modelling impact: gfsc may 29 2010

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Modelling Impact businessmodelsbeyondprofit.com Patrick Keenan [email protected] Most slides credited to Alex Osterwalder slideshare.net/alex.osterwalder Monday, May 31, 2010

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On a sunny day a group of 25 Game Changers met in a less than sunny conference room to figure out a way to model impact within a business framework.These slides are taken from various presentations given by Alex Osterwalder. Please check out more at http://slideshare.net/alex.osterwalder

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Page 1: Modelling Impact: GFSC May 29 2010

Modelling Impact

businessmodelsbeyondprofit.comPatrick Keenan

[email protected]

Most slides credited to Alex Osterwalderslideshare.net/alex.osterwalder

Monday, May 31, 2010

Page 2: Modelling Impact: GFSC May 29 2010

Monday, May 31, 2010

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The world used to be divided

Monday, May 31, 2010

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The world used to be divided

Monday, May 31, 2010

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giving…!

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…and taking!

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7

+

-

+-

Old School Corporation

Old School Non-Profit

potential impact

potential profit

Monday, May 31, 2010

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8

+

-

+-

Old School Corporation

Old School Non-Profit

potential impact

potential profit

Failure

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9

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10

Business must be for profit but profit must also be for purpose!

Mads Kjaer!co-founder MYC4!

“ ”

Monday, May 31, 2010

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11

+

-

+-

Old School Corporation

Old School Non-Profit

potential impact

potential profit

Failure

Monday, May 31, 2010

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12

+

-

+-

Old School Corporation

Old School Non-Profit

potential impact

potential profit

Failure

Success?

Monday, May 31, 2010

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13

+

-

+-

Old School Corporation

Old School Non-Profit

potential impact

potential profit

New School of

Entrepreneurs

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14

Interesting?

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Interesting?

YES!Monday, May 31, 2010

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16

We need new tools to model

businesses with impact

But...

Monday, May 31, 2010

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17

businessmodelsbeyondprofit.com

•Tools are valuable•Be very visual•Stories & Conversations•Definitions are stifling

Monday, May 31, 2010

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19

What is apple’s business model?Describe it!

in 5 minutes

buzz group

Monday, May 31, 2010

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Monday, May 31, 2010

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Business Model Canvas

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to describe, challenge, design, and invent business models more systematically

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building blocks 9

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CUSTOMER SEGMENTS

images by JAMMonday, May 31, 2010

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VALUE PROPOSITIONS

images by JAMMonday, May 31, 2010

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CHANNELS

images by JAMMonday, May 31, 2010

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CUSTOMER RELATIONSHIPS

images by JAMMonday, May 31, 2010

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REVENUE STREAMS

images by JAMMonday, May 31, 2010

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KEY RESOURCES

images by JAMMonday, May 31, 2010

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KEY ACTIVITIES

images by JAMMonday, May 31, 2010

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KEY PARTNERS

images by JAMMonday, May 31, 2010

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COST STRUCTURE

images by JAMMonday, May 31, 2010

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images by JAM

customer segmentskey partners

cost structure

revenue streams

channels

customer relationshipskey activities

key resources

value proposition

Monday, May 31, 2010

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images by JAMMonday, May 31, 2010

Page 38: Modelling Impact: GFSC May 29 2010

CANVAS OVERLAY

images by JAM

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

Monday, May 31, 2010

Page 39: Modelling Impact: GFSC May 29 2010

images by JAM

CANVAS OVERLAYOFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

Monday, May 31, 2010

Page 40: Modelling Impact: GFSC May 29 2010

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

The Business Model Canvas

Monday, May 31, 2010

Page 41: Modelling Impact: GFSC May 29 2010

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

The Business Model Canvas

Monday, May 31, 2010

Page 42: Modelling Impact: GFSC May 29 2010

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

The Business Model Canvas

Monday, May 31, 2010

Page 43: Modelling Impact: GFSC May 29 2010

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

The Business Model Canvas

Monday, May 31, 2010

Page 44: Modelling Impact: GFSC May 29 2010

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

The Business Model Canvas

Monday, May 31, 2010

Page 45: Modelling Impact: GFSC May 29 2010

KEYPARTNERS

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYRESOURCES

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

buildingblock

The Business Model Canvas

Monday, May 31, 2010

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Monday, May 31, 2010

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41

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Let’s try it out!What is the business model of a Bank?

in 10 minutes

buzz group

Monday, May 31, 2010

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OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

A Bank

Monday, May 31, 2010

Page 50: Modelling Impact: GFSC May 29 2010

“the banker's confidence rests upon the will and capacity of the borrowers to succeed in their undertakings”

Monday, May 31, 2010

Page 51: Modelling Impact: GFSC May 29 2010

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

Grameen Bank

small-scale,

no-collateral

loans

Field Workers

Credit Record Database

Small groups, mutual guarantee

CommunityPoorest of the

Poor

Weekly Installments

Solidarity & Participatory Interaction

Federated Group Centres

www.grameen-info.org

Field Workers

Encourage Self-monitoring

Women

Learning from local context

Manage Re-payment

Super vision of Groups Centres

Quick pay-off activities

laterines, irrigation, agricultural inputs

16% Interest

Central Bank,

financial institutions

Aid organizations

Investment

CapitalSupervisors

Brand / Trust

Monday, May 31, 2010

Page 52: Modelling Impact: GFSC May 29 2010

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

Reduce Infrastructure

small-scale,

no-collateral

loans

Field Workers

Credit Record Database

Small groups, mutual guarantee

CommunityPoorest of the

Poor

Weekly Installments

Solidarity & Participatory Interaction

Federated Group Centres

Field Workers

Encourage Self-monitoring

Women

Learning from local context

Manage Re-payment

Super vision of Groups Centres

Quick pay-off activities

laterines, irrigation, agricultural inputs

16% Interest

Central Bank,

financial institutions

Aid organizations

Investment

CapitalSupervisors

Brand / Trust

Monday, May 31, 2010

Page 53: Modelling Impact: GFSC May 29 2010

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

Reduce Infrastructure

small-scale,

no-collateral

loans

Field Workers

Credit Record Database

Small groups, mutual guarantee

CommunityPoorest of the

Poor

Weekly Installments

Solidarity & Participatory Interaction

Federated Group Centres

Field Workers

Encourage Self-monitoring

Women

Learning from local context

Manage Re-payment

Super vision of Groups Centres

Quick pay-off activities

laterines, irrigation, agricultural inputs

16% Interest

Central Bank,

financial institutions

Aid organizations

Investment

CapitalSupervisors

Brand / Trust

Monday, May 31, 2010

Page 54: Modelling Impact: GFSC May 29 2010

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

small-scale,

no-collateral

loans

Field Workers

Credit Record Database

Small groups, mutual guarantee

CommunityPoorest of the

Poor

Weekly Installments

Solidarity & Participatory Interaction

Federated Group Centres

Field Workers

Encourage Self-monitoring

Women

Learning from local context

Manage Re-payment

Super vision of Groups Centres

Quick pay-off activities

laterines, irrigation, agricultural inputs

16% Interest

Central Bank,

financial institutions

Aid organizations

Investment

CapitalSupervisors

Brand / Trust

Impact Financial Viability?

Monday, May 31, 2010

Page 55: Modelling Impact: GFSC May 29 2010

OFFER

CHANNELS

CUSTOMER RELATIONSHIPS

CUSTOMERSEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEYACTIVITIES

KEYPARTNERS

KEYRESOURCES

small-scale,

no-collateral

loans

Field Workers

Credit Record Database

Small groups, mutual guarantee

CommunityPoorest of the

Poor

Weekly Installments

Solidarity & Participatory Interaction

Federated Group Centres

Field Workers

Encourage Self-monitoring

Women

Learning from local context

Manage Re-payment

Super vision of Groups Centres

Quick pay-off activities

laterines, irrigation, agricultural inputs

16% Interest

Central Bank,

financial institutions

Aid organizations

Investment

CapitalSupervisors

Brand / Trust

Impact Financial Viability?

Monday, May 31, 2010

Page 56: Modelling Impact: GFSC May 29 2010

Impact doesn’t factor into our understanding

of business models

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50

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“Building business models that merely pursue profits almost pale as a hedonistic or pecuniary quest aside the grand challenge of building business models that matter”alex osterwalder

Monday, May 31, 2010

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59

Create an innovative model to spread the peepoople bag around the developing world.

in 15 minutes

Monday, May 31, 2010

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60

Let’s get sticky!What businesses/organizations are having an big impact?

in 15 minutes

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does...

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… have a business model?!...have a business model?

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… have a business model?!...have a business model?

Monday, May 31, 2010

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64

… have a business model?!...have a business model?

Monday, May 31, 2010

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65

… have a business model?!...have a business model?

Monday, May 31, 2010

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66

… have a business model?!...have a business model?

Monday, May 31, 2010

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67

Form groups around the business model that interests you most.

Sticker Voting

Monday, May 31, 2010

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68

Take you business model to lunch and get to know her.

Working Lunch

Monday, May 31, 2010

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Modelling is an ongoing process of exploration, variation, and improvement

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uncertainty/patterns/insight clarity/focus

business model design to be implemented

[Source: adapted from Damien Newman, Central]

research& understand

designing business model prototypes

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businessmodelsbeyondprofit

.combusinessmodelsbeyondprofit.com

Patrick [email protected]

Monday, May 31, 2010