SSBMG presentation – April 2016

Introduction

Entrepreneur & social :total incompatibility or

a converging possibility?

Financialspeculation

Philanthropy& charity

Profitmaximisation

SME – small &medium entreprises

Flourishingbusiness

Socialentrepreneur

Profit and growth…

what else?

No loss, no

dividend !

Do we still have two splits ?

Adapted from Patricia Kambitsch

Social Business Modelsin short

January 2016

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

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

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

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

Tools co-création

Training andtraining of

trainers

Tools diffusion

…activity areas

• LMS training device 1 (MOS platform)

• Various face-to-face training

• Webinars, videos, online presentations

• Targets:– End users– Trainers and consultants– Service providers

1 In implementation phase

Tools co-création

Training andtraining 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 training1 Bêta version

Tools co-création

Training andtraining 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

Tools co-création

Training andtraining 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

Tools co-création

Training andtraining 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

…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

« Yes, we do ! »

The two facets for our visionof 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.

The dance of the business model canvas…

They are not missing!

Logic framework (more or less 1960)

Banque mondiale, USAID…

Globalgoals Indicators Verification

sources

Specific outcomes Indicators Verification

sources Hypothesis

Immediate outputs Indicators Verification

sources Hypothesis

Activities Resources(optional)

Budget (optional) Hypothesis

Hypothesis(optional)

Business Model Generation Canvas

Key partners Customer segments

Key activities

Key resources

Value proposition

Customer relationships

Channels

Revenue streamsCost structure

Alexander Osterwalder et Yves Pigneur

Value Proposition Canvas

Alexander Osterwalder et Yves Pigneur

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

Lean Canvas

Problem Customer segments

Solution

Key metrics

Unique value proposition

Unfair advantage

Chanels

Revenue streamsCost structure

Ash Maurya

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

The Accelerator

PartnersCustomer segents

Social value proposition

Macro-economic

environmentActivities & resources

RevenueCost of delivery

The Young Foundation

Competitors

Surplus

Sales & marketing

Social Business Model Canvas

Resources Customer segments

Type of Intervention

Value proposition

Activities

Revenue streamsCost structure

The Social Innovation Lab

Surplus

Partners & stake holders

ChanelsBeneficiaries

clients

Social valueImpact measure

Client value

Exploring opportunities

Generating ideas Do & test

Learn & pivot

Business Model Zen Canvas

Brad Cho

SolutionCustomer Problem

Mission Market Advantage

Empathy

Revenues

Cost

Cooperatorfor innovation

Coopérateurpour le marché

High concept

MySBM

Social challenge

Imagination for People

Financial sustainability

Solvency

Key competencies

Shared values

Catalysts

Impact Scaling

EnvironmentSociety

Economy

Outcomes

The Flourishing Business Canvas

Biophysicalstocks

Resources Partnership Valueco-creation

Relationship Stakeholders Ecosystemactors

Ecosystemservices

Activities Governance Valueco-destruction

Channels Needs

Costs Goals Benefits

© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.

With their evolution

SocialBusiness

ModelsCanvas

9 blocs concentrate into 6 blocs

Whyand

indicators

BusinessModel

Canvas

Lean Canvas

4 blocs change

CycleLean

startup

DemmingPDA Cycle

Social Lean Canvas

2 new blocs

Methodology and canvas

March 2016

Methodological approach

5 canvas

Tools

Red threads (guides)

SE skills framework

A systemic approach: the superposition of 4 canvas linked by a central one

Permanent model«mission»

Relational model«management»

Valu

esDynamic model

«vision»Va

lues

Valu

es

Corporate socialresponsability model

Serving as a main backbone for all tools

Each canvas consisting of blocks

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)

With whom?

Why?

Verifiable?

Who?

With what? What?

By what?

Shared values

Where?

The 8 questions of the social business model

ContextIn what context the organization is immersed?

NeedsWhat are the needs, problems and opportunities that the organization will solve? Beneficiaries

Who are the users, clients and beneficiaries of the organization?

ChannelsHow will the services be communicated, provided and delivered?

Products and servicesWhat are the products and services the organization will provide?

SupportWhat are the different stakeholders who can support the organization?

ResourcesWith which people and resources the organization can it produce its benefits?

Results and impactHow to verify that the organization meets the needs properly?

The governance projected at the top of the BM

Committee

Members

Volunteers

Direction

Staff

Our values

FundersSuppliers

Customers

Directbenefi-ciaries

Partners

Sharesvalues

Publicsector

PoliticsConcurrents

Society

Medias

Press

Social

networks

Prescribers

Opinionmakers

Sharesvalues

External governanceModerate influence on decisions, but not negligible

Internal governance Also called "corporate governance"

Border governanceMay have a strong influence on decisions

The governance projected at the top of the BM

Publicsector

Politics

FundersSuppliers

Concurrents

SocietyCustomers

Directbenefi-ciaries Medias

Press

Social

networks

Committee

Members

Volunteers

Direction

Staff

Partners

Prescribers

Opinionmakers

Sharedvalues

Shared values

Future, strategy and actionDiagnostic et evaluation

Legality

Legitimacy

Utility

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

Fair operatingpractices

Communityinvolvement and

development

Consumerissues

Humanrights

Theenvironment

Laborpractices

Shared values

With a CSR hat on the top

And with « red threads »for the organisation’s life cycle!

CuriosityObservation and discovery of the business world phase:What if…?

ConceptionProblems & opportunities,

observation phase until the formulation of response (idea)

Variable length

MaturationReflection and transformation phase of an idea into a business model

Some months

ImplantationSetup hase of all

what is necessary to start the operations

From 1 to 3 months

Take-offOperation launching phase until reaching the breakeven

6 months to 2 years

FlightGrowth phase after reaching the breakeven point

After 2 to 3 years

Post-creationCreationPre-creation

With the tools linked to the « red threads »

https://prezi.com/gcyueb_ugl3p/laventure-entrepreneuriale/

Tool’s standard page

To publish on social networks

Tool state indicator and shortcut menu

Tool positioning indications

Resume of the tool

Tool’s standard page

Description of the tool, concepts

How to use chapter

Tool’s standard pageList 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.

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)

Some cross-cutting toolsSome 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

Tools related to the organization's valuesFew for now, the first of them is more convenient while the second is mostly descriptive:

• Valeurs organisationnelles - aide au choix • Valeurs et conscience organisationnelle

Business model related toolsThese 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

Business model related toolsThese 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

Business (economic) model related toolsDirectly 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

Tools related to governance canvasIndirectly related to the business model, they are nevertheless indispensable!:• Choix de la forme juridique • Matrice de délégation de responsabilités• Elevator pitch

Strategy toolsThe 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

Project toolsFirst 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-projetPos-projet

Thanks for your attention!

March 2016

www.socialbusinessmodels.ch