Your SlideShare is downloading. ×
2nd session
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

2nd session

104
views

Published on

Published in: Business, Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
104
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Youth in ActionYouth in ActionYouth in ActionYouth in Action Social entrepreneurshipSocial entrepreneurshipSocial entrepreneurshipSocial entrepreneurship ---- A chance for the future?A chance for the future?A chance for the future?A chance for the future? IntroductionIntroductionIntroductionIntroduction to CANVAS methodologyto CANVAS methodologyto CANVAS methodologyto CANVAS methodology TTTT aaaa nnnn dddd eeee mmmm SSSS oooo cccc iiii aaaa llll SSSS.... CCCC.... CCCC.... LLLL.... NIF: F65570400 www.tandemsocial.com hola@tandemsocial.com Trafalgar Street, 25 2nd 2, 08010 Barcelona
  • 2. IndexIndexIndexIndex • Barcelona program • Social business • Examples of social enterprises • Competition Youth in Action project • Business Model - CANVAS methodology 2 • Business Model - CANVAS methodology • Conclusions
  • 3. Barcelona program, September 2013 • Friday 13Friday 13Friday 13Friday 13: – 8.45h – 9.30h Welcome coffee – 9.30h–11h. Visit social business: Apunts – 12h–14h Visit social business: Formació i Treball – 14h–16h Lunch in Formació i Treball (Social Business) – 16h –18h 1st session: Introduction to social entrepreneurship and social business. Palau Macaya 3 business. Palau Macaya – 20.30h Dinner at Dones de Foc (Social Business) • Saturday 14Saturday 14Saturday 14Saturday 14: – 11h11h11h11h----13h 213h 213h 213h 2ndndndnd session: Discussion about business ideas with a social impact,session: Discussion about business ideas with a social impact,session: Discussion about business ideas with a social impact,session: Discussion about business ideas with a social impact, introduction to CANVAS methodology.introduction to CANVAS methodology.introduction to CANVAS methodology.introduction to CANVAS methodology. – 14h. Lunch in Norai (Social business) Museu Marítim de Barcelona – Free afternoon • Sunday 15Sunday 15Sunday 15Sunday 15: Departure day
  • 4. Useful addresses in Barcelona • Friday 13Friday 13Friday 13Friday 13: – 8.45h – 9.30h Welcome coffee at Guitó bar. Gran Vía 539, Barcelona. A terrace on the corner with Villarroel Street. How to go: walk to pza glories take Metro L1 Red line stop in Urgell. Exit: Villarroel street. – 9.30h–11h. Visit social business: Apunts. Consell de Cent, 217 bajos Barcelona. How to go: walk to pza glories take Metro L1 Red line stop in Urgell – 12h–14h Visit social business: Formació i Treball. C Llull, 430. Sant Adrià de Besòs, Barcelona – 14h–16h Lunch in Formació i Treball (Social Business) C Llull, 430. Sant Adrià de Besòs – 16h –18h Introduction to social entrepreneurship and social business: Palau Macaya. Pg Sant 4 – 16h –18h Introduction to social entrepreneurship and social business: Palau Macaya. Pg Sant Joan, 108, Barcelona – 20.30h Dinner at Dones de Foc (Social Business). Marina 240, Barcelona. How to go: Metro L2 purpure line stop: Monumental • Saturday 14Saturday 14Saturday 14Saturday 14: – 11h11h11h11h----13h 213h 213h 213h 2ndndndnd session: Discussion about business ideas with a social impact, introduction tosession: Discussion about business ideas with a social impact, introduction tosession: Discussion about business ideas with a social impact, introduction tosession: Discussion about business ideas with a social impact, introduction to CANVAS methodology.CANVAS methodology.CANVAS methodology.CANVAS methodology. Trafalgar 25 2nd, 2nd . How to go: walk to pza glories take Metro L1 red line, stop in Urquinaona – 14h. Lunch in Norai (Social business) Museu Marítim de Barcelona. Av. de les Drassanes s/n. How to go: L3 green line, stop: Drassanes • Sunday 15Sunday 15Sunday 15Sunday 15: Departure day
  • 5. IndexIndexIndexIndex • Barcelona program • Social business • Examples of social enterprises • Competition Youth in Action project • Business Model - CANVAS methodology 5 • Business Model - CANVAS methodology • Conclusions
  • 6. Fornon-profit 100% Social Business To analyze Social business born as a result of the detection of a social needsocial needsocial needsocial need and by an economiceconomiceconomiceconomic activityactivityactivityactivity aims to generate a positive impactpositive impactpositive impactpositive impact on society, even transforming the initial situation. Social Business concept 6 The combination of minimal elements and other elements form the framework of social business.The combination of minimal elements and other elements form the framework of social business.The combination of minimal elements and other elements form the framework of social business.The combination of minimal elements and other elements form the framework of social business. Depending on the level of participation and the degree of profit, it is determined the purity of socialDepending on the level of participation and the degree of profit, it is determined the purity of socialDepending on the level of participation and the degree of profit, it is determined the purity of socialDepending on the level of participation and the degree of profit, it is determined the purity of social business.business.business.business. Forprofit Private participation and decisions Participation and collective decisions Discard To analyze
  • 7. IndexIndexIndexIndex • Barcelona program • Social business • Examples of social enterprises • Competition Youth in Action project • Business Model - CANVAS methodology 7 • Business Model - CANVAS methodology • Conclusions
  • 8. Examples of social enterprisesExamples of social enterprisesExamples of social enterprisesExamples of social enterprises Environmental aspects….Environmental aspects….Environmental aspects….Environmental aspects…. TrencaTrencaTrencaTrenca is a non-profit organization that seeks to preserve and enhance the natural spaces through socio-educational and environmental actions. Today it is becoming a social enterprise, through the production and commercialization of organic oliveoliveoliveolive oiloiloiloil. They will continue its work of Countryside Stewardship Schemes while get the employment of people at risk of exclusion in the context of economic activity. So finally their activity breaks through two different impacts: socialsocialsocialsocial andandandand environmentalenvironmentalenvironmentalenvironmental impactimpactimpactimpact. http://trenca.org/en 8 SocialSocialSocialSocial EnterpriseEnterpriseEnterpriseEnterprise in UK working for bringingbringingbringingbringing waterwaterwaterwater to all people on the planet. Through a simple idea, “GiveMe Tap” is carrying out projects of water purification in developingdevelopingdevelopingdeveloping countriescountriescountriescountries, while reducing the cost of water to the northern countries. The social enterprise is establishing partnership agreements with restaurantsrestaurantsrestaurantsrestaurants around the world. You buy a "GiveMe Tap“ bottlebottlebottlebottle and with it enables you to getgetgetget freefreefreefree waterwaterwaterwater from a network of cafes and restaurants and helps another person in Africa get access to water. With the money raised through the sale of water bottles are developeddevelopeddevelopeddeveloped projectsprojectsprojectsprojects in developing countries. http://www.givemetap.co.uk/
  • 9. Examples of social enterprisesExamples of social enterprisesExamples of social enterprisesExamples of social enterprises Group of social enterprisessocial enterprisessocial enterprisessocial enterprises in France working the area of welfare and social exclusion, as well as education and child protection. http://www.groupe-sos.org 28282828 years of existence 10,00010,00010,00010,000 contributors More than 283283283283 establishments around the country 560560560560 million annual budget In 2011, shares of the various companies of the group have had a positive impact on more than 1 million people1 million people1 million people1 million people. Of these, 250,000250,000250,000250,000 were accompanied, treated or accommodated. Social aspects...Social aspects...Social aspects...Social aspects... 9 Social EnterpriseSocial EnterpriseSocial EnterpriseSocial Enterprise from a city near to Barcelona (El Prat de Llobregat). They work for socialsocialsocialsocial inclusion and employment of young people at risk of exclusioninclusion and employment of young people at risk of exclusioninclusion and employment of young people at risk of exclusioninclusion and employment of young people at risk of exclusion. They have two main lines of business: building reformsbuilding reformsbuilding reformsbuilding reforms and graphic design servicesgraphic design servicesgraphic design servicesgraphic design services. Saó Prat educates young people while encouraging them to continue their studiescontinue their studiescontinue their studiescontinue their studies. Thus, youth combine professional experience with the continuation of their academic studies. http://www.saoprat.net/
  • 10. Examples of social enterprisesExamples of social enterprisesExamples of social enterprisesExamples of social enterprises L’estocL’estocL’estocL’estoc is a social business which produce and sell self-designed furniturefurniturefurniturefurniture made from recycled materialsrecycled materialsrecycled materialsrecycled materials and furniture lack of use in order to create jobs for people withcreate jobs for people withcreate jobs for people withcreate jobs for people with intellectual disabilitiesintellectual disabilitiesintellectual disabilitiesintellectual disabilities. They work to improve and dignify their quality of life and their families. http://lestoc.com Shop: C / Almogavers 255, 08018 Barcelona Social aspects...Social aspects...Social aspects...Social aspects... 10 GlokalGlokalGlokalGlokal KneedKneedKneedKneed is a newly established company (2012) in the textiletextiletextiletextile industryindustryindustryindustry in order to promotepromotepromotepromote thethethethe inclusioninclusioninclusioninclusion ofofofof womenwomenwomenwomen atatatat riskriskriskrisk of social exclusion. Perform various textiletextiletextiletextile craftscraftscraftscrafts available in online sales and in some shops in Barcelona and San Sebastian. www.knitink.org
  • 11. Examples of social enterprisesExamples of social enterprisesExamples of social enterprisesExamples of social enterprises NOU VERD SCCLNOU VERD SCCLNOU VERD SCCLNOU VERD SCCL is a social initiative cooperative created in 1994 and was registered as “Special Employment CentreSpecial Employment CentreSpecial Employment CentreSpecial Employment Centre” in 1996. The aim is to promote and facilitate the employment of people with disabilitiesemployment of people with disabilitiesemployment of people with disabilitiesemployment of people with disabilities (primarily workers with mental illness). Nou Verd offers services in gardeninggardeninggardeninggardening (cleaning and maintenance of parks and green areas, pruning, irrigation, pesticide treatments, designing and planting new gardens, etc..) and a service of collection of vegetable oilscollection of vegetable oilscollection of vegetable oilscollection of vegetable oils from restaurants and school cafeterias, for the generation of biodieselbiodieselbiodieselbiodiesel. Social aspects...Social aspects...Social aspects...Social aspects... 11 generation of biodieselbiodieselbiodieselbiodiesel. They are currently developing a new project called “Social Energy from“Social Energy from“Social Energy from“Social Energy from PenedèsPenedèsPenedèsPenedès”,”,”,”, where they will offer heat energy coming from the biomass resulting from pruning the vines in the region. Currently employs 85 people.
  • 12. Examples of social enterprisesExamples of social enterprisesExamples of social enterprisesExamples of social enterprises LaLaLaLa TavellaTavellaTavellaTavella is an instrument of socialsocialsocialsocial andandandand laborlaborlaborlabor integrationintegrationintegrationintegration of people with intellectualintellectualintellectualintellectual disabilitiesdisabilitiesdisabilitiesdisabilities and/orand/orand/orand/or severesevereseveresevere mentalmentalmentalmental disorderdisorderdisorderdisorder based on the sale of certified organicorganicorganicorganic fruitsfruitsfruitsfruits andandandand vegetablesvegetablesvegetablesvegetables with the internet format "basket". The promoter is the Foundation “Viver de Bell-lloc”, non-profit organization established in 1982 with headquarters in Cardedeu (Barcelona). LaLaLaLa TavellaTavellaTavellaTavella collaborates with preservingpreservingpreservingpreserving locallocallocallocal varietiesvarietiesvarietiesvarieties of fruits and vegetables, the tastiest and highest performance, highlighting the work and experience of the farmers. Social and environmental aspects...Social and environmental aspects...Social and environmental aspects...Social and environmental aspects... 12 La Tavella currently employs 14141414 peoplepeoplepeoplepeople, 11 of them with disabilities. http://www.latavella.cat
  • 13. IndexIndexIndexIndex • Barcelona program • Social business • Examples of social enterprises • Competition Youth in Action project • Business Model - CANVAS methodology 13 • Business Model - CANVAS methodology • Conclusions
  • 14. Competition Youth in Action projectCompetition Youth in Action projectCompetition Youth in Action projectCompetition Youth in Action project • 5 groups (1 Cypriot – 1 Spaniard) • Think of a business idea of social enterprise (any sector) • Apply all concepts learned • Develop a CANVAS methodology 14 • Develop a CANVAS methodology • In Cyprus you will present to the group • There will be a winner
  • 15. IndexIndexIndexIndex • Barcelona program • Social business • Examples of social enterprises • Competition Youth in Action project • Business Model - CANVAS methodology 15 • Business Model - CANVAS methodology • Conclusions
  • 16. Business Model A business modelbusiness modelbusiness modelbusiness model describes the rational of how an organization createscreatescreatescreates, deliversdeliversdeliversdelivers, and captures valuecaptures valuecaptures valuecaptures value 16 What?What?What?What? Who?Who?Who?Who? How?How?How?How? How much?How much?How much?How much?
  • 17. CANVASCANVASCANVASCANVAS FromFromFromFrom AlexAlexAlexAlex OsterwalderOsterwalderOsterwalderOsterwalder Business Model: CANVAS HOW?HOW?HOW?HOW? WHO?WHO?WHO?WHO?WHAT?WHAT?WHAT?WHAT? 17 HOW?HOW?HOW?HOW? WHAT?WHAT?WHAT?WHAT? WHO?WHO?WHO?WHO? HOW MUCH?HOW MUCH?HOW MUCH?HOW MUCH? HOW?HOW?HOW?HOW? INFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTURE WHO?WHO?WHO?WHO? CUSTOMERSCUSTOMERSCUSTOMERSCUSTOMERS HOW MUCH?HOW MUCH?HOW MUCH?HOW MUCH? FINANCEFINANCEFINANCEFINANCE WHAT?WHAT?WHAT?WHAT? OFFEROFFEROFFEROFFER
  • 18. Example : SAÓ Prat WHAT?WHAT?WHAT?WHAT? WHO?WHO?WHO?WHO? HOW?HOW?HOW?HOW? HOW MUCH?HOW MUCH?HOW MUCH?HOW MUCH? 18 4.156 Associations 113 Foundations 2.935 Big companies 39.705 SMEs 328 Associations 6 Foundations 273 Big companies 2.897 SMEs Barcelonès Baix Llobregat El Prat de Llobregat 17.019 Associations 1.247 Foundations 15.121 Big companies 129.414 SMEs WHO?WHO?WHO?WHO? HOW MUCH?HOW MUCH?HOW MUCH?HOW MUCH? Profit and Loss 2.013 2.014 2.015 2.016 2.017 Total income 144.062 236.291 317.289 411.407 514.975 Other income 45.462 28.568 28.739 28.914 29.092 Income form sales 98.600 207.723 288.550 382.493 485.882 Strategy services 4.500 10.710 14.201 18.107 22.690 Dissemination material services 59.600 121.023 160.476 204.608 250.440 Web Services 34.500 75.990 113.872 159.778 212.752 Total costs 169.005 232.979 302.626 355.379 408.996 Staff costs 97.963 149.825 208.931 251.278 293.505 Administration staff 35.100 41.600 63.050 69.550 69.550 Production staff 62.863 108.225 145.881 181.728 223.955 Production costs 71.043 83.154 93.695 104.102 115.491 Fix production costs 55.109 56.211 57.335 58.482 59.652 Office Rent 6.000 6.120 6.242 6.367 6.495 supplies 1.200 1.224 1.248 1.273 1.299 Movile phone 2.400 2.448 2.497 2.547 2.598 Messaging 300 306 312 318 325 Cleaning 600 612 624 637 649 IT. 1.200 1.224 1.248 1.273 1.299 Renting computers 15.600 15.912 16.230 16.555 16.886 Consumables 7.085 7.227 7.371 7.519 7.669
  • 19. CANVASCANVASCANVASCANVAS FromFromFromFrom AlexAlexAlexAlex OsterwalderOsterwalderOsterwalderOsterwalder Business Model: CANVAS HOW?HOW?HOW?HOW? WHO?WHO?WHO?WHO?WHAT?WHAT?WHAT?WHAT? 19 HOW?HOW?HOW?HOW? INFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTUREINFRASTRUCTURE WHO?WHO?WHO?WHO? CUSTOMERSCUSTOMERSCUSTOMERSCUSTOMERS HOW MUCH?HOW MUCH?HOW MUCH?HOW MUCH? FINANCEFINANCEFINANCEFINANCE WHAT?WHAT?WHAT?WHAT? OFFEROFFEROFFEROFFER
  • 20. Business Model: CANVAS 20 20
  • 21. Business Model: CANVAS CANVASCANVASCANVASCANVAS From AlexFrom AlexFrom AlexFrom Alex OsterwalderOsterwalderOsterwalderOsterwalder ValueValueValueValue propositionspropositionspropositionspropositions CustomerCustomerCustomerCustomer segmentssegmentssegmentssegments KeyKeyKeyKey partnershipspartnershipspartnershipspartnerships Key resourcesKey resourcesKey resourcesKey resources KeyKeyKeyKey activitiesactivitiesactivitiesactivities CustomerCustomerCustomerCustomer relationshiprelationshiprelationshiprelationship 21 ChannelsChannelsChannelsChannels Cost structureCost structureCost structureCost structure Revenue streamsRevenue streamsRevenue streamsRevenue streams Key resourcesKey resourcesKey resourcesKey resources
  • 22. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexander Osterwalderper Alexander Osterwalderper Alexander Osterwalderper Alexander Osterwalder CustomerCustomerCustomerCustomer segmentssegmentssegmentssegments 22
  • 23. Customer segments CUSTOMERS SEGMENTSCUSTOMERS SEGMENTSCUSTOMERS SEGMENTSCUSTOMERS SEGMENTS For whom are we creating value?For whom are we creating value?For whom are we creating value?For whom are we creating value? Who are our most important customers?Who are our most important customers?Who are our most important customers?Who are our most important customers? • Mass Market • Niche Market 23 • Niche Market • Segmented • Diversified • Multi-sided Platform
  • 24. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder ValueValueValueValue propositionspropositionspropositionspropositions 24
  • 25. Value propositions What value do we deliver to the customer?What value do we deliver to the customer?What value do we deliver to the customer?What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve?Which one of our customer’s problems are we helping to solve?Which one of our customer’s problems are we helping to solve?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?What bundles of products and services are we offering to each Customer Segment?What bundles of products and services are we offering to each Customer Segment?What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying?Which customer needs are we satisfying?Which customer needs are we satisfying?Which customer needs are we satisfying? The most important thing is not what I want to sell only what the customer is willing to buyis willing to buyis willing to buyis willing to buy. 25 25 • Newness • Performance • Customization • Design • Brand/Status • Price • Cost Reduction • Risk Reduction • Accessibility • Convenience/Usability Customers care about THEIRTHEIRTHEIRTHEIR problems, not YOURYOURYOURYOUR solutions. CHARACTERISTICS:CHARACTERISTICS:CHARACTERISTICS:CHARACTERISTICS:
  • 26. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder 26 ChannelsChannelsChannelsChannels
  • 27. Channels Through which Channels do our Customer Segments want to be reached?Through which Channels do our Customer Segments want to be reached?Through which Channels do our Customer Segments want to be reached?Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are we reaching them now?How are we reaching them now?How are we reaching them now? How are our Channels integrated?How are our Channels integrated?How are our Channels integrated?How are our Channels integrated? Which ones work best?Which ones work best?Which ones work best?Which ones work best? Which ones are most costWhich ones are most costWhich ones are most costWhich ones are most cost----efficient?efficient?efficient?efficient? How are we integrating them with customer routines?How are we integrating them with customer routines?How are we integrating them with customer routines?How are we integrating them with customer routines? CHANNEL PHASES:CHANNEL PHASES:CHANNEL PHASES:CHANNEL PHASES: 27 27 1. Awareness 2. Evaluation 3. Purchase 4. Delivery 5. After sales CHANNEL PHASES:CHANNEL PHASES:CHANNEL PHASES:CHANNEL PHASES:
  • 28. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder CustomerCustomerCustomerCustomer relationshiprelationshiprelationshiprelationship 28
  • 29. Customer relationship What type of relationship does each of our CustomerWhat type of relationship does each of our CustomerWhat type of relationship does each of our CustomerWhat type of relationship does each of our Customer Segments expect us to establish and maintain with them?Segments expect us to establish and maintain with them?Segments expect us to establish and maintain with them?Segments expect us to establish and maintain with them? Which ones have we established?Which ones have we established?Which ones have we established?Which ones have we established? How are they integrated with the rest of our business model?How are they integrated with the rest of our business model?How are they integrated with the rest of our business model?How are they integrated with the rest of our business model? How costly are they?How costly are they?How costly are they?How costly are they? • Personal assistance 29 29 • Dedicated Personal Assistance • Self-Service • Automated Services • Communities • Co-creation
  • 30. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder 30 Revenue streamsRevenue streamsRevenue streamsRevenue streams
  • 31. Revenue streams For what value are our customers really willing to pay?For what value are our customers really willing to pay?For what value are our customers really willing to pay?For what value are our customers really willing to pay? For what do they currently pay?For what do they currently pay?For what do they currently pay?For what do they currently pay? How are they currently paying?How are they currently paying?How are they currently paying?How are they currently paying? How would they prefer to pay?How would they prefer to pay?How would they prefer to pay?How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?How much does each Revenue Stream contribute to overall revenues?How much does each Revenue Stream contribute to overall revenues?How much does each Revenue Stream contribute to overall revenues? FIX PRICEFIX PRICEFIX PRICEFIX PRICE –––– DYNAMIC PRICEDYNAMIC PRICEDYNAMIC PRICEDYNAMIC PRICE • Asset sale 31 31 • Usage fee • Subscription Fees • Lending/Renting/Leasing • Licensing • Brokerage fees • Advertising
  • 32. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder Key resourcesKey resourcesKey resourcesKey resources 32 Key resourcesKey resourcesKey resourcesKey resources
  • 33. Key resources What Key Resources do our Value Propositions require?What Key Resources do our Value Propositions require?What Key Resources do our Value Propositions require?What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?Our Distribution Channels? Customer Relationships? Revenue Streams?Our Distribution Channels? Customer Relationships? Revenue Streams?Our Distribution Channels? Customer Relationships? Revenue Streams? • Physical • Intellectual (brand patents, copyrights, data) • Human 33 33 • Human • Financial
  • 34. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder KeyKeyKeyKey activitiesactivitiesactivitiesactivities 34
  • 35. Key activities • Production • Problem Solving What Key Activities do our Value Propositions require?What Key Activities do our Value Propositions require?What Key Activities do our Value Propositions require?What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Our Distribution Channels? Customer Relationships? Revenue streams?Our Distribution Channels? Customer Relationships? Revenue streams?Our Distribution Channels? Customer Relationships? Revenue streams? 35 35 • Platform/Network
  • 36. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder KeyKeyKeyKey partnershipspartnershipspartnershipspartnerships 36
  • 37. Key partnerships Who are our Key Partners?Who are our Key Partners?Who are our Key Partners?Who are our Key Partners? Who are our key suppliers?Who are our key suppliers?Who are our key suppliers?Who are our key suppliers? Which Key Resources are we acquiring from partners?Which Key Resources are we acquiring from partners?Which Key Resources are we acquiring from partners?Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Which Key Activities do partners perform?Which Key Activities do partners perform?Which Key Activities do partners perform? • Optimization and economy •Strategic alliances between non- competitors MOTIVATIONS FOR PARTNERSHIPS:MOTIVATIONS FOR PARTNERSHIPS:MOTIVATIONS FOR PARTNERSHIPS:MOTIVATIONS FOR PARTNERSHIPS: TYPES OF PARTNERSHIP:TYPES OF PARTNERSHIP:TYPES OF PARTNERSHIP:TYPES OF PARTNERSHIP: 37 • Reduction of risk and uncertainty • Acquisition of particular resources and activities competitors • Coopetition: Strategic alliances between competitors • Joint ventures to develop a new ventures • Buyer-supplier relationships to assure reliable suppliers
  • 38. Business Model Model del LlençModel del LlençModel del LlençModel del Llenç per Alexanderper Alexanderper Alexanderper Alexander OsterwalderOsterwalderOsterwalderOsterwalder 38 Cost structureCost structureCost structureCost structure
  • 39. Cost structure What are the most important costs inherent in our business model?What are the most important costs inherent in our business model?What are the most important costs inherent in our business model?What are the most important costs inherent in our business model? Which Key Resources are most expensive?Which Key Resources are most expensive?Which Key Resources are most expensive?Which Key Resources are most expensive? Which Key Activities are most expensiveWhich Key Activities are most expensiveWhich Key Activities are most expensiveWhich Key Activities are most expensive • Fixed Costs (salaries, rents, utilities) COST DRIVENCOST DRIVENCOST DRIVENCOST DRIVEN ---- VALUE DRIVENVALUE DRIVENVALUE DRIVENVALUE DRIVEN 39 39 rents, utilities) • Variable costs • Economies of scale • Economies of scope
  • 40. Business Model: CANVAS EQUIPMENT NEEDEDEQUIPMENT NEEDEDEQUIPMENT NEEDEDEQUIPMENT NEEDED 20 minutes to start thinking….20 minutes to start thinking….20 minutes to start thinking….20 minutes to start thinking…. 1. Customer segments 2. Value propositions 3. Channels 4. Customer relationship 5. Revenue streams 6. Key resources 40 6. Key resources 7. Key activities 8. Key partnerships 9. Cost structure
  • 41. IndexIndexIndexIndex • Barcelona program • Social business • Examples of social enterprises • Competition Youth in Action project • Business Model - CANVAS methodology 41 • Business Model - CANVAS methodology • Conclusions
  • 42. Conclusions • SocialSocialSocialSocial businessbusinessbusinessbusiness could be in many different sectorssectorssectorssectors.... Where there is a socialsocialsocialsocial needneedneedneed could be a social business workingworkingworkingworking itititit • A businessbusinessbusinessbusiness modelmodelmodelmodel describes the rational of how an organization creates, delivers, and captures value • To define a business model we should think in our offerofferofferoffer, customerscustomerscustomerscustomers, 42 • To define a business model we should think in our offerofferofferoffer, customerscustomerscustomerscustomers, infrastructureinfrastructureinfrastructureinfrastructure needed and financefinancefinancefinance. • CANVASCANVASCANVASCANVAS methodology helps us sort our ideas and is a useful tool to start our business plan • Each group will have to think a socialsocialsocialsocial businessbusinessbusinessbusiness ideaideaideaidea and present the CANVAS in Cyprus • The best business idea raised, worked and viable it will obtain an awardawardawardaward
  • 43. 43 TTTT aaaa nnnn dddd eeee mmmm SSSS oooo cccc iiii aaaa llll SSSS.... CCCC.... CCCC.... LLLL.... NIF: F65570400 www.tandemsocial.com hola@tandemsocial.com Trafalgar Street, 25 2nd 2, 08010 Barcelona

×