Estudio: "Detrás de un Intraemprendedor Social". -MILAN SAMANI

Corporate Social Intrapreneurship:
Hard-Learned Lessons from the Field
Erik Simanis, PhD
www.eriksimanis.com

For%fied
Foods
Credit
Access
Clean
Water
Field of Dreams Logic
Health
Care
Educa%on
Sanita%on
Electricity
If You Build it… They Will
SUPPLY
Come
DEMAND
© 2014, Erik Simanis, www.eriksimanis.com 2

Where We Got it Wrong
SUPPLY-‐SIDE
DEMAND-‐SIDE
Selling
Improved
Products
is
Easy…
Selling
NEW
FUNCTIONALITIES
is
Hard
Making
a
New
Product
is
Easy…
Building
a
NEW
CHANNEL
is
Hard

The Demand-Side Challenge
To
profitably
drive
sustained
consumer
adop%on
of
new
func%onali%es,
consumer
learning
and
behavior
change
strategies
have
to
be
built
into
the
business
model.

SC Johnson: Nairobi, Kenya

$

Needs ≠ Market
MARKET
CREATION
Embed
New
Product
RouAnes
into
Consumers’
=
Lifestyles

The Market Creation Challenge
Consumers
can’t
evaluate
a
product
unAl
a
product
rouAne
is
embedded
into
their
life.
Product
rouAnes
are
complex
and
highly
personalized.
Lacking
benchmarks,
consumers
learn
new
product
rouAnes
through
repeated
experimentaAon.

You
can’t
message
your
way
into
a
new
market
without
breaking
the
bank.
• PepsiCo:
Iron
for%fied
biscuits
• P&G,
Grundfos,
et
al:
Water
purifica%on
• Shell:
Solar
ligh%ng
• SC
Johnson:
Toilet
cleaning
Consumer
learning
(behavior
change)
strategies
have
to
be
built
into
the
offering
and
business
model.

Learning Strategies
There’s
No
Place
Like
Home
Wash
Rinse
Repeat
Monkey
See,
Monkey
Do
Two
Heads
Are
BeTer
Than
One

SC Johnson, Ghana

A membership-based
club for homemakers
that turns the stressful
practice of caring for
one’s home and
family into a bonding
group experience.

PRODUCT
• Bundled
products
with
established
value/
rou%nes
• Product
props
that
support
a
product
rou%ne
PLACE
The Market Creation Mix
PRICE
• Subscrip%on
pricing
to
ensure
mul%ple
trials
• Layered
pricing
to
signal
range
of
func%onali%es
• Group
customer
to
leverage
peer
effects
PROMOTION
VALUE
OPEN
• Complementary
events
that
create
a
plaTorm
for
product
modeling.
• Loyalty
awards
with
established
aspira%onal
value
• “Skeumorphs”
that
reference
established
product
• “Codes”
that
create
associa%ons
with
current
rou%nes

The Supply-Side Challenge
How
do
you
back-‐envelope
the
numbers
for
a
new
channel
in
order
to
know
if
your
product
can
be
realis%cally
commercialized?

Traditional Business Ecosystem
Professional
Marketing Low
Touch
Channel
Distributor
Business
B2B
MNC
Retailer
Business B2C
MNC

The Channel Gap
B2B
MNC
B2C
MNC
Limited
purchasing
power,
%ght
budgets,
low
educa%on,
skep%cal
buyers
Low-Income
Consumers
Smaller
Business
Units
with
Higher
Op.
Cost
Structures
&
Longer
Timelines
to
Scale
?

The Numbers Challenge
§ Modeling a start-up business, not a new product
launch
§ Company’s traditional financial model won’t overlay,
as it’s based on a different business model
§ Company profitability and channel profitability are
negatively interdependent

The Modeling Cycle
Determine
Business
Unit
Reach
Determine
Customer
Engagement
Intensity
&
Frequency
Unit-‐Level
Cost
Structure:
Opera%ng,
Dep,
&
Int
Unit-‐Level
Price
&
Margin
Structure
Corporate-‐Level
Cost
Structure:
Opera%ng,
Dep,
&
Int
Corporate-‐Level
NPV
Model

Nyakrom(
≈15,000(
Step 1 (A): Business Unit Reach
5.5(km( 0.5(km( 5(km(
The(Geographical(Reach(
of(the(Business(Unit(
BOBIKUMA(
UPPER(,(HUB(
~5,000(
Mensakrom(
~1,500(
Bobikuma(Lower(
3(km(
Jakobukrom(
≈700(
~3,000( Abodom(
≈6,000(
km( 3.5(km( 0.5(km(
(2(km(
Ofaso(
(2(~2,000(
Kukorantumi(
≈2,200(
Swedru(
≈60,000(
Eshiem(
≈4000(
3(km(
2.5(km(
Kokofu(
≈2,500((
Besease(
~2,000(
Afransi(
≈5,000(
Formena(
≈900(
((
3.5(km(
3(km(
(
Kwaman(
≈3,500(
(
2(km(
2.5(km(
Nfantseman(
600(
≈0.5(km(
Hasowodze(
~1,200(
Abamkrom(
~1,200(
Mozano(
~1,000(
1.5(km(
1(km(
0.5((km(
1.5((km(
Adukrom(
~1,500(
Ocheso(
~1,500(
2(km(
Akwamu(
≈1,000(

Step 1 (B): Business Unit Reach
Target Market per Branch
Branch Reach (Total # Households, All LSM) 150,000
% LSM 3-7 Households (Urban) 57%
% Households with Children 30%
Available Target Market Per Branch 25,470
Target Customer Base per Branch
Available Target Market 2 5,470
Penetration Rate 15%
Renewal Rate (Renewals/Member/Yr) 75%
Total Effective Customer Base: 5,094
Monthly Served Customer Base: 3 ,821
Fix
Branch
Size
Set
RealisAc
Steady-‐State
PenetraAon
Rate

Step 2: Customer Engagement
Determine
frequency
and
intensity
of
customer
engagement
needed
to
drive
adopAon,
collect
payments,
ensure
proper
product
usage,
provide
aWer-‐sales
support,
etc.
Branch HR Requirements
1. Salespeople
Days/Month Available For Customer Visits 15
Customer Visits/Day/Salesperson 5
Customer Visits/Month/Salesperson 75
Size of Customer Group 2
Required # of Salespeople: 25
2. Sales Supervisors
Sales People Per Supervisor 12
Required # of Sales Supervisors: 2
3. General Manager
Required # of General Managers: 1
4. Deliverymen
Days/Month Available For Deliveries 20
Customer Deliveries/Day 15
Customer Deliveries/Month 300
Required # of Deliverymen: 6
Set
Customer
Load
Per
Salesperson

Step 3: Unit-Level Cost Structure
Branch Operating Costs (Without Dep or Interest), Monthly
Unit Cost
(Taka): Units Total (Taka)
Total
(USD) %
HR:
General Manager 4 0,000 1 40,000 500 6.1%
Sales Supervisors 1 8,000 2 36,000 450 5.5%
Salespeople 1 0,000 25 250,000 3,125 38.1%
Delivery People 7,000 6 42,000 525 6.4%
Transportation:
General Manager -- Daily Allowance 2 00 22 4,400 55 0.7%
Sales Supervisors -- Daily Allowance 1 50 44 6,600 83 1.0%
Salespeople -- Daily Allowance 1 00 550 55,000 688 8.4%
Delivery People -- Daily Allowance 50 132 6,600 83 1.0%
Delivery Cycles Maintenance/Repairs 8 00 6 4,800 60 0.7%
Phone:
General Manager -- Daily Allowance 2 00 22 4,400 55 0.7%
Sales Supervisors -- Daily Allowance 1 50 44 6,600 83 1.0%
Salespeople -- Daily Allowance 75 550 41,250 516 6.3%
Delivery People -- Daily Allowance 50 132 6,600 83 1.0%
Sales Uniforms 3 00 16 4,650 58 0.7%
Rent 1 5,000 1 15,000 188 2.3%
Marketing (per Customer) 25 5,094 127,350 1,592 19.4%
SGA 5,000 1 5,000 63 0.8%
100.0%
656,250 8,203

Step 4: Unit-Level Price & Margin
Target Membership Price
1. Variable Costs of Renewal Membership/Household/Mo
Bundle 1 410.00
Bundle 2 414.00
Total Product Bundle Var. Cost (Avg): 412.00
Non Product Bundle Costs:
Loyalty Award Pt (Taka Equivalent) 50.00
Educational Movie Swap 8.00
Monthly Compliance Prize 15.00
Bundle and Staple Coupons 8.00
6-Month Printed Report, Paper + Ink 2.50
6-Month Photo, Paper + Ink 2.50
Photo Frame 13.33
Smart Start Labels 0.00
Other 0.00
Other 0.00
Total Non Product Var. Costs: 99.33
Total Variable Costs: 511.33
2. S&S Breakeven Contribution/Household/Mo
Branch Total Operating 656,250.00
Depreciation Expense 30,888.89
Interest Expense 214,868.16
# Renewal Customers/Mo 3,756.83
B/E Contribution/Mo/Household 240.10
Target Membership Price
Total Variable Costs 511.33
B/E Contribution/Mo/Customer 240.10
Target Membership Price: 752.00
Price
to
the
Channel
OperaAng
&
Fixed
Costs
Per
Customer
Required
Price
&
Margin

Step 5: Corporate-Level Costs
• Repeat cost exercise for additional resources
required in the corporation to replicate and scale
the business units
• Conduct NPV analysis
– Iterate on price to channel and corporation’s margin
until NPV is positive
• By knowing the price point and required margin
to profitably serve the channel, you can calculate
the cost target for your product.

• Think
Making Your Dream Come True
cri%cally
about
your
product’s
impacts
on
consumers’
rou%nes
and
lifestyles
(%me,
space,
&
interpersonal).
• Be
laser-‐focused
on
the
numbers
and
the
path
to
profitability.
• Maintain
an
un-‐wavering
focus
on
connec%ng
to
your
company’s
core
business.

Estudio: "Detrás de un Intraemprendedor Social". -MILAN SAMANI

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Estudio: "Detrás de un Intraemprendedor Social". -MILAN SAMANI