Team-C Elena, Anna, Raffa, David & Adrien
description
Transcript of Team-C Elena, Anna, Raffa, David & Adrien
Team-CElena, Anna, Raffa, David & Adrien
Social Entrepreneurship
Barcelona, April 30th 2012
Agen
da
1. Design Thinking Methodology2. Barrio Solidario3. Key Learnings
Agen
da
1. Design Thinking Methodology2. Barrio Solidario3. Key Learnings
Desig
n Th
inki
ng P
roce
ss O
verv
iew
Designing Business Model Filtering Ideas
Identifying Objectives Brainstorming
Interviewing Agents Prototyping
Design thinking: 1st round
Lacking experience, in the first round of the design thinking process we did not follow the steps in the right order
Iden
tifyi
ng O
vjec
tives
• Better manage food waste to feed those without access to proper meals
• Create employment for people with less resources
• Raise awareness on food waste
Project Goals
Brai
nsto
rmin
g &
Filt
erin
g
• Kitchen Surfing• Food production plant using soon to
be wasted vegetables as raw material• Clochard identification system• Food measure re-engineering ISO 007• Re-balancing point in wealthy areas• Kitchen in supermarkets
• B2B Platform linking mass food waste sources with mass canteens services
Sustainability?
SocialImpact?
Viability?
Low Cost?
EngagementPower?
Food wastecapacity?
Brainstorming &Filtering
Filte
ring
(1/2
)
Dr. Adrien van der Weid
Online Platform,eBay style
Cost-SavingSolution
Efficiency gains in distribution
Tacklingfood waste
We developed the basic pillars of our chosen idea…
The idea: Food Cycle 2.0
Goalbring waste food back into the economic cycle
IdeaBuild a platform to bring together producers (with food waste) and large consumers of food interested in cheap sources or in having a positive environmental impact
FarmersWholesalers
CustomersFood manufacturing
Retailers
Restaurant, canteen, etc.
Leftovers, Surplus, Unprocessed-, Older Food = Waste
Food Production
We will do this
HowUpcoming usable waste food is put on website » Other companies can bid/buy » Pick up & delivery by our - former unemployed - workers (possibly paid with a % of the price)
= Food
Filte
ring
(2/2
)«Food Cycle 2.0»
…and created a concept for
Prot
otyp
ing
Then we made prototypes for Food Cycle 2.0 both as web platform and smartphone app…
Inte
rvie
win
g (1
/3):
Som
e re
mar
ks
Restaurante El Gallego“ I’m not concerned with the food waste produced by the restaurant. What we throw
away cannot be eaten ”
José, pizzeria owner
Javier, restaurant owner
…but in the interviews we learned that restaurants were not receptive to our idea
Pizzeria San Marino“I really feel bad about food waste
because I come from the most humble roots. […] No, I would not use the
platform as we have our traditional suppliers, our well established
processes and we appreciate the quality products we receive.“
Unilever – Igone Bartumeu • Food wasted at marketing, sales &
logistics stages• Waste from Unilever is in both food
and household goods • Majority of food waste is given to Food
Banks• Selling Charity• Food Banks cannot take on all the
food because of:- Capacity reasons (e.g. not
enough fridges) - Insufficient number of
organizations available to take food from them
• Community project already existing• Suggest to make donations easier• Recommend to involve authorities
RESTAURANTS• Desire to help poor people• Routine with traditional suppliers
and established processes• Impossibility to sell and buy food
close to the expiration date• Necessity to follow public health
requirements
ARAMARK – Manager• Limit waste by planning correct
amount of food that will be consumed daily
• Soon to be wasted food cannot be purchased because of hygienic reasons
• Suppliers are chosen by the holding company
Inte
rvie
win
g (2
/3):
deta
iled
insig
hts
✓✗
Inte
rvie
win
g (3
/3):
Conc
lusio
ns
We realised that our idea will not be successful as we have...
• Restaurants don‘t dare or don‘t want to use our platform
• Large caterers cannot use the platform
No buyers in the B2B model✗
• Producers and shops rather want to give the food as charity than to sell it for a cheap price
No sellers✗
• Small food providers would not pay and distribution and logistics costs
Problem with logistics✗
...but there was awareness, so we went on, had ideas...
make it B2C?
make it non-commercial?
make it local?
Real
izatio
n of
mist
ake
Designing Business Model
Filtering Ideas
Identifying Objectives Brainstorming
Interviewing Agents Prototyping✗
Testing prototype through
interviews
Brainstorming
Identifying Objectives
1st Interviewing & collect insights
Prototyping design
Filtering✓
Design Business Model
…and realized we did mistakes in the process in the first round.
So we finally adopted the correct process and started…
Design thinking: 2nd round
Done in 1st round Done in 1st round
Persona: Tarik SinghNationality: PakistaniAge: 32 years old Status: SingleDomicile: Spain, Barcelona, GraciaFamily: moved to Europe with his parents, brothers and sisterEducation: private tuition Previous work experience: casual jobs such as delivery guy, plumberActual job: greengrocerValues: Family, Dignity, Solidarity
Following the insights collected in the interviews, we developed our persona
Brai
nsto
rmin
g
Filte
ring
& P
roto
typi
ngFollowing a new filtering process, we chose and developed a new idea and designed the respective prototype
Idea
Prototype
Idea will be elaborated in the Business Model Canvas
section
ORGANIC SHOP – BIO SI• Left overs are given to employees
or customersMEAT SHOP – SARROCA• Food waste is thrown because of
strict sanitary rules• It is easy to throw food waste
away. Any other solution must be even easier in order to work.
RESTAURANTS• Impossible to re-use left overs• Hygienic legal restrictions• No cost in waste managementSMALL SUPERMARKETS• Orders are made according to
customers needs no waste• Sensibility to waste issue• Mainly regular customers
GREENGROCERSTENTACION FRUITS• Minimal waste• Left overs are sold at discount or given
to homeless peopleSPAR GROCERY STORE• Waste comes from dairy products • NOT willing to buy almost expired food
due to hygienic issueFRUITES GRACIA• Damaged fruits and vegetables are
thrown away• 2 boxes of fresh food wasted every day• “it would be better to give wasted food
to people who don’t have anything than to throw it away. But it is difficult!”
Testi
ng P
roto
type
– k
ey in
sight
sIn a second round of interviews our concept was better received. So we went on with it...
Agen
da
1. Design Thinking Methodology2. Barrio Solidario
- Concept & Mission Statement- Business Model Canvas- Key Success Factors- Pilot- Scaling-up- Objectives’ check
3. Key Learnings
The
Conc
ept
Barrio Solidario seeks to channel waste generated from food providers to households living in poverty
Barrio Solidario
• Users (underprivileged households)
adhere to the program either by
buying food vouchers for gaining
them by serving for BarSol mission.
BarSol sends vouchers by mail
• Users present vouchers to adhering
food providers (supermarkets,
specialized food shops, restaurants
etc.) in exchange of food that
would otherwise go to waste
• Regular customers donate food
they would waste from home to
food providers
• Food providers return vouchers to
Barrio Solidario.
1
2
3
4
How it works
Users
Food Providers
1
2
Regular customers
3
4
Values• Solidarity• Excellence• Ambition
Stat
emen
t of v
ision
, miss
ion
and
valu
es
VisionTo achieve solidal barrios in Spain where no edible food is wasted, and no family goes hungry
MissionBringing poor families and food providers in the same programme to ensure that edible food produced is accessible at affordable prices
Barrio Solidario has developed its vision, mission and set of values to focus its operations
Busin
ess C
anva
s fra
mew
ork
The business model will be described according to the business canvas framework
C H A N N E L S
C U S T O M E R R E L AT I O N S H I P S
R E V E N U E S T R E A M SC O S T S T R U C T U R E
C U S T O M E R S E G M E N T S
K E Y R E S O U R C E S
K E Y A C T I V I T I E S
K E Y PA R T N E R S
VA L U E P R O P O S I T I O N
The Business Canvas
Of the 123.000 inhabitants of Gracia an estimated 10% live below the poverty line (23% in whole Barcelona). One quarter might be interested in our service, making it around…
mostly immigrants, elderly people, and long-term unemployed.
Residents of Gracia
Cus
tom
er S
egm
ents
People living below the
poverty line of 650€
income per month
Our Customers are…• Interested in very cheap but
diverse food• Preferring to pay a symbolic
price rather than receiving donations• Not minding variations in how
much food and where from• Aligned with our values
… 3000 potential users
Val
ue P
ropo
sition
Underprivileged Households
SocietyFood
Providers & other customers
VALUE ADDED
A triple value will be created for underprivileged households, the food providers and society
• Cheap food• “Dignity” from
avoidance of charity• Diversity of food• Integration in barrio
• Gratification• Integration in barrio • Enhanced marketing
• Reduction of waste• Support to poor
households• Fostering of
community feeling
Cha
nnel
s (1/
2)Households will be reached through several channels to create awareness, enable the sign-up and deliver value
Awareness Sign-up
BrochuresLearn of BarSol from brochures located in strategic touch points
WebsiteLearn of programme from online platform
Word-of-mouthReferral from other members of the community
WebsitePurchase vouchers from online platform
MailPossibility to purchase vouchers via mail
TelephonePossibility to purchase vouchers via telephone
MailVouchers and service brochure delivered via mail
Direct ContactBarSol representative to introduce new users to closest providers WebsiteAvailable providers and collection times indicated on website
9 channels for householdsValue delivery
Also the food providers will be reached via multiple channels to guarantee easy access to the service
8 channels for ProvidersDirect contactApproached directly by the BarSol “sales” team
WebsiteLearn of programme from online platform
Word-of-mouthReferral from other members of the community
E-mailIf interested to join, can contact BarSol via e-mail
TelephoneIf interested to join can contact BarSol via telephone
Direct contactBarSol to meet provider rep to finalize sign-up
WebsiteDetails of the provider reported on online platform
Direct ContactBarSol rep to introduce users to providers and to make periodic visits
Cha
nnel
s (2/
2)
Awareness Sign-up Value delivery
• Provide information in various forms and languages • Introduce users to providers
and other users• Regular contact through
payment/community service• Check elegibility
Cus
tom
er R
elati
onsh
ips (
1/2)
Barrio Solidario wants to build a barrio network of associated food providers and clients
• Build a network between users for them to exchange experiences and better integrate• Community service:
introduce new users• Word-of-Mouth
• Build trust and personal relationships• Shops/restaurants may receive
community service from the users
Cus
tom
er R
elati
onsh
ips (
2/2)
Barrio Solidario wants to build a barrio network of associated food providers and clients
• Raise awareness• Include society in
project through donation box and information• Provide way to
reduce food waste in homes
• Personal relation and information exchange• Regular visits• Create Visibility: stickers,
posters, badges• Engage providers
through awards
3
2
1
Key
Acti
vitie
s
Engagement of potential providers• Visit potential food providers and present advantages
of the programme• Conduct sign-up meetings
• Web management• Management of mail• Analysis of service usage
Management & back-office activities
Barrio Solidario will have to engage in three key sets of key activities to deliver its service
• Introduce new users to providers• Conduct periodic visits to providers
Contact with programme members
Key
Res
ourc
esBarrio Solidario will start as a lean business
with as little resources as possible
+• 40% Management
and Administrative capacity• 60% Sales and
account management
+
+
+
Design + Development Home Office 1 FTE
Funding Network
Key
Par
tner
sThree types of key partners will have to be
engaged to carry out the operations
Food Providers
Key Partners
Communityleaders
Funders
KeyPartners
• Provide funding for early stage activities
• Provide regular supplies of excess food
• Collect waste from other regular customers
• Spread awareness• Foster community spirit
Cos
t Str
uctu
reThe upfront costs to set up operations will be minimal, and
operational costs will amount to about 1,700€ / month
Opex
Capex• Incorporation of the company
• Website with basic functions€1,000
• 1 FTE gross salary
• Administrative overhead (mail, print etc.)
€0
€200 / mo.
€1,500 / mo.
• To cover up-front of costs• Sources:
- Government subsidies- Individual donations- Philanthropists
Donations and subsidies
Rev
enue
Str
eam
sThe major source of revenues to sustain operations
will be raised from donations and subventions
€7.5 per user per month
Voucher payments
=
€1 per voucherx
7.5 vouchers per month for average
user
21
Revenues
Key
Succ
ess F
acto
rsWe understand that the realization of the described business model rests on a set of key success factors
FinancingBuild-up of network to raise sufficient funds
MatchingMatch demand for each provider with his respective food on offer
Trust buildingAbility to encourage community feeling and foster trust-based relationships
The
Pilo
t
• Duration: 2 months• Area: Vila de Gràcia• # Providers: 10 Small fruit & vegetable
stores, provide up to 4 portions of food per work day• Max. # users: 180 users, buying 1.5
portions per week• Expected # users: 50, buying 1.5 portions
per week• Revenue from vouchers: 300€ per month• Restriction: No community service, No
professional design and development• Staff needed: max. 1 FTE• Costs:
• Incorporation: Postponed• Staff: 5 Founders work for 0€• G&A: 100€ per month= 200€ in total 400€ profits, to be saved for the
incorporation expenses
The Pilot
Scal
ing-
up S
trat
egy
(1/2
)
1 Refine insights on service user Define terms and conditions for providers
Engage providers
Start creating a better world
2
3
5
We have identified a set of next steps that must be undertaken in order to set-up the pilot
Set up communication channels, finalize beta version of web platform2
Engage a limited number of first users4
Scal
ing-
up S
trat
egy
(2/2
)In order to scale-up properly we have to check if the
model is transferable and then find a promising strategy.
1 Is the model transferable?
How can the five R‘s be answered?
In which form should we scale up?
Which mechanism should be used?
Yes, Transferable
(Experience from Pilot needed)
Expectedly: Progam model
Expectedly: Dissemination
2
3
4
Scal
ing-
up g
eogr
aphi
cally
From Barcelona to…
Gracia
Barceloneta
El RavalPoble Sec
Besòs Maresme
Expand to whole Gracia
Duplicate the model in other barrios with
high poverty
Replicate the model all over…
Spain
Obj
ectiv
es’ C
heck
«Better manage food waste to feed those without access to proper meals»
Objectives
«Create employment for people with less resources»
«Raise awareness on food waste »
Check
Provide channel to food establishments and households to offer excess food to those without access to proper meals
Objectives’ check
Visibility of badges, collection of monetary / food donations, and word-of-mouth builds awareness
Provide limited opportunities of employment once the business scales up to other barrios
Barrio Solidario meets all required objectives
Agen
da
1. Design Thinking Methodology2. Barrio Solidario3. Key Learnings
Wha
t did
we
lear
n??
Key learnings Stick to the Design Thinking Process!
Interviews are important to gain insights about the potential users and understand their issues.
After the first engagement interviews are easier than they seem…
Be ready to iterate the process and modify your original idea!
During the interview process make sure to use your POV as a reference but at the same time to gain insights from other stakeholders with different points of view!
¡Gracias!Please visit us on
barriosolidario.wordpress.com