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MBA Programme in the world Financial Times 2016 & 2017
‘Social Return’ Digital Strategy
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
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
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
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
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
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
MBA Programme in the world Financial Times 2016 & 2017
Strategy Execution Plan
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
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
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
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
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
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.
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
MBA Programme in the world Financial Times 2016 & 2017
Appendix
Thank you for taking the time to read my digital strategy!
MBA Programme in the world
Financial Times 2016 & 2017

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‘Social Return’ Digital Strategy

  • 1. MBA Programme in the world Financial Times 2016 & 2017 ‘Social Return’ Digital Strategy
  • 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. 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. 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. 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. 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. 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. MBA Programme in the world Financial Times 2016 & 2017 Strategy Execution Plan
  • 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. 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. 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. 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. 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. 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. 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. MBA Programme in the world Financial Times 2016 & 2017 Appendix Thank you for taking the time to read my digital strategy!
  • 17. MBA Programme in the world Financial Times 2016 & 2017