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

L'objectif de cet article est de montrer, a travers une etude de cas, les difficultes inherentes a la genese et au deploiement d'un nouveau business model dans une entreprise existante. Cette recherche s'appuie sur l'etude de Valtis, societe de transport de fonds. Son PDG a contribue a introduire sur le marche un systeme innovant reposant non plus sur la securisation des biens mais sur la suppression de la convoitise : les fonds ne sont plus transportes en fourgons blindes mais places dans des conteneurs securises, vehicules par des hommes sans arme circulant en voiture banalisee. L'article montre qu'au-dela de l'innovation technologique, il s'agit en fait d'un business model radicalement nouveau. Il met egalement en lumiere l'apprentissage en double boucle necessaire a sa genese ainsi que les difficultes induites par la coexistence des deux business models (l'ancien et le nouveau), pendant et apres la phase d'experimentation strategique. Plus generalement, l'article vise a mettre en evidence comment la notion de business model permet de revisiter la question de la regeneration strategique.

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