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BUSINESS MODEL VS
     IMPACT MODEL
     By Hendry Hartono SE. MM.
PART 1
BEYOND BUSINESS MODEL


 Bina Nusantara
PART 1
BEYOND PROFIT


 Bina Nusantara
PART 1
BEYOND PROFIT


 Bina Nusantara
World changing: 250 years of population, economic and consumption growth,
Bina Nusantara   and the impacts on our environment (sources: WEF, WWF, New Scientist).
CRISES OF...

                  POVERTY

PART 1          CLIMATE CHANGE

                   CONFLIC
BEYOND PROFIT
                 DEPRESSION

                   SUICIDE
Bina Nusantara
PART 2        BUSINESS MODEL
                       VS
                  IMPACT MODEL
Bina Nusantara
WHAT
                 IS A BUSINESS MODEL?



Bina Nusantara
PART 1
BEYOND PROFIT
A BUSINESS MODEL DESCRIBES THE
RATIONALE OF HOW AN ORGANIZATION
CREATES, DELIVERS, AND CAPTURES VALUE
 Bina Nusantara
BEYOND PROFIT


 Bina Nusantara
WHAT
BEYONDAN IMPACT MODEL?
    IS PROFIT


 Bina Nusantara
AN IMPACT MODEL DESCRIBES
              THE
          RATIONALE
   OF HOW AN ORGANIZATION
   CREATES, DELIVERS, SCALES,
         SUSTAINS AND
       MEASURES IMPACT

Bina Nusantara
NOTE
          PEOPLE , PLANET, PROFIT


Bina Nusantara
People Planet Profit




Bina Nusantara
Why does it matter?

  • People do not trust business. They increasingly see companies
  as irresponsible, greedy and inhuman. Climate change and
  economic downturn have accelerated new expectations.

  • Businesses need to reengage people, to understand their
  new priorities, rethink their role and propositions, work in new ways,
  and enable people to do more themselves.

  • Resolving the many paradoxes faced by customers who want the
  best things but also to do “the right thing” and business leaders who
  want to grow but in more responsible ways


Bina Nusantara
Social and environmental issues are more important than
ever.

For business, they represent some of the greatest
opportunities to find new markets of profitable growth, more
lasting and engaging sources of competitive advantage, and
more effective ways to reduce cost and risk.

Consumers no longer feel conflicted by the issues, but
committed to supporting change.



 Bina Nusantara
People and planet and profit:
                 Economic growth is only
                 sustainable     if    business
                 activities are integrated with
                 social     and   environmental
                 priorities
                 (source: GeniusWorks).




Bina Nusantara
Ben Clarke from Kraft Foods says

 “Sustainability is now about profit ... it is the opportunity of
the twenty-first century.” The business case for “people and
planet and profit” is based on both the profitable new
opportunities of sustainable markets – embracing these
issues within existing markets, and investing in new market
spaces such as renewable energies - and also on the
significant cost and risks likely to be incurred by
unsustainable practices in future.”



                               http://www.ceoforum.com.au/article-detail.cfm?cid=6063&t=/Ben-
                               Clarke-Kraft/Crosscultural-management-Krafts-
 Bina Nusantara
CSR (corporate social responsibility) strategies were typically
peripheral compensation for the damages already done, relieving the guilt
of companies that couldn’t see the light. They were the clean caring icing
on the big dirty cake. They sought to protect superficial and increasingly
fragile reputations.


“People and planet and profit” is much more than that. It        is about
moving the issues of sustainability from the fringes to the      heart of
business. It demands that business leaders rethink fundamental   strategic
questions – why we exist, where we should focus, how              we are
different, and why people will choose it, want to work for       us, and
invest in our business.



Bina Nusantara
BACK TO

                 BUSINESS MODEL
                       VS
                  IMPACT MODEL


Bina Nusantara
Iteration Number
IMPACT MODEL CANVAS                                                                                                                                      Headline idea                                                                          Designed by                                                                Date


 Collaborators                                                            Activities                                                                    Proposition                                                                            Channels                                                                   Target Users
 - Who are our key collaborators without which                            - What Activities does our Proposition require?                                - What value do we deliver to the user and how?                                        - Through which Channels (media, delivery partners,                       - For whom are we creating value and why?
  we could not achieve our mission?                                                                                                                      - How is this different from the status quo?                                             networks etc) are we going to reach our customers                       - What needs, trends and insights are we
                                                                                                                                                                                                                                                  and collaborators?                                                       capitalising on?




                                                                          Resources                                                                     Purpose                                                                                Marketing
                                                                          - What stuff, people, infrastructure does our                                  - What is the reason the organisation exists?                                          - What attitudes or behaviours do we need to
                                                                          Proposition require?                                                           - How can we best serve?                                                                 change to engage others fully with our proposition
                                                                                                                                                         - What is our strategic intent?                                                          and how can we best communicate this?




 PPP Costs                                                                                    Financial Costs                                                                                            Revenue Streams                                                                                PPP Impacts
 - What environmental and social costs are a direct or indirect outcome                       - What are the most important costs of our Activities and Resources?                                       - What are our revenue streams?                                                               - What specific environmental and social outcomes do we want to deliver?
  of our Activities and Resources?                                                                                                                                                                       - How much does each stream contribute to overall revenues?
 - How can we mitigate against this?




 Risks                                                                                                                                                                                                   Assumptions
 - What are the most obvious risks associated with this model?                                                                                                                                           - What core assumptions do we make about customers,
 - What could get in the way?                                                                                                                                                                              collaborators, resources and channels which underpin this model?
IMPACT MODEL CANVAS                                                                                    Grameen Danone Foods
    Scale Strategy                                                                                                                                                                             Brand Strategy
What systems do we need to have in place to reach maximum scale?                                                                                                                          What over-arching and engaging story are we going to tell to engage people?
What people structures do we need to service this delivery model?                                                                                                                         How do we appeal to head, heart and hand in a distinctive and authentic way?
How can we deploy these over time to achieve our goals?                                                                                                                                   How are we going to start and maintain conversations?

         Grameen Danone Foods has created a financially sustainable business model                                                                                                             Grameen Danone Foods brings a story two powerful organizations coming
         that creates a myriad of positive externalities. They scale through providing a                                                                                                       together under the banner of a common cause to fight nutritionally deprived
         viable and socially attractive investment opportunity in yogurt production facilities,                                                                                                populations in Bangladesh.They are focused on branding social enterprises as a
         the business model covers all other costs.                                                                                                                                            movement. They would like to be part of the evolution of capitalism, bringing
                                                                                                                                                                                               purpose front and center for the next generation.
    Culture & Character                                   Collaboration                                       Actions                                              Value Proposition                                        Channels & Marketing                                  Users                                               Local
How do people have to behave                          Through which Channels are                          What Activities do our Value                         What value do we deliver to the                          Through which Channels are                           For whom are we creating value?                      What is the local context?
during ‘business as usual’ to                         we going to reach and keep                          Propositions require?                                user? What benefits are we                               we going to reach and keep                           What needs are we focused on                         What impacts user beliefs,
deliver on the Activities,                            in communication with our                           Our Delivery Channels?                               making more accessible, usable                           in communication with our                            relieving? What problems are we                      values and behaviours?
Resources & Partnerships?                             users? Which ones work best?                        Our Fundraising Strategy?                            or enjoyable? How is this different                      users? Which ones work best?                         helping to solve?                                    What are existing behaviours
How does this connect with                            Which ones are most                                 Our Growth Strategy?                                 from our ‘competitors’? What are                         Which ones are most                                  and cultural codes we can
our values, vision and org intent?
What ownership structures do you
                                                      cost-efficient? How are we                          What do we have to do to keep                        the mission-critical elements of the
                                                                                                                                                               user experience?
                                                                                                                                                                                                                        cost-efficient? How are we                            •        Poor often                                 tap into or piggy-back on?
need to ensure congruence and
                                                      integrating them with user habits?
                                                      How can we reach scale?
                                                                                                          our collaboration and networks intact?
                                                                                                          Our culture healthy?
                                                                                                                                                                                                                        integrating them with user habits?
                                                                                                                                                                                                                        How can we reach scale?                                        malnourished                               •         30% of all
maximise imaoct?
                                                                                                       •        Building production
                                                                                                                                                                Grameen Danone                                                                                                         children                                             Bangladeshis and
                                                                                                                                                                Foods brings daily                                                                                                                                                          56% of
•         Maximizing impact                              •          Grameen Bank                                facilities                                                                                          •          Sales ladies distribute                             from Bangladesh
•         Create broad                                                                                                                                          healthy nutrition to                                                                                          •    Entrepreneurial                                          Bangladeshi
                                                         •          Danone Foods                       •        Production of                                   low income                                                     the yoghurt door-to-                                                                                         children under the
          awareness                                      •          Bangladesh                                  products                                                                                                       door                                                distributors                                             age of 5 suffer from
          for social business                                                                                                                                   nutritionally deprived                                                                                        •    Micro farmers
                                                                    Government                         •        Product sales                                                                                                                                                                                                               moderate to severe
•         Ensure quality                                                                                                                                        populations in                                                                                                •    Factory workers                                          malnutrition
                                                                                                       •        Distribution
          control                                                                                                                                               Bangladesh. They
                                                                                                              Resources                                                                                                     Channels & Marketing                                Donors                                                Globe
•         Enterprise as a                                                                                                                                       offer a community
          piece of
                                                                                                        What Resources (stuff, people,
                                                                                                        infrastructure) does out Value
                                                                                                                                                                based business                                          Through which Channels are
                                                                                                                                                                                                                        we going to reach and keep
                                                                                                                                                                                                                                                                             Who are our most important
                                                                                                                                                                                                                                                                             donors and funders? What needs
                                                                                                                                                                                                                                                                                                                                  What is the global context within
                                                                                                                                                                                                                                                                                                                                  which we are working?

          a worldwide move
                                                                                                        Proposition require?                                    model to                                                in communication with our
                                                                                                                                                                                                                        donors and policy makers?
                                                                                                                                                                                                                                                                             are they focused on meeting?                         What impacts potential and
                                                                                                                                                                                                                                                                                                                                  current donor beliefs, values
                                                                                                        Our Delivery Channels?
          ment for social                                                                               Our Funding Channels?
                                                                                                        Our Fundraising Strategy?
                                                                                                                                                                produce yoghurt                                         Which ones work best?
                                                                                                                                                                                                                        Which ones are most
                                                                                                                                                                                                                                                                                                                                  and behaviours?


          business
                                                                                                        Our Growth Strategy?                                    enriched with crucial                                   cost-efficient? How are we                                                                                There are approximately
                                                                                                                                                                                                                        integrating them with user habits?
                                                                                                        Our partnerships?
                                                                                                                                                                nutrients at a price of                                 How can we reach scale?                                                                                   925 million malnourished
                                                                                                                                                                                                                                                                                                                                  people in the world.
                                                                                                      •          Production sites
                                                                                                                                                                6 BDT (= 0.06                                                                                            •         Danone Food
                                                                                                                                                                EUR). The production                                                                                     •         Gramene Bank                                   There is a need for
                                                                                                      •          Micro farmers                                  is designed to give as                              •          Social enterprise                                                                                  employment all over the
                                                                                                      •          Collaboration partners                                                                                                                                  •         Private Investors                              world. There is
                                                                                                                                                                many people as                                                 networks
                                                                                                                                                                possible a job.                                     •          Investor Networks                                                                                  increasing need and call
                                                                                                                                                                                                                                                                                                                                  for for biodegradable
    PPP Costs                                                                                                                                                                                                                                                                                                                     packaging.
                                                                                               Financial Costs                                                                                  Revenue Streams                                                                              PPP Impacts
What social and environmental costs are a direct or indirect outcome                       What are the most important costs inherent in our delivery model?                                What are our revenue streams? What prices are we charging?                                   What outcomes do we value most for our target users?
of our Key Activities and Key Resources? How can we mitigate against this?                 Which Key Resources are most expensive? Which Key Activities are                                 What value are our funders / donors / users really willing to pay?                           What behaviours and beliefs do we want to change?
                                                                                           most expensive? What do we need to invest in to ensure our                                       How much does each Revenue Stream contribute to overall revenues?                            How can we measure these accurately and cost-effectively?
                                                                                           purpose is achieved?                                                                             What is break-even target?                                                                   Is there a way to include measurement within the user experience?


                                                                                                  •          Production facilities                                                                                                                                                       •         The milk for the yoghurt is purchased
                                                                                                  •          Worker salaries                                                                                                                                                                       from micro-farmers.
     •         none                                                                               •          Distribution to sales ladies                                                         •       Revenue from product sales                                                     •         Sales ladies distribute the yoghurt
                                                                                                  •          Internal and external communication                                                                                                                                                   door-to-door and receive a 10%
                                                                                                  •          Management                                                                                                                                                                            provision.
                                                                                                                                                                                                                                                                                         •         50 production plants during the ten
                                                                                                                                                                                                                                                                                                   years between 2006 and 2016
                                                                                                                                                                                                                                                                                         •         Grameen Danone Foods is
                                                                                                                                                                                                                                                                                                   responsible for the creation of about
                                                                                                                                                                                                                                                                                                   1,600 jobs within a 30km radius
                                                                                                                                                                                                                                                                                                   around the plant.
                                                                                                                                                                                                                                                                                         •         Solar energy is used for heating up the
                                                                                                                                                                                                                                                                                                   water
                                                                                                                                                                                                                                                                                         •         Packaging of the yoghurt is fully
                                                                                                                                                                                                                                                                                                   biodegradable
PURPOSE
   - What is the reason the organisation exists?

   - How can we best serve?

   - What is our strategic intent?



Greatest challenge: Process innovation and partial ‘automation’ of impact
   Bina Nusantara
PROPOSITION
- What value do we deliver to the user?

- What benefits are we making more accessible, usable or
enjoyable?

- How is this different from the status quo?

- What are the mission-critical elements of the user experience?

 Bina Nusantara
CHANNELS /
MARKETING
- Through which Channels (media, touchpoints, delivery partners,
networks etc) are we going to reach our users and deliver value?
- Which ones are most efficient? Effective?
- How are we integrating them with user habits?
- How can we reach scale by using peer- and self-managed
Channels?
- What emotions, mindsets and behaviours do we need to
change and how can we best communicate this?
  Bina Nusantara
USERS
- Whose needs are we focused on relieving?

- What exact problems are we helping to solve?

- What trends and insights are we capitalising on?


Bina Nusantara
ACTIVITIES
- What Activities does our Value Proposition require?

- Our Delivery Channels?

- Our Marketing?

- What do we have to do to keep our collaboration

and networks intact?

Bina Nusantara
RESOURCES
   - What Resources does our Value Proposition require?

   - Our Delivery Channels?

   - Our Marketing?

   - Our Collaborations?
Bina Nusantara
COLLABORATIONS
 - Who are our key collaborators without which we could not
 achieve our strategy?

 - What power players can we bring on board to deliver change at
 scale?

 - Which Resources and Activities do they bring?

 - What are their motivations for collabortion?

 - What could get in the way?
Bina Nusantara
COSTS
   - What are the most important costs inherent in our delivery
   model?

   - Which Key Resources are most expensive?

   - Which Key Activities are most expensive?

   - What do we need to invest in to ensure our Purpose is achieved?

Bina Nusantara
PPP COSTS
 - What social, environmental and wellbeing costs are a direct or
 indirect outcome of our Key Activities and Key Resources?



- How can we mitigate against this?




Bina Nusantara
REVENUES
 - What are our revenue streams?

 - Who are we charging and what price?

 - What value are our funders / donors / users really willing to pay?

 - How much does each Revenue Stream contribute to overall
 revenues?

 - What is break-even target?
Bina Nusantara
PPP IMPACTS
- What outcomes do we value most in alignment with our
Purpose?

- How can we measure these accurately and cost-effectively?

- Is there a way to include measurement within the user
experience?



Bina Nusantara
RISKS
- What are the most obvious risks associated with this model?

- What could get in the way?




Bina Nusantara
ASSUMPTIONS

  - What core assumptions do we make about users, collaborators,
  resources, channels and the world which underpin this model?




Bina Nusantara
Bina Nusantara
TEST CASE 1: PEE POO BAG
                    VIDEO 1




                    VIDEO 2




Bina Nusantara
TEST CASE 2 : Restore Products
    The first: a brand of natural Restore cleaning products.
    The second is the Restore Refilling station: a patented
    in-store kiosk that allows consumers to bring back
    empty product bottles and refill them. A machine reads
    a bar code, mixes the product, refills the bottle, and
    prints out a discount coupon.

     The kiosk system helps to reduce costs for
    manufacturers, retailers, and consumers while keeping
    plastic out of landfills and reducing water consumption.
    In 2002, Brown deployed kiosks in six stores. Today
    there are 35 stores around USA, and also 14 refill
    machines in in eight states.                               Laurie Brown, Minneapolis, Minn.

    In 2002, revenue was just under $1 million.
    Today revenue more than $15 million



Bina Nusantara                                                              http://www.restoreproducts.com/
Business model vs impact model

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Business model vs impact model

  • 1. BUSINESS MODEL VS IMPACT MODEL By Hendry Hartono SE. MM.
  • 2. PART 1 BEYOND BUSINESS MODEL Bina Nusantara
  • 3. PART 1 BEYOND PROFIT Bina Nusantara
  • 4. PART 1 BEYOND PROFIT Bina Nusantara
  • 5. World changing: 250 years of population, economic and consumption growth, Bina Nusantara and the impacts on our environment (sources: WEF, WWF, New Scientist).
  • 6. CRISES OF... POVERTY PART 1 CLIMATE CHANGE CONFLIC BEYOND PROFIT DEPRESSION SUICIDE
  • 8. PART 2 BUSINESS MODEL VS IMPACT MODEL Bina Nusantara
  • 9. WHAT IS A BUSINESS MODEL? Bina Nusantara
  • 10. PART 1 BEYOND PROFIT A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE Bina Nusantara
  • 11. BEYOND PROFIT Bina Nusantara
  • 12. WHAT BEYONDAN IMPACT MODEL? IS PROFIT Bina Nusantara
  • 13. AN IMPACT MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, SCALES, SUSTAINS AND MEASURES IMPACT Bina Nusantara
  • 14. NOTE PEOPLE , PLANET, PROFIT Bina Nusantara
  • 16. Why does it matter? • People do not trust business. They increasingly see companies as irresponsible, greedy and inhuman. Climate change and economic downturn have accelerated new expectations. • Businesses need to reengage people, to understand their new priorities, rethink their role and propositions, work in new ways, and enable people to do more themselves. • Resolving the many paradoxes faced by customers who want the best things but also to do “the right thing” and business leaders who want to grow but in more responsible ways Bina Nusantara
  • 17. Social and environmental issues are more important than ever. For business, they represent some of the greatest opportunities to find new markets of profitable growth, more lasting and engaging sources of competitive advantage, and more effective ways to reduce cost and risk. Consumers no longer feel conflicted by the issues, but committed to supporting change. Bina Nusantara
  • 18. People and planet and profit: Economic growth is only sustainable if business activities are integrated with social and environmental priorities (source: GeniusWorks). Bina Nusantara
  • 19. Ben Clarke from Kraft Foods says “Sustainability is now about profit ... it is the opportunity of the twenty-first century.” The business case for “people and planet and profit” is based on both the profitable new opportunities of sustainable markets – embracing these issues within existing markets, and investing in new market spaces such as renewable energies - and also on the significant cost and risks likely to be incurred by unsustainable practices in future.” http://www.ceoforum.com.au/article-detail.cfm?cid=6063&t=/Ben- Clarke-Kraft/Crosscultural-management-Krafts- Bina Nusantara
  • 20. CSR (corporate social responsibility) strategies were typically peripheral compensation for the damages already done, relieving the guilt of companies that couldn’t see the light. They were the clean caring icing on the big dirty cake. They sought to protect superficial and increasingly fragile reputations. “People and planet and profit” is much more than that. It is about moving the issues of sustainability from the fringes to the heart of business. It demands that business leaders rethink fundamental strategic questions – why we exist, where we should focus, how we are different, and why people will choose it, want to work for us, and invest in our business. Bina Nusantara
  • 21. BACK TO BUSINESS MODEL VS IMPACT MODEL Bina Nusantara
  • 22. Iteration Number IMPACT MODEL CANVAS Headline idea Designed by Date Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? Resources Purpose Marketing - What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to Proposition require? - How can we best serve? change to engage others fully with our proposition - What is our strategic intent? and how can we best communicate this? PPP Costs Financial Costs Revenue Streams PPP Impacts - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? - How much does each stream contribute to overall revenues? - How can we mitigate against this? Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
  • 23. IMPACT MODEL CANVAS Grameen Danone Foods Scale Strategy Brand Strategy What systems do we need to have in place to reach maximum scale? What over-arching and engaging story are we going to tell to engage people? What people structures do we need to service this delivery model? How do we appeal to head, heart and hand in a distinctive and authentic way? How can we deploy these over time to achieve our goals? How are we going to start and maintain conversations? Grameen Danone Foods has created a financially sustainable business model Grameen Danone Foods brings a story two powerful organizations coming that creates a myriad of positive externalities. They scale through providing a together under the banner of a common cause to fight nutritionally deprived viable and socially attractive investment opportunity in yogurt production facilities, populations in Bangladesh.They are focused on branding social enterprises as a the business model covers all other costs. movement. They would like to be part of the evolution of capitalism, bringing purpose front and center for the next generation. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users Local How do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context? during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs, deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours? Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behaviours How does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we can our values, vision and org intent? What ownership structures do you cost-efficient? How are we What do we have to do to keep the mission-critical elements of the user experience? cost-efficient? How are we • Poor often tap into or piggy-back on? need to ensure congruence and integrating them with user habits? How can we reach scale? our collaboration and networks intact? Our culture healthy? integrating them with user habits? How can we reach scale? malnourished • 30% of all maximise imaoct? • Building production Grameen Danone children Bangladeshis and Foods brings daily 56% of • Maximizing impact • Grameen Bank facilities • Sales ladies distribute from Bangladesh • Create broad healthy nutrition to • Entrepreneurial Bangladeshi • Danone Foods • Production of low income the yoghurt door-to- children under the awareness • Bangladesh products door distributors age of 5 suffer from for social business nutritionally deprived • Micro farmers Government • Product sales moderate to severe • Ensure quality populations in • Factory workers malnutrition • Distribution control Bangladesh. They Resources Channels & Marketing Donors Globe • Enterprise as a offer a community piece of What Resources (stuff, people, infrastructure) does out Value based business Through which Channels are we going to reach and keep Who are our most important donors and funders? What needs What is the global context within which we are working? a worldwide move Proposition require? model to in communication with our donors and policy makers? are they focused on meeting? What impacts potential and current donor beliefs, values Our Delivery Channels? ment for social Our Funding Channels? Our Fundraising Strategy? produce yoghurt Which ones work best? Which ones are most and behaviours? business Our Growth Strategy? enriched with crucial cost-efficient? How are we There are approximately integrating them with user habits? Our partnerships? nutrients at a price of How can we reach scale? 925 million malnourished people in the world. • Production sites 6 BDT (= 0.06 • Danone Food EUR). The production • Gramene Bank There is a need for • Micro farmers is designed to give as • Social enterprise employment all over the • Collaboration partners • Private Investors world. There is many people as networks possible a job. • Investor Networks increasing need and call for for biodegradable PPP Costs packaging. Financial Costs Revenue Streams PPP Impacts What social and environmental costs are a direct or indirect outcome What are the most important costs inherent in our delivery model? What are our revenue streams? What prices are we charging? What outcomes do we value most for our target users? of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Production facilities • The milk for the yoghurt is purchased • Worker salaries from micro-farmers. • none • Distribution to sales ladies • Revenue from product sales • Sales ladies distribute the yoghurt • Internal and external communication door-to-door and receive a 10% • Management provision. • 50 production plants during the ten years between 2006 and 2016 • Grameen Danone Foods is responsible for the creation of about 1,600 jobs within a 30km radius around the plant. • Solar energy is used for heating up the water • Packaging of the yoghurt is fully biodegradable
  • 24. PURPOSE - What is the reason the organisation exists? - How can we best serve? - What is our strategic intent? Greatest challenge: Process innovation and partial ‘automation’ of impact Bina Nusantara
  • 25. PROPOSITION - What value do we deliver to the user? - What benefits are we making more accessible, usable or enjoyable? - How is this different from the status quo? - What are the mission-critical elements of the user experience? Bina Nusantara
  • 26. CHANNELS / MARKETING - Through which Channels (media, touchpoints, delivery partners, networks etc) are we going to reach our users and deliver value? - Which ones are most efficient? Effective? - How are we integrating them with user habits? - How can we reach scale by using peer- and self-managed Channels? - What emotions, mindsets and behaviours do we need to change and how can we best communicate this? Bina Nusantara
  • 27. USERS - Whose needs are we focused on relieving? - What exact problems are we helping to solve? - What trends and insights are we capitalising on? Bina Nusantara
  • 28. ACTIVITIES - What Activities does our Value Proposition require? - Our Delivery Channels? - Our Marketing? - What do we have to do to keep our collaboration and networks intact? Bina Nusantara
  • 29. RESOURCES - What Resources does our Value Proposition require? - Our Delivery Channels? - Our Marketing? - Our Collaborations? Bina Nusantara
  • 30. COLLABORATIONS - Who are our key collaborators without which we could not achieve our strategy? - What power players can we bring on board to deliver change at scale? - Which Resources and Activities do they bring? - What are their motivations for collabortion? - What could get in the way? Bina Nusantara
  • 31. COSTS - What are the most important costs inherent in our delivery model? - Which Key Resources are most expensive? - Which Key Activities are most expensive? - What do we need to invest in to ensure our Purpose is achieved? Bina Nusantara
  • 32. PPP COSTS - What social, environmental and wellbeing costs are a direct or indirect outcome of our Key Activities and Key Resources? - How can we mitigate against this? Bina Nusantara
  • 33. REVENUES - What are our revenue streams? - Who are we charging and what price? - What value are our funders / donors / users really willing to pay? - How much does each Revenue Stream contribute to overall revenues? - What is break-even target? Bina Nusantara
  • 34. PPP IMPACTS - What outcomes do we value most in alignment with our Purpose? - How can we measure these accurately and cost-effectively? - Is there a way to include measurement within the user experience? Bina Nusantara
  • 35. RISKS - What are the most obvious risks associated with this model? - What could get in the way? Bina Nusantara
  • 36. ASSUMPTIONS - What core assumptions do we make about users, collaborators, resources, channels and the world which underpin this model? Bina Nusantara
  • 38. TEST CASE 1: PEE POO BAG VIDEO 1 VIDEO 2 Bina Nusantara
  • 39. TEST CASE 2 : Restore Products The first: a brand of natural Restore cleaning products. The second is the Restore Refilling station: a patented in-store kiosk that allows consumers to bring back empty product bottles and refill them. A machine reads a bar code, mixes the product, refills the bottle, and prints out a discount coupon. The kiosk system helps to reduce costs for manufacturers, retailers, and consumers while keeping plastic out of landfills and reducing water consumption. In 2002, Brown deployed kiosks in six stores. Today there are 35 stores around USA, and also 14 refill machines in in eight states. Laurie Brown, Minneapolis, Minn. In 2002, revenue was just under $1 million. Today revenue more than $15 million Bina Nusantara http://www.restoreproducts.com/