Impact Meetup: How to structure an impact enterprise using the Social Business Model Canvas
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Transcript of Impact Meetup: How to structure an impact enterprise using the Social Business Model Canvas
www.impactor.fi
Welcome
THE IMPACT MEETUP
to
Impact Meetupseries spring 2016
26.1. 5-7 pm: How to structure an impact enterpriseusing the SBMC
24.2. 5-7 pm: Today's cooperativism & financingcooperatives
23.3. 5-7 pm: Modelling, measuring and reporting onyour impact
3.5. 5-7 pm: Crowdfunding for impact enterprises
FOR WHOM? All impact-minded individuals:)WHERE? Helsinki Think Company, Vuorikatu 5
SCHEDULEWhat is Impactor and who are we?
Who are you?
Intro to business models
The Social Business Model Canvas
Wrap-up & upcoming workshop 17.2.
Mingling & sharing stories:)
Cooperative with a purpose of
helping change agents and impact
organizations
to find financial resources
and to transform the economy.
MembershipJoin the impact
ecosystem
Build your network
Share your knowledge
Bring your challenge to our
coaching clinic
Become an impact investor
Membership fee: 50 euros
WHO ARE WE?
“THE-WHAT-ORGANIZATION?”
Social enterprise
Mission-driven organization
Impact(-driven)
organization
For-benefit organization
4th sector
Impact-driven: making saving theworld your business
(i.e. you have a social /environmental mission)
Why financial sustainability?
Measure &maximise your impact -often toughest “criteria”
Our
guide
lines
Examples:
“A business model describes the rationale of how an organizationcreates, delivers and captures value” - Osterwalder & Pigneur
Blueprint on how to implement your strategy
Business model vs. business planCurrent reality vs. ideal situation
What is a business model?
Examples of business models
Fee-for-service - e.g. solar energy
Cross-compensation - e.g. Aravind Eye Care
Market intermediary - e.g. Fair Trade
Freemium
Business Model Canvas
= visual communication tool
Photo: http://www.optometrystudents.com/event/infinite-vision-one-doctor-india-changed-future-eye-care/
Aravind Eye Care System
“quality at prices that everyonecan afford”
combination of high quality andhigh volume --> “The McDonald's
of Health Organisations”
Photo: https://www.flickr.com/photos/62532814@N03/5737237128
2 646 129 → 2/3
315 483 → 3/4
Photo: https://www.flickr.com/photos/62532814@N03/5737237128
2 646 129 → 2/3
315 483 → 3/4 Apr 2010 - Mar 2011
outpatient visits:
surgeries:
fraction of services
to the poor either
free or at a steeply
subsidized rate
1.
2.
3.
7.
5.
4.9.
8.
6.
12.
10.
11.
color code your customer segments and the
according value propositions - easier to follow
make separate canvases for separate products or
services, if they differ much
in existing organizations: make separate canvases
for current situation & ideal situation
most important: how does everything align
Tips for filling out the canvas
VALUE PROPOSITION
why do your customers come to you?new? better? tailored?how do you solve customer problems and satisfycustomer needs?social value propositioncustomer value propositionimpact measuresdescribe how value is createddon’t do everything - focus on few things & do them well
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
Aravind Eye Care System
BENEFICIARY &CUSTOMER SEGMENTS
“the different groups of people or organizations anenterprise aims to reach and serve” -Osterwalder &Pigneurheart of any business modelbeneficiary (edunsaaja): is served by the organization,but does not necessarily pay for products / servicesdifferent needsdifferent ability to payrequire different relationships
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
Aravind Eye Care System
INTERVENTION
describe your product or service
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
Aravind Eye Care System
CHANNELS
Value propositions are delivered
to customers through communication,
distribution & sales channels
Interface with customers & beneficiaries
Direct / indirect channels
Own / partner channels
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
Aravind Eye Care System
REVENUE STREAMS
for what value is each customer segment willing to
pay?
sales, usage fees, subscription
fees, lending/renting/leasing, licensing, commission
advertising
each revenue stream may have different pricing
mechanisms (fixed / dynamic pricing)
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
“pay according to yourabilities”: the poor do notpay (2/3 of customers),the affluent do
Aravind Eye Care System
KEY ACTIVITIES
what do you do to make the aspects of your business
model come to life?
what do you need to be able to do yourself?
e.g. sales, marketing, R&D, production, customer
service
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
“pay according to yourabilities”: the poor do notpay (2/3 of customers),the affluent do
• scouting out patients• education & training• surgery• R&D
Aravind Eye Care System
KEY RESOURCES
what do you need to carry out your activities?
the most important assets to make your business
model work
physical, financial, intellectual, human
owned / acquired from partners
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
“pay according to yourabilities”: the poor do notpay (2/3 of customers),the affluent do
• scouting out patients• education & training• surgery• R&D
• hospital equipment• doctors & supportstaff
Aravind Eye Care System
KEY PARTNERS &STAKEHOLDERS
who do you need to make the business model work
who do you need to involve to deliver your value
proposition to your customer and beneficiaries?
e.g. suppliers, funders, regulatory bodies,
government
funders can be identified either as partners or
customers
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
“pay according to yourabilities”: the poor do notpay (2/3 of customers),the affluent do
• scouting out patients• education & training• surgery• R&D
• hospital equipment• doctors & supportstaff
• NGOs & majorfoundations• WHO• research collaborators
Aravind Eye Care System
COST STRUCTURE
What costs are incurred to operate your business model? How do your costs change as you scale up your organization?Fixed costs: salaries, rents etc. whatever incurs even whenproduction 0Variable costs: whatever varies depending on production levelEconomies of scale: cost per unit decreases when productionincreasesEconomies of scope: cost per unit decreases when scope ofoperations increases, i.e. marketing efforts may support severalproducts
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
“pay according to yourabilities”: the poor do notpay (2/3 of customers),the affluent do
• scouting out patients• education & training• surgery• R&D
• hospital equipment• doctors & supportstaff
• NGOs & majorfoundations• WHO• research collaborators
• equipment & materials• salaries• R&D• accommodation, nutrition &travel of patients
Aravind Eye Care System
SURPLUS
How will you invest your profit?
SOCIAL VALUEPROPOSITION:eradicating blindness -->economic productivity
IMPACT MEASURES: • n:o of low-income patients treated• n:o reached via screening camps• n:o of health workers trained--> reduction in unemployment &illiteracy
CUSTOMER VALUEPROPOSITION• free / low-cost eye careservices incl. transport tohospital• quality & humane care
the affluent
the poor
• low-cost eye care• “McDonald’s model”:highly replicable &standardized
eye camps in ruralareas, basehospitals, clinics
“pay according to yourabilities”: the poor do notpay (2/3 of customers),the affluent do
• scouting out patients• education & training• surgery• R&D
• hospital equipment• doctors & supportstaff
• NGOs & majorfoundations• WHO• research collaborators
• equipment & materials• salaries• R&D• accommodation, nutrition &travel of patients
• generated from affluentcustomer’s fees• goes towards developing& growing Aravind
Aravind Eye Care System
SOURCES:
Osterwalder & Pigneur (2010):
Business Model Generation
http://www.socialbusinessmodelcanvas.
com/
http://socialleancanvas.com/
Wrap up -questions,comments?
normally 189 €(incl. VAT 24 €)
94,50 €
Impact Meetupseries spring 2016
26.1. 5-7 pm: How to structure an impactenterprise using the SBMC
24.2. 5-7 pm: Today's cooperativism & financingcooperatives
23.3. 5-7 pm: Modelling, measuring and reportingon your impact
3.5. 5-7 pm: Crowdfunding for impact enterprises
FOR WHOM? All impact-minded individuals:)WHERE? Helsinki Think Company, Vuorikatu 5
T H A N K Y O U S O M U C H F O RC O M I N G !
