This workshop at the university of Bern, in Switzerland, treat some aspects of business modelling, using different canvas, such as the "business model generation" from Osterwalder & Pigneur, the "Lean canvas" fom Ash Maurya and the Social Business Models Canvas. It distinguishes also the continuum between extreeme approaches such as pure capitalist like Nespresso and pure social as Médecins sans frontières.

1. (social)
Business Models
- workshop -
Creating
traditional or social business
the same approach and the same tools ?

3. Knowledge
Know-how
Motivation
Behavior
Market
(society)

5. Shareholders
and capital
return
Product-oriented
operations
Resources
And infrastructures
Classic
entreprise
Investments and
working capital
Results:
mainly financial
products
Inspiré de: ESSEC Chaire entrepreneuriat social

7. Knowledge
Know-how
Passion
Behavior
Vision
Society
(market)

9. Opérations axées sur
le changement social
Resources
and infrastructure
Financial
products
Investments and
working capital
Social
impact
Societal
value
Inspiré de: ESSEC Chaire entrepreneuriat social
Social
entreprise

13. Oh, oh…
It looks
that…
Oh yes!And if ?
For sure!
Awesome !
Uh…

14. You must go and look outside your office walls ...
Business
models
Needs
assumptions
Business
models
Value
proposition
assumptions
Business
models
Construction
Minimum
viable
product
Construction
Minimum
viable
product
…using a canvas!

15. and canvas are not missing!

16. The Business Model Canvas
Key partners Customer
segments
Key activities
Key
resources
Value
propositions
Customer
relationships
Channels
Revenue streamsCost structure
Alexander Osterwalder & Yves Pigneur

17. The Lean Canvas
Problem
Customer
segments
Solution
Key metrics
Unique
value
proposition
Unfair
advantage
Channels
Revenue streamsCost structure
Ash Maurya

18. The Social Lean Canvas
Rowan Yeoman
Problem
Customer
segments
Solution
Key metrics
Unique
value
proposition
Unfair
advantage
Channels
Financial sustainabilityCost structure
Existing
alternatives
Early
adopters
Social, environmental benefits
Purpose

19. The Accelerator Canvas
The Young Foundation

20. With their evolution
Social
Business
Models
Canvas
9 blocs
concentrate
into 6 blocs
Why
and
indicators
Business
Model
Canvas
Lean Canvas
4 blocs change
Cycle
Lean
startup
Demming
PDA Cycle
Social Lean
Canvas
2 new blocs

21. The canvas:
a structured brainstorming ?

22. Our values, our culture, our principles of action

23. Context
1
• In what geographical area the business model will be active?
• The activities will be subject to temporal, seasonal constraints?
• Can the political or legal context strongly influence the business model?
• The social context play an influence on the business model?
• Can the model benefit from the technological context?
• Environmental constraints exist?
Where?

24. Problems & opportunities
2
• What are the major problems the social business model will face?
• What are the causes of these problems?
• What are the real and relevant needs related to these problems?
• What are the objectives that the business model wants to achieve?
• Are there unexplored opportunities?
Why?

25. Users, beneficiaries, clients
3
• What will be the direct beneficiaries of the business model?
• Will they be simple users?
• Who will pay for the proposed benefits, users or other persons or organizations?
• Are there indirect beneficiaries, who will gain some advantage from the benefits,
even if they are not for them?
• Are there indirect impacts in some segments of society?
Who?

26. Products and services, value proposition
4
What?
• The business model will provide products, which ones?
• What will be the services developed by the business model?
• Your business model will work by projects or streamed?
• Will there be intangible products, such as "information packets"?
• Services will be produced directly at the users places?
• Can they be divided in primary and secondary?

27. Channels, client relationship
5
• How will users know about your business model services and products?
• What relationship do you have with your users, direct and customized or self-service?
• How will your benefits arrive in the hands of your users?
• Are there some ways for your users to return you products?
By what?

28. Resources, finances
6
• With what human resources (internal teams, external persons, service providers, volunteers...)?
• What are the specific skills needed for the core business?
• Which raw materials, consumables will you need?
• What will be the process of production, the support activities, the administrative tasks?
• Will you need production and maintenance equipment's, software support?
• What will be your installations, furniture, infrastructure, logistics equipment, vehicles?
• How much financial resources do you need for investment and funding working capital?
• From where do these financial resources come (revenue, grants, investors, sponsors, other
donors...)?
With what?

29. Indicators
7
• How will we know if the social business model has been successful?
• How to measure immediate results?
• How to check the impact caused by the social business model?
• What will be the measurement tools?
• What will be the sources of information?
• When measuring?
Verifiable?

30. Alliances and partnerships
8
• What will be the decision making process?
• What governance model will be internal?
• Is it possible to have partners in the business model?
• Or allies?
• Organizations or individuals can play the role of prescribers (relays)?
With whom?

31. …for creativity!
Resuming: 1 affirmation and 8 questions…
With whom?
Why?
Verifiable?
Who?
With what? What?
By what?
Our
values!
Where?

32. Time to test
www.socialbusinessmodels.ch
info@socialbusinessmodels.ch
Claude Michaud – Porte parole
claude.michaud@socialbusinessmodels.ch
michaud.claude@gmail.com
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