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Genèse et Déploiement d'un Nouveau Business Model : l'Etude d'un Cas Désarmant

Author

Listed:
  • Bertrand Moingeon

    (GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

  • Laurence Lehmann-Ortega

    (HEC Paris - Recherche - Hors Laboratoire - HEC Paris - Ecole des Hautes Etudes Commerciales)

Abstract

L'objectif de cet article est de montrer, à travers une étude de cas, les difficultés inhérentes à la genèse et au déploiement d'un nouveau business model dans une entreprise existante. Cette recherche s'appuie sur l'étude de Valtis, société de transport de fonds. Son PDG a contribué à introduire sur le marché un système innovant reposant non plus sur la sécurisation des biens mais sur la suppression de la convoitise : les fonds ne sont plus transportés en fourgons blindés mais placés dans des conteneurs sécurisés, véhiculés par des hommes sans arme circulant en voiture banalisée. L'article montre qu'au-delà de l'innovation technologique, il s'agit en fait d'un business model radicalement nouveau. Il met également en lumière l'apprentissage en double boucle nécessaire à sa genèse ainsi que les difficultés induites par la coexistence des deux business models (l'ancien et le nouveau), pendant et après la phase d'expérimentation stratégique. Plus généralement, l'article vise à mettre en évidence comment la notion de business model permet de revisiter la question de la régénération stratégique.

Suggested Citation

  • Bertrand Moingeon & Laurence Lehmann-Ortega, 2010. "Genèse et Déploiement d'un Nouveau Business Model : l'Etude d'un Cas Désarmant," Post-Print hal-00635661, HAL.
    • Handle: RePEc:hal:journl:hal-00635661
    DOI: 10.3917/mana.134.0266
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    Citations

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    Cited by:

    1. Bilal Bourkha & Adam Dewitte & Jérémy Tantely Ranjatoelina, 2016. "Organizing the imitation of an innovative business model: four propositions to operationalize a strategy of imitation [Organiser l'imitation d'un business model innovant : Quatre propositions pour ," Post-Print hal-01987155, HAL.
    2. Hiam Serhan & Gwenola Yannou-Le Bris, 2018. "Sustainability Business Model: a case study of the evolution of activity system by eco-design and eco-innovation practices to value wine production," Post-Print hal-01813504, HAL.
    3. Raphaël Maucuer & Alexandre Renaud, 2019. "Business Model Research: A Bibliometric Analysis of Origins and Trends," Post-Print hal-01918188, HAL.
    4. Serhan, Hiam & Bris, Gwenola Yannou-Le, 2018. "Sustainability Business Model: A Case Study of The Evolution of Activity System by Eco-Design and Eco-Innovation Practices to Value Wine Production," 6th International OFEL Conference on Governance, Management and Entrepreneurship. New Business Models and Institutional Entrepreneurs: Leading Disruptive Change (Dubrovnik, 2018), in: 6th International OFEL Conference on Governance, Management and Entrepreneurship. New Business Models and Institutional Entrepreneurs: Leading Disrupt, pages 61-85, Governance Research and Development Centre (CIRU), Zagreb.
    5. Pascale Bueno Merino & Samuel Grandval & Marc Feuilloley, 2014. "L’analyse du business model par les normes IAS-IFRS : le rôle de la ligne spécifique du compte de résultat," Post-Print hal-01899386, HAL.

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