business models workshop: creating traditional or social business, the same approach and the same...

(social)

Business Models- workshop -

Creating

traditional or social business

the same approach and the same tools ?

The approach of the classic entrepreneur

The approach of the classic entrepreneur

Knowledge

Know-how

Motivation

Behavior

Market

(society)

The vision of a market economy enterprise

Shareholders and capital

return

The motivation of a market economy enterprise

Product-oriented operations

ResourcesAnd infrastructures

Classic entreprise

Investments and working capital

Results:mainly financial

products

Inspiré de: ESSEC Chaire entrepreneuriat social

The approach of the social entrepreneur

The approach of the social entrepreneur

Knowledge

Know-how

Passion

Behavior

Vision

Society

(market)

The vision of a social enterprise

The motivation of a social enterprise

Opérations axées sur le changement social

Resourcesand infrastructure

Financial products

Investments and working capital

Social impact

Societal value

Inspiré de: ESSEC Chaire entrepreneuriat social

Social entreprise

And between the extremes of entrepreneurial galaxy?

A world of flavors and different approaches!

Small and medium

enterprises

Corporate socialresponsibility

Sustainable development

Collaborativeeconomy

Social andsolidarityeconomy

ouishare

Makers

Socialentrepreneurship

Functionalityeconomy

And the truth is out there !

Oh, oh…

It looks that…

Oh yes!And if ?

For sure!

Awesome !

Uh…

You must go and look outside your office walls ...

Business models

Needs assumptions

Business models

Value proposition assumptions

Business models

ConstructionMinimum

viable product

ConstructionMinimum

viable product

…using a canvas!

and canvas are not missing!

The Business Model Canvas

Key partners Customer segments

Key activities

Key resources

Value propositions

Customer relationships

Channels

Revenue streamsCost structure

Alexander Osterwalder & Yves Pigneur

The Lean Canvas

ProblemCustomer segments

Solution

Key metrics

Unique value

proposition

Unfair advantage

Channels

Revenue streamsCost structure

Ash Maurya

The Social Lean Canvas

Rowan Yeoman

ProblemCustomer segments

Solution

Key metrics

Unique value

proposition

Unfair advantage

Channels

Financial sustainabilityCost structure

Existing alternatives

Early adopters

Social, environmental benefits

Purpose

The Accelerator Canvas

The Young Foundation

With their evolution

SocialBusiness

ModelsCanvas

9 blocs concentrate into 6 blocs

Whyand

indicators

BusinessModel

Canvas

Lean Canvas

4 blocs change

CycleLean

startup

DemmingPDA Cycle

Social Lean Canvas

2 new blocs

The canvas: a structured brainstorming ?

Our values, our culture, our principles of action

Context

1

• In what geographical area the business model will be active? • The activities will be subject to temporal, seasonal constraints? • Can the political or legal context strongly influence the business model? • The social context play an influence on the business model? • Can the model benefit from the technological context? • Environmental constraints exist?

Where?

Problems & opportunities

2

• What are the major problems the social business model will face? • What are the causes of these problems? • What are the real and relevant needs related to these problems? • What are the objectives that the business model wants to achieve? • Are there unexplored opportunities?

Why?

Users, beneficiaries, clients

3

• What will be the direct beneficiaries of the business model? • Will they be simple users? • Who will pay for the proposed benefits, users or other persons or organizations?• Are there indirect beneficiaries, who will gain some advantage from the benefits,

even if they are not for them? • Are there indirect impacts in some segments of society?

Who?

Products and services, value proposition

4

What?

• The business model will provide products, which ones? • What will be the services developed by the business model? • Your business model will work by projects or streamed? • Will there be intangible products, such as "information packets"? • Services will be produced directly at the users places? • Can they be divided in primary and secondary?

Channels, client relationship

5

• How will users know about your business model services and products? • What relationship do you have with your users, direct and customized or self-service? • How will your benefits arrive in the hands of your users? • Are there some ways for your users to return you products?

By what?

Resources, finances

6• With what human resources (internal teams, external persons, service providers, volunteers...)?• What are the specific skills needed for the core business? • Which raw materials, consumables will you need? • What will be the process of production, the support activities, the administrative tasks? • Will you need production and maintenance equipment's, software support? • What will be your installations, furniture, infrastructure, logistics equipment, vehicles? • How much financial resources do you need for investment and funding working capital? • From where do these financial resources come (revenue, grants, investors, sponsors, other

donors...)?

With what?

Indicators

7

• How will we know if the social business model has been successful? • How to measure immediate results? • How to check the impact caused by the social business model? • What will be the measurement tools? • What will be the sources of information? • When measuring?

Verifiable?

Alliances and partnerships

8

• What will be the decision making process? • What governance model will be internal? • Is it possible to have partners in the business model? • Or allies? • Organizations or individuals can play the role of prescribers (relays)?

With whom?

…for creativity!

Resuming: 1 affirmation and 8 questions…

With whom?

Why?

Verifiable?

Who?

With what? What?

By what?

Our values!

Where?

Time to test

www.socialbusinessmodels.chinfo@socialbusinessmodels.ch

Claude Michaud – Porte paroleclaude.michaud@socialbusinessmodels.ch michaud.claude@gmail.com

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