{"id":1884,"date":"2023-03-26T14:23:00","date_gmt":"2023-03-26T12:23:00","guid":{"rendered":"https:\/\/productwhys.org\/?p=1884"},"modified":"2023-04-26T15:20:18","modified_gmt":"2023-04-26T13:20:18","slug":"les-indicateurs-de-valeur-kpis","status":"publish","type":"post","link":"https:\/\/productwhys.org\/index.php\/2023\/03\/26\/les-indicateurs-de-valeur-kpis\/","title":{"rendered":"Les indicateurs de valeur & KPIs"},"content":{"rendered":"\n

Le point de vue business<\/strong><\/p>\n\n\n\n

Dans l’approche commerciale (business, march\u00e9), on distingue dix types de valeur repr\u00e9sent\u00e9es sur le sch\u00e9ma ci-dessous. Nous utilisons la notion d’effort plut\u00f4t que de monnaie pour introduire le fait que la valeur peut \u00eatre une composition de plusieurs choses, financi\u00e8res ou non. Le d\u00e9tail de cette r\u00e9flexion peut \u00eatre trouv\u00e9e dans le livre Smart World<\/a>, Comment de simples id\u00e9es deviennent-elles de grandes innovations ?<\/em>.<\/p>\n\n\n

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\"\"<\/figure>\n<\/div>\n\n\n
Type de valeur commerciale<\/th>Description<\/th><\/tr><\/thead>
Willingness to Pay (WTP)<\/td>Le produit, pour \u00eare acquis, n\u00e9cessite un effort. La Willingness to Pay correspond \u00e0 l’effort qu’est pr\u00eat \u00e0 fournir un client pour acqu\u00e9rir le produit ; si l’effort n’est pas r\u00e9lalis\u00e9, alors il est au dessus de la willingness to pay du client.<\/td><\/tr>
Willingness to Sell (WTS)<\/td>Le produit, pour \u00eatre vendu, doit correspondre \u00e0 une compensation accept\u00e9e par celui qui le vend. C’est la Willingness to sell.<\/td><\/tr>
Price<\/td>Le produit est expos\u00e9 avec une valeur aupr\u00e8s des clients. Cette valeur est plus ou moins n\u00e9gociable. Si le prix est sup\u00e9rieur au WTP, alors le produit n’est pas vendu. Tout comme s’il est en dessous de la WTS.<\/td><\/tr>
Cost<\/td>Le co\u00fbt correspond \u00e0 ce que le vendeur a du investir pour obtenir le produit qu’il met en vente.<\/td><\/tr>
Value Created<\/td>La valeur cr\u00e9\u00e9e (ou produite) est l’\u00e9cart entre la WTP et la WTS.<\/td><\/tr>
Value to buyer<\/td>La valeur surplus de l’acheteur est l’\u00e9cart entre ce qu’il \u00e9tait pr\u00eat \u00e0 d\u00e9penser le prix qui lui est propos\u00e9.<\/td><\/tr>
Tax on buyer<\/td>La valeur captur\u00e9e chez l’acheteur par la taxe est une partie de la diff\u00e9rence entre le prix et la WTP.<\/td><\/tr>
Value to supplier<\/td>La valeur surplus du fournisseur (ou vendeur) correspond \u00e0 l’\u00e9cart entre le co\u00fbt et la WTS.<\/td><\/tr>
Tax on supplier<\/td>La valeur captur\u00e9e chez l’acheteur par la taxe est une partie de la diff\u00e9rence entre le co\u00fbt et la WTS.<\/td><\/tr>
Value captured<\/td>La valeur captur\u00e9e est l’\u00e9cart entre le prix et le co\u00fbt. C’est la valeur qui correspond au profit.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Voici une liste non exhaustive d’autres natures de valeur prises en compte en Product Management :<\/p>\n\n\n\n

Nature de valeur<\/th>Description<\/th><\/tr><\/thead>
R\u00e9ponse \u00e0 un besoin, d\u00e9sir ou probl\u00e8me<\/td>Cible : les clients ou clients potentiels de l’entreprise

Le produit ne fonctionne que s’il se vend. Pour ce faire, il doit avoir un impact suffisamment important chez le client pour que l’achat se r\u00e9alise. Les motivations peuvent \u00eatre nombreuses (reconnaissance sociale, survie, plaisir, etc.)<\/td><\/tr>
Augmentation de la valorisation de l’entreprise<\/td>Cible : les propri\u00e9taires de l’entreprise

Le produit contribue \u00e0 la valorisation de l’entreprise qui le porte. Certains produits n’existent que pour cela, notamment les applications dont le but est t’int\u00e9grer des utilisateurs dans un \u00e9cosyst\u00e8me d’autres produits.<\/td><\/tr>
Acquisition de soutiens financiers<\/td>Cible : les propri\u00e9taires de l’entreprise

Le produit peut \u00eatre d\u00e9monstratif et n’avoir pour but que d’obtenir un soutien dans l’accomplissement d’une mission plus grande, soit au travers l’\u00e9volution du m\u00eame produit, soit au travers d’autres id\u00e9es.<\/td><\/tr>
Valeur percue<\/td>Cible : les clients ou clients potentiels de l’entreprise

Le produit peut avoir une valeur diff\u00e9rente en fonction de \u00e0 qui et o\u00f9 il est distribu\u00e9. De l’eau dans le d\u00e9sert n’a pas la m\u00eame valeur que de l’eau au milieu d’un lac de montagne. La valeur per\u00e7ue corresond \u00e0 l’estimation de l’effort \u00e0 r\u00e9aliser pour obtenir quelque chose, quels que soient les moyens de celui qui estime la valeur.<\/td><\/tr>
D\u00e9veloppement de comp\u00e9tences<\/td>Cible : l’entreprise ET les contributeurs

Le d\u00e9veloppement de comp\u00e9tences peut \u00eatre attractif pour les contributeurs car ils gagnent en valeur ou en reconnaissance sur un march\u00e9. Mais une entreprise qui souhaite d\u00e9velopper un \u00e9cosyst\u00e8me peut \u00e9galement voir cette valeur comme tr\u00e8s attractive.
Certains organismes financeurs publics adoptent cette perspective, notamment avec la vision des clusters (p\u00f4les de comp\u00e9titivt\u00e9) d\u00e9velopp\u00e9e par Michael Porter.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Les Key Value Metrics<\/strong><\/p>\n\n\n\n

Les mesures de valeur peuvent \u00eatre largement compl\u00e9t\u00e9es, notamment avec celles list\u00e9es dans le Evidence Based Management Guide<\/a> en pages 10 et 11. Elles pourraient \u00eatre compl\u00e9t\u00e9es par celles cit\u00e9es dans le PMBOK \u00e9galement.<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n
\"\"<\/a><\/figure>\n\n\n\n
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Comment mesurer la valeur ?<\/strong><\/strong><\/p>\n\n\n\n

Un ensemble d’outils existent pour mesurer la valeur de fa\u00e7on efficace.<\/p>\n\n\n\n

\n
Voir l’article<\/a><\/div>\n<\/div>\n<\/div><\/div>\n<\/div>
\"\"<\/figure><\/div>\n\n\n\n

Cet article est en chantier. Notes :<\/strong><\/p>\n\n\n\n

Reprendre les \u00e9l\u00e9ments de Loved de Martina Lauchengco, p107 \u00e0 110.<\/p>\n\n\n\n

Parler des Indicateurs pures VS Leading Incidateurs VS Lagging Indicateurs<\/p>\n\n\n\n

Red\u00e9couper l’article sur la valeur pour int\u00e9grer ici les indicateurs<\/p>\n","protected":false},"excerpt":{"rendered":"

Le point de vue business Dans l’approche commerciale (business, march\u00e9), on distingue dix types de valeur repr\u00e9sent\u00e9es sur le sch\u00e9ma ci-dessous. Nous utilisons la notion d’effort plut\u00f4t que de monnaie pour introduire le fait que la valeur peut \u00eatre une composition de plusieurs choses, financi\u00e8res ou non. Le d\u00e9tail de cette r\u00e9flexion peut \u00eatre trouv\u00e9e […]<\/p>\n","protected":false},"author":2,"featured_media":2043,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"tdm_status":"","tdm_grid_status":"","_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[65],"tags":[],"ppma_author":[215],"class_list":{"0":"post-1884","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-product-management"},"yoast_head":"\nLes indicateurs de valeur & KPIs - Product Whys - Association loi 1901<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/productwhys.org\/index.php\/2023\/03\/26\/les-indicateurs-de-valeur-kpis\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Les indicateurs de valeur & KPIs - Product Whys - Association loi 1901\" \/>\n<meta property=\"og:description\" content=\"Le point de vue business Dans l’approche commerciale (business, march\u00e9), on distingue dix types de valeur repr\u00e9sent\u00e9es sur le sch\u00e9ma ci-dessous. 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