The document discusses and compares business models and impact models. A business model focuses on creating, delivering, and capturing value for profit, while an impact model prioritizes creating, delivering, scaling, sustaining and measuring social and environmental impact. The document argues that an impact model, which considers people, planet and profit, is needed to address today's social and environmental crises and regain public trust in business. An impact model framework called the "Impact Model Canvas" is introduced to help organizations design impactful business propositions.

1. BUSINESS MODEL VS
IMPACT MODEL
By Hendry Hartono SE. MM.

2. PART 1
BEYOND BUSINESS MODEL
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3. PART 1
BEYOND PROFIT
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4. PART 1
BEYOND PROFIT
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5. World changing: 250 years of population, economic and consumption growth,
Bina Nusantara and the impacts on our environment (sources: WEF, WWF, New Scientist).

6. CRISES OF...
POVERTY
PART 1 CLIMATE CHANGE
CONFLIC
BEYOND PROFIT
DEPRESSION
SUICIDE

7. Bina Nusantara

8. PART 2 BUSINESS MODEL
VS
IMPACT MODEL
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9. WHAT
IS A BUSINESS MODEL?
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10. PART 1
BEYOND PROFIT
A BUSINESS MODEL DESCRIBES THE
RATIONALE OF HOW AN ORGANIZATION
CREATES, DELIVERS, AND CAPTURES VALUE
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11. BEYOND PROFIT
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12. WHAT
BEYONDAN IMPACT MODEL?
IS PROFIT
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13. AN IMPACT MODEL DESCRIBES
THE
RATIONALE
OF HOW AN ORGANIZATION
CREATES, DELIVERS, SCALES,
SUSTAINS AND
MEASURES IMPACT
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14. NOTE
PEOPLE , PLANET, PROFIT
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15. People Planet Profit
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16. Why does it matter?
• People do not trust business. They increasingly see companies
as irresponsible, greedy and inhuman. Climate change and
economic downturn have accelerated new expectations.
• Businesses need to reengage people, to understand their
new priorities, rethink their role and propositions, work in new ways,
and enable people to do more themselves.
• Resolving the many paradoxes faced by customers who want the
best things but also to do “the right thing” and business leaders who
want to grow but in more responsible ways
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17. Social and environmental issues are more important than
ever.
For business, they represent some of the greatest
opportunities to find new markets of profitable growth, more
lasting and engaging sources of competitive advantage, and
more effective ways to reduce cost and risk.
Consumers no longer feel conflicted by the issues, but
committed to supporting change.
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18. People and planet and profit:
Economic growth is only
sustainable if business
activities are integrated with
social and environmental
priorities
(source: GeniusWorks).
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19. Ben Clarke from Kraft Foods says
“Sustainability is now about profit ... it is the opportunity of
the twenty-first century.” The business case for “people and
planet and profit” is based on both the profitable new
opportunities of sustainable markets – embracing these
issues within existing markets, and investing in new market
spaces such as renewable energies - and also on the
significant cost and risks likely to be incurred by
unsustainable practices in future.”
http://www.ceoforum.com.au/article-detail.cfm?cid=6063&t=/Ben-
Clarke-Kraft/Crosscultural-management-Krafts-
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20. CSR (corporate social responsibility) strategies were typically
peripheral compensation for the damages already done, relieving the guilt
of companies that couldn’t see the light. They were the clean caring icing
on the big dirty cake. They sought to protect superficial and increasingly
fragile reputations.
“People and planet and profit” is much more than that. It is about
moving the issues of sustainability from the fringes to the heart of
business. It demands that business leaders rethink fundamental strategic
questions – why we exist, where we should focus, how we are
different, and why people will choose it, want to work for us, and
invest in our business.
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21. BACK TO
BUSINESS MODEL
VS
IMPACT MODEL
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22. Iteration Number
IMPACT MODEL CANVAS Headline idea Designed by Date
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
Resources Purpose Marketing
- What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to
Proposition require? - How can we best serve? change to engage others fully with our proposition
- What is our strategic intent? and how can we best communicate this?
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

23. IMPACT MODEL CANVAS Grameen Danone Foods
Scale Strategy Brand Strategy
What systems do we need to have in place to reach maximum scale? What over-arching and engaging story are we going to tell to engage people?
What people structures do we need to service this delivery model? How do we appeal to head, heart and hand in a distinctive and authentic way?
How can we deploy these over time to achieve our goals? How are we going to start and maintain conversations?
Grameen Danone Foods has created a financially sustainable business model Grameen Danone Foods brings a story two powerful organizations coming
that creates a myriad of positive externalities. They scale through providing a together under the banner of a common cause to fight nutritionally deprived
viable and socially attractive investment opportunity in yogurt production facilities, populations in Bangladesh.They are focused on branding social enterprises as a
the business model covers all other costs. movement. They would like to be part of the evolution of capitalism, bringing
purpose front and center for the next generation.
Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users Local
How do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?
during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,
deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?
Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behaviours
How does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we can
our values, vision and org intent?
What ownership structures do you
cost-efficient? How are we What do we have to do to keep the mission-critical elements of the
user experience?
cost-efficient? How are we • Poor often tap into or piggy-back on?
need to ensure congruence and
integrating them with user habits?
How can we reach scale?
our collaboration and networks intact?
Our culture healthy?
integrating them with user habits?
How can we reach scale? malnourished • 30% of all
maximise imaoct?
• Building production
Grameen Danone children Bangladeshis and
Foods brings daily 56% of
• Maximizing impact • Grameen Bank facilities • Sales ladies distribute from Bangladesh
• Create broad healthy nutrition to • Entrepreneurial Bangladeshi
• Danone Foods • Production of low income the yoghurt door-to- children under the
awareness • Bangladesh products door distributors age of 5 suffer from
for social business nutritionally deprived • Micro farmers
Government • Product sales moderate to severe
• Ensure quality populations in • Factory workers malnutrition
• Distribution
control Bangladesh. They
Resources Channels & Marketing Donors Globe
• Enterprise as a offer a community
piece of
What Resources (stuff, people,
infrastructure) does out Value
based business Through which Channels are
we going to reach and keep
Who are our most important
donors and funders? What needs
What is the global context within
which we are working?
a worldwide move
Proposition require? model to in communication with our
donors and policy makers?
are they focused on meeting? What impacts potential and
current donor beliefs, values
Our Delivery Channels?
ment for social Our Funding Channels?
Our Fundraising Strategy?
produce yoghurt Which ones work best?
Which ones are most
and behaviours?
business
Our Growth Strategy? enriched with crucial cost-efficient? How are we There are approximately
integrating them with user habits?
Our partnerships?
nutrients at a price of How can we reach scale? 925 million malnourished
people in the world.
• Production sites
6 BDT (= 0.06 • Danone Food
EUR). The production • Gramene Bank There is a need for
• Micro farmers is designed to give as • Social enterprise employment all over the
• Collaboration partners • Private Investors world. There is
many people as networks
possible a job. • Investor Networks increasing need and call
for for biodegradable
PPP Costs packaging.
Financial Costs Revenue Streams PPP Impacts
What social and environmental costs are a direct or indirect outcome What are the most important costs inherent in our delivery model? What are our revenue streams? What prices are we charging? What outcomes do we value most for our target users?
of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change?
most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively?
purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience?
• Production facilities • The milk for the yoghurt is purchased
• Worker salaries from micro-farmers.
• none • Distribution to sales ladies • Revenue from product sales • Sales ladies distribute the yoghurt
• Internal and external communication door-to-door and receive a 10%
• Management provision.
• 50 production plants during the ten
years between 2006 and 2016
• Grameen Danone Foods is
responsible for the creation of about
1,600 jobs within a 30km radius
around the plant.
• Solar energy is used for heating up the
water
• Packaging of the yoghurt is fully
biodegradable

24. PURPOSE
- What is the reason the organisation exists?
- How can we best serve?
- What is our strategic intent?
Greatest challenge: Process innovation and partial ‘automation’ of impact
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25. PROPOSITION
- What value do we deliver to the user?
- What benefits are we making more accessible, usable or
enjoyable?
- How is this different from the status quo?
- What are the mission-critical elements of the user experience?
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26. CHANNELS /
MARKETING
- Through which Channels (media, touchpoints, delivery partners,
networks etc) are we going to reach our users and deliver value?
- Which ones are most efficient? Effective?
- How are we integrating them with user habits?
- How can we reach scale by using peer- and self-managed
Channels?
- What emotions, mindsets and behaviours do we need to
change and how can we best communicate this?
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27. USERS
- Whose needs are we focused on relieving?
- What exact problems are we helping to solve?
- What trends and insights are we capitalising on?
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28. ACTIVITIES
- What Activities does our Value Proposition require?
- Our Delivery Channels?
- Our Marketing?
- What do we have to do to keep our collaboration
and networks intact?
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29. RESOURCES
- What Resources does our Value Proposition require?
- Our Delivery Channels?
- Our Marketing?
- Our Collaborations?
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30. COLLABORATIONS
- Who are our key collaborators without which we could not
achieve our strategy?
- What power players can we bring on board to deliver change at
scale?
- Which Resources and Activities do they bring?
- What are their motivations for collabortion?
- What could get in the way?
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31. COSTS
- What are the most important costs inherent in our delivery
model?
- Which Key Resources are most expensive?
- Which Key Activities are most expensive?
- What do we need to invest in to ensure our Purpose is achieved?
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32. PPP COSTS
- What social, environmental and wellbeing costs are a direct or
indirect outcome of our Key Activities and Key Resources?
- How can we mitigate against this?
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33. REVENUES
- What are our revenue streams?
- Who are we charging and what price?
- What value are our funders / donors / users really willing to pay?
- How much does each Revenue Stream contribute to overall
revenues?
- What is break-even target?
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34. PPP IMPACTS
- What outcomes do we value most in alignment with our
Purpose?
- How can we measure these accurately and cost-effectively?
- Is there a way to include measurement within the user
experience?
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35. RISKS
- What are the most obvious risks associated with this model?
- What could get in the way?
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36. ASSUMPTIONS
- What core assumptions do we make about users, collaborators,
resources, channels and the world which underpin this model?
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37. Bina Nusantara

38. TEST CASE 1: PEE POO BAG
VIDEO 1
VIDEO 2
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39. TEST CASE 2 : Restore Products
The first: a brand of natural Restore cleaning products.
The second is the Restore Refilling station: a patented
in-store kiosk that allows consumers to bring back
empty product bottles and refill them. A machine reads
a bar code, mixes the product, refills the bottle, and
prints out a discount coupon.
The kiosk system helps to reduce costs for
manufacturers, retailers, and consumers while keeping
plastic out of landfills and reducing water consumption.
In 2002, Brown deployed kiosks in six stores. Today
there are 35 stores around USA, and also 14 refill
machines in in eight states. Laurie Brown, Minneapolis, Minn.
In 2002, revenue was just under $1 million.
Today revenue more than $15 million
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