0
(social)
Business Models
- workshop -
Creating
traditional or social business
the same approach and the same tools ?
Knowledge
Know-how
Motivation
Behavior
Market
(society)
Shareholders
and capital
return
Product-oriented
operations
Resources
And infrastructures
Classic
entreprise
Investments a...
Knowledge
Know-how
Passion
Behavior
Vision
Society
(market)
Opérations axées sur
le changement social
Resources
and infrastructure
Financial
products
Investments and
working capital
...
Oh, oh…
It looks
that…
Oh yes!And if ?
For sure!
Awesome !
Uh…
You must go and look outside your office walls ...
Business
models
Needs
assumptions
Business
models
Value
proposition
ass...
and canvas are not missing!
The Business Model Canvas
Key partners Customer
segments
Key activities
Key
resources
Value
propositions
Customer
relation...
The Lean Canvas
Problem
Customer
segments
Solution
Key metrics
Unique
value
proposition
Unfair
advantage
Channels
Revenue ...
The Social Lean Canvas
Rowan Yeoman
Problem
Customer
segments
Solution
Key metrics
Unique
value
proposition
Unfair
advanta...
The Accelerator Canvas
The Young Foundation
With their evolution
Social
Business
Models
Canvas
9 blocs
concentrate
into 6 blocs
Why
and
indicators
Business
Model
Canv...
The canvas:
a structured brainstorming ?
Our values, our culture, our principles of action
Context
1
• In what geographical area the business model will be active?
• The activities will be subject to temporal, sea...
Problems & opportunities
2
• What are the major problems the social business model will face?
• What are the causes of the...
Users, beneficiaries, clients
3
• What will be the direct beneficiaries of the business model?
• Will they be simple users...
Products and services, value proposition
4
What?
• The business model will provide products, which ones?
• What will be th...
Channels, client relationship
5
• How will users know about your business model services and products?
• What relationship...
Resources, finances
6
• With what human resources (internal teams, external persons, service providers, volunteers...)?
• ...
Indicators
7
• How will we know if the social business model has been successful?
• How to measure immediate results?
• Ho...
Alliances and partnerships
8
• What will be the decision making process?
• What governance model will be internal?
• Is it...
…for creativity!
Resuming: 1 affirmation and 8 questions…
With whom?
Why?
Verifiable?
Who?
With what? What?
By what?
Our
v...
Time to test
www.socialbusinessmodels.ch
info@socialbusinessmodels.ch
Claude Michaud – Porte parole
claude.michaud@socialb...
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
Business models workshop: Creating traditional or social business, the same approach and the same tools ?
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Business models workshop: Creating traditional or social business, the same approach and the same tools ?

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This workshop at the university of Bern, in Switzerland, treat some aspects of business modelling, using different canvas, such as the "business model generation" from Osterwalder & Pigneur, the "Lean canvas" fom Ash Maurya and the Social Business Models Canvas.

It distinguishes also the continuum between extreeme approaches such as pure capitalist like Nespresso and pure social as Médecins sans frontières.

Published in: Business, Technology
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Transcript of "Business models workshop: Creating traditional or social business, the same approach and the same tools ?"

  1. 1. (social) Business Models - workshop - Creating traditional or social business the same approach and the same tools ?
  2. 2. Knowledge Know-how Motivation Behavior Market (society)
  3. 3. Shareholders and capital return Product-oriented operations Resources And infrastructures Classic entreprise Investments and working capital Results: mainly financial products Inspiré de: ESSEC Chaire entrepreneuriat social
  4. 4. Knowledge Know-how Passion Behavior Vision Society (market)
  5. 5. Opérations axées sur le changement social Resources and infrastructure Financial products Investments and working capital Social impact Societal value Inspiré de: ESSEC Chaire entrepreneuriat social Social entreprise
  6. 6. Oh, oh… It looks that… Oh yes!And if ? For sure! Awesome ! Uh…
  7. 7. You must go and look outside your office walls ... Business models Needs assumptions Business models Value proposition assumptions Business models Construction Minimum viable product Construction Minimum viable product …using a canvas!
  8. 8. and canvas are not missing!
  9. 9. The Business Model Canvas Key partners Customer segments Key activities Key resources Value propositions Customer relationships Channels Revenue streamsCost structure Alexander Osterwalder & Yves Pigneur
  10. 10. The Lean Canvas Problem Customer segments Solution Key metrics Unique value proposition Unfair advantage Channels Revenue streamsCost structure Ash Maurya
  11. 11. The Social Lean Canvas Rowan Yeoman Problem Customer segments Solution Key metrics Unique value proposition Unfair advantage Channels Financial sustainabilityCost structure Existing alternatives Early adopters Social, environmental benefits Purpose
  12. 12. The Accelerator Canvas The Young Foundation
  13. 13. With their evolution Social Business Models Canvas 9 blocs concentrate into 6 blocs Why and indicators Business Model Canvas Lean Canvas 4 blocs change Cycle Lean startup Demming PDA Cycle Social Lean Canvas 2 new blocs
  14. 14. The canvas: a structured brainstorming ?
  15. 15. Our values, our culture, our principles of action
  16. 16. Context 1 • In what geographical area the business model will be active? • The activities will be subject to temporal, seasonal constraints? • Can the political or legal context strongly influence the business model? • The social context play an influence on the business model? • Can the model benefit from the technological context? • Environmental constraints exist? Where?
  17. 17. Problems & opportunities 2 • What are the major problems the social business model will face? • What are the causes of these problems? • What are the real and relevant needs related to these problems? • What are the objectives that the business model wants to achieve? • Are there unexplored opportunities? Why?
  18. 18. Users, beneficiaries, clients 3 • What will be the direct beneficiaries of the business model? • Will they be simple users? • Who will pay for the proposed benefits, users or other persons or organizations? • Are there indirect beneficiaries, who will gain some advantage from the benefits, even if they are not for them? • Are there indirect impacts in some segments of society? Who?
  19. 19. Products and services, value proposition 4 What? • The business model will provide products, which ones? • What will be the services developed by the business model? • Your business model will work by projects or streamed? • Will there be intangible products, such as "information packets"? • Services will be produced directly at the users places? • Can they be divided in primary and secondary?
  20. 20. Channels, client relationship 5 • How will users know about your business model services and products? • What relationship do you have with your users, direct and customized or self-service? • How will your benefits arrive in the hands of your users? • Are there some ways for your users to return you products? By what?
  21. 21. Resources, finances 6 • With what human resources (internal teams, external persons, service providers, volunteers...)? • What are the specific skills needed for the core business? • Which raw materials, consumables will you need? • What will be the process of production, the support activities, the administrative tasks? • Will you need production and maintenance equipment's, software support? • What will be your installations, furniture, infrastructure, logistics equipment, vehicles? • How much financial resources do you need for investment and funding working capital? • From where do these financial resources come (revenue, grants, investors, sponsors, other donors...)? With what?
  22. 22. Indicators 7 • How will we know if the social business model has been successful? • How to measure immediate results? • How to check the impact caused by the social business model? • What will be the measurement tools? • What will be the sources of information? • When measuring? Verifiable?
  23. 23. Alliances and partnerships 8 • What will be the decision making process? • What governance model will be internal? • Is it possible to have partners in the business model? • Or allies? • Organizations or individuals can play the role of prescribers (relays)? With whom?
  24. 24. …for creativity! Resuming: 1 affirmation and 8 questions… With whom? Why? Verifiable? Who? With what? What? By what? Our values! Where?
  25. 25. Time to test www.socialbusinessmodels.ch info@socialbusinessmodels.ch Claude Michaud – Porte parole claude.michaud@socialbusinessmodels.ch michaud.claude@gmail.com For other tools: Click on this page to visit the site
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