Pimp Your Partnership workshop May 12, 2015. Welcome!

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<ul><li> Slide 1 </li> <li> Pimp Your Partnership workshop May 12, 2015 </li> <li> Slide 2 </li> <li> Welcome! </li> <li> Slide 3 </li> <li> Program 9:15: Welcome, objectives and round of introductions 9:30: Co-creation cases and Q&amp;A: Beeodiversity &amp; Spadel, Sharing Cities 10:15: Co-creation Principles 10:35: Break 11:00: Co-creation opportunities in your partnership 12:15: Wrap-up 12:30: Lunch 13:00: End &amp; visit the site of Parckfarm (optional) </li> <li> Slide 4 </li> <li> Round of introductions -Name -Organization -Sector (business, social, public) -Why are you here today? Do you have (yet) a projet? With what partner? </li> <li> Slide 5 </li> <li> Testimony #1 : Beeodiversity &amp; Spadel Michael van Cutsem Managing Director Beeodiversity SPRL </li> <li> Slide 6 </li> <li> Key questions for testimonies What is the societal issue that you are addressing? What have been the barriers to deploy your solution at scale? What is your co-creation model? What have you learned about co-creation along the way? </li> <li> Slide 7 </li> <li> Slide 8 </li> <li> Mission Preserve pollinators Preserve biodiversity Preserve well-being Involve all actors Innovative approach Scientific approach Global approach ISSUE </li> <li> Slide 9 </li> <li> Other actors Lack of incentives Create market Save the world vs. Make money Lobbying Finance BARRIERS AND DIFFICULTIES Lack of ressource Solution : strong partnerships </li> <li> Slide 10 </li> <li> BEES AND BIODIVERSITY </li> <li> Slide 11 </li> <li> 8 BEE COLONIES </li> <li> Slide 12 </li> <li> 4 SITES 400.000 scientists that collect samples which enable to monitor the environment on 4.800 ha </li> <li> Slide 13 </li> <li> Added-value for Spa Monopole Monitoring of the environment (pesticides, heavy metals, biodiversity) on 2.100ha at a low cost thanks to an innovative solution Ensure quality of water springs. Based on the results, specific and adapted measures can be taken Ensure quality of the environment. Positive impact for its local stakeholders that are essential for Spa Monopoles activity (e.g. Spa Municipality) Visibility on its environmental protection program which is integrated in its core business Added-value for Beeodiversity Improvement of the local biodiversity and pollinators ecosystem Development and improvement of the monitoring tool Credibility Scaling-up: development of other projects (Be, Fr, UK)and visibility leading to new clients Social entrepreneurship: margin reinvested in positive impact actions WIN-WIN Spa Monopole Important biodiversity zone to preserve Beeodiversity Innovative solution </li> <li> Slide 14 </li> <li> Choose the right partner according to your goals Common interest understand partners interest value proposition for customers &amp; partner Driver in each company with decision power Test period Define roles, objectives and duration Determination and convincing capacities (internally and externally) Preserve the win-win situation &amp; mutual trust KEY LEARNING POINTS Increase of impact and scaling-up </li> <li> Slide 15 </li> <li> 9 She thanks you in advance Contact details: Michael van Cutsem Tel: +32 (0)477.66.75.35 Michael.vancutsem@beeodiversity.com Bach Kim Nguyen Tel: +32 (0)498.13.15.69 Kim.nguyen@beeodiversity.com </li> <li> Slide 16 </li> <li> Testimony #2: Sharing Cities Jean-Marc Guesn Inclusive Business Manager/ Intrapreneur BEL </li> <li> Slide 17 </li> <li> Informal Sector and street vendors as a great opportunity to leverage FMCG business Informal sector is the bulk of the economy of emerging countries In emerging countries, there are more food street vendors than shops and no brands are investing the channel Street vending is a popular channel completely anchored in the consumption habits of urban citizens A large majority of street vendors are women and mothers Women street vendors stand as a primary source of supply in terms of food purchase and nutrition for low-income consumers in the cities 17 </li> <li> Slide 18 </li> <li> Facing strong structural social challenges Modernization of the food retail industry: Low education / entrepreneur / selling skills: Lack of access to social services: - Social protection, - access to financial services - Capacity building Urban space pressure: And difficulties to look at the future with optimism 18 </li> <li> Slide 19 </li> <li> Our Vision 1. Modern trade 2. Traditional trade 3. Street Vendors Through our activities, help women street vendors, in urban and suburban areas, to adapt to the tomorrows socio-economic challenges and integrate modern economy By 2025, make our offer accessible, every week, to 10 million urban consumers through street vendors channels 19 </li> <li> Slide 20 </li> <li> And with strong challenges to overcome for FMCGs Companies 20 If it was possible, someone would have already done it, dont you think? Impossible for the brand image It is archaic ! Impossible to control Impossible logistic Impossible to convince them </li> <li> Slide 21 </li> <li> 21 Urban space pressure: Since 2008, licenses are required for temporary sidewalk usage. In 2009, the city banned street vendors from 15 streets near the Downtown and tourists sites. What are their needs? Only 5% have access to credit With the growing competition from the modern trade, fruit and vegetables street vendors are more and more pressured by the competition What is going to happen to my kid if I can not work anymore? Main reason of working as a vendor: pay for the education of my kids Low self-esteem : I am just the fruit vendor No solution : difficulties to look at the future with optimism No savings they are leaving day to day How can I earn more money when I can not carry more fruits on my bike </li> <li> Slide 22 </li> <li> The tailormade social Incentives answering specific socio-economic needs of street vendors A micro health insurance for less than 1 USD/ month that covers hospitalization costs and education of the kids for 2 years if loss of ability to work - VIETNAM 3 Business schools for street vendors: 30 hours courses and a 9 month field follow up on how to better manage its micro- business VIETNAM, RDC, COTE DIVOIRE Bancarisation and access to financial services: credit and saving - VIETNAM Social protection mutual system that cover hospitalization and funeral up to 150 USD - RDC Food and safety training for street vendors reaching kids around the schools COTE DIVOIRE </li> <li> Slide 23 </li> <li> Results 23 COMMUNITY: 1 100 Street vendors 700 recruitments in 2014 Objective 2015: 2000 SALES: 17% of local sales through street vendors More than 1.5 ton/week (3 wholesale markets). 1 SV sells more than a 1 GT shop in average in HCMC ( 2.6 boxes/day in average VS 1 box/day for GT) 80% of consumers declared having bought more than 5 times TLC in the last 4 months to their street vendor. 59% more than 10 times (Consumption in HCMC: 4 boxes per year Kantar Survey) MARKETING: 75 000 households reached every week in oct 14 (1 SV reaches every week the same 100 to 150 households) BRAND IMPACT: 98% of consumers are tempted to buy more TLC because TLC is supporting street vendors and community. 23 AFTER 1 YEAR ONLY, PROFITABILITY OF THE MODEL HAS BEEN REACHED SOCIAL PERFORMANCE 5000 SV in the community 250 SV trained 800 have access to social protection 500 have a bank account + 50 % revenue increase after 9 months 90 % saved money 45 % consider themselves as entrepreneurs 1 SV sells 3 times more than a shop Between 10 and 20% of local volumes </li> <li> Slide 24 </li> <li> Sharing Cities road map for 2014 and 2015: the virus injected Vietnam 20% of GDP 22,7% of workforce Senegal 95% of workforce Ivory Coast 43% of GDP 70% of workforce Cameroon 33% of GDP 90% of workforce France 15% of GDP 3-10% of workforce DRC 18% of GDP 90% of workforce 2015 2014 Haiti 92% of workforce Madagascar Street vendors: 9,9% of workforce Scale up: 3 cities Diagnostics: 4 cities Pilot: 2 cities TOTAL 8 cities in 2015 24 </li> <li> Slide 25 </li> <li> Sharing Cities: 6 KPIs to remember in 2018 HIGH BUSINESS IMPACT 1 000 Tons 6 M of CAB 1.1 M of RAC 14 Sharing Cities HIGH SOCIAL IMPACT 27 700 street vendors 3 000 graduated in our business schools 9 000 access to micro-insurance and bank services 25 </li> <li> Slide 26 </li> <li> About Co-creation Stphanie Schmidt Europe Changemaker Alliance Director Ashoka </li> <li> Slide 27 </li> <li> 27 1.7 MILLION INCOME-POOR PEOPLE IN BELGIUM OR MORE THAN 15% OF THE POPULATION Percentage of the Total Population % Number of Poor People 1 10.5 15% 10%19%32% 618,000 676,000 366,000 Source: FOD Economie 2 in Flanders in Brussels in Wallonia Source: 2014 Business &amp; Impact </li> <li> Slide 28 </li> <li> Source: 2013 Social Entrepreneurship Barometer What does social entrepreneurship need to develop? </li> <li> Slide 29 </li> <li> Source: 2013 Social Entrepreneurship Barometer A partnership with a company goes far beyond financial support, for greater societal impact </li> <li> Slide 30 </li> <li> 30 Role of SocEntChallengeExamples THE IMPLANT or MAINSTREAMER Lack of accessibility of an essential solution to the vast majority. Beeodiversity Mozak RH &amp; Adecco THE CO-INVENTOR A product/ service/ business model is missing to meet an essential need of a key segment of the population. Cresus &amp; Banque Postale THE MASTER ORGANIZER Resources and skills exist but are fragmented. Lack of coordination between players, which hinders the deployment of social impact. Sharing Cities Housing for All We have identified 3 main types of motivations for social entrepreneurs to engage in co-creation </li> <li> Slide 31 </li> <li> Expand social impact by leveraging the assets of corporations Generate new sources of revenue to reinvest in social projects Develop new skills and knowledge New markets including vulnerable populations Innovation labs for business models Stronger CSR positioning and social footprint Employee engagement ROI of social programs Savings on public spending Reinforcing a positive economy CORPORATIONS GOVERNMENT SOCIAL ENTREPRENEURS Win-win models creating shared value are possible </li> <li> Slide 32 </li> <li> Sponsor -ship Active involvement Expertise sharing Societal innovation Hybrid models Economic cooperation Common good alternative Practices audit Provision of services FoundationsPro bono support Expertise in housing Design of new adapted products Creation of an Integration Joint-venture Territorial Cooperation hub Sponsoring Environ- mental audit Services purchasing Sponsorship Client/ supplier Co-Creation CharityShared value Transactions A range of possible types of partnerships </li> <li> Slide 33 </li> <li> Strong potential for societal impact Addresses a key societal challenge Potential to generate impact at scale thanks to a sustainable and replicable model Tearing down the walls: At least two organizations from the social and business sectors that bring complementary and unique expertise Value of being together rather than alone (scale, efficiency..) Value for all: Creation of value for all core partners and society Link to core business of partners Changemakers inside : Initiative led by a team of teams Passionate and creative people willing to create change in their professional environments Key characteristics of transformative partnerships </li> <li> Slide 34 </li> <li> 30% 29% 17% 10% 9% 5% Analysis of the European Social &amp; Business Co- Creation competition </li> <li> Slide 35 </li> <li> 35 Type of impact &amp; value created Potential for scale and replication Interaction model How is your partnership doing? Change team innovating </li> <li> Slide 36 </li> <li> Slide 37 </li> <li> Co-creation opportunities in your partnership </li> <li> Slide 38 </li> <li> 38 Reflect on your partnership alone or with your partner (5 min) Form groups of 5 persons maximum to discuss strengths and growth opportunities of your partnership (1 hour 15 min broken down by number of projects presented) Present your model using the Co-Creation Canvas Describe a challenge that you face about your partnership model and that youd like to discuss with the group Mini brainstorm with the group Think big! Write down key topics / questions/ insights Share with the group Break-out groups </li> <li> Slide 39 </li> <li> 39 Co-creation canvas for Whats in for you in the co-creation model? Value Proposition Who is the driver of the collaboration? What is your organization? Your Co-creation model in a nutshell: What solution can the model offer to end users? Whom is your solution targeting? Target Customer Segment Your organization Business/ Public Partners The (social) driver(s) Unmet Need What is the end users problem that you are addressing? What prevents your solution to be deployed at scale today? Market Barriers Impact What are the expected results? What are your key activities and assets for the co- creation? Whats in for them in the co-creation model? Who are they? What are their key activities and assets for the co- creation? 10.15 10.25 </li> <li> Slide 40 </li> <li> Wrap-up </li> <li> Slide 41 </li> <li> 41 Some resources Coming soon Co-creation Impact </li> <li> Slide 42 </li> <li> Slide 43 </li> <li> Thank you! Oriane.devroey@businessandsociety.be Jan.Ockerman@kauri.be sschmidt@ashoka.org </li> </ul>