5.1.2-Introduction au Social Business Model Canevas

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Del curso dictado por HEC Paris

Devenir entrepreneur du changement

315 calificaciones

HEC Paris

Devenir entrepreneur du changement

315 calificaciones

Ce cours est conçu pour accompagner toutes les personnes qui veulent avoir un impact positif dans la société, mais qui ne savent pas comment agir. Quel que soit votre âge ou votre formation académique, ce cours vous aidera à trouver la voie qui vous correspond pour faire bouger les lignes ! Vous apprendrez comment passer de l’envie à l’idée, et de l’idée à l’action.

De la lección

Agir dans la durée : comment développer un modèle économique pérenne

Vous apprendrez à connaître et apprivoiser le Social Business Model de votre projet. Vous serez guidé tout au long du chapitre pour poser les fondations de votre modèle économique et ainsi commencer à définir comment pérenniser votre projet social.

5.1.1-Introduction2:53

5.1.2-Introduction au Social Business Model Canevas4:48

5.2.1-Clarifier votre projet : l'offre et les bénéficiaires5:52

5.2.2-Qui sont vos clients ?3:16

5.2.3-Quelle est votre source de revenus ?8:22

5.2.4-Quels sont les impacts sociaux et environnementaux de votre projet ?6:11

Conoce a los instructores

Bénédicte Faivre-Tavignot
Directrice de la Chaire “Social business / Entreprise et pauvreté”, et du "MSc in Sustainability and Social Innovation"
Frédéric Dalsace
Associate Professor
Marketing
Nathalie Lugagne
Professeur Affilié et Doyen Exécutif de la Faculté et de la recherche
Stéphane Riot
Fondateur NoveTerra
Florian Hoos
Assistant Professor
Accounting and Management Control
Aymeric Marmorat
Directeur exécutif d’Enactus France
Lise Penillard
Directrice pédagogique du Master Sustainability & Social Innovation
Ucka-Ludovic Ilolo
Chorégraphe d'entreprise, Fondateur de O' In Motion
Matthieu Dardaillon
Joséphine Bouchez
Co-fondatrice, Ticket for Change

In this chapter, you will be invited to draw up an

economic model for your project.

In the case of social enterprises, we also speak of a "social

business model". What you see on screen represents your economic

model. It is a canvas which describes how the project can

be implemented and deliver value, both

economic as well as social and environmental.

The Social Business Model Canvas is just one tool

for going from the idea to the formalisation of your project.

In order to work on our economic model, I have produced an adaptation for social

enterprises of the canvas developed by Alexander Osterwalder

and Yves Pigneur in their book "Business Model Generation"

published by Pearson, which I strongly encourage you to read.

I have adapted this model for social enterprises and I have had

the opportunity to test it successfully at a number of

workshops I run for social entrepreneurs.

So to begin with, let us go through the main parts of the canvas together.

The top part represents the work that you did in the previous

chapters, namely defining the social

need that you wish to address along with your social mission.

The central part represents the products or services offered.

The idea is to formulate the how: how you will address your

social challenge, i.e. what product or products and

services you wish to offer.

In the right-hand section, you define who your project will be aimed at:

how it will be financed and what impact you are aiming for.

The left-hand section will focus on the implementation

of your project, namely the key activities and resources

that you need, the strategic partnerships that you must strike

and, of course, the costs associated with your project.

To begin with, let us listen to Félix, who will explain the

benefits of working on this model at every stage of your project.

Hello, everyone: I'm Félix de Monts and I develop

Stagiaires sans Frontières, which is an association promoting

a new format of time-share internships between companies

and associations with a high social impact.

So for us, the business model is first and foremost

a very concrete and practical tool for asking ourselves the right questions.

What is our ecosystem?

Who might our customers be, and what might our sources of revenue be?

What products and services can we offer?

And it is really a tool that has allowed us to structure our

development. So, don't think of it as a theoretical tool just

for people at Harvard: it's really accessible and

appeals to your common sense.

So the second point is that the business model continually

evolves along with your organisation.

It is not set in stone.

So to take a specific example, that of Stagiaires sans Frontières,

we were founded on a 100% associative business model

with donations, and relying solely on good will, with

projects in emerging countries, and after being in business for one year,

with our project expanding of its own accord, we turned to funding

from companies who are our main clients, and development

that is now focussed around France. So that all goes to show

that the business model evolves as we do, so the

last point is don't forget to draw up-- and then take the

time to revise-- your business model and

strategy every 3 to 6 months. That's it. See you again soon.

This chapter is also closely linked to the previous chapter.

It should enable you to evolve and confirm how your social

mission is spelt out and how your product or service is defined.

A number of you will be forced to refine and hone these,

or even start again from scratch.

And this is absolutely to be expected, because this is a thinking process

that takes time, and this in particular is why at the start

you may feel that things are repeating themselves from chapter 4.

So for pedagogical reasons, we are going to expand on each

of the dimensions to the canvas one by one.

The process of drawing up and formulating your model is not

a linear process, but rather an iterative one that will

evolve and change over time, which will feed on your

reflection, experiences as agents of change

and your discussions with your stakeholders.

Everything that follows goes for both entrepreneurs and intrapreneurs.

It is also valid whether you are looking to set up a company or an association.

The economic model is valid for any project, whatever its status.

Furthermore, it will have an influence on the choice of governance

and choice of legal status for your organisation.

We will address these points in more detail in chapter 6.

So to begin with, throughout this chapter you will need a large sheet

of paper, different coloured Post-It notes, and felt-tip pens.

You may also download the social business model canevas

directly from the platform so that

you can fill it in directly either as you go through the videos or

at the end of each sub-section. Are you ready?

Let's get started.

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