New Business Models Social Entrepreneurship Week 3.

Transcription

1 New Business Models Social Entrepreneurship Week 3 Spring 2018 Rotterdam Business School Bert Vermeulen l.j.t.vermeulen@hr.nl Harm Musters h.e.a.c.musters@hr.nl

2 Theory sessions (2 Week 1 Introduction hours) Week 3 Shaping the venture Project management & implementation Stakeholders Business model canvas (BMC) & social context (venture and impact)/ social business model canvas Blue sky ideas Activities BMC vs SBMC Idea space Workgroup sessions (2 hours) + Consultancy (when needed) Week 3 In class student activities Project management venture Stakeholder mapping BMC/SBMC Apply your blue sky idea

3 Phases Social Venture project (Enactus NL/ KPMG) Concept Development Execution/ monitoring

4 1. Focus Focus area Clear who to address Where: geographical area Theme Individualisation Element Lonelyness Focus on elderly in Rotterdam Support Stakeholders Beneficiaries Anyone else

5 2. Needs assessment Criterium (Enactus): Improvement of life and standards of living for beneficiaries and empowerment to participate. Identification and features of the potential beneficiaries Needs combined with local problems S/W potential beneficiaries Risks Capacities,talents & opportunities Contact with potential beneficiaries Gain confidence Multiple contacts Respect Let them talk,avoid speaking for them Contacts with stakeholders What do they want? Support/Can we collaborate? Need is served already?

6 3.Concept development Solution for the problem? Needs of the beneficiaries as starting point? Added value stakeholders/participants? 1. Study Needs well defined? Success and fail factors other ventures? Knowledge gap 2. Development Creativity Co-creation Stake holders interests 3. Concept development Vision/mission Resources: 3 M Business plan Timing, horizon and logistics => 4.Pilot Test Evaluation on needs =>5.Execution /monitoring Sustainable Risk management Scaling Good governance

7 Stakeholder theory Those individuals or groups who have an interest in and/or are affected by the goals, operations or activities of the organization or the behaviour of its members. (Mullins, 2016, p.621). Partners Funders Local community Organization Government volunteers Customers Suppliers Regulatory interest groups Staff Owners and investors

8 Stakeholder Analysis A good analysis: Describes the organization s stakeholders in detail Describes the stakes that these stakeholders have in the organization Assesses the influence and interest that each stakeholder group has over the organization. A poor analysis Produces a superfluous list of stakeholders containing few details Fails to acknowledge the stakes they have in the organisation Fails to clarify on which groups to focus and which can be neglected.

9 Step 1 Identification of Stakeholders Stake holders Role Why are they important? Current attitude? Role we want them to play? What do they benefit from this venture? Risks for the SE? etc.

10 Step 2: map the stakeholders according to their influence and interest Power Low - Influence - High Importance of the SE for the stakeholder High - Interest - Low Government Suppliers Shareholders

11 3.Prioritize stakeholders that are most critical to success of the SE and think how to engage them strategically form the start Power Low - Influence - High Importan ce of the SE for the stake holder High - Interest - Low They have most to gain from your project, but lack influence. They have insight how to design the project to best meet their needs Important stakeholders Most influence over your project. Keep them informed, consult and accommodate to ensure ongoing support Critical stakeholders You need to engage them to succeed. Partner, collaborate with them to ensure that your vision,strategies etc. are aligned.

12 Existing business models: BMC how to create value for the company Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Resources Channels Cost Structure Revenue Streams

13 From value creation to community building to create value together => find the differences

14 SOCIAL BUSINESS MODEL CANVAS Key Resources Key Activities Type of Intervention Segments Value Proposition What resources will you need to run your activities? People, finance, access? Partners + Key Stakeholders Who are the essential groups you will need to involve to deliver your programme? Do you need special access or permissions? What programme and non-programme activities will your organisation be carrying out? PROJECT: KIVA Kiva.org platform Brand Donor network Local MFIs PayPal Proving loans Collecting loan capital Screening MFIs Managing platform Managing risk What is the format of your intervention? Is it a workshop? A service? A product? Channels Micro loans Kiva.org Local microfinance institutions How are you reaching your users and customers? 6 Entrepreneurs in developing countries Family of entrepreneur Beneficiary Customer Who benefits from your intervention? Well-off individuals who are socially conscious Borrower Who are the people or organisations who will pay to address this issue? 4 Financial ability to start business Beneficiary Value Proposition Impact Measures # of entrepreneurs $ lend $ repaid # dependents How will you show that you are creating social impact? Customer Value Proposition Promote market based solutions to poverty What do your customers want to get out of this initiative? 5 Cost Structure Staff Online platform Repayment risk Surplus Marketing & platform development Revenue What are your biggest expenditure areas? How do they change as you scale up? Where do you plan to invest your profits? Break down your revenue sources by % Optional donations Loans

15 Idea Space Exercise to shape new ideas into more innovative and interesting opportunities. Also an exercice in lateral thinking. è IMAGINE KIDS TAKE OVER SCHOOL, POLITICS, BUSINESSES? Etc. 3 categories: 1. Grounded 2. Blue Sky 3. Spaced Out

16 PROBLEM YOU SOLVE FOR A TARGET GROUP = IMPACT

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18 The Clover Leaf Model J. Jonker NL

19 7 Principles: multiple, shared and collective value creation Be driven by inner conviction Do only what works Adopt an inclusive approach Take ownership Co-creation Work with what is there in the here and now Stimulate creativity and realise your vision

20 Design WHY WHO: with whom? (stakeholders) HOW: to organise? (testing) WHAT: means,knowledge and skills?

21 Value proposition What principles have you used? What is the core of your idea (elevator pitch)? What are your USPs? What do others think of your initiative? Plan how to realise? What values did you create? Scope? How are they exchanged?(swapping, sharing,borrowing,saving,creating)

22 Vale proposition: the carwash to sharpen FIO The Carwash Who will benefit: C2C, B2C,B2B How will transactions take place? Money or alternatives? What is expected from each party in the transaction? Is it easy to keep all stakeholders involved? How to ensure people use the product/service?

23 Community Inner circle: initiators and active participants Participants that participate in a more modest way: volunteers, web designers Followers: likers, no active contribution