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‘Social Return’ Digital Strategy

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My Action Learning Project (ALP) for INSEAD's online programme: Strategy in the Age of Digital Disruption.

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‘Social Return’ Digital Strategy

  1. 1. MBA Programme in the world Financial Times 2016 & 2017 ‘Social Return’ Digital Strategy
  2. 2. MBA Programme in the world Financial Times 2016 & 2017 Executive Summary • NGOs & Civil society organizations(CSOs) face hardships in attaining funds not only from donors but also from the private sector corporates who are investing in shared value projects as part of their corporate social responsibility strategies. • ‘Social Return’ is an online platform which helps corporates who want to invest in shared value activities from civil society organizations by suggesting relevant projects by sector/industry. It will measure the social impact of each project by compiling a report which will qualify and quantify the company’s social return on investment. SR Platform Features  Leveraging Digital SROI Reporting Reviews & Rating Smart Matchmaking
  3. 3. MBA Programme in the world Financial Times 2016 & 2017 Situation: Perspective on digital disruptions • Current project matching is been done mostly offline as well as reporting and assessment  It should be made easier for users to have access anytime, anywhere to their projects, collaborators, and exposure to the network & platform’s directory. • Online networking for business collaboration, a platform such LinkedIn has disrupted the whole concept of project hunting, fund hunting(other platforms), business directories, and individuals among many other aspects. • These changes are considered the basis of the online platform I’m willing to establish in order to be part of this disruption in the industry of private organizations collaboration with the non-profit / civil society sector. • Social Return is an in-progress business platform; therefore, it hasn’t faced challenges on its current situation yet. 32,000 CSOs 65,379 Companies Opportunity in Lebanon
  4. 4. MBA Programme in the world Financial Times 2016 & 2017 Situation: Perspective on digital disruptions Digital opportunity Businesses need to maintain their online reputation Businesses need to measure their return on investment CSOs are hunting for funds CSOs have plans / projects in the society
  5. 5. MBA Programme in the world Financial Times 2016 & 2017 Value Proposition • ‘Social Return’ is an online platform which helps corporates who are investing in shared value projects from civil society organizations. By measuring their social impact through qualifying and quantifying the company’s social return on investment and by helping those companies find suitable civil society organizations in order to invest in their existing or new shared value projects. Resource cost Building the algorithm for smart matchmaking Building online platform populating data of companies’ & CSO profiles Cost of starting up is lowered because of digital + on the longer run, if it equals or is less than the cost of man hours then it’s a winning digital business. WTP because of technology • Reviews & rating on companies & CSOs i.e users • Access database anywhere, anytime • Smart suggestions of projects, therefore less research, effort, & time • Full detailed report on the SROI
  6. 6. MBA Programme in the world Financial Times 2016 & 2017 Value Proposition Market data assessment • Number of companies already investing in shared value projects i.e CSR budgets & activities • Number of companies and CSOs measuring social return on investment • Number of CSOs in Lebanon: 32,000 • Number of companies in Lebanon: 65,379 Sustainable competitive advantages • Network of civil society organizations and private sector companies • Unique smart matchmaking algorithm innovative technology • Partners
  7. 7. MBA Programme in the world Financial Times 2016 & 2017 Strategy Execution Plan CSO projects / fields Company CSR budget Company investment target Profiles on platform Smart matchmaking technology Company investment in CSO project Social return on investment report Rating / review Industry Value Chain • SROI Report • Users Partners • RevenueAdvertisers Exposure Credibility Direct + Indirect Links
  8. 8. MBA Programme in the world Financial Times 2016 & 2017 Strategy Execution Plan
  9. 9. MBA Programme in the world Financial Times 2016 & 2017 Strategy Execution Plan Key Resource Stocks Network / PR Knowledge •Companies •CSOs •Technologists •Web Developers •Social Entrepreneurs •Corporate social responsibility professional + academic knowledge •Business Development experience •Business Management experience & skills •Starting up a business Activities •PR / Advertising •Market Research •Database collection •Partnership with ministry of social affairs •Selling ad space on platform •Acquire users / subscribers •Lose users •Platform bugs •Extra development/building costs •Costs of learning from lean startup method
  10. 10. MBA Programme in the world Financial Times 2016 & 2017 Strategy Execution Plan Threat to sustainability: Imitation / innovation by entrants New value to the market • Raise WTP: providing analysis for company’s investment by giving qualitative & quantitative facts of its social impact. • Companies’ activities might not bring them in direct revenues; however, they are impacting societies.This impact in turn, will bring in business at some point, or at least this is what private companies aim for. Value Creating Ability • Sector’s disruption: Data at users fingertips & knowing all the projects which CSOs are doing anywhere, anytime. • Create value in: gathering all the information on the projects which CSOs are doing or can do. • Create value by: having companies’ project type/sector/industry of interest on the platform. • Capture value by providing reports on social return on investment. ~ $10K
  11. 11. MBA Programme in the world Financial Times 2016 & 2017 Key uncertainties about WTP and resource costs • Revenue model • SROI report fees • Final cost of building the portal including all features Strategy Execution Plan Short Run Strategic Agility Gain insight and reduce uncertainty  • Survey to all companies + CSOs • Web/app developers build platform • SROI network cost for SROI report • 2 free projects + deliver their reports • Close 1 partnership deal before platform goes live
  12. 12. MBA Programme in the world Financial Times 2016 & 2017 Appendix Terminology • CSR: Corporate Social Responsibility • Shared value projects = CSR projects • CSO: Civil Society Organization • NGO: Non Governmental Organization • SROI: Social Return On Investment • BD: Business Development
  13. 13. MBA Programme in the world Financial Times 2016 & 2017 • Ease of use of digital platforms. i.e: digital literacy & knowledge • Shift in behavioral habits isn’t very easy in all sectors • Expanding user base i.e digital marketing among competition • The reporting function requires users input on the platform • Users are required to give ratings & reviews Factors Slowing Down Digital Appendix Pros • Quick • Agile • End product = The business Cons • Centralized around the founder • Acceleration cost • No guarantee on retaining business value or initial investment Pros and Cons of the Proposed Strategic Plan
  14. 14. MBA Programme in the world Financial Times 2016 & 2017 Appendix Customer segments / product & segments seeing leap in value • Private companies are benefiting by finding all CSOs on the platform as they might not be aware of their projects earlier. • CSOs are benefiting from finding those private companies which are investing in shared value projects, since before the platform they were finding it very hard to collaborate with those private entities. • The big corporates are seeing the smallest leap in value since they already have centralized strategies for spending their CSR budgets, i.e: they already have CSOs which they collaborate with in Lebanon. • The reporting mechanism is the most impacted since the platform is providing the companies with measured value on their investments in projects, i.e: social return on investment. Usually companies invest but aren’t able to measure this social impact quantitatively.
  15. 15. MBA Programme in the world Financial Times 2016 & 2017 • One clear sign that CSR in the region is gaining momentum is the number of companies that have joined the UN Global Compact • Governments, academia, and civil society organizations have important roles to play in their own right, as well as in partnership with companies, so that they can create an environment in which CSR will flourish. • Activities shouldn’t only be a PR tactic or part of a marketing strategy, however, companies must be able to quantify and qualify their social value and impact. Here comes the role of ‘Social Return’ which will measure companies’ social return on their investment. Current Corporate Social Responsibility (CSR) Activity in MENA Responsible Businesses Strategy Model Appendix
  16. 16. MBA Programme in the world Financial Times 2016 & 2017 Appendix Thank you for taking the time to read my digital strategy!
  17. 17. MBA Programme in the world Financial Times 2016 & 2017

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