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This workshop at the university of Bern, in Switzerland, treat some aspects of business modelling, using different canvas, such as the "business model generation" from Osterwalder & Pigneur, the "Lean canvas" fom Ash Maurya and the Social Business Models Canvas. It distinguishes also the continuum between extreeme approaches such as pure capitalist like Nespresso and pure social as Médecins sans frontières.
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(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
Claude Michaud – Porte [email protected] [email protected]
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