Business Models Beyond Profit - Social Entrepreneurship Lecture
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Business Models Beyond Profit - Social Entrepreneurship Lecture

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Slides of a 3h Lecture I gave at Jacobs University, Bremen, Germany for the impACT program. Examples include Kiva, Grameen Bank, Wise and many more.

Slides of a 3h Lecture I gave at Jacobs University, Bremen, Germany for the impACT program. Examples include Kiva, Grameen Bank, Wise and many more.

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  • Thank you for sharing such a great presentation - love it!
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  • Very interesting presentation. Thank you very much for sharing! :-)
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  • Great presentation!! would be of great help for the social entrepreneurs
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  • Have a look at People-Centered Economic Development, a profit for purpose business model

    http://www.slideshare.net/JeffMowatt
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Business Models Beyond Profit - Social Entrepreneurship Lecture Presentation Transcript

  • 1. how to systematically build! BUSINESS MODELS BEYOND PROFIT Alex Osterwalder, PhD! www.businessmodelgeneration.com Twitter: business_design
  • 2. this was a three 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 used to be divided into …
  • 4. giving…
  • 5. …and taking
  • 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 −
  • 11. “ Business must be for profit but profit must also be for purpose ” Mads Kjaer co-founder MYC4
  • 12. profit potential + new school of old school conscientious corporations entrepreneurs social impact − + potential old school not- for-profits −
  • 13. interesting?
  • 14. interesting? YES?
  • 15. so
  • 16. we need new tools to come-up with business models beyond profit
  • 17. my mission today is to help you…
  • 18. … systematically look at business models
  • 19. … and learn how to develop business models
  • 20. what do business models have to do with social & environmental impact?
  • 21. it’s key if you want to come up with innovative ways to “do good” AND “do well”
  • 22. outline
  • 23. outline approach
  • 24. outline approach patterns
  • 25. outline approach patterns attitude
  • 26. outline approach patterns attitude process
  • 27. A approach
  • 28. does…
  • 29. … have a business model?
  • 30. … have a business model?
  • 31. … have a business model?
  • 32. … have a business model?
  • 33. … have a business model?
  • 34. … have a business model?
  • 35. buzz
 group

  • 36. discuss with your neighbor what a business model is and write down your definition
  • 37. which elements did you mention when you defined a business model? ?
  • 38. “ there is a lack of definition ”
  • 39. “ few companies understand their existing business model well enough ”
  • 40. so we came up with a way to master business models through…
  • 41. the BUSINESS MODEL CANVAS
  • 42. Def_Business Model a business model describes the rationale of how an organization creates, delivers, and captures value
  • 43. 9 BUILDING BLOCKS
  • 44. the 9 building blocks of a business model images by JAM
  • 45. CUSTOMER SEGMENTS images by JAM
  • 46. VALUE PROPOSITIONS images by JAM
  • 47. CHANNELS images by JAM
  • 48. CUSTOMER RELATIONSHIOPS images by JAM
  • 49. REVENUE STREAMS images by JAM
  • 50. KEY RESOURCES images by JAM
  • 51. KEY ACTIVITIES images by JAM
  • 52. KEY PARTNERS images by JAM
  • 53. COST STRUCTURE images by JAM
  • 54. key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
  • 55. key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
  • 56. images by JAM
  • 57. OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
  • 58. OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
  • 59. THE BUSINESS MODEL CANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 60. THE BUSINESS MODEL CANVAS 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!
  • 61. example

  • 62. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 63. 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
  • 64. 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
  • 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! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
  • 66. 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!
  • 67. 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!
  • 68. 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!
  • 69. the Canvas is a handy tool
  • 70. break‐out
 session

  • 71. map out the renowned business model of…
  • 72. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 73. a rough sketch of Grameen Bank…
  • 74. 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
  • 75. 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!
  • 76. 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!
  • 77. 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!
  • 78. B patterns
  • 79. “ pattern in architecture is the idea of capturing architectural design ideas as archetypical ” and reusable descriptions Christopher Alexandert, Architect
  • 80. buzz
 group

  • 81. how does a donor- funded business model look like? ?
  • 82. 3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS donations!
  • 83. 3rd party-funded business models 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!
  • 84. 3rd party-funded business models 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!
  • 85. “ The dependence of nonprofits on begging – oops, I mean fundraising – limits the sectorʼs self-respect, independence, ” vision, and impact Michael Shuman, author of “Going Local”
  • 86. example

  • 87. Iqbal Quadir dream had a
  • 88. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS mobile connectivity! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 89. 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!
  • 90. 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!
  • 91. 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!
  • 92. 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!
  • 93. 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!
  • 94. RESULTS
  • 95. Rashmi, 24 Bangladeshi village phone lady 2-3 $ daily income
  • 96. there are about 250ʼ000 women retailing telephone services in 60ʼ000 villages giving access to about 100 million people
  • 97. the 250ʼ000 telephones are producing revenues at an annual rate of well over $100 million for GrameenPhone
  • 98. each entrepreneur makes about $2 in profits per day or about $700 per year
  • 99. design from the customer perspective PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 100. blended value / triple bottom line social and environmental cost
  • 101. blended value / triple bottom line social and environmental cost social and environmental benefit
  • 102. C attitude
  • 103. “ 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
  • 104. business model prototyping napkin sketch
  • 105. business model prototyping napkin sketch Canvas
  • 106. business model prototyping napkin sketch Canvas business case
  • 107. business model prototyping napkin sketch Canvas business case field test
  • 108. key is: finding the appropriate business model
  • 109. so you need to generate options first!
  • 110. buzz
 group

  • 111. a silly exercise
  • 112. the silly cow exercise!
  • 113. Muuuuhhhh
  • 114. sketch out 3 business models..
  • 115. …in which I, the cow, play the main act!
  • 116. letʼs look at some examples…
  • 117. cows-for-advertising
  • 118. rent-a-cow-for-the-weekend
  • 119. got it?
  • 120. you got 2 minutes!
  • 121. you got 2 minutes! GO!
  • 122. example

  • 123. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 124. D process
  • 125. five phases of business model design mobilize set the stage
  • 126. five phases of business model design mobilize understand set the stage immersion
  • 127. five phases of business model design mobilize understand design set the stage immersion inquiry
  • 128. five phases of business model design mobilize understand design implement set the stage immersion inquiry execution
  • 129. five phases of business model design mobilize understand design implement manage set the stage immersion inquiry execution evolution
  • 130. financial spreadsheets environment analysis implementation roadmap SWOT and uncertainty analysis 141
  • 131. www.businessmodelgeneration.com
  • 132. THANK YOU!! www.businessmodelgeneration.com www.alexosterwalder.com (upcoming) www.businessmodelalchemist.com (upcoming new blog) Twitter: business_design