3. Strategies to Scale Give away technologies/products Develop an enterprise to sell technology/product Partner with government / public agency / large NGO Scale up through a large company / existing distribution channels Scale up by changing an entire industry
4. Why Business Models Matter for Success Developing the technologies/products is not enough Disseminating the product/technology is not enough Making the connection to/for people is critical Making the value proposition clear for all key stakeholders
6. Monitor’s Inclusive Business Model Prioritized by private investors and those public investors eager to exit Prioritized by public actors (funders, governments, nonprofits) Prioritized by some public actors (largefunders and governments)
7. Group Discussion – Part 1 For 5 of the business models detailed in Monitor report, put yourselves in the following roles: Entrepreneur operating one of the businesses discussed in relevant chapter Philanthropist/public funder Private investor A nonprofit leader working locally on the issues A government official From your roles, discuss: Whether and how does this business model create social impact How many people could be reached through this model Is this business model truly commercially viable or is public funding required (if so at what stages, what for and why) What are the risks and potential unintended consequences of this model How could this model be improved
8. Another view of the innovations that could drive scale and impact
9. Group Discussion – Part 2 Assume you have developed a successful technology Review your Sustainable Vision projects to determine What is the value of your technology to those who need it most (note: what is the value to them, not your perception of the value) What are the primary barriers to adoption and ongoing use of the technology? Where are there opportunities to innovate to ensure your technology is taken up and used by those who need it at scale? What do you need to learn during the project period to test your ideas? How can you rapidly “prototype” and test your ideas?
10. What does success at scale look like for entrepreneurial ventures? Based on Monitor’s review of hundred’s of enterprises across India and Africa On Customer side 100,000 ‐ 125,000 customers per year On Supplier side 10,000 suppliers per year On the Employee side it varies
