Social Enterprise Design

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Social Enterprise Design by Mind Map: Social Enterprise Design

1. Key Partnerships

1.1. The network of suppliers, allies, supporters, co-creators, and champions needed to ensure delivery on impact and commercial objectives

1.2. Potential Motivations

1.2.1. Commercial Partnerships: Optimization and economy of scale; reduction of rick and uncertainty; acquisition of particular resources/activities

1.2.2. Impact Partnerships: Scaling/Maximizing Impact; Ensuring and measuring delivery of impact; optimizing economics of depth and scope

1.3. Questions to Ask

1.3.1. What partnerships are critical to helping us achieve our commercial objectives?

1.3.2. What partnerships can help us deliver, strengthen, or scale our impact objectives?

1.3.3. What motivations underpin our partnerships?

1.3.4. How do we structure our partnership? How do we demonstrate the value of our partnerships to each other and externally?

2. Key Activites

2.1. Complementary: Business activities are complemented by and/or complement the impact activities

2.2. Opposing: Activities that are difficult to balance commerce and impact value deliver; problem solving will be necessary

2.3. Questions to Ask

2.3.1. What are the key activities that we undertake to deliver our commercial value propositions to customers?

2.3.2. What are the key activities that are needed to deliver our impact value proposition?

2.3.3. What are the complementary activities? Are there ways we can build efficiencies into these complementary activities?

2.3.4. What oppositional activities are there? How can we address these so that they are more balanced?

3. Value Proposition

3.1. Impact Value: The social outcomes and benefits that are generated through the enterprise

3.2. Commercial Value: Goods or services sold in the market place

3.3. Questions to Ask

3.3.1. What Value do you provide customers and why would they come back?

3.3.2. What is the relationship between the Commerical and Social Value Propostition

3.3.3. How visible or prominent is your impact value proposition? Who understands it?

3.3.4. How do you account for/measure your value proposition?

4. Customer Relationships

4.1. Active customers can take roles associated with scaling the company's impact

4.2. Questions to Answer

4.2.1. What kind of relationship do our customers want? Are they interested in our social impact?

4.2.2. What could happen if customers fell in love with our impact? What other roles would they be willing to play if they did?

4.2.3. What do we need to be mindful of to ensure that we retain our customers?

4.2.4. Are the relationships with impact customers different?

4.2.5. What do impact customers expect when they 'purchase' impact from us? How can we ensure they fall in love with our products/services too?

5. Customer Segments

5.1. Commercial Customers: Those who want to purchase goods/services

5.2. Impact Customers: Those who want to support the social impact or potentially benefit from this impact

5.3. Questions to Ask

5.3.1. For whom are we creating value and what kind of value are we creating for them?

5.3.2. Who are our commecical cutomers? Who are our impact customers? What value are they seeking and how much are they willing to pay?

5.3.3. How important is the linkage betwwen the two?

6. Key Resources

6.1. Resources that drive your commercial model and the resources that drive your impacts

6.2. Physical Resources

6.2.1. Commercial: facilities, infrastructure, buildings, vehicles, systems, distribution networks

6.2.2. Impact: Special Equipment and infrastructure, systems, accessible buildings

6.3. Intellectual Resources

6.3.1. Commercial: Brands, knowledge, contact management systems, partners, business knowledge and skills

6.3.2. Impact: Impact knowledge and skills, pro-bono support partners

6.4. Human Resources

6.4.1. Commercial: People, staff, partners

6.4.2. Impact: Champions, support staff, brokers, powerful allies, support networks

6.5. Financial Resources

6.5.1. Commercial: Cash, Lines of Credit, Access to Finance

6.5.2. Impact: Access to funds to cover impact costs

6.6. Impact Resources

6.6.1. Methods and networks to assess and evaluate impact, all other assets needed to ensure impact delivery

6.7. Questions to Ask

6.7.1. What physical, intellectual, human, and financial resources are needed for your commercial operations?

6.7.2. What physical, intellectual, human, and financial resources are needed to ensure you deliver on your impact objectives?

6.7.3. How could lack of commercial resources impact the achievement of impact objectives and vice versa?

6.7.4. Do all the resources need to be located inside the social enterprise, or can some of them be located with and accessed through partnerships?

7. Channels

7.1. Awareness

7.1.1. How do we raise awareness about our company?

7.1.2. How does this social enterprise stand out?

7.1.3. How do we raise awareness of products and impact?

7.2. Evaluation

7.2.1. How do we help customers evaluate our organization's value propositions?

7.2.2. How do we help them evaulate the impact value proposition?

7.2.3. What should we share?

7.2.4. Why should they buy from us?

7.2.5. Do we compete directly with the mainstream?

7.3. Purchase

7.3.1. How do we enable customers to purchase specific products and services?

7.3.2. How do they find and access us?

7.3.3. How can we extend our reach?

7.4. Delivery

7.4.1. How do we deliver a value proposition to customers?

7.4.2. Can we extend our range of delivery mechanisms?

7.4.3. How can we connect with customers more effectively?

7.5. After-Sales

7.5.1. How do we provide post-purchase customer support?

7.5.2. Do we follow up to ensure that they will be repeat customers?

7.5.3. What after sales support/information will they need?

8. Cost Structure

8.1. Must have an understanding of the costs involved with keeping the business going and what extra costs are needed to actually deliver on the impact

8.2. Questions to Ask

8.2.1. What is the impact you are seeking to achieve in the social enterprise (and what is the difference between your ideal and real impact)?

8.2.2. What activities do you have to undertake to achieve this impact? Which of these activities would not be undertaken if this was a typical commercial business? What costs do these activities incur?

8.2.3. What resources are needed to achieve this impact? Which of these would not be needed if this was a typical commercial business? What costs do these resources incur?

9. Revenue Streams

9.1. Links

9.1.1. Purpose and Application inside the enterprise

9.1.2. The Social Benefits it can Generate

9.1.3. Contribution towards building viability sustainability over time

9.2. Questions to Ask

9.2.1. Can we unpack and unpick the revenues that are generated through the commercial activities of the business from the revenues generated through the impact?

9.2.2. Have we examined comparable commercial business models to explore potential revenue streams from our chosen business sector?

9.2.3. What ongoing sources of revenue could be generated in relation to impact delivery and how are we 'valuing' this?