This document provides an overview of developing a social business model canvas. It discusses key concepts like customer empathy, lean startup, business model canvas, value proposition design and theory of change that are important for building a social business. Examples of different types of existing social businesses are also provided like Grameen Bank, Grameen Eyecare Hospital, Dialog in the Dark etc. The document then dives into creating a sample business model canvas for a hypothetical social business accelerator called Young Social Business (YSB). It outlines the customer profiles, jobs, pains, gains, value propositions, and other elements to visualize how the YSB business would work.

1. Development of
Business Model
Canvas
By
Arunima Singh
www.ecorl.it/en
1

2. How to Build a Social Business

3. What is Social Business?
10 Steps to Building Your Social Business
• Lean Startup Concept
• Business Model Canvas
• Value Proposition Design
• Theory of Change
Wrap Up
TODAY’S AGENDA

4. CUSTOMER
EMPATHY
In trying to help rural women step by step, he
redesigned the way lending is done. Today,
Grameen has over 9 million borrowers with an
98% repayment rate

5. EXAMPLES
Grameen Eyecare Hospital
Providing affordable
cataract operations to over
20,000 patients in rural regions

6. EXAMPLES
Grameen Shakti
Providing solar energy to
the rural poor. Now it is the largest
off-grid solar company in the world.

7. EXAMPLES
Dialog in the Dark
Embracing the reality of blind people.
17 million visitors at 17 permanent
locations across the world.

8. EXAMPLES
Seniors House Albania
Providing elderly care to 32 residential
clients and up to 50 day care clients.

9. EXAMPLES
Organic Farming Albania
Organic farming of aromatic herbs
for the international market to create
employment opportunities for the poor
and promote sustainable farming.

10. EXAMPLES
Bive, Colombia
Health insurance for the poorest
in Colombia to provide
medical services to the ones in need.

11. DEFINITIONS

12. DIFFERENT LENSES
Traditional Business
Doing business to maximize
shareholder value
Social Business
Doing business to maximize
value for society

13. CREATING IMPACT
Products Operations
Social Impact
(Ownership)Transfers
Subsidizing the BOP
by using profits from
affluent
customers/stakeholde
rs
(Eye Care Hospital)
Products/services that
create direct impact
for the target
beneficiaries (BIVE)
Integrate target
beneficiaries in the
business’ value chain
(Organic Medical
Herbs)
Beneficiaries are
owners of the
business and benefit
from its success
(Grameen Bank)

14. LEAN BUSINESS

15. UNCERTAINTY

16. EXAMPLES
Farm to Table
The Concierge MVP
Dentem
The Closed Beta and
Paid Pilot
Zappos
Wizard of Oz

17. THE BMC
Business Plan
A single diagram
of how your
business
mechanism works
Business Model
A document
donors/investors
make you write
that they (often)
don’t read

18. THE BMC
12
3
4
56
7
8
9

19. CUSTOMER PROFILE
Aspiring Entrepreneurs
Serial Entrepreneurs
NGO Leaders
Youth Entrepreneurs

20. CUSTOMER PROFILE

21. EXAMPLE YSB
Jobs
Things that your customers are trying to
get done (functional, social & emotional)
• Successfully start a social business
• Serve society and gain recognition
• Develop a kick-ass product
• Find customers
• Find the best way to help beneficiaries
ASPIRING ENTREPRENEURS

22. EXAMPLE YSB
Pains
What annoys customers before, during or
after getting a job done? What prevents
them from getting it done?
• No money
• Insecurity
• Trial and error in building a business
• No connections to social organizations
Jobs
Things that your customers are trying to
get done (functional, social & emotional)
• Successfully start a social business
• Serve society and gain recognition
• Develop a kick-ass product
• Find customers
• Find the best way to help beneficiaries
ASPIRING ENTREPRENEURS

23. EXAMPLE YSB
Pains
What annoys customers before, during or
after getting a job done? What prevents
them from getting it done?
• No money
• Insecurity
• Trial and error in building a business
• No connections to social organizations
Jobs
Things that your customers are trying to
get done (functional, social & emotional)
• Successfully start a social business
• Serve society and gain recognition
• Develop a kick-ass product
• Find customers
• Find the best way to help beneficiaries
Gains
What outcomes do your customers expect
(required, expected, desired)?
• Validate the business model
• Find funders who share the vision
• Find peers to exchange with
• Feel like you know what you’re doing
ASPIRING ENTREPRENEURS

24. VALUE PROPOSITION

25. VALUE PROPOSITION
Products & Services
List of products and services that your
value proposition is built around
• Accelerator (Validation, Mentoring,
Training, Access to Markets)
• Funding (Fair Funding, Post-financing
support, personal portfolio manager)
ASPIRING ENTREPRENEURS

26. VALUE PROPOSITION
Pain Relievers
Describe how your products and services
alleviate customer pains
• Access to finance is automatic if you
prove to be a strong social business
• Trainings give provide knowledge you
need to start and grow your business
• Get acccess to partners (social or
business) through the YSB network
Products & Services
List of products and services that your
value proposition is built around
• Accelerator (Validation, Mentoring,
Training, Access to Markets)
• Funding (Fair Funding, Post-financing
support, personal portfolio manager)
ASPIRING ENTREPRENEURS

27. VALUE PROPOSITION
Pain Relievers
Describe how your products and services
alleviate customer pains
• Access to finance is automatic if you
prove to be a strong social business
• Trainings give provide knowledge you
need to start and grow your business
• Get acccess to partners (social or
business) through the YSB network
Gain Creators
Describe how your products and services
create customer gains
• Proven program helps you verify your
business model assumptions (or pivot)
• We provide access to social mission-
focused finance (YSB & Network)
• Dive into a cohort of entrepreneurs
Products & Services
List of products and services that your
value proposition is built around
• Accelerator (Validation, Mentoring,
Training, Access to Markets)
• Funding (Fair Funding, Post-financing
support, personal portfolio manager)
ASPIRING ENTREPRENEURS

28. LET’S WORK!

29. THEORY OF CHANGE
What’s the
problem you are
trying to solve?
Who is your key
audience?
What is your entry
point to reaching
your audience?
What steps are
needed to bring
about change?
What is the
measurable effect
of your work
Measurable
effect?
Measurable
effect?
What are the
wider benefits of
your work?
Wider benefits?
Wider benefits?
What is the long-
term change you
see as your goal?
Assumptions? Assumptions? Assumptions? Assumptions? Assumptions? Assumptions? Stakeholders

30. YSB EXAMPLE
What’s the
problem you are
trying to solve?
Who is your key
audience?
What is your entry
point to reaching
your audience?
What steps are
needed to bring
about change?
What is the
measurable effect
of your work
Measurable
effect?
Measurable
effect?
What are the
wider benefits of
your work?
Wider benefits?
Wider benefits?
What is the long-
term change you
see as your goal?
Assumptions? Assumptions? Assumptions? Assumptions? Assumptions? Assumptions? Stakeholders
THEORY OF CHANGE

31. THEORY OF CHANGE
What’s the
problem you are
trying to solve?
Who is your key
audience?
What is your entry
point to reaching
your audience?
What steps are
needed to bring
about change?
What is the
measurable effect
of your work
Measurable
effect?
Measurable
effect?
What are the
wider benefits of
your work?
Wider benefits?
Wider benefits?
What is the long-
term change you
see as your goal?
Assumptions? Assumptions? Assumptions? Assumptions? Assumptions? Assumptions? Stakeholders
1. Define your long-term objective
2. Define what the problem is that
you are trying to solve
3. Who is your key audience
4. Define Assumptions and design
experiments how to validate
them