Strumenti creativi per le Imprese Sociali
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Strumenti creativi per le Imprese Sociali

on

  • 419 views

VINCENZO DI MARIA ...

VINCENZO DI MARIA
Service designer con esperienza internazionale che si occupa di innovazione sociale e sviluppo sostenibile. Vincenzo ha un approccio olistico al design, che predilige le soluzioni centrate sull’utenza finale e la co-progettazione, senza mai perdere l’aspetto ludico dell’atto creativo. Con base a Siracusa, Vincenzo collabora con la rete internazionale di the HUB, si occupa di formazione tra Londra, Roma e Madrid mentre lavora su progetti innovativi che coinvolgono più settori, dal pubblico al privato, dal terzo settore all’impresa sociale. Vincenzo è anche network catalyst di commonground, una rete di professionisti che usano il proprio talento e la propria intraprendenza per generare impatto sociale positivo.

Statistics

Views

Total Views
419
Views on SlideShare
419
Embed Views
0

Actions

Likes
4
Downloads
17
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Strumenti creativi per le Imprese Sociali Presentation Transcript

  • 1. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 strumenti creativi per le imprese sociali 1 Vincenzo Di Maria [vincenzo@commongroundpeople.com] tw @vdmdesign @cmngrd www.commongroundpeople.com commongroundpeople [ ]
  • 2. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 vincenzo di maria 2 CREATIVITY . service design EMPATHY . social innovation STRATEGY . entrepreneurship
  • 3. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 3 commonground is where design meets positive social change commonground people CHANGE MAKER GLOCAL INNOVATION
  • 4. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 4 summer schools 2013
  • 5. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 innovatori o imprenditori sociali? 5 sociale creativo esperto imprenditoreriflessivo
  • 6. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 societing summer school 2013 6 mattina: la cassetta degli attrezzi pomeriggio: progettiamo insieme the rural hub design thinking user experience business model value creation stakeholders & resources mapping personas user journey map business model canvas ideas generation techniques 1 minute elevator pitch theory of change SROI
  • 7. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 7 la vostra cassetta degli attrezzi...
  • 8. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 8 ...le sfide che vi aspettano
  • 9. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 9 Strumento: in senso figurativo, mezzo, espediente atto a conseguire uno scopo preciso. Metodo: modo specifico di agire per approcciare qualcosa in maniera sistematica replicabile. Metodologia: sistema o collezione di metodi utilizzati in una particolare area di studio. Processo: serie di azioni o passi fatti per ottenere un determinato risultato o effetto, piano d’azione. Mindset: schema mentale, approccio alla progettazione. glossario
  • 10. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 10 caso di studio per illustrare il processo
  • 11. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 11 Gioco, Immagine e Parole [Naples] Mylene Jonker [Amsterdam] Euclid Network [London] Partners & Stakeholders [Naples] Unicredit Foundation [Milan] Jonas Piet [Rotterdam] Vincenzo Di Maria [Lisbon] www.gioconomics.org
  • 12. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 12 gioco immagine e parole - teatro sociale
  • 13. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 13 dalla cocreazione alla coproduzione
  • 14. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 14 approccio creativo all’innovazione sociale
  • 15. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 design come strumento di innovazione sociale 15
  • 16. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 16 meanwhile in the uk...
  • 17. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 17 design thinking
  • 18. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 design come processo creativo design ? problem idea solution 18
  • 19. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 19 ? ? ? ? ? ! ! ! ! ! ! ? problems ideas solutions insights iterate design come processo iterativo di problem solving
  • 20. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 20 #SDS2011 The Squiggle by Damien Newman, Central Inc. The Squiggle by Damien Newman, Central Inc. comunicare i processi creativi
  • 21. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 21 #SDS2 DISCOVER DEFINE DEVELOP DELIVER uble Diamond as described by the Design Council double diamond by design council 2005 pensiero divergente - pensiero convergente
  • 22. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 22 Dschool Stanford design thinking per l’impresa
  • 23. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 23 CODESIGN 0% partecipazione 100% CONTROLlo 100% partecipazione 0% CONTROLlo coproduzione autorialità consultazione progettazione partecipata autogestione autoproduzione cocreazione utentiprogettista fiducia / proprietà intellettuali gradi di partecipazione nei processi di progettazione
  • 24. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 24 Malkovich bias: credere che tutti pensino come te
  • 25. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 25 quando il risultato è piÙ della somma dei singoli
  • 26. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 26 co-design con gli investitori e gli stakeholder
  • 27. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 people-centred divergent ideas co-design value creation prototype system thinking 27 principi di design thinking EMPATia creatività strategia
  • 28. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 28 Turn each circle into an object * non abbiate paura di esprimere le vostre idee
  • 29. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 29 ripetiamo, il potere dell’iterazione
  • 30. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 30 prototipare = pensare con le mani
  • 31. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 31 prototipare interazioni ed esperienze
  • 32. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 32 prototipare servizi e sistemi
  • 33. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 33 prototipare e testare l’offerta di valore
  • 34. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 34 * prototipate una busta utilizzando un foglio A4
  • 35. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 35 cosa prototipare? © Participle Ltd. // www.particip 18 ‘works like’ What do prototypes prototype? ‘looks & feels like’ ‘fits like’ LOOK & FEEL ROLEIMPLEMENTATION
  • 36. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 36 Houde & Hill (1992) 3 ± 1 tipi di prototipo
  • 37. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 37 * il gioco della sedia
  • 38. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 38 una seduta per the rural hub
  • 39. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 39 1. intervista utente 3. serie di idee una per postit 2. consultazione cocreazione 5. punti di forza valore creato 4. prototipo disegnato 6. integrazione contesto EMPATia creatività strategia esercizio di design thinking -10 minuti
  • 40. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 40 user experience
  • 41. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 41 service ecology - uno sguardo d’insieme
  • 42. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 42 personas - strumento per capire meglio l’utenza
  • 43. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 43 scenario - strumento per comunicare un’esperienza
  • 44. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 44 experience map - mappare la percezione dell’utente
  • 45. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 45 emotional experience - mappare umori ed emozioni
  • 46. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 46 visualizzare i processi facilita la comprensione
  • 47. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 47 roleplay user experience - prototipare interazioni
  • 48. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 48 serious play: progettare con post it e playmobyl
  • 49. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 49 service blueprint - strumento operativo interno
  • 50. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 La user journey map descrive un servizio dall’esterno verso l’interno (percezione) Il service blueprint descrive un servizio dall’interno verso l’esterno (come funziona) Entrambe le tecniche grafiche si basano sulle diverse fasi dell’esperienza dell’utente e sulle interazioni visibili al pubblico, riportando in parallelo anche i processi e le funzioni interne visibili solo agli erogatori del servizio. 50 differenze tra user journey map e service blueprint
  • 51. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 51 value creation
  • 52. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 52 tra sostenibilità economica e impatto sociale
  • 53. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 53 mappare gli attori del sistema - stakeholder map
  • 54. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 54 comunicare il valore di scambio - elevator picth
  • 55. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 55 The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model strumenti per elaborare la proposta di valore
  • 56. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 56 business model
  • 57. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 57 da business plan a business model - parole & numeri - missione dell’impresa - ricerca di mercato, competizione - risorse, team e struttura - rappresentazione modello - spiega la creazione di valore - monetizzazione & transazione - rapporto con il cliente
  • 58. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 3Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Osterwalders Business Model Canvas: The Building Blocks 58 osterwalder business model canvas Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)
  • 59. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 201322Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments 59 Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl) business model canvas - building blocks
  • 60. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Eliminate/Reduce Costs Create/Raise Value 60 Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl) creazione di valore oltre i costi di gestione
  • 61. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 61 19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl) Key Partners Key Activities Value Proposition Relationships Channels Revenue Streams Key Resources Cost Structure Customer Segments Eliminate/Reduce Costs Create/Raise Value Best Sustainable Equilibrium max. value capture for the company max. valuefor the user creazione di valore per tutti gli stakeholders Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)
  • 62. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 29Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com) 62 analisi #1
  • 63. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 63 30Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com) analisi #2
  • 64. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com 64 analisi #3
  • 65. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com 65 analisi #4
  • 66. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 66 sembra facile?
  • 67. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 67 capire lo scambio di valore
  • 68. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 68 What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. buon lavoro...
  • 69. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 69 progettiamo insieme il primo rural hub italiano
  • 70. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 70 usate le risorse umane e le esperienze professionali
  • 71. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 71 iniziamo dalLE VOSTRE ASPETTATIVE
  • 72. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 72 Rural Hub è il primo luogo in Italia che mette in connessione e consente lo scambio e la condivisione tra persone, idee e progetti dell’innovazione sociale applicata alla ruralità. che cos’è uno rural hub? • luogo condiviso di vita (coliving) e lavoro (coworking) • centro di studi e ricerca permanente sull’innovazione sociale applicata alla ruralità • aula rurale e multimediale di formazione • sede locale e globale di eventi diffusi • agenzia di Marketing e Societing Mediterraneo • Incubatore, Mentoring e Project Financing per Rural Start-up • connettore tra gli innovatori e i change maker rurali e iVenture Capitalist
  • 73. 73 gruppi di lavoro
  • 74. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 74 preparate la vostra tavolozza
  • 75. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 75 stakeholders & resources mapping personas user journey map business model canvas ideas generation techniques 1 minute elevator pitch theory of change SROI creazione output pratici per the rural hub 30’ 30’ 30’ 5’ 5’ 5’ making sessions - teams collective thinking
  • 76. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 76 stakeholders & resources mapping 30’
  • 77. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 77 mappate risorse (the global food system)
  • 78. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 78 personas user journey map 30’
  • 79. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 79 chi sono i potenziali utenti del Rural hub?
  • 80. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 80 30 minuti - da societing a esperienza rurale ruralità 2.0 | contadino 2.0 | smart rural
  • 81. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 81 ideas generation techniques 30’
  • 82. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 82 nuove idee per the rural hub
  • 83. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 83 • Post-pone and withhold your judgement of ideas • Encourage wild and exaggerated ideas • Quantity counts at this stage, not quality • Build on the ideas put forward by other • Every person and every idea has equal worth www.brainstorming.co.uk brainstorming rules
  • 84. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 84 speculazione creativa
  • 85. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 85 10 minuti - Chindogu, idee iperfunzionali
  • 86. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 86 pensare al contrario
  • 87. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 87 10 minuti - esplorazione dell’antisoluzione
  • 88. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 88 [protect] [share] condividete le vostre idee
  • 89. 89 break
  • 90. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 90 business model canvas 5’
  • 91. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 91 comunicare e condividere la proposta di valore
  • 92. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 92 theory of change SROI 5’
  • 93. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 93 chi sa fare un buon tiramisù? input > output > outcome
  • 94. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 94 A theory of change is a strategy or blueprint for achieving large-scale, long-term goals. It identifies the preconditions, pathways and interventions necessary for an initiative's success. www.skollfoundation.org/skollawards/glossary.asp www.theoryofchange.org theory of change - teoria del cambiamento • Evaluation • Behaviour change • Outcome/goal/vision • Output • Impact (change) • Assumptions • Interventions • Indicators
  • 95. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 95 pianificazione e progettazione retroattiva
  • 96. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 96 Stakeholders Stakeholders Theory of ChangeAge Unlimited Project title: Forward Thinking Programme Long-term impacts Key assumptions Key assumptions Key assumptions Key assumptions Key assumptions Key assumptions Key assumptions Key assumptions - By preparing for later life and having plans/actions in place people embrace the future. - Men wil need coping skills for future challenges which may ‘derail’ their planned behaviour. - There will be enough information and support to allow men to make first steps towards planning change in lifestyle. - The forums will be regular meetings in order to build/establish a network of participants - There are appropriate services and amenities within the community and they are accessible to older people. - Proposed interventions will lead to behaviour change. - Expert input will be required from participants e.g. seminars. - Participants will have individual requirements. e.g. form filling, personalised budgets - Ambassadors capable of refering people to other care services - Do people need a record of their progress? - New user-led groups will need help in organising promotion/venues/ mailouts... - Men want to become optimal agers and make a change to be more in control - Some men approaching the programme will require referal to other care support services before enroling - Men to get engaged and stay engaged in the programme. - Men will be interested in the idea of future planning - Roles and topics are appropriate to this audience. - The programme is aiming to prevent people from becoming further isolated Target customers Entry point Problem Interventions Interventions Output Output Output Output Output Output (Isolated) MEN living in Hackney in mid-life (50-65) Possibly from Ethnic minority backgrounds. Single or living alone. Unemployed / low salary / early retirement. May have mental health concerns. Men hear about the programme through friends, referrals from public services, (promotions). Ambassadors will advocate and promote participants. Promoted through alternative locations (e.g. betting shops, barbers, pubs). Men attend peer-led discussion forums on selected topics. Older people themselves facilitate an exchange of problems, solutions and ideas for preparing for later life. Services, activities and local groups around the relevant topic are discussed. Men receive resources capturing and distributing relevant learning from forum. Men are signposted to new services and activities. Ambassadors are recruited and trained to offer peer-led support and sign post services. Ambassadors talk through plans, provide a helping hand e.g. form filling and offer suggestions. Ambassadors advocate programme. Men who feel motivated to plan for the future but don’t know where to start. [Future - women in Mid-life] Men are aware of available options and feel ‘empowered’ to take responsibility of their future planning Men identify the support networks, formal and informal, that are available and know how to get help with issues. Men establish new friendships and networks within the community Men take up new activities individually or through local groups Outcome More engaged with the community and increased social inclusion (maybe through volunteering or involvement in local activities/ clubs/groups) Outcome More confidence, raised self-esteem and mental wellbeing. Outcome Better prepared to deal with future challenges (because they have the support of the ambassador? or they have identified their support network?) Outcome More physically active (through exercise and leisure activities within the community) 50-65 year old men in Hackney are better informed and prepared to become optimal agers in later life Mission: Help to make later life a more fulfilling and positive experience How do we communicate to men with pride that there is advice or learning involved? Regular sessions need appropriate venues and facilitators. Who can help or get involved? Mental health services? Housing services? Socail care services? Men engage in planning behaviour, seek advice and support from the services that they require - where, with whom? 3rd Sector support groups: Hackney Carers, Shoreditch SPA Older peoples voluntary organisations: Sharp End Community Groups: BME groups, Turkish speaking groups, Asian women groups, Bengali housing groups, Jewish community groups Other voluntary organisations who want to engage with older men – friend or foe? PCT, doctors surgeries Unemployment and benefit – The Job Centre Citizens Advice Bureau and other advice organisations Hackney Homes London Borough of Hackney Mayors office – older people’s champion Social services Men and women in mid-life Agewell Sandwell! Men are increasing becoming more isolated than their female counterparts. Older men are not aware of options available to them. Men are currently not engaging with the activities in the community. 1 2 3 6 8 9 10 11 12 7 4 5 Theory of Change Project title: Key assumptions Target customers Key assumptions Key assumptions Key assumptions Key assumptions Key assumptions Stakeholders Stakeholders OutcomeOutcomeOutcome Long-term impacts Output Output Output Interventions Entry point Problem progettare insieme il cambiamento sociale
  • 97. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 97 SROI - SOCIAL return on investment A framework for measuring the impact of changes created by a project or organisation upon social, environmental and economic value.
  • 98. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 98 • Project stakeholders are any individuals or groups who are affected, positively or negatively, by the changes brought about by the project • Project outputs are the specific deliverables that a project or activity produces eg 50 people trained in IT skills, 500 vegetable boxes delivered each week to low-income households • Project outcomes are the changes resulting from a project or activity for all its stakeholders eg greater self-confidence, people returning to work, improved health, new interest in food production, greater community spirit. • Proxies and indicators are the criteria that help us measure and convert the impact into monetary value • Project impact is the difference between the outcomes for the stakeholders as a result of the project and the situation that would have occurred anyway, adjusting for deadweight and displacement SROI glossario
  • 99. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 99 esempi di logic model Theoretical model Actual model Outcomes (experienced/observed by participants) Improved physical health of children and parents Avoidance of family crisis – family able to cope Improved educational training and status Improved skills and wage earning opportunities Improved livelihood generation Increase in lifespan of adults and children, improved ART adherence Improved mental health of parents, caregivers and children Reduction in stigma experienced Outputs Experienced by participants and other stakeholders Impacts Big picture changes for a wider group of people CHAHA activities Nutritional support Household support Educational training Vocational training Income-generating Health, OI Counselling, mental health Stigma sensitisation Outputs (experienced by participants and other stakeholders) Receipt of food rations Receipt of nutritional education Receipt of emergency help – water filters, bed nets, roofing sheets, cost of funeral Receipt of ongoing schooling through fees payment, books, uniform, support from outreach worker for better attendance Receipt of vocational training, skills building and mentoring Receipt of income- generating project start up support, grants and training Referred and linked to health services and CTX Referred and linked to counselling services Received family counselling Received anti-stigma sensitisation Outcomes Changes experienced/ observed by participants Inputs i.e. time, grants, staff, volunteers Activities CHAHA project activities Inputs Staff at SSR, SR Logistics Funding for direct and indirect support Funding for medical emergency support Funding for developing linkages and advocacy Supporting community action on AIDS in developing countries SOCIAL RETURN ON INVESTMENT: CHAHA PROGRAMME A report by Kaushik Biswas, Goverdhan Kummarikunta, Anandita Biswas and Liza Tong International HIV/AIDS Alliance
  • 100. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 100 SOCIAL RETURN ON INVESTMENT: CHAHA PROGRAMME >> REPORT 2010 TABLE 6: SROI ratio calculation Stakeholder No. stakeholders Outcome Indicator description Indicator Outcome incidence Deadweight Incidence (after 3 year programme) after deadweight Attribution proportion Incidence after attribution and deadweight Financial proxy description Proxy in IR Total value produced in IR Value year 1 Drop off year 1 Value year 2 Drop off year 2 Value year 3 Drop off year 3 Value year 4 Drop off year 4 Value year 5 Total value in IR NPV PPP conversion $ equivalent Children living with and affected by HIV 18,531 Improved health status (nutrition) No. of children with improved health (and weight gain) who have received nutrition support through CHAHA and/or Government 0.3 5,559.3 0.10 5003.4 0.50 2,501.7 Avoided costs of travel, health support and medicine 20,500 51,284,543 51,284,543 0.10 15,385,363 0.20 4,102,763 0.30 957,311 0.40 191,462 71,921,443 66,420,67 26,568,269 1,132 Older children have better income prospects No. of children created income opportunities through vocational training 0.30 339.7 0.05 322.7 0.40 129.1 Increase in earning potential through income- generating projects 18,0000 23,237,874 23,237,874 0.10 6,971,362 0.10 2,091,409 0.20 557,709 0.30 130,132 32,988,487 30,421,99 12,168,799 15,854 Improved educational attendance and status No. of children benefitted from educational support 0.40 6,341.7 0.10 5707.5 0.25 1,426.9 Increase in earning potential through employment 22,500 32,104,958 32,104,958 0.10 9,631,487 0.10 2,889,446 0.20 770,519 0.30 179,788 45,576,198 42,030,391 16,812,156 Parents/ Caregivers 1,547 Improvement in livelihood status No. of people employed/ with additional income through income- generating 0.30 464.1 0.10 417.7 0.7 292.4 Increase in earning potential through income- generating projects 18,0000 52,628,940 52,628,940 0.10 15,788,682 0.10 4,736,605 0.20 1,263,095 0.40 252,619 74,669,941 68,868,019 27,547,208 778 Improved health status No. of people accessing ART, with increased drug adherence, reduction in OI and health expenditure, receiving support for childcare 1 778.1 0.05 739.1 0.20 147.8 Savings in cost of ART, travel, medicine 20,500 3,030,505 3,030,505 0.10 909,151 0.20 242,440 0.20 64,651 0.30 15,085 4,261,833 3,934,148 1,573,659 19,480 Increased confidence and positive living No. of people disclosing status and accessing services 0.42 8,181.6 0.05 7,772.5 0.50 3,886.3 Monetary cost of referred services accessed – transport pass, medical insurance 8,400 32,644,584 32,644,584 0.10 9,793,375 0.20 2,611,567 0.40 522,313 0.60 69,642 45,641,482 42,171,330 16,868,532 15,561 Reduction in community, societal stigma No. of people able to earn some form of living as a result of increased confidence/ reduced stigma 0.25 3,890.3 0.05 3,695.7 0.40 1,478.3 No. of working days and average salary 18,000 26,609,310 26,609,310 0.10 7,982,793 0.20 2,128,745 0.30 496,707 0.50 82,785 37,300,341 34,450,415 13,780,166 24 SROI - ratio calculation
  • 101. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 101 ‘’ Not everything that can be counted counts, and not everything that counts can be counted” tradurre il valore...
  • 102. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 102 1 minute elevator pitch 5’
  • 103. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 103 An elevator pitch (or elevator statement) is a short summary used to quickly and simply define a product, service, or organisation and its value proposition. The name "elevator pitch" reflects the idea that it should be possible to deliver the summary in the time span of an elevator ride, or approximately thirty seconds to two minutes. [wikipedia] the rural hub in 30 secondi / 140 caratteri
  • 104. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 104 TWEET PLEASE: THE RURAL HUB È...
  • 105. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 105 grazie e buona continuazione Vincenzo Di Maria [vincenzo@commongroundpeople.com] tw @vdmdesign @cmngrd www.commongroundpeople.com commongroundpeople