pimp your partnership workshop may 12, 2015. welcome!
TRANSCRIPT
Pimp Your Partnership workshop
May 12, 2015
Welcome!
Program
• 9:15: Welcome, objectives and round of introductions • 9:30: Co-creation cases and Q&A: Beeodiversity &
Spadel, Sharing Cities• 10:15: Co-creation Principles• 10:35: Break• 11:00: Co-creation opportunities in your partnership• 12:15: Wrap-up• 12:30: Lunch • 13:00: End & visit the site of Parckfarm (optional)
Round of introductions
- Name- Organization- Sector (business, social, public) - Why are you here today? Do you have (yet) a projet?
With what partner?
Testimony #1 : Beeodiversity & Spadel
Michael van CutsemManaging DirectorBeeodiversity SPRL
Key questions for testimonies• What is the societal issue that you are addressing?
• What have been the barriers to deploy your solution at scale?
• What is your co-creation model?
• What have you learned about co-creation along the way?
Mission
Preserve pollinators
Preserve biodiversity
Preserve well-being
Involve all actors
Innovative approach
Scientific approach
Global approach
ISSUE
Other actors
Lack of incentives
Create market
Save the world vs. Make money
Lobbying
Finance
BARRIERS AND DIFFICULTIES
Lack of ressource
Solution : strong partnerships
BEES AND BIODIVERSITY
8 BEE COLONIES
4 SITES400.000 « scientists » that collect samples which enable to monitor the environment on 4.800 ha
Added-value for Spa Monopole
• Monitoring of the environment (pesticides, heavy metals, biodiversity) on 2.100ha at a low cost thanks to an innovative solution
• Ensure quality of water springs. Based on the results, specific and adapted measures can be taken
• Ensure quality of the environment. Positive impact for its local stakeholders that are essential for Spa Monopole’s activity (e.g. Spa Municipality)
• Visibility on its environmental protection program which is integrated in its core business
Added-value for Beeodiversity
• Improvement of the local biodiversity and pollinators’ ecosystem
• Development and improvement of the monitoring tool
• Credibility
• Scaling-up: development of other projects (Be, Fr, UK)and visibility leading to new clients
• Social entrepreneurship: margin reinvested in positive impact actions
WIN-WIN
Spa MonopoleImportant biodiversity zone to preserve
BeeodiversityInnovative solution
• Choose the right partner according to your goals
• Common interest – understand partners interest – value proposition for customers & partner
• Driver in each company with decision power
• Test period
• Define roles, objectives and duration
• Determination and convincing capacities (internally and externally)
• Preserve the win-win situation & mutual trust
KEY LEARNING POINTS
Increase of impact and scaling-up
9
THANK YOU
She thanks you in advance
Contact details:
Michael van CutsemTel: +32 (0)[email protected]
Bach Kim NguyenTel: +32 (0)[email protected]
Testimony #2: Sharing Cities
Jean-Marc GuesnéInclusive BusinessManager/ Intrapreneur BEL
Informal Sector and street vendors as a great opportunity to leverage FMCG business
• Informal sector is the bulk of the economy of emerging countries
• In emerging countries, there are more food street vendors than shops and no brands are investing the channel
• Street vending is a popular channel completely anchored in the consumption habits of urban citizens
• A large majority of street vendors are women and mothers
• Women street vendors stand as a primary source of supply in terms of food purchase and nutrition for low-income consumers in the cities
17
Facing strong structural social challenges
• Modernization of the food retail industry:
• Low education / entrepreneur / selling skills:
• Lack of access to social services: - Social protection,
- access to financial services
- Capacity building
• Urban space pressure:
• And difficulties to look at the future with optimism…
18
Our Vision
1. Modern trade
2. Traditional trade
3. Street Vendors
Through our activities, help women street vendors, in urban and suburban areas, to adapt to the tomorrow’s socio-economic
challenges and integrate modern economy
By 2025, make our offer accessible, every week, to 10 million urban
consumers through street vendors’ channels 19
And with strong challenges to overcome for FMCGs Companies
20
If it was possible, someone would have already done it, don’t
you think?
Impossible for the
brand image
It is archaic !
Impossible to control
Impossible logistic
Impossible to convince
them
21
Urban space pressure:Since 2008, licenses are required for “temporary sidewalk usage”. In 2009, the city banned street vendors from 15 streets near the Downtown and
tourists sites.
What are their needs?
Only 5% have access to credit
With the growing competition from the modern trade,
fruit and vegetables street vendors are more and more pressured by
the competition
“What is going to happen to
my kid if I can not work anymore?”
Main reason of working as a
vendor: ”pay for the education of my kids”
Low self-esteem: “I am just the fruit vendor”
No solution: difficulties to look at the future with optimism
No savings – they are leaving day to day
“How can I earn more money
when I can not carry more fruits on my bike”
The “tailormade” social Incentives answering specific socio-economic needs of street vendors
A micro health insurance for less than 1 USD/ month that covers hospitalization costs and education of the kids for 2 years if loss of ability to work - VIETNAM
3 Business schools for street vendors: 30 hours courses and a 9 month field follow up on how to better manage its micro-business – VIETNAM, RDC, COTE D’IVOIRE
Bancarisation and access to financial services: credit and saving - VIETNAM
Social protection mutual system that cover hospitalization and funeral up to 150 USD - RDC
Food and safety training for street vendors reaching kids around the schools – COTE D’IVOIRE
Results
23COMMUNITY:
• 1 100 Street vendors – 700 recruitments in 2014 Objective 2015: 2000
SALES:• 17% of local sales through street vendors
• More than 1.5 ton/week (3 wholesale markets).
• 1 SV sells more than a 1 GT shop in average in HCMC (2.6 boxes/day in average VS 1 box/day for GT)
• 80% of consumers declared having bought more than 5 times TLC in the last 4 months to their street vendor. 59% more than 10 times (Consumption in HCMC: 4 boxes per year– Kantar Survey)
MARKETING: • 75 000 households reached every week in oct 14 (1 SV reaches every
week the same 100 to 150 households)
BRAND IMPACT: • 98% of consumers are tempted to buy more TLC because TLC is supporting
street vendors and community.
23
AFTER 1 YEAR ONLY, PROFITABILITY OF THE MODEL HAS BEEN REACHED
AFTER 1 YEAR ONLY, PROFITABILITY OF THE MODEL HAS BEEN REACHED
SOCIAL PERFORMANCESOCIAL PERFORMANCE
5000 SV in the community
250 SV trained
800 have access to social protection
500 have a bank account
+ 50 % revenue increase after 9 months
90 % saved money
45 % consider themselves as entrepreneurs
1 SV sells 3 times more than a shop
Between 10 and 20% of local volumes
Sharing Cities road map for 2014 and 2015: the virus injected
Vietnam20% of GDP
22,7% of workforce
Senegal95% of workforce
Ivory Coast43% of GDP
70% of workforce
Cameroon33% of GDP
90% of workforce
France15% of GDP
3-10% of workforce
DRC18% of GDP
90% of workforce
2015
2014
Haiti92% of workforce
MadagascarStreet vendors: 9,9%
of workforce
Scale up: 3 cities
Diagnostics:4 cities
Pilot: 2 cities
TOTAL 8 cities in 2015 24
Sharing Cities: 6 KPIs to remember in 2018
HIGH BUSINESS IMPACT
1 000 Tons
6 M€ of CAB
1.1 M€ of RAC
14 Sharing Cities
HIGH SOCIAL IMPACT
27 700 street vendors
3 000 graduated in our business schools
9 000 access to micro-insurance and bank
services
25
About Co-creation
Stéphanie SchmidtEurope Changemaker Alliance Director Ashoka
27
1.7 MILLION INCOME-POOR PEOPLE IN BELGIUM…OR MORE THAN 15% OF THE POPULATION
Percentage of the Total Population%
Number of Poor People 1
10.515%
10%
19%
32%
618,000
676,000
366,000
Source: FOD Economie 2
in Flanders
in Brussels
in Wallonia
Source: 2014 Business & Impact
Source: 2013 Social Entrepreneurship Barometer
What does social entrepreneurship need to develop?
Source: 2013 Social Entrepreneurship Barometer
A partnership with a company goes far beyond financial support, for greater societal impact
30
Role of SocEnt Challenge Examples
THE « IMPLANT » or MAINSTREAMER
Lack of accessibility of an essential solution to the vast
majority.
Beeodiversity
Mozaïk RH & Adecco
THE CO-INVENTOR A product/ service/ business model is missing to meet an
essential need of a key segment of the population.
Cresus & Banque Postale
THE MASTER ORGANIZER Resources and skills exist but are
fragmented. Lack of coordination between players, which hinders the deployment of social impact.
Sharing Cities
Housing for All
We have identified 3 main types of motivations for social entrepreneurs to engage in co-creation
Expand social impact by leveraging the assets of corporations
Generate new sources of revenue to reinvest in social projects
Develop new skills and knowledge
New markets including vulnerable populations
Innovation labs for business models
Stronger CSR positioning and social footprint
Employee engagement
ROI of social programs
Savings on public spending
Reinforcing “a positive economy”
CORPORATIONS
GOVERNMENT
SOCIALENTREPRENEURS
Win-win models creating shared value are possible
Sponsor-ship
Active involvem
ent
Expertise sharing
Societal innovatio
n
Hybrid models
Economic cooperatio
n
Common good
alternative
Practices audit
Provision of
services
Foundations Pro bono support
Expertise in housing
Design of new adapted products
Creation of an Integration
Joint-venture
Territorial Cooperation hub
Sponsoring Environ-mental audit
Services purchasing
Sponsorship Client/ supplier
Co-CreationCharity Shared value
Transactions
A range of possible types of partnerships
• Strong potential for societal impact • Addresses a key societal challenge • Potential to generate impact at scale thanks to a sustainable
and replicable model
• “Tearing down the walls”: • At least two organizations from the social and business
sectors that bring complementary and unique expertise• Value of being together rather than alone (scale, efficiency..)
• Value for all: • Creation of value for all core partners and society• Link to core business of partners
• Changemakers “inside”: • Initiative led by a team of teams• Passionate and creative people willing to create change in
their professional environments
Key characteristics of transformative partnerships
Traditional CSRSocial EnterpriseStrategic CSRCo-CreationEcosystem buildingNo corporate partner
30%
29%
17%
10%
9%5%
Analysis of the European Social & Business Co-Creation competition
35
Type of impact &
value created
Potential for scale and
replication
Interaction model
How is your partnership doing?
Change team
innovating
Co-creation opportunities in your partnership
38
• Reflect on your partnership alone or with your partner (5 min)
• Form groups of 5 persons maximum to discuss strengths and growth opportunities of your partnership (1 hour 15 min broken down by number of projects presented)
– Present your model using the Co-Creation Canvas – Describe a challenge that you face about your partnership model and that
you’d like to discuss with the group – Mini brainstorm with the group
• Think big! • Write down key topics / questions/ insights
• Share with the group
Break-out groups
39
Co-creation canvas for …
What’s in for you in the co-creation model?
Value Proposition
Who is the driver of the collaboration?
What is your organization?
Your Co-creation model in a nutshell:
What solution can the model offer to end users?
Whom is your solution targeting?Target Customer
Segment
Your organization
Business/ Public Partners
The (social) driver(s)
Unmet Need
What is the end user’s problem that you are addressing?
What prevents your solution to be deployed at scale today?
Market Barriers
ImpactWhat are the
expected results?
What are your key activities and assets for the co-creation?
What’s in for them in the co-creation model?
Who are they?
What are their key activities and assets for the co-creation?
10.15 – 10.25
Wrap-up
