This is the support used during the presentation of the Social Business Models Association to the Strongly Sustainable Business Model Group - SSBMG on April 12th monthly meeting.
The objectives were to present:
- Our definition of Social Business
- Our association
- Our approach and methodology
- The 5 canvas model
- The tools linked to the canvas
A big thank you to the SSBMG!
You can also follow the recorded 90 minutes presentation through this link: https://connect.ocad.ca/p1f1kqk2ui5/
December 2012: Member Prospecting – Fishing in the Right Ponds (Member Engage...Tuvel Communications
Associations want marketing to create new members at a predictable cost. We hear a lot these days about the “Long Tail” with its untapped and micro-targeted prospecting segments such as government, healthcare, and education. Mass marketing models are not designed to go downstream or cost effectively reach these new, targeted member segments. In this webcast, you will learn how the core elements of influencer programs, online community building and social media are being used to cost effectively identify influencers and build relationships that produce loyal members and supporters. Mitch will also be sharing case studies and best practices for results-driven association programs, projects and campaigns. You will learn that reaching the promise of the Long Tail is hard but can be done using research, tools, analytics and the right people!
Thinking About CSR in Practice: learnings from decades in the trenchesWayne Dunn
Lecture delivered to the McGill Institute for the Study of International Development’s Executive Program on Corporate Social Responsibility Strategy and Management, Accra, Ghana, Nov 6, 2013
Adopting Education Strategy to Jump-Start Member EngagementEvent Garde LLC
Aaron delivered this presentation as part of The New World of Member Engagement Webinar Series sponsored by Young Association Professionals, Aggregage, Association Universe and Infinite Conferencing on Wednesday, Jan. 16, 2013.
Group 4 ERI Turkey presentation March 2010 nf v4.0Nicola Franklin
ERI is a Turkish think tank that aims to improve education policy through research and projects. The team analyzed ERI's funding model, stakeholder management, and relationship with Sabanci University to develop recommendations. They suggest that ERI (1) focus on building long-term donor relationships to transition from transactional funding, (2) better communicate its value to stakeholders like potential donors and manage staff needs, and (3) define its strategy before assessing the alignment with Sabanci University.
This document outlines a presentation on fundraising and risk management for social enterprises. It begins by defining key fundraising concepts and terms. It then discusses various types of fundraising like individual donations, corporate sponsorship, and crowdfunding. It also covers managing risks through methods like risk assessment checklists and sensitivity analysis. The document concludes by highlighting challenges social enterprises face in accessing financial resources and lessons from an EU study on supporting social enterprise ecosystems.
The Buddy System Accomplishing Major Goals Through PartnershipsMegan Denhardt
To successfully accomplish major international growth initiatives, associations must often engage in partnerships with public and private sector entities to springboard the vision from design to implementation. Explore this important topic with a panel of experts and identify strategies to build your own partnerships in every corner of the globe.
Lesley-Anne Alexander, chief executive, RNIB
Len Mafrica, CAE, executive director publishing division, Oncology Nursing Society
Milagros Mostaza-Corral, director, Interel Association Management
Nikki Walker, VP, global association management & consulting, MCI Group
Todd Wurschmidt, CFRE, Ph.D., CAE, Chief Executive Officer, Paradox Associations
December 2012: Member Prospecting – Fishing in the Right Ponds (Member Engage...Tuvel Communications
Associations want marketing to create new members at a predictable cost. We hear a lot these days about the “Long Tail” with its untapped and micro-targeted prospecting segments such as government, healthcare, and education. Mass marketing models are not designed to go downstream or cost effectively reach these new, targeted member segments. In this webcast, you will learn how the core elements of influencer programs, online community building and social media are being used to cost effectively identify influencers and build relationships that produce loyal members and supporters. Mitch will also be sharing case studies and best practices for results-driven association programs, projects and campaigns. You will learn that reaching the promise of the Long Tail is hard but can be done using research, tools, analytics and the right people!
Thinking About CSR in Practice: learnings from decades in the trenchesWayne Dunn
Lecture delivered to the McGill Institute for the Study of International Development’s Executive Program on Corporate Social Responsibility Strategy and Management, Accra, Ghana, Nov 6, 2013
Adopting Education Strategy to Jump-Start Member EngagementEvent Garde LLC
Aaron delivered this presentation as part of The New World of Member Engagement Webinar Series sponsored by Young Association Professionals, Aggregage, Association Universe and Infinite Conferencing on Wednesday, Jan. 16, 2013.
Group 4 ERI Turkey presentation March 2010 nf v4.0Nicola Franklin
ERI is a Turkish think tank that aims to improve education policy through research and projects. The team analyzed ERI's funding model, stakeholder management, and relationship with Sabanci University to develop recommendations. They suggest that ERI (1) focus on building long-term donor relationships to transition from transactional funding, (2) better communicate its value to stakeholders like potential donors and manage staff needs, and (3) define its strategy before assessing the alignment with Sabanci University.
This document outlines a presentation on fundraising and risk management for social enterprises. It begins by defining key fundraising concepts and terms. It then discusses various types of fundraising like individual donations, corporate sponsorship, and crowdfunding. It also covers managing risks through methods like risk assessment checklists and sensitivity analysis. The document concludes by highlighting challenges social enterprises face in accessing financial resources and lessons from an EU study on supporting social enterprise ecosystems.
The Buddy System Accomplishing Major Goals Through PartnershipsMegan Denhardt
To successfully accomplish major international growth initiatives, associations must often engage in partnerships with public and private sector entities to springboard the vision from design to implementation. Explore this important topic with a panel of experts and identify strategies to build your own partnerships in every corner of the globe.
Lesley-Anne Alexander, chief executive, RNIB
Len Mafrica, CAE, executive director publishing division, Oncology Nursing Society
Milagros Mostaza-Corral, director, Interel Association Management
Nikki Walker, VP, global association management & consulting, MCI Group
Todd Wurschmidt, CFRE, Ph.D., CAE, Chief Executive Officer, Paradox Associations
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
Coaching material about fundraising, managing risk, sustainability strategies...Brodoto
1. The document provides coaching materials on different types of fundraising for social entrepreneurs, including key concepts, terms, and strategies.
2. It discusses various types of fundraising such as individual fundraising, corporate fundraising, grants, crowdfunding, and outlines the advantages and disadvantages of each.
3. The document also covers the lifecycle phases of social enterprises and the different financial needs and sources at each phase, from start-up to maturity.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
Understanding marketing processes and consumer behaviorSeta Wicaksana
“Planning and executing the conception, pricing,
promotion, and distribution of ideas, goods, and
services to create exchanges that satisfy individual
and organizational objectives”
The document summarizes different types of conferences and their purposes, including conventions, forums, seminars, workshops, and retreats. It notes that while conferences are widely used, their evaluations typically only assess participant satisfaction and not learning outcomes or impacts. The document calls for conference evaluations to assess learning at deeper levels, including new behaviors and results, using frameworks like Kirkpatrick's four levels of learning evaluation. It contrasts the characteristics of traditional evaluation with a "New Learning" approach focused more on understanding than judgment.
The document discusses collaborative innovation networks (COINs) and their characteristics. It states that COINs are groups of self-motivated people who collaborate online to achieve a common goal by sharing ideas and work. COINs operate with no formal leadership and adhere to principles of open knowledge sharing, reciprocity, transparency and rationality. The success of COINs comes from the collective intelligence that emerges from collaboration between diverse individuals.
Skills-Based Volunteerism as a Corporate Strategy - October 2013 VolunteerVolunteerMatch
Skills-based volunteerism is a corporate strategy where volunteers use their professional skills to help nonprofits through consulting projects, executive mentoring, or long-term assignments. It benefits companies by developing employee skills, engaging workers, and building community relationships. Volunteers gain experience applying their skills in a new setting. Nonprofits receive high-impact assistance addressing strategic challenges. An effective program aligns with a company's goals, employees' skills, and community needs through tailored projects. Fidelity Investments partners with Common Impact to implement skills-based volunteering, developing talent and investing over $3 million in communities.
SPARK is an initiative in Vietnam that aims to improve the market for capacity development services at the local level. It has two main strategies: 1) Up-scaling social innovations by connecting local solutions to impact investors. 2) Facilitating the capacity development market by organizing matchmaking events, developing service provider standards, and creating an online platform. SPARK will build on existing initiatives and hopes to mobilize $4.3 million in funding by 2015 to support 10,000 households and additional social innovations.
Pact Vietnam has launched an organizational capacity building strategy to help strengthen local organizations in a sustainable way. The strategy is assessment-based, peer-connected, demand-driven, and customized. It uses Pact's globally recognized Organizational Capacity Assessment methodology which involves a participatory self-assessment, action planning, and monitoring progress over multiple years. By addressing both technical and organizational capacities, Pact aims to develop more viable local organizations that can better manage health issues independently in the long run. Key challenges include balancing customization with reach and ensuring local buy-in for capacity building.
The document describes the work of the Convergence Center for Policy Resolution, a nonprofit that convenes stakeholders to build consensus on policy issues. It outlines Convergence's mission to bring conflicting groups together to identify solutions and form alliances. Key aspects of Convergence's approach include employing conflict resolution practices to create trust and finding shared interests. Current projects aim to improve nutrition, education, and long-term care through collaborative stakeholder processes.
This is a short presentation of our association, its main goals and its 7+1 activity areas or domains:
- Tools co-creation
- Tools diffusion
- Training and trainers training
- Service providers yellow pages
- Red threads and specific guides
- Red threads and specific guides
- Alliances and partnerships
- Leonardo 3.4.5 NGO distribution
And its vision of the future!
Business models workshop: Creating traditional or social business, the same a...Social Business Models
This workshop at the university of Bern, in Switzerland, treat some aspects of business modelling, using different canvas, such as the "business model generation" from Osterwalder & Pigneur, the "Lean canvas" fom Ash Maurya and the Social Business Models Canvas.
It distinguishes also the continuum between extreeme approaches such as pure capitalist like Nespresso and pure social as Médecins sans frontières.
EWMD Portugal Leadership Conference Dianova PortugalDianova
Uncertain times require innovate solutions. How are NGO such as Dianova Portugal incorporating Sustainable Development, Social Entrepreneurship, Change Management, Social Media, Communication, Leadership and Innovation issues-methodologies-tools in their strategies? What are the impacts of those in the organisational development and it's impact on society? How to create social value through Leadership and Innovation?! Know how Dianova Portugal is doing it...
Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
Golden Bridges Strategic Planning March 2009guest0e741e
The document discusses the strategic planning and agenda for a social organization in China. It outlines phases for internal development, benchmarking pilot ideas, launching events, and spreading solutions to other NGOs. It proposes developing a membership platform to provide access to socially meaningful events and opportunities to support NGOs, gain visibility, and build legitimacy. Metrics, pilot events, marketing strategy, and pricing considerations for corporate and individual memberships are discussed.
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
Coaching material about fundraising, managing risk, sustainability strategies...Brodoto
1. The document provides coaching materials on different types of fundraising for social entrepreneurs, including key concepts, terms, and strategies.
2. It discusses various types of fundraising such as individual fundraising, corporate fundraising, grants, crowdfunding, and outlines the advantages and disadvantages of each.
3. The document also covers the lifecycle phases of social enterprises and the different financial needs and sources at each phase, from start-up to maturity.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
Understanding marketing processes and consumer behaviorSeta Wicaksana
“Planning and executing the conception, pricing,
promotion, and distribution of ideas, goods, and
services to create exchanges that satisfy individual
and organizational objectives”
The document summarizes different types of conferences and their purposes, including conventions, forums, seminars, workshops, and retreats. It notes that while conferences are widely used, their evaluations typically only assess participant satisfaction and not learning outcomes or impacts. The document calls for conference evaluations to assess learning at deeper levels, including new behaviors and results, using frameworks like Kirkpatrick's four levels of learning evaluation. It contrasts the characteristics of traditional evaluation with a "New Learning" approach focused more on understanding than judgment.
The document discusses collaborative innovation networks (COINs) and their characteristics. It states that COINs are groups of self-motivated people who collaborate online to achieve a common goal by sharing ideas and work. COINs operate with no formal leadership and adhere to principles of open knowledge sharing, reciprocity, transparency and rationality. The success of COINs comes from the collective intelligence that emerges from collaboration between diverse individuals.
Skills-Based Volunteerism as a Corporate Strategy - October 2013 VolunteerVolunteerMatch
Skills-based volunteerism is a corporate strategy where volunteers use their professional skills to help nonprofits through consulting projects, executive mentoring, or long-term assignments. It benefits companies by developing employee skills, engaging workers, and building community relationships. Volunteers gain experience applying their skills in a new setting. Nonprofits receive high-impact assistance addressing strategic challenges. An effective program aligns with a company's goals, employees' skills, and community needs through tailored projects. Fidelity Investments partners with Common Impact to implement skills-based volunteering, developing talent and investing over $3 million in communities.
SPARK is an initiative in Vietnam that aims to improve the market for capacity development services at the local level. It has two main strategies: 1) Up-scaling social innovations by connecting local solutions to impact investors. 2) Facilitating the capacity development market by organizing matchmaking events, developing service provider standards, and creating an online platform. SPARK will build on existing initiatives and hopes to mobilize $4.3 million in funding by 2015 to support 10,000 households and additional social innovations.
Pact Vietnam has launched an organizational capacity building strategy to help strengthen local organizations in a sustainable way. The strategy is assessment-based, peer-connected, demand-driven, and customized. It uses Pact's globally recognized Organizational Capacity Assessment methodology which involves a participatory self-assessment, action planning, and monitoring progress over multiple years. By addressing both technical and organizational capacities, Pact aims to develop more viable local organizations that can better manage health issues independently in the long run. Key challenges include balancing customization with reach and ensuring local buy-in for capacity building.
The document describes the work of the Convergence Center for Policy Resolution, a nonprofit that convenes stakeholders to build consensus on policy issues. It outlines Convergence's mission to bring conflicting groups together to identify solutions and form alliances. Key aspects of Convergence's approach include employing conflict resolution practices to create trust and finding shared interests. Current projects aim to improve nutrition, education, and long-term care through collaborative stakeholder processes.
This is a short presentation of our association, its main goals and its 7+1 activity areas or domains:
- Tools co-creation
- Tools diffusion
- Training and trainers training
- Service providers yellow pages
- Red threads and specific guides
- Red threads and specific guides
- Alliances and partnerships
- Leonardo 3.4.5 NGO distribution
And its vision of the future!
Business models workshop: Creating traditional or social business, the same a...Social Business Models
This workshop at the university of Bern, in Switzerland, treat some aspects of business modelling, using different canvas, such as the "business model generation" from Osterwalder & Pigneur, the "Lean canvas" fom Ash Maurya and the Social Business Models Canvas.
It distinguishes also the continuum between extreeme approaches such as pure capitalist like Nespresso and pure social as Médecins sans frontières.
EWMD Portugal Leadership Conference Dianova PortugalDianova
Uncertain times require innovate solutions. How are NGO such as Dianova Portugal incorporating Sustainable Development, Social Entrepreneurship, Change Management, Social Media, Communication, Leadership and Innovation issues-methodologies-tools in their strategies? What are the impacts of those in the organisational development and it's impact on society? How to create social value through Leadership and Innovation?! Know how Dianova Portugal is doing it...
Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
Golden Bridges Strategic Planning March 2009guest0e741e
The document discusses the strategic planning and agenda for a social organization in China. It outlines phases for internal development, benchmarking pilot ideas, launching events, and spreading solutions to other NGOs. It proposes developing a membership platform to provide access to socially meaningful events and opportunities to support NGOs, gain visibility, and build legitimacy. Metrics, pilot events, marketing strategy, and pricing considerations for corporate and individual memberships are discussed.
Building Effective Social Media Strategies - Customer Experience event, Enige...3seven9
What do you do once you have your social strategy in place? How do you make it effective and how do you measure your progress and the customer experience you have delivered?
David Wood heads up New Business at Design and Marketing agency 3seven9. This presentation took place at a Customer Experience event, hosted by Enigen CRM on 24/04/13. It covers the all-important topic of how to create an effective social media strategy that gives you ROI, the problems that you may face along the way and how content marketing is becoming a game changer.
3seven9 are a design and marketing agency. We have been creating innovative web solutions and interactive marketing campaigns since 1995. We work across multi-sectors, in B2B and B2C markets and we're proud of what we do. Meeting your business needs is not good enough. We want to do so in a manner that pushes creative boundaries and explores new technology, getting underneath the needs of your customer to make your presence work not only for you, but also for them.
When you come to us with a challenge, we will work with you to uncover which combination of our services will integrate to meet your business needs and project expectations. Each project is afforded the same strategic approach, swift delivery but with highly flexible deliverables.
Specialties
Website design, Web applications, Integrated social strategy, SEO, PPC, Email marketing, Responsive sites, Social segmentation reports, Brand design, Content platforms, Integrated marketing, Multichannel marketing, Print collateral, Brand design, Content marketing
This document provides guidance on effective advocacy approaches for social purpose organizations. It outlines a 4-step process for advocacy:
1. Defining your purpose - Identifying the problem/need, proposed solution, and desired outcome.
2. Identifying and understanding audiences - Determining who can help achieve your goal and what motivates them.
3. Developing persuasive messages and strategies - Crafting messages that appeal to audience values and getting the right messenger to deliver them through relevant channels.
4. Measuring performance - Tracking outputs like activities and outcomes such as results achieved.
The document uses the example of a fictional organization called "Health First" seeking more funding from the city to expand health
The document discusses building value for organizational learning functions. It suggests identifying trends impacting the organization, understanding the external environment, and developing a business model aligned with organizational goals. An effective model demonstrates how learning adds strategic value, is funded and measures impact through business-related outcomes rather than just participant satisfaction.
Innovative Models and e-Marketing for Social Enterprisesin the age of Digita...Syed Mohsin Raja
is from the second lecture session that Syed delivered during the Social Entrepreneurship Development Programme for Youth in Assam Rajiv Gandhi University of Cooperative Management, Sibsagar, Assam.
This document discusses the role and process of developing projects from idea to funding. It begins by outlining the role of the Standing Committee Projects to monitor, coordinate, and support projects proposed by BPW regions and provide knowledge and skills. Important areas to promote through projects are identified as new opportunities for women, entrepreneurs, empowerment, inclusion in politics/work, and small/medium enterprises. Critical elements for developing successful projects are identified as networking, partnerships, resources, and promoting women's empowerment principles. The document provides guidance on each stage of developing a project from the initial idea through planning, design, and seeking funding. It emphasizes aligning projects with real needs and justifying financing. Examples of current successful BPW projects from different
The following slide presentation is from the Spring 2011 series of “Introduction to Social Enterprise” workshops by Enterprising Non-Profits (enp). Enp offers these workshops throughout British Columbia (Canada) every spring and fall.
The workshop presentation defines social enterprise, provides examples of social enterprises in British Columbia, describes the business development path, and explains enp’s granting program and grant application process.
For more information on enp, go to www.enterprisingnonprofits.ca
Creating and managing a non-profit ( A Presentation By Ebele Mogo, DrPH)Dr. Ebele Mogo
This document provides guidance on creating and managing a successful nonprofit organization. It discusses what nonprofits are, questions to consider before starting a nonprofit like determining the mission and ensuring there is no duplication of services. It also covers establishing the organization through developing vision and mission statements and establishing a board of directors. The document emphasizes the importance of strategic planning, fundraising, marketing, communications, technology, succession planning, and accountability for nonprofit sustainability.
Presentation by Peter Jones at RSD4 Banff, Alberta, 2015. Society can be defined as an object of culture, as culture is a medium for the collective development of social systems. Societies are not designed by a deliberative process, but are social entities that emerge over time as response to historicity and cultural development, and function largely by tacit agreement as observed in social norms.
In the 1960’s social systemicists such as Ozbekhan, Fuller, and Doxiadis advocated deliberative civic planning as a normative science for designing sustainable and preferable societies and settlements. Even though their original methodologies of normative planning (Ozbekhan), anticipatory design science (Fuller) and ekistics (Doxiadis) did not gain the results hoped in applications over time, these arguments could be lodged against most systems methodologies. Yet when we consider their views of the human capacity to design future outcomes as a serious social and political project, we in our fragmented polities in the postmodern era might take heed. An argument follows that we, as cultural innovators in our own societies, having access to the wisdom of successful past transitions or redirections, have also failed to motivate and enact changes requisite to our common concerns.
A systemic design approach is proposed toward constructing such idealizations as a necessary initial condition. The approach reconciles wisdom from our sociocultural histories with collaborative design practices of the current era to construct shared pathways to desired and feasible societal futures.
Nonprofit Social Media Learning Series - Marketing CommunicationChad Norman
Part I of the Nonprofit Social Media Learning Series: Marketing Communication was delivered at the 2011 Nonprofit Technology Conference on March 17th, 2011.
An introduction to recruiting and using skills based volunteers for nonprofit agencies. This presentation was developed for the 2009 Mental Health Corporations of America. Inc. Summer Conference.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
This document provides an analysis of the use of social media as a marketing tool for startups in Greece. It examines 317 Greek startups and their use of popular social media platforms like Facebook, Twitter, LinkedIn, and blogs. Key findings include that around 70% of startups were founded in the last four years, with most operating in the software and internet/e-commerce industries. Facebook and Twitter were the most commonly used platforms, adopted by around 79% and 67% of startups respectively. Performance was evaluated using metrics from StartupRanking.com, finding that a small group of 10-15 startups significantly outperformed others based on their web presence and social media engagement.
Similar to SBM presentation on April 2016 for the SSBMG (20)
Il existe des canevas entrepreneuriaux depuis des décennies, ou même depuis le siècle passé!
Mais leur utilité reste toujours confirmée et il en surgit des variations presque chaque jours.
Cette courte vidéo vous montre quelques-uns de ces canevas les plus connus, comment ils ont évolués et finalement vous présente le Super Canevas (de modèle d'affaires).
Vous y verrez:
- le PDCA de Demming
- Le Balanced Scorecard de Kaplan et Norton
- Le cadre logique de USAID
- Le Business Model Canvas d'Osterwalder et Pigneur
- Sa version miroir de l'Université de St-Gall
- Le canevas de modèle d'affaires social de SBM
- L'évolution pour le Super Canevas de SBM
Le pilier fondamental de toute activité entrepreneuriale, c'est vous: la personne ou l'équipe.
Lancer une entreprise, quelle que soit sa nature, vous fera souvent sortir de votre zone de confort.
Alors, préparez-vous!
Vous pouvez créer un Super Canevas de votre modèle d'affaires dans l'ordre que vous voulez...
Mais un peu de logique et de bon sens peuvent vous y aider.
Voici un des cheminements "logiques", une séquence des questions à vous poser.
https://mysbm.socialbusinessmodels.ch/canevas/
Saviez-vous que Duracell fait partie de l'archétype "Héro" ainsi que Tag Heuer, M&M's de l'archétype "Bouffon", et Axe de l'archétype "Magicien"...
Et pour l'archétype de marque de votre entreprise, lequel serait-il?
Quels sont les axes pour réaliser un bon alignement entre une organisation, un poste ou un mandat et une personne ?
Cette approche repose sur 5 axes entrelacés:
- Valeurs et croyances
- Préférences au travail
- Compétences comportementales
- Compétences organisationnelles
- Compétences techniques
Vous êtes plus du style Angela Merkel, Steve Jobs ou Mère Teresa?
Cette affiche vous permet, avec un minimum de bon sens, de découvrir votre type MBTI et ensuite de regarder quel personnage partage le même type.
Valeurs, personnes, projet et contexte, quatre ingrédients qui peuvent conduire une entreprise ou une organisation à la réussite de son projet, lorsqu'elles sont bien équilibrées.
C'est dans le contexte que l'on trouve le marché et ses besoins ressentis, mais aussi les fournisseurs de ressources... sans oublier tout ce qui peut influencer positivement ou négativement.
La V-SWOT est une intégration des valeurs organisationnelles au cœur de la SWOT traditionnelle, lui permettant de devenir l'instrument idéal pour une stratégie plus cohérente avec la culture de l'entreprise.
Ce document présente le concept d'intégration de formation en e-learning, avec la documentation du modèle d'affaires du projet de création d'entreprise et de l'accompagnement.
Après l'enquête sur les besoins ressentis, nous en avons lancé une 2ème enquête sur notre proposition de concept MySBM. Vous êtes 73 personnes a y avoir déjà répondu et quelques points intéressants commencent à se dessiner:
- 80% considèrent que l'intégration e-learning / documentation / accompagnement est utile
- 80% voient d'un bon oeil un apprentissage évolutif et non linéaire
- Les micromodules devraient durer entre 5 et 15 minutes
- Moins d'un tiers ne paierait pas pour ce type de service
- La création des business models et business plans reste la première priorité!
Le concept de MySBM (My Sustainable Business Model) est d'intégrer étroitement de la formation en e-learning, avec la documentation du projet d'entreprise, plus de l'accompagnement on-line.
Accompagnement des créateurs et créatrices d’entreprises (sociales)Social Business Models
Peut-on encore s’appuyer sur les formes traditionnelles d’accompagnement?
Que ce soit pour des créateurs et créatrices d'entreprises classiques ou sociales, l'accompagnement et l'aide qui peut leur être apportée varie grandement dans plusieurs dimensions et selon leurs besoins.
Ce diaporama aborde 4 de ces dimensions:
1) De la relation de 1 accompagnateur pour 1 créateur à la communauté multiple ou multidisciplinaire;
2) De la conférence au conseil, passant par la formation, les bilans, le coaching ou le mentorat;
3) Des phases de curiosité et conception au décollage et à la croissance;
4) Et des bases de connaissances cohérentes, formant un "langage" partagé dans la communauté d'entrepreneurs
Bien rédiger la mission de son organisation ou de son entreprise n'est pas une chose très facile et on y trouve de tout et de rien!
Des missions bien rédigées et d'autres incomplètes ou même inversées avec la vision de l'organisation.
Apprenez quelques astuces pour mieux rédiger votre mission, ce premier élément fondamental de toute votre communication.
(et surtout, ne suivez pas l'exemple du sketch de Fernand Raynaud!)
On connait les 4P du marketing mix depuis les années 60. Mais les choses ont évolué et de 4P on est passé à 5p, puis à 7P!
Le marketing mix présenté ici diffère des autres modèles antérieurs, en se concentrant d'avantage sur:
- Avant toute chose, les publics cibles et les organisations sont faites de personnes;
La communication est bien plus vaste que la simple promotion;
Dans un monde de plus en plus complexe, on ne peut pas faire abstraction du contexte.
Courte présentation sur la relation des préférences au travail avec la performance d'une équipe.
Le diaporama présente l'approche méthodologique Leonardo 3.4.5:
- Tout système organisationnel est composé de 8 fonctions
+ Information
+ Innovation
+ Promotion
+ Développement
+ Organisation
+ Réalisation
+ Vérification
+ Stabilisation
- Tout individu a, selon Jung, des préférences
comportementales au travail
+ Introverti <-> Extraverti
+ praTique <-> coNceptuel
+ Analytique <-> Feeling
+ Structuré <-> Ouvert
En superposant ces deux dimensions et analysant le profil des individus, il est possible de déterminer quelles sont les 1 à 3 fonctions où vont ses préférences et où il sera vraissemblablement le plus performant pour l'organisation.
Coaching, conseil, mentorat, accompagnement... quelle confusion!
Comment faire la différence entre les uns et les autres et surtout, quels sont les meilleurs modes d'intervention dans les différents moments du démarrage d'une activité entrepreneuriale?
Cet atelier est fait pour celles et ceux qui sont dans le processus de création d'une entreprise, sociale ou classique.
La tentation est grande de rester plus longtemps dans sa zone de confort, même si on la ressent, plutôt que d'en avoir pleine conscience.
Avec divers outils, les participants-es apprennent à reconnaitre quelle est leur zone de confort, quelles sont les phases pendant lesquelles il leur sera nécessaire d'en sortir et, si c'est le cas, comment mieux choisir ses associés ou partenaires de sorte à ce qu'ils apportent un maximum de complémentarité.
Ci-dessous, les supports de l'atelier et les outils utilisés:
Diaporama (on-line)
Référentiel de compétences entrepreneuriales - V3 - light
Quiz - Quel est votre profil d'entrepreneur?
Quel est votre équilibre de préférences au travail?
Préférences au travail dans le cycle de vie de l’organisation
Affiche A1 Compétences entrepreneuriales
Affiche A1 Profil d'entrepreneur
Affiche A0 Canevas Leonardo 345
Affiche A1 Cycle de vie
Sur: http://www.socialbusinessmodels.ch/fr/content/osez-sortir-de-votre-zone-de-confort-supports
Ce diaporama est une courte introduction à la nécessité et aux avantages d'évaluer les projets ou modèles d'affaires pour les organisations à fort impact sociétal, tels que les ONG ou entreprises sociales.
La mesure des résultats est un mécanisme pas toujours simple, mais le faire systématiquement sur les outputs, outcomes et sur la pertinence permet d'améliorer la raison d'être de l'organisation
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
How MJ Global Leads the Packaging Industry.pdfMJ Global
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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 core and 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
• Participative creation
• 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
• Internet site 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
20. Tools
co-création
Training and
training of
trainers
Tools
diffusion
Service
providers
yellow pages
…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
yellow pages
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
yellow pages
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
yellow pages
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
• Distribution for NGOs
• Leonardo 3.4.5: at work
preferences profiling tool
• Development teams during all
organization's phases
• Application for workstations
activities
25. « Yes, we do ! »
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.
31. Mirror effect of the 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
33. Social Lean Canvas
Problem
Customer
segments
Solution
Kex metrics
Value
proposition
Unfair
advantage
Chanels
Financial sustainabilityCost structure
Rowan Yeoman
Social and environmental benefits
Purpose
Existing
alternatives
Early
adopters
35. Social Business Model Canvas
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 ideas Do & 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
39. With their evolution
Social
Business
Models
Canvas
9 blocs
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
42. A systemic approach:
the superposition of 4 canvas linked by a central one
Permanent model
«mission»
Relational model
«management»
Values
Dynamic model
«vision»
ValuesValues
Corporate social
responsability model
45. Shared values: fuel and 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 projected at 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 projected at 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 and action
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
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 tools linked to the « red threads »
https://prezi.com/gcyueb_ugl3p/laventure-entrepreneuriale/
53. Tool’s standard page
To publish on social
networks
Tool state indicator
and shortcut menu
Tool positioning
indications
Resume of the
tool
55. Tool’s standard page
List of 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 also have 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
Some tools 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 to the 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 related tools
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 related tools
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) model related 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 to governance 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 first tools 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 of many!
• 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 your attention!
March 2016
www.socialbusinessmodels.ch