Rashmir Balasubramaniam<br />Nsansa, LLC<br />Strategies to Scale or Fail<br />
?<br />
Strategies to Scale<br />Give away technologies/products<br />Develop an enterprise to sell technology/product<br />Partne...
Why Business Models Matter for Success<br />Developing the technologies/products is not enough<br />Disseminating the prod...
What is a Business Model?<br />
Monitor’s Inclusive Business Model<br />Prioritized by private investors and those public investors eager to exit<br />Pri...
Group Discussion – Part 1<br />For 5 of the business models detailed in Monitor report, put yourselves in the following ro...
Another view of the innovations that could drive scale and impact<br />
Group Discussion – Part 2<br />Assume you have developed a successful technology<br />Review your Sustainable Vision proje...
What does success at scale look like for entrepreneurial ventures?<br />Based on Monitor’s review of hundred’s of enterpri...
Can you do better?<br />
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SV-12 Strategies to Scale or Fail

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SV-12 Strategies to Scale or Fail

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

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