Start - Business Model performant, Business Plan convaincant - 1re - 106

Selon la nature de votre activité, vous pouvez y rajouter d'autres éléments
importants à vos yeux. Pour des entreprises de formation, par exemple, on
pourrait y ajouter :
* la durée de la formation ;
* le lieu de la formation ;
* le mode de formation (en présentiel ou en ligne) ;
* les options de financement possibles.
Lorsque je travaillais sur cette partie d'étude de la concurrence pour ma
propre étude de marché, j'avais toujours l'impression de mal faire et je me
demandais si je respectais bien la théorie. Avec l'expérience, j'ai compris que
ce qui compte ça n'est pas la théorie mais ce que l'on fait des informations.
Écoutez-vous et prenez en compte les critères qui vous semblent importants
avant tout plutôt que de répliquer un modèle tout fait qui pourrait très bien ne
pas correspondre à votre activité.
Cette partie relative à l'étude de la concurrence fait parfois peur aux entrepreneurs car elle est inconfortable : il n'est pas toujours agréable de se rendre
compte que notre idée super innovante existe déjà !

Il est plus facile de se lancer
sur un marché existant avec
des acteurs déjà en place. Dans
ce cas, votre travail va consister
à montrer que votre offre est
meilleure que celle des autres.

Pourtant, la concurrence (notamment quand
elle est directe) est une bonne chose. Si vous
choisissez de lancer un produit innovant,
il va falloir du temps pour imposer votre
concept dans l'esprit de vos clients. Comme
le dit l'adage : « S'il y a de la concurrence,
c'est qu'il y a un marché ».

En dépit de la culture de « l'idée » innovante chez les porteurs de projet, il y
a beaucoup moins d'échecs chez les entreprises qui se lancent sur des marchés existants que chez les startups où près de 90 % des projets échouent sur
le long terme.
Pour compléter ces données de marché, vous pouvez les confronter aux informations de votre analyse terrain réalisées lors de votre travail sur le business

106



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