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Business Models Beyond Profit - Social Entrepreneurship Lecture
The document outlines a three-hour lecture by Alex Osterwalder on developing business models that transcend profit maximization to create social impact. It introduces the Business Model Canvas, a tool for understanding the components of a business model, and emphasizes the need for innovative approaches to combine purpose with profit. Key concepts discussed include customer-funded models and the importance of prototyping business models to explore various options.
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Business Models Beyond Profit - Social Entrepreneurship Lecture
- 1. how to systematicallybuild! BUSINESS MODELS BEYOND PROFIT Alex Osterwalder, PhD! www.businessmodelgeneration.com Twitter: business_design
- 2. this was athree hour lecture given at Jacobs University, Bremen, in the context of impACT3 - a pan-European student competition for social entrepreneurship www.act-for-impact.net sponsored by
- 3. the world usedto be divided into …
- 4.
- 5.
- 6. “ Iʼve found that investors typically have two pockets, one for donations and one for ” maximizing profits Matt Scott, co-founder COSMOS Ignite
- 7. social impact − + potential old school not-for-profit
- 8. profit potential + social impact − + potential old school not-for-profit −
- 9. profit potential + old school corporation social impact − + potential old school not-for-profit −
- 10. profit potential + old school corporation x social impact − + potential old school not-for-profit −
- 12. “ Business must be for profit but profit must also be for purpose ” Mads Kjaer co-founder MYC4
- 13. profit potential + new school of old school conscientious corporations entrepreneurs social impact − + potential old school not- for-profits −
- 14.
- 15.
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- 17. we need newtools to come-up with business models beyond profit
- 18. my mission todayis to help you…
- 19. … systematically look atbusiness models
- 20. … and learnhow to develop business models
- 21. what do businessmodels have to do with social & environmental impact?
- 22. it’s key ifyou want to come up with innovative ways to “do good” AND “do well”
- 23.
- 24.
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- 27.
- 28. A approach
- 29.
- 30. … have abusiness model?
- 31. … have abusiness model?
- 32. … have abusiness model?
- 33. … have abusiness model?
- 34. … have abusiness model?
- 35. … have abusiness model?
- 36.
- 37. discuss with yourneighbor what a business model is and write down your definition
- 38. which elements didyou mention when you defined a business model? ?
- 40. “ there isa lack of definition ”
- 41. “ few companiesunderstand their existing business model well enough ”
- 42. so we cameup with a way to master business models through…
- 43.
- 44. Def_Business Model a businessmodel describes the rationale of how an organization creates, delivers, and captures value
- 45.
- 46. the 9 buildingblocks of a business model images by JAM
- 47. CUSTOMER SEGMENTS images by JAM
- 48. VALUE PROPOSITIONS images by JAM
- 49. CHANNELS images by JAM
- 50. CUSTOMER RELATIONSHIOPS images by JAM
- 51. REVENUE STREAMS images by JAM
- 52. KEY RESOURCES images by JAM
- 53. KEY ACTIVITIES images by JAM
- 54. KEY PARTNERS images by JAM
- 55. COST STRUCTURE images by JAM
- 56. key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
- 57. key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
- 58.
- 59. OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
- 60. OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
- 61. THE BUSINESS MODELCANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 62. THE BUSINESS MODELCANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS building block! building building building block! block! block! building block! KEY DISTRIBUTION RESOURCES CHANNELS building block! building block! building block! COST STRUCTURE REVENUE STREAMS building building building block! block! block!
- 63.
- 64. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 65. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! COST STRUCTURE REVENUE STREAMS
- 66. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS
- 67. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
- 68. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! Kiva.org poor local entrepreneu Platform ! rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
- 69. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poor microfinance local entrepreneu Platform ! rs! institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
- 70. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESening MF NETWORK re sc s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poor microfinance local entrepreneu Platform ! rs! institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS platf optional risk orm screening! donations on ! management! top of loan!
- 71. the Canvas isa handy tool
- 72.
- 73. map out therenowned business model of…
- 75. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 76. a rough sketchof Grameen Bank…
- 77. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS
- 78. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS interest rates!
- 79. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTION government! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS interest rates!
- 80. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTION government! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS capital interest costs! rates! people!
- 81. B patterns
- 82. “ pattern inarchitecture is the idea of capturing architectural design ideas as archetypical ” and reusable descriptions Christopher Alexandert, Architect
- 83.
- 84. how does adonor- funded business model look like? ?
- 85. 3rd party-funded businessmodels PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS donations!
- 86. 3rd party-funded businessmodels PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS reputation! mission! recipient! COST STRUCTURE REVENUE STREAMS donations!
- 87. 3rd party-funded businessmodels PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS to ency tend s on focu oney m do nor ( e)! proposal c writing! proposal! sour donor! KEY DISTRIBUTION RESOURCES CHANNELS t no direc ” ck reputation! edba iary! “$fe nefic e mission! fr om b recipient! COST STRUCTURE REVENUE STREAMS donations!
- 88. “ The dependenceof nonprofits on begging – oops, I mean fundraising – limits the sectorʼs self-respect, independence, ” vision, and impact Michael Shuman, author of “Going Local”
- 89.
- 91. Iqbal Quadir dream had a
- 95. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS mobile connectivity! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 96. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION RESOURCES CHANNELS Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
- 97. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION villagers! RESOURCES CHANNELS vide Telenor! license! how do you pro to c onnectivity n they network! vill agers whe y COST STRUCTURE poor to bu are too REVENUE STREAMS a phone?! network management!
- 98. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS n by providing a loan inte rmediary a e and to b uy a phon network s! mobile c all service Grameen management! connectivity! resell Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone ladies! Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
- 99. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile Grameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity! Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS network management!
- 100. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile Grameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity! Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS communication network revenues! management!
- 101.
- 102. Rashmi, 24 Bangladeshi village phonelady 2-3 $ daily income
- 103. there are about250ʼ000 women retailing telephone services in 60ʼ000 villages giving access to about 100 million people
- 104. the 250ʼ000 telephonesare producing revenues at an annual rate of well over $100 million for GrameenPhone
- 105. each entrepreneur makes about$2 in profits per day or about $700 per year
- 106. design from thecustomer perspective PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 107. blended value /triple bottom line social and environmental cost
- 108. blended value /triple bottom line social and environmental cost social and environmental benefit
- 109. C attitude
- 112. “ If you freeze to an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. ” Jim Glymph, Gehry Partners
- 114.
- 115. business model prototyping napkinsketch Canvas
- 116. business model prototyping napkinsketch Canvas business case
- 117. business model prototyping napkinsketch Canvas business case field test
- 118. key is: finding theappropriate business model
- 119. so you needto generate options first!
- 120.
- 121. a silly exercise
- 122.
- 123.
- 124. sketch out 3 business models..
- 125. …in which I, thecow, play the main act!
- 126. letʼs look atsome examples…
- 127.
- 128.
- 129.
- 130. you got 2minutes!
- 131. you got 2minutes! GO!
- 132.
- 134. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 135. D process
- 136. five phases ofbusiness model design mobilize set the stage
- 137. five phases ofbusiness model design mobilize understand set the stage immersion
- 138. five phases ofbusiness model design mobilize understand design set the stage immersion inquiry
- 139. five phases ofbusiness model design mobilize understand design implement set the stage immersion inquiry execution
- 140. five phases ofbusiness model design mobilize understand design implement manage set the stage immersion inquiry execution evolution
- 141. financial spreadsheets environment analysis implementation roadmap SWOT and uncertainty analysis 141
- 142.
- 143. THANK YOU!! www.businessmodelgeneration.com www.alexosterwalder.com (upcoming) www.businessmodelalchemist.com (upcoming new blog) Twitter: business_design