INSERT NAME

[ SOCIAL BUSINESS]

I N T R o -D u C T I o N

Dear reaDer,

This book is made to fulfill your dream of ________ (write name of the culture house), to become the most/best/biggest/greatest ________(write a

visionary plan)culture house in the whole ___________(write place).

On the upcoming pages you will find 8 chapters with the following headlines: Value, Team, Partners, Activities, Communications, Organization, Users and Money. These headlines are based on our adaptation of the business canvas in hope to find the best fit for your project.

In each chapter you will find a short introduction to the concept, questions to answer and reflect up on and tools to support you in filling out each part of the business canvas.

This book was born in the end of April 2012 when we, Berglind, Hanna, Lisa, Rune and Ylwa, met the three collectives that are the founders and the foundation of this culture house to be.It’s thought to be a tool for organizing events, plan evaluations, structure group work and for mapping out key information that will benefit your project.

The idea is that this book will keep on growing in pages, with your new insights and methods alongside the development of the project. It can be used as a catcher of additional reading, contacts and ideas but also as a transformational document that will adopt to the perhaps changing identity of the project.

When answering the questions, be as detailed as possible but be sure to play around with the tools so it benefits you the most. If the tools or questions don’t feel relevant then find a way to adapt them to your needs!

We sincerely hope this book will benefit you in the process of making your project everything you have imagined and more!

With love from the KaosPilots,Berglind Sunna Stefánsdóttir & Hanna von Bergen & Lisa Beck & Rune Finseth & Ylwa Hallström

S o C I A L B u S I N E S S C A N V A S

T E A MThe internal structure of an organization, within a com-pany, during an event, behind a workshop or when dealing with partners will affect the way you and oth-ers relate to you. To avoid confusion, waste of time, frustration and loss of profit, a detailed and coherent plan of the relations between its members and the

market is crucial.

You are your project and as you know, beauty comes from inside. A wholesome team, that feels trust, pas-sion, meaning and joy, that work towards a common goal will be way more successful that a team without.

”Leadership is communicating to people their worth and potential so clearly that they come to see it in

themselves”

Stephen R Covey, The 8th Habit

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What roles do we have?

What responsibilities do we have?

Who owns what part in the business?

Who is responsible if a crisis occur? (do we have an insurance that would cover unexpected cost?)

Who has the mandate of taking big decision?

Who is representing the house?

Who is taking charge of the house when people have vacation?

What three words could be used to describe your team?

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PaiD feeDbacK tool

Receiving and giving feedback is an art, and it takes courage, honesty, openness and will.The purpose of giving someone feedback is to help that person to grow by sharing your view on a shared situation. It is a gift where the receiver chooses to keep it or throw it away. In metaphorical terms you can pretend that you throw spaghetti on a wall and then see what sticks. Feedback, whether it’s posi-tive or negative should always be construc-tive and therefore serve a useful purpose. But most importantly is to try it out and make it a part of your internal communication

1. Respectful. 2. Issue specific. 3. Goal oriented. 4. Helpful. 5. Timely.

team Performance moDel

This tool is used for developing and sus-taining the organization and illustrates the seven stages every team need to consider when working together. It will explain why the project exist and functions as a recrea-tion tool for performance development. Start with answering the “why” questions individu-ally. Thereafter open up for a group process, where the desired outcome is to share the same frames of reference, in order to work towards a common aim. Remember to start from over again as you will change and de-velop your relationships and mission.

P = PermissionAlways begin to ask the person you want to give feedback if it’s good timing. Receiving feedback can be emotional and sometimes difficult and you need to make sure that you both are present in the conversation when the purpose is to help. It’s up to the receiver to decide if it’s suitable.

a = action:Start by giving the person calm, clear statements about what has happened and talk them through the events or task step by step. Don’t be judgmental or accusatory, just repeat the facts and gain clarification. For example, A may say to B: “You just said on the phone that you were responsible for the whole report, whereas I actually put to-gether most of the last three chapters. Is that correct, or did I mishear you?”

i = impactContinue by telling the person the impact of these actions. For example, A says: “This means that our manager won’t know about my contribution unless I tell her that you misinformed her. This makes me feel awkward, and the fact that you haven’t placed equal value on my contribution makes me feel upset that you don’t respect me. I feel I deserve just as much credit.”

D = DoAsk the other person what they can do to improve the situation (always give them a chance to apologise to you if appropriate, too). For example: “A, I’d really appreciate it if when you email her the report through, you make it clear exactly who authored what. Do you agree that that’s fair?”

o R G A N I S A -T I o N

When you know who you are and what you do, next step is to define how to work together.

How do you organize?

How the organization looks like, is about giving form and creating a visual of the business’s culture, sys-tems & structure. The organization should mirror the

internal communication and power.

What kind of culture is desired?

Culture can be very implicit, but to make it explicit and constructively change and develop is a key factor for a

well driven and successful business.

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How do you prioritize tasks, time and re-sources?

Are our goals clear?

Who has the real power in the organization?

Where are the formal & informal lines of authority?

How often do we evaluate our internal struc-ture?

How do we live up to our codes of conduct?

How do we count working hours?

How do we take out salary when the busi-ness starts to create money?

How do we communicate with each other?

How do we evaluate?

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the Game Plan moDel

To draw and make a visual of the organiza-tion by defining the “team”, “Goal”, “Stages”, “Success factors” & “Challenges” call be a very powerful tool to create overview and making sure everyone is on the same page.

the Double DiamonD

When working with different tasks and pro-ject, the qualities are relevant in the different phases. To go from a creative and curious opening up phase to a analytic and critical closing down phase.

A C T I V I T I E S

Activities are a very important part of this business. It is a way to get users to the house, to generate income,

to shape the house itself.

It is important that what we do is always aligned with the strategy and the visions & values of the house.

So, what do we do, and how do we do it different and better than everyone else?

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What activities do we offer?

What is the purpose of our activities?

How do we use the space?

What products do we sell?

What activities would we like to offer 1 year from now, 3 years or 5 years?

What do our activities say about us as a business?

When are we open?

When are we closed?(Exceptions from normal hours)

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sWot .

Map out your activities Use the SWOT tool to find out the strengths and weaknesses as well as the threats and opportunities they cre-ate.

the butterfly moDel

When defining what you do, you can use the Butterfly Model to explore what is special and unique about your business and com-bine it with what is needed; from your users, the community, the country or the maybe the world.

Try to see how many different ways the but-terfly can look like.

V A L u E‘

The purpose of existing is equal to the value which is being created. To deeply understand and easily com-municate one’s value creation is crucial, both for en-

gagement and support from stakeholders.

Being a social business challenges how we interpret and measure value, but it also opens up for new ways of being, which both creates profit and has social im-

pact.

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What kind of value do we create?

How can we improve our value creation?

For whom are we creating value?

• Ourselves? • Bélen? • Friends? • Family? • Bogotá? • Colombia? • The rest of the world?

What lasting value has the project result-ed in?

• For ourselves? • The client? • Others?

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value creation moDel

Description: The model divides value into social value, environmental value & eco-nomic value.

Relevance: This can help you to map out the value you create that can’t be meas-ured in profit.

Potential: To not only map out your value creation, but also see how they are

C o M M u N I -C A T I o N

How do you get in contact with the people who loves your business? And not only contact, but long term and sustainable relationships with mutual benefits. Can you use the same methods to reach everyone or

do you need different approaches?

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How do you interact with the people that loves you?

How do you find them?

How do you talk to them?

How do you make them see you?

How do you keep a sustainable relation-ship to them?

How do you pitch the project to attract new customers?

What is your physical channels?

How does your online channels look like?

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basic communication moDel

Who are you communicating to, what is the relevant message, and which channels is the most appropriate to use?

What to keep in mind When pitch-ing to a possible investor?

When pitching for an investor you need to keep in mind to:

- Open up with the end - the concept/one liner.

. Sum the important things up - if there are only 3 things your audience takes with them after the presentation, what would that be?

the teamWho are you in the team, what knowledge do you have as a collective and what is your passion?

the basic iDeaValue proposition, what need is your concept/business addressing?

the business moDelYou don’t have to share all your business plan at one but here the busi-ness canvas come in handy. Without going into too much in details tell how you are going to make money, what are you spending on, who’s your target group, how are you communicating to them etc. To be able to show this proves that you are serious and you have put time into thinking about it.

the marKetWhat do you know about it? What’s your experience with it.

your uniquenessWhat makes you different from the competition/others doing similar things? What makes Casa B special?

scalinG - futureHow big or small is the business currently and how can you see it grow?

value estimateWhat’s the value of your business now? What has been invested in it already? Are you as a group investing time and money into it?

collaboration/co-investors anD PartnersWhom are you already partnering with? What strengths does that give you? What challenges?

u S E R SUsers are the people that in some ways are custom-ers of Casa B and your work. They are the people that love your products, activities and concept. They are a big resource when it comes to both generating income as well as some of them might contribute with

resources, talents and work to your business.

To get the bigger picture of your purpose & value it is important to really understand who really benefits from

your value creation.

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Who are the people that come to our space?

- Users- Stakeholders- Guest lectures- Donators- Community- We, ourselves- People that rent our place-Others

What need of theirs are we meeting?

What facilities do they use?

What makes them come?

For how long are they staying each time?

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1. seGmentation

To better understand your users you can divide and group your users into segments and analyze their characteristics with dif-ferent criteria’s.

2. seGmentation criteria

Here are few examples of how you can di-vide your users into different segments to gain a better understanding of your target group.

3. tarGet GrouP

Way too often businesses do the mistake of trying to reach all its segments, and ending up not reaching any.

How many of your segments are you ca-ble of communicating to and creating rela-tionships with, and if only one, which one?

seGmentation criteria

- Geographic segmentation (location)- Demographic segmentation (age, sex, edu-cation etc.)- behavioral segmentation- techno graphic segmentation (technology interest/use)- lifestyle segmentation- life situation segmentation

... And many more - be creative and come up with other new ways of segmentation.

Prioritization criteria

- current size & possible growth?- motivation & interest in product/service?- competition when reaching this segment?- Possibilities for communication?- expenses for communicating to this seg-ment?- on which segment can we earn the most?

P A R T- N E R S

The purpose of having a partner is to increase the value creation of your project/business, for your part-ner and for your customers. The recipe for your part-nership should be win-win-win. For you, that means a bigger network, more resources, happier users and

increased profit at the end of the day.

A good relationship with a partner that shares your vi-sion can help making your business become a suc-cess beyond your wildest dreams. On the other hand, it can also be risk taking; turn off customers, smear your brand or go against you philosophy, which makes it of great importance to put time aside for initiating a

rigorous contract.

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at the moment?

What is your partner doing to your brand?

What value do you create for the partner and vice versa?

What mandate does your partner have in your project?

What relationship do you have with your partner?

For how long are you planning to work together?

What benefits do you give to your part-ners?

How do you communicate feedback, positive and negative to your partners?

How do you end an collaboration with a partner if needed?

What partners would you like to have in 1 year, 3 years or 5 years?

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Partner analysis

Choose a number of variables for measuring the good and bad aspects for a collaboration with suggested stakeholders. The results will help you determine who to approach and how to pitch your project to make it fit the needs of the stakeholder. If you get offers from exter-nals interested in collaborating with you, it will also support you in deciding whether to take them on board or not.

$ $ $The task of any business is to deliver customer value at a profit. In order to know if the business is going to be sustainable or not, it is of great importance for every project to keep track on money that are being

spent and the money being made.

That helps keeping an overview the costs are higher than the income and if it’s worth continuing working on an idea or if your business canvas needs to be recon-sidered. Economical issues can lead to internal con-flicts, frustration, and personal debts and in the worst-case end up in bankruptcy. Being proactive about

budgeting will save you time, energy and money!

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NS cost

How do we decide how much to pay ex-ternal people for specific work?

How do we estimate salaries for us?

When and how do we pay out salaries?

How do we pay common expenses? (cof-fee, electricity, water etc.)

How do we deal with loans? depths? or unsuspected expenses?

income

What is our permanent income and where does it come from?

When do we break even?

From where and what do we get in dona-tions?

Who is working voluntarily for us?

From where do we get sponsorships/left over material?

Who is responsible for the overall budget?

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THANK Yo

u