Modèle Économique : Choisir le bon business model pour réussir
Modèle Économique : Choisir le bon business model pour réussir
Walid Bergaoui
Business Model: Choosing the Right Business Model to Succeed
Your idea can be brilliant and yet never take off — not because it was bad, but because the mechanism that was supposed to turn it into money was the wrong one. The business model is precisely that mechanism: the way your project creates value, captures it, and turns it into profitability. This program teaches you to choose it with clarity, to put numbers on it, and to defend it, so you can build a company that stands on its own and lasts.
The approach is hands-on and always starts with the customer: how do they buy, what price will they accept, how do they perceive the value you bring them? You then explore the major families of models — pricing, freemium, subscription, commission, distribution, SaaS, marketplace — to understand the deep implications of each on your cash flow, your costs, your growth, and your ability to scale. Then you align the model with the very nature of your product: software calls for subscription, a platform for commission, a service for fee-based delivery.
Nothing is left to intuition: you test the viability of your model through the numbers — margins, fixed and variable costs, payment cycles, staffing needs, break-even point, and scalability. By the end of the journey, you walk away with a clear, costed, and structured business model, capable of guiding your strategy, protecting your cash flow, and convincing an investor. A well-designed business model is not a formality: it is a formidable weapon.
What you walk away with
Startup Lab turns this program into a real springboard for your project:
Your business model, free of charge — a detailed, costed, and structured business model, built for your project and offered free of charge when you enroll in a program.
A partner who invests in you — for highly promising projects, Startup Lab may agree to be paid in equity rather than in fees.
Zero financial barrier — a way to invest in local entrepreneurship and remove financial obstacles for project founders.
Program — 12 sessions of 1 hour
A journey that starts with the customer and value, explores every family of business models, then puts yours to the test of the numbers — all the way to a business model ready to guide your strategy and convince an investor.
Module 1 — Understanding value (sessions 1-3)
1. What a business model is — the mechanism that creates, delivers, and captures value; why so many good projects fail on an unsuitable model.
2. Mapping your model — value proposition, customer segments, channels, resources, and revenue streams: the big-picture view of your company on a single page.
3. Starting with the customer — how your customer buys, what price they accept, how they perceive value: the starting point of every model choice.
Module 2 — The families of models (sessions 4-7)
4. Direct sales & pricing — setting a fair price: cost-based, value-based, or market-based, and its effects on margin.
5. Subscription & freemium — recurring revenue, conversion from free to paid, and the powerful impact on cash flow.
6. Commission & marketplace — connecting supply and demand, taking a commission, and the challenge of bootstrapping both sides.
7. SaaS, distribution & hybrid models — software as a service, resale, licensing: combining several revenue sources without spreading yourself thin.
Module 3 — Testing viability (sessions 8-10)
8. Costs, margins & payment cycles — fixed and variable costs, real margin, collection times: what keeps cash flow alive or chokes it.
9. The break-even point — calculating at what volume your model becomes profitable, and reading what that says about its soundness.
10. Scalability & future costs — growing without blowing up costs: staffing needs, upcoming expenses, and the model's ability to scale.
Module 4 — Deciding & convincing (sessions 11-12)
11. Choosing and costing your model — aligning the model with the nature of your product and building your detailed, structured, and costed business model.
12. Defending your model & raising funds — turning your business model into an argument: guiding strategy, reassuring on cash flow, and convincing an investor.
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