks Create and/or develop a new
ecosystem(s) in line with your projects or strategies by optimizing relationships Optimize the short and long term value of your ecosystem(s)
Ecosystem Development
