developing and organizing a viable business model
Post on 11-Jan-2016
35 Views
Preview:
DESCRIPTION
TRANSCRIPT
Developing and Organizing a Viable Business Model
Session 2 of the Levitt Social Entrepreneurship ProgramFebruary 23, 2013
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Flow of This Morning’s Session• Introductory Dialogue and Activity • Business Models and Their Value• Stages of Social Venture Development• What Is Your Venture or Initiative?• The Two Pillars of a Viable Social Venture Business Model
• Program Design and Logic Model• Core Business Model Elements:
• Market• Money• Management
• A Quick Assessment• Next Steps in Our Program and Process
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
--I Ching
“NO GOOD ENDING CAN BE EXPECTED IN THE ABSENCE OF THE RIGHT BEGINNING.”
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Let’s Talk…
• What is a “Business Model?”
• What is a “Viable Business Model?”
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Stages of Development
• Opportunity Identification, Clarification, and AssessmentLeads to
• Viability Assessment (or Feasibility Assessment)Leads to
• Business Plan DevelopmentBut not in a single cycle linear process: a strong
venture development process will involve multiple iterations, gaining refinement from each cycle.
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Opportunity Identification/ Clarification and AssessmentGrowing Out of Exploration of Session 1•Asset Identification and Evaluation•Asset Valuation•Opportunity Identification and/or Clarification•Opportunity Evaluation•Opportunity Valuation•Risk Assessment
Result: Overall Assessment of Opportunity Worth Further Exploration and Development
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Some Risks to Assess(from Dees et al 2001)
• Management Capacity• Workforce Capacity• Organizational Culture• Organizational Infrastructure• Enterprise Concept• Level of Required Capitalization• Prospects for Long-Term Funding• Prospects for Changes in Marketplace• Changes in Knowledge and Technology• Stakeholder Backlash• Competitor Response
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
A Sound Business Model
Integrates• Viable and Relevant Mission and Vision
(the social purpose)• Real Value Proposition
• Social Value Creation Cycle (in the form of a logic model or theory of change)
• Resources to Finance and Fund It• Capacity to Implement It W
ork
sho
p 2
: A
aro
n L
evi
tt S
oci
al
En
tre
pre
ne
urs
hip
Ch
alle
ng
e
Da
ivd
Re
nz:
Mid
we
st C
en
ter
for
No
np
rofit
Le
ad
ers
hip
at
UM
KC
Value Creation Cycle(from The Nonprofit Strategy Revolution. David LaPiana 2008)
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Market: -Clients - Donors & Funders
Organization
Capacity
Mission, Vision & Values
Strategic Fit
Strategic FIT
Viability Assessment
Three Basic Elements:•Market Assessment•Money Assessment•Management Assessment
Leads to Overall Assessment of Venture Feasibility and Viability W
ork
sho
p 2
: A
aro
n L
evi
tt S
oci
al
En
tre
pre
ne
urs
hip
Ch
alle
ng
e
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Payor Customers: -Donors & Funders
Beneficiary Customers (Clients)
The Market (Customer) Question
Market Viability Assessment
Builds on Assessment of Porter’s Five Forces
Focus on:•Demand•Competitive Advantage•Differentiator(s)•Price and Cost Structure W
ork
sho
p 2
: A
aro
n L
evi
tt S
oci
al
En
tre
pre
ne
urs
hip
Ch
alle
ng
e
This is the ability to produce social value by:•Using a unique asset
and/or•Delivering outstanding execution
•We employ the perspective of Porter’s Five Forces Model to examine and understand where and how we fit
Da
ivd
Re
nz:
Mid
we
st C
en
ter
for
No
np
rofit
Le
ad
ers
hip
at
UM
KC
Competitive Advantage (The Nonprofit Version)
Da
ivd
Re
nz:
Mid
we
st C
en
ter
for
No
np
rofit
Le
ad
ers
hip
at
UM
KC
Strategy vs. Reality
Let’s Talk…
Share with your colleagues…
In two minutes or less (your elevator speech):•What is your venture or venture concept? What is the social venture or program initiative that you have determined has great potential for creating social value? What is the “social value proposition” and how do you expect to deliver on it? (or your best case scenario)
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Key Components of A Well-DevelopedProgram Design
(The Social Value Proposition)
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Mission & Vision
• Mission, Vision, Values• The mission:
• Continuing philosophical perspective• Makes explicit reason for the agencies
existence• The Vision:
• Is what can be accomplished by providing mission services
• An end state
Strategy and the 5 “Ps”
• Strategy as a Plan• Strategy as a Ploy• Strategy as a Pattern• Strategy as a Position• Strategy as a Perspective
Program Hypotheses
• A series of “if-then” statements• Cause and effect (factors)• Process• Output
• Means-Ends continuum
Program Hypotheses
• Development Steps• Identify Critical Issue and Factors• Cause and effect of each factor• Identify resources, data and assumptions• Brainstorm solutions• Prioritize solutions
• Provides framework for service
Policy and Budget
• Policy Guidance• Communication Systems• Client Interaction
• Financial Guidance• What will the strategy cost?• How will we fund the strategy?• Is it financially feasible?
• Finances• What will it cost?
• Direct?• Indirect?
• Is there revenue?• Who will pay for the program?• Do we have the capacity to financially manage?
• Implementation• What do we need to do to start the program?• Where will we provide the service?
Objectives
• Provide short-term and long-term outlook• Intermediate results: Immediate impact or change• Final results: The long-term impact or ultimate change
• Should be stated in measurable terms• Time frame• Target of change• Results
Outcome Objectives
• Service Result• Flow from the problem analysis• Establish criteria for numbers served• Multiple outcomes for a strategy or
program
Process Objectives
• Target program actions• Establish milestones necessary to meet
intermediate outcomes• Focus on internal activities
Group Work
Program Design
• Inputs• Client• Staff• Material resources• Facilities• Equipment
Program Design
• Throughput• Service Definition• Service Task• Method of Intervention
• Outputs• Unit of service• Service completion• Quality
Outcomes
• Numeric Counts• Standardized Measures• Level of functioning scales• Client satisfaction
These Add Up to Becomea “Logic Model”
A very useful device to plan and explain:•Your assumptions and expectations for how you expect to link:•Inputs, which will support•Activities, which will lead to •Outputs, which will add up to •Outcomes, which will result in•Long-term Outcomes
and Community Impact
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Take A Few Minutes…
Please take about ten minutes to sketch out the basic logic model that explains the process by which your social venture or initiative will accomplish the outcomes that will result in social value and community impact.
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Return to Viability AssessmentThree Basic Elements:•Market Assessment•Money Assessment•Management Assessment
Leads to Overall Assessment of Venture Feasibility and Viability W
ork
sho
p 2
: A
aro
n L
evi
tt S
oci
al
En
tre
pre
ne
urs
hip
Ch
alle
ng
e
Money Viability Assessment
Initial Consideration of•Revenue Potential•Investor Potential•Available Capital
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
To Integrate These: CompassPoint’s “Dual Bottom Line Matrix”
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Management Viability Assessment
• Mission Compatibility• Core Competencies• Venture Capacity (including complexity)• Core Constituents or Stakeholders
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Social Venture Planning
In other words, social venture planning is the process by which we plan and articulate how we will integrate
• Money• Market• ManagementTo successfully deliver social value. W
ork
sho
p 2
: A
aro
n L
evi
tt S
oci
al
En
tre
pre
ne
urs
hip
Ch
alle
ng
e
The Summary: Key Elements of Feasibility or Viability Assessment
1. Explain the Venture2. Market research on potential customers3. Desire and Need for Product or Service4. Assets and Capacity (including management, personnel, facilities, & competence)5. General Business/Revenue Model and Pricing Strategy6. Preliminary Financial Information:
a) Start-Up Costs and Time needed to begin to generate revenueb) Start-up capital needs and availabilityc) Pro Forma/ Financial Projections (including estimates of revenues
needed to break- even and timing to break even)7. Discussion of feasibility:
a. Mission relevanceb. Risk acceptabilityc. Competitive capacityd. Quality & quality assurancee. Feasible for your organization now?
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Let’s Do A Quick Assessment
• Take about ten minutes to work alone or with your work group, if you have one, to take a look at the “Quick Market Test” and then complete the “Quick Market Test Scorecard.”
• After you have completed this, we will invite observations about the topics where you know the most and the topics where you will want to engage in further research and analysis.
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Move to a Business Plan?
If the venture is deemed feasible…• Build on all of the information of the
feasibility assessment. • Add depth to each of the elements of
the feasibility assessment to create a business plan.
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
Wrap-Up: For the March Workshop
• Meet and Begin to Work With Your Coach• Develop and Clarify Your Logic Model (complete the form)• Use the Worksheet Sets 4 and 5 (from the book, Venture
Forth) to gather and organize your data to begin to assess the feasibility or viability of your venture.
• Read the materials on financial viability assessment in preparation for next workshop, which will focus on “Funding and Financing Your Social Venture”
• Contact your Levitt Program facilitators and advisors (Laufer, Helm, Andersson, and Renz) as needed to help you and your coaches to progress in the development of your social venture.
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
• Questions?
• Comments?
• Clarifications?
Wo
rksh
op
2:
Aa
ron
Le
vitt
So
cia
l E
ntr
ep
ren
eu
rsh
ip C
ha
llen
ge
top related