Business Models Beyond Profit - Social Entrepreneurship Lecture

199,461 views
188,509 views

Published on

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.

Published in: Business, Economy & Finance
48 Comments
621 Likes
Statistics
Notes
No Downloads
Views
Total views
199,461
On SlideShare
0
From Embeds
0
Number of Embeds
33,212
Actions
Shares
0
Downloads
16,014
Comments
48
Likes
621
Embeds 0
No embeds

No notes for slide

Business Models Beyond Profit - Social Entrepreneurship Lecture

  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

×