Downloaded 14 times
Uploaded bySocial Business Models
SBM presentation on April 2016 for the SSBMG
The document presents an overview of social business models and emphasizes co-creation and collaboration among organizations focused on societal impact. It details various tools, training methods, and resources aimed at promoting social entrepreneurship and sustainable practices. The document also outlines future strategies for enhancing cooperation and the role of social values in governance.
More Related Content
Similar to SBM presentation on April 2016 for the SSBMG
More from Social Business Models
SBM presentation on April 2016 for the SSBMG
- 1. SSBMG presentation –April 2016 Introduction
- 2. Entrepreneur & social: total incompatibility or a converging possibility?
- 11. Profit and growth… what else? Noloss, no dividend !
- 13. Do we stillhave two splits ? Adapted from Patricia Kambitsch
- 14. Social Business Models inshort January 2016
- 15. One mission… Promote co-creation,sharing and use of the development and revision tools for social business models, among all actors involved, contributing to the sustainable existence of organizations with strong societal impact, social enterprises or enterprises in the field of the social and solidarity economy - ESS. 1. Collective intelligence as a source of innovation 2. Everyone's responsibility for social welfare 3. Cooperation and partnership: the pillars of solidarity 4. Say what we do and do what we say 5. Learn to last …and values
- 16. A central coreand 7+1… • Non profit organization • Founded May 21 in 2013 • More than 100 members • Committee of 7 people • Ad hoc working groups • No employee
- 17. Tools co-création …activity areas • Participativecreation • More than 55 tools • Over 70 instruments • Classification by canvas, their blocks and keywords • Classification by skills1 1 In definition
- 18. Tools co-création Tools diffusion …activity areas • Internetsite diffusion: – 232’000 users sessions – 556’000 page views – France, Switzerland, Morocco, Canada, Algeria, Belgium, Tunisia … • Social networking: – Linkedin: 465 members – Facebook: 920 « Likes » – Horyou: 2550 « Lights » – Slideshare: 27’000 views
- 19. Tools co-création Training and training of trainers Tools diffusion …activityareas • LMS training device 1 (MOS platform) • Various face-to-face training • Webinars, videos, online presentations • Targets: – End users – Trainers and consultants – Service providers 1 In implementation phase
- 20. Tools co-création Training and training of trainers Tools diffusion Service providers yellowpages …activity areas • Directory1 of service providers in various fields: – In line with the goals and values of SBM – In accordance with the methodological approach • Providers accessibles through: – The tools – Specific searches • Visibility / relevance and contribution with new tools and skills • Specific training 1 Bêta version
- 21. Tools co-création Training and training of trainers Tools diffusion Service providers yellowpages Red threads and specific guides …activity areas • Use of the tools in specific sequences to present the more viable and sustainable projects • Promotes a comparison unit between projects • Adaptable according to the needs of the funders of social entrepreneurship projects • Promote – The transition from a project dimension project to an entrepreneurial dimension – Evaluation practices
- 22. Tools co-création Training and training of trainers Tools diffusion Service providers yellowpages Red threads and specific guides Open source social business models …activity areas • Provides an educational tool1 to help create and document social business models • Provides a database of social business models • Encourages cooperation and sharing of social business models 1 2017 strategy
- 23. Tools co-création Training and training of trainers Tools diffusion Service providers yellowpages Red threads and specific guides Open source social business models Alliances and partnerships …activity areas • "Alone we go faster, together we achieve more“ • Complementarities research in social action • Bénévolat-Vaud (Volunteer Vaud) • Chambre de l’économie sociale et solidaire APRÈS-BEJUNE (Chamber for social and solidarity economy – Berne, Jura and Neuchâtel) • Leonardo 3.4.5 Distribution for NGOs
- 24. …activity areas • Distributionfor NGOs • Leonardo 3.4.5: at work preferences profiling tool • Development teams during all organization's phases • Application for workstations activities
- 25. « Yes, wedo ! » The two facets for our vision of the future are: • External: – The market economy will run side by side with a growing number of organizations whose main purpose focuses on the societal impact and for who the capital is only a tool to serve their missions.. • Internal: – Our association will be recognized as a local, national and international platform for concepts co-creation, good governance and management tools, as well as an exchange place for good practices in social business models.
- 26. The dance ofthe business model canvas…
- 27. They are notmissing!
- 28. Logic framework (moreor less 1960) Banque mondiale, USAID… Global goals Indicators Verification sources Specific outcomes Indicators Verification sources Hypothesis Immediate outputs Indicators Verification sources Hypothesis Activities Resources (optional) Budget (optional) Hypothesis Hypothesis (optional)
- 29. Business Model GenerationCanvas Key partners Customer segments Key activities Key resources Value proposition Customer relationships Channels Revenue streamsCost structure Alexander Osterwalder et Yves Pigneur
- 30. Value Proposition Canvas AlexanderOsterwalder et Yves Pigneur
- 31. Mirror effect ofthe BMG Canvas Distribution chanels Key resources Cost structureRevenue streams Customer segments Key partnersCustomer relationship Value proposition Key activities Institut suisse pour les PME de l’Université de Saint-Gall et PostFinance
- 32. Lean Canvas Problem Customer segments Solution Key metrics Uniquevalue proposition Unfair advantage Chanels Revenue streamsCost structure Ash Maurya
- 33. Social Lean Canvas Problem Customer segments Solution Kexmetrics Value proposition Unfair advantage Chanels Financial sustainabilityCost structure Rowan Yeoman Social and environmental benefits Purpose Existing alternatives Early adopters
- 34. The Accelerator Partners Customer segents Social value proposition Macro- economic environmentActivities& resources RevenueCost of delivery The Young Foundation Competitors Surplus Sales & marketing
- 35. Social Business ModelCanvas Resources Customer segments Type of Intervention Value proposition Activities Revenue streamsCost structure The Social Innovation Lab Surplus Partners & stake holders Chanels Beneficiaries clients Social value Impact measure Client value
- 36. Exploring opportunities Generating ideasDo & test Learn & pivot Business Model Zen Canvas Brad Cho SolutionCustomer Problem Mission Market Advantage Empathy Revenues Cost Cooperator for innovation Coopérateur pour le marché High concept
- 37.
- 38. Environment Society Economy Outcomes The Flourishing BusinessCanvas Biophysical stocks Resources Partnership Value co-creation Relationship Stakeholders Ecosystem actors Ecosystem services Activities Governance Value co-destruction Channels Needs Costs Goals Benefits © Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
- 39. With their evolution Social Business Models Canvas 9blocs concentrate into 6 blocs Why and indicators Business Model Canvas Lean Canvas 4 blocs change Cycle Lean startup Demming PDA Cycle Social Lean Canvas 2 new blocs
- 40.
- 41. Methodological approach 5 canvas Tools Redthreads (guides) SE skills framework
- 42. A systemic approach: thesuperposition of 4 canvas linked by a central one Permanent model «mission» Relational model «management» Values Dynamic model «vision» ValuesValues Corporate social responsability model
- 43. Serving as amain backbone for all tools
- 44. Each canvas consistingof blocks
- 45. Shared values: fueland consistency Individual beliefs Organizational culture Shared values The beliefs: True or false (the faith) The shared values: right or wrong (morality) By mixing with the story of the organization... (its DNA) Influence individual behavior (codes of conduct, ethics) Turned into rules and good practices (the coherence)
- 46. With whom? Why? Verifiable? Who? With what?What? By what? Shared values Where? The 8 questions of the social business model Context In what context the organization is immersed? Needs What are the needs, problems and opportunities that the organization will solve? Beneficiaries Who are the users, clients and beneficiaries of the organization? Channels How will the services be communicated, provided and delivered? Products and services What are the products and services the organization will provide? Support What are the different stakeholders who can support the organization? Resources With which people and resources the organization can it produce its benefits? Results and impact How to verify that the organization meets the needs properly?
- 47. The governance projectedat the top of the BM Committee Members Volunteers Direction Staff Our values Funders Suppliers Customers Direct benefi- ciaries Partners Shares values Public sector Politics Concurrents Society Medias Press Social networks Prescribers Opinion makers Shares values External governance Moderate influence on decisions, but not negligible Internal governance Also called "corporate governance" Border governance May have a strong influence on decisions
- 48. The governance projectedat the top of the BM Public sector Politics Funders Suppliers Concurrents Society Customers Direct benefi- ciaries Medias Press Social networks Committee Members Volunteers Direction Staff Partners Prescribers Opinion makers Shared values
- 49. Shared values Future, strategy andaction Diagnostic et evaluation Legality Actions and projects Diagnostic and evaluation Then converting the strategy objectives, action plans, projects, schedules, budgets, etc. The vision is a projection of the organization and its context, in the distant future (10-20 years) Diagnostics and evaluation of past and present give us the starting point It is based on the strengths, weaknesses, key success factors, opportunities, threats and risks, internal or context that one will choose its strategy ... • The vision of the future is built on assumptions and suppositions • They can be grouped and create various scenarios
- 50.
- 51. And with «red threads » for the organisation’s life cycle! Curiosity Observation and discovery of the business world phase: What if…? Conception Problems & opportunities, observation phase until the formulation of response (idea) Variable length Maturation Reflection and transformation phase of an idea into a business model Some months Implantation Setup hase of all what is necessary to start the operations From 1 to 3 months Take-off Operation launching phase until reaching the breakeven 6 months to 2 years Flight Growth phase after reaching the breakeven point After 2 to 3 years Post-creationCreationPre-creation
- 52. With the toolslinked to the « red threads » https://prezi.com/gcyueb_ugl3p/laventure-entrepreneuriale/
- 53. Tool’s standard page Topublish on social networks Tool state indicator and shortcut menu Tool positioning indications Resume of the tool
- 54. Tool’s standard page Descriptionof the tool, concepts How to use chapter
- 55. Tool’s standard page Listof forms, spreadsheets, posters… complementing the use of the tool, download links List of service providers that indicated they know how to use the tool Cross-links to other useful tools, blog articles, videos, etc.
- 56. The canvas alsohave their « card »… Some of the canvas can be used as collective thinking tools, such as the business model canvas, while others are more used as conceptual reference and classification purpose : • Canevas des valeurs • Canevas de modèle d'affaires social - 1er niveau • Canevas de modèle d’affaires social - 2ème niveau • Identification de la gouvernance (canevas) • Canevas de la stratégie • Canevas de la RSE • Canevas de création de projets (pratiquement identique au canevas de modèle d’affaires)
- 57. Some cross-cutting tools Sometools are not directly related to the canvas and their blocks, but rather to project leaders or owners: • Référentiel de compétences entrepreneuriales et sociétales • Compétences et qualités entrepreneuriales • Les métiers de l'entrepreneur-se social-e • Quel est votre profil d’entrepreneur social ? • Quel est votre équilibre de préférences au travail ? • Boussole d'innovation sociétale
- 58. Tools related tothe organization's values Few for now, the first of them is more convenient while the second is mostly descriptive: • Valeurs organisationnelles - aide au choix • Valeurs et conscience organisationnelle
- 59. Business model relatedtools These tools are related to the first three topics of the business model canvas "Where", "Why" and "Who“: • Analyse de contexte - image riche • Analyse du contexte PESTEL • Arbre de problèmes • Arbre des objectifs • Cadre logique • Analyse détaillée de la clientèle • Clientèles et besoins • Clientèles, besoins et prestations • Enoncé de la mission
- 60. Business model relatedtools These tools are focused on analysis and validation of initial thoughts and a more thorough search. They also relate to other matters of the canvas. • Tableaux de gestion de l’information • Validation des hypothèses du canevas – partie 1 • Elaboration de sondages • Pitch de sondage - quelques astuces • Marché et niches • Analyse de la concurrence • Aide au choix des couleurs • Canaux et outils de communication • De l'organisation aux activités
- 61. Business (economic) modelrelated tools Directly related to the business model, they are nevertheless indispensable!: • Evaluation préliminaire de la viabilité financière • Plan prévisionnel financier et trésorerie • Plan d'affaires - Business plan
- 62. Tools related togovernance canvas Indirectly related to the business model, they are nevertheless indispensable!: • Choix de la forme juridique • Matrice de délégation de responsabilités • Elevator pitch
- 63. Strategy tools The firsttools of the strategy canvas are specifically dedicated to the diagnosis: • Repositionnement stratégique 01: pré-diagnostic organisationnel • Repositionnement stratégique 02: pré-diagnostic des valeurs • Repositionnement stratégique 03: pré-diagnostic du modèle d'affaires • Repositionnement stratégique 04: pré-diagnostic de la gouvernance • Strategy Short Track 01 - Vision du succès • Facteurs clés de succès • Analyse des risques • Opportunités et menaces - évaluation • SWOT: Forces et faiblesses, opportunités et menaces • SEPO: Succès, Echecs, Potentialités, Obstacles • Urgent versus important
- 64. Project tools First ofmany! • Canevas de création de projets (closely similar to the business model canvas) • Planification et cycle de vie • Comment sélectionner les projets • Recherche d'information Exécution Initialisation Planification Contrôle FinalisationPré-projet Pos-projet
- 65. Thanks for yourattention! March 2016 www.socialbusinessmodels.ch