Ubuntu Leaders Academy - Social Entrepreneurship Starter Kit by Instituto Padre António Vieira

SOCIAL ENTREPRENEURSHIP STARTER KIT 2018 EDITION

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INDEX 1. About Social Entrepreneurship Starter Kit 2. About Ubuntu 3. Social Entrepreneurship 4. Social Business Model Canvas 5. Module 01: Value Proposition 6. Module 02: Activities, Resources And Partners 7. Module 03: Sales and Marketing 8. Module 04: Revenues and Costs 9. Module 05: Impact and Consolidation 10. Exercise cards

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ABOUT SOCIAL ENTREPRENEURSHIP STARTER KIT Manual For Beginners In Social Entrepreneurship Project Development

The social entrepreneurship starter kit was created within the scope of the “Ubuntu Social Incubator” project, the idea, conceived by IPAV, was designed and developed by everis, since the first edition. Over the course of the previous editions the contents were improved and adapted, always taking into account the experience acquired and the fulfilment of the programme's purpose: help social entrepreneurs develop their social project idea and their sustainability model.

This starter kit consists of the following materials: this manual, which presents the methodology and contains all the basic concepts •

a set of exercises, whose objective is to complete them with the information that is collected/systematised as you develop your project

• support cards, whose purpose is to help you more easily through all the stages of the project • A canvas which offers you a general panorama of your project, enabling you to work on it as a team.

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ABOUT UBUNTU

Ubuntu is a South African word. It contains a humanistic philosophy which doesn´t belong to any particular country or culture. Also, it has no religious or political affiliations. Ubuntu means “I am because you are”, I can only be a person through other people; therefore, my individual wellbeing and happiness is closely linked to the well-being and happiness of others. Our lives are interconnected and we can only be complete when others complete us. We believe in a common and interdependent humanity.

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“WE ALL HAVE WITHIN US WHAT WE NEED TO BUILD SOMETHING MUCH LARGER THAN WHAT WE ARE.” SETH GODIN

SOCIAL ENTREPRENEURSHIP OBJECTIVES:  Learn about the concept of entrepreneur / social entrepreneurship  Learn about the concept of social business

SOCIAL ENTREPRENEURSHIP SOCIAL BUSINESSES

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BUT... WHAT DOES ENTREPRENEURSHIP MEAN?

Identifying opportunities that can be transformed into successful projects

Being capable of thinking of and creating that which does not exist

Identify opportunities that can be transformed into successful projects

Creating value through available resources

Creative process of seeking success through innovation

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THERE ARE MANY DEFINITIONS OF WHAT IT IS TO BE ENTREPRENEURIAL, ALL OF WHICH ARE BASED ON SOME ASSUMPTIONS:

Paying attention to what is around you, to identify a problem/ opportunity

Take action. The true entrepreneur faces the challenge of transforming an idea into a concrete project

ATTITUD E

Identify opportunities that can be transformed into successful projects

Having the ability to transform a problem into a solution, into an idea

Seeking a different solution. You can create something new or improve something that already exists

We can say that being entrepreneurial is related to the attitude you want to have in your life. You can be entrepreneurial at home, in the street, in your neighbourhood, where you study or work. Being entrepreneurial involves a constant attitude of paying attention to what is around you, identifying opportunities and transforming them into concrete projects. 9

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SOCIAL ENTREPRENEURSHIP Similarly to the concept of entrepreneurship, there are various concepts of Social Entrepreneurship.

We can say that social entrepreneurship is the process of solving society's problems through Identify opportunities that can be transformed into successful projects

Innovative

Sustainable

Scalable

Transformation and impact on society 10

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IDEAS OF SOCIAL ENTREPRENEURSHIP GRANDMOTHER CAME TO WORK (PORTUGAL) Initiative that empowers the seniors in the communities in which they live and transforms them into examples, value enhancing. Through intergenerational learning and sharing, using collaborative manual work processes, the culture of domestic workmanship and design, this social business generates revenue and promotes active ageing. To be sustainable, they develop products that they sell, such as cushions, blankets, dolls, bags, pins, and provide training services/workshops on various themes (example: embroidery work, paper flowers). They are set up as a Non-profit association. Information: www.fermenta.org (GLOBALthat NETWORK) Identify SPEAK opportunities can be transformed into successful projects SPEAK is a social tech startup that promotes the social inclusion of migrants and refugees by connecting them with locals through a language and culture exchange program where everyone can apply to share their language and learn a new one. During the 12 weeks of the program, participants make friends and break not only the language barrier but also prejudices and misunderstandings, thus promoting comprehension as well as cooperation. SPEAK is present in 5 countries and has a community of over 17.000 people. By applying to the ’Take SPEAK to Your City’ Program, everyone can become a SPEAK Founder by opening SPEAK in their own city. To be financially sustainable the SPEAK founders may have the following sources of revenue: • B2C revenue stream from applications from participants in your city. • B2B revenue stream that consists in selling packs of applications to different organizations; • Donations by individuals or organizations (private companies, foundations); • Awards; and • Sponsorships / Advertising. Information: https://www.speak.social/en/

KITCHEN WITH SOUL (PORTUGAL) The Kitchen with Soul aims to be an integrated response to a new social reality: poverty ashamed. It emerged with the aim of being an 'oxygen balloon' for families experiencing temporary financial difficulties, allowing them access to full meals at a nominal price, and a set of training and capacity building initiatives. It is a sustainable social business, since the profit of the meals sold to the general public allows to subsidize the meals for the Social Exchange and to support the operational costs of the organization. Information: http://www.cozinhacomalma.pt/

SOCIAL BUSINESS

A social project conceived to be sustainable. Currently many social projects are conceived to be social businesses, which while generating revenue, like any other business, are also solving a problem of society.

The Social Business terminology was defined by the Nobel Peace Prize Winner, Professor Muhammad Yunus and is described in his books Creating a world without poverty â&#x20AC;&#x201C; Social Business and the future of capitalism and Building Social Business â&#x20AC;&#x201C; The new kind of capitalism that serves humanity's most pressing needs. Several organisations with which he is actively involved promote and incubate social businesses. This includes the Yunus Centre in Bangladesh, the Yunus Social Business Centre University of Florence, the Grameen Creative Lab in Germany, and the Social Business Earth.

In the definition of Yunus, a social business is a company without losses or dividends, designed to achieve a social objective within today's highly regulated market. It is different from a non-profit organisation because the business must seek to generate a modest profit, but this will be used to expand the company's reach, improve the product or service or, through other means, subsidise the social mission.

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ECONOMIC SECTOR

SOCIAL SECTOR

Social Business

TRADITIONAL COMPANIES

SOCIAL BUSINESS

SOCIAL PROJECTS

The sustainability model is based on the sale of products and services

The sustainability model is based on the sale of products/services to customers and beneficiaries (at a reduced or symbolic price)

The Sustainability Model is based on own revenue, external financing or a mixed model. There is usually a dependency on external financing for the project to be viable and survive

At the end of each year, the profit is distributed among the company's partners

Part of the profit is invested in the activities that generate a positive impact on beneficiaries. The remaining profit is distributed among the company's partners, like in "traditional companies"

When Associations depend on external financing, they must take into consideration if their activities will be sustainable in the medium-term (more than a year). Profit is invested in its entirety in the activities of the association and in the support provided to beneficiaries.

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ATTITUDES OF A SOCIAL ENTREPRENEUR

Bill Drayton founded, in 1980, Ashoka (one of the most recognised international organisations that supports social entrepreneurs) based on the idea that the most powerful force for good in the world is a social entrepreneur: a person guided by an innovative idea which can help correct a global problem.

Social entrepreneurs have a number of characteristics, and they are themselves recruiters of other social entrepreneurs/"doers":

Identify opportunities that can be transformed into successful projects

HAVE A VISION

PRAGMATIC AND DECISIONMAKERS

POSITIVE LEADERS

CREATE EMPATHY

HELP SOCIETY

RISK

CREATIVE

OPTIMISTIC AND PASSIONATE

RESILIENT

WORK IN TEAMS

AMBITIOUS

CREATE RELATIONSHIPS

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HOW SOCIAL ENTREPRENEURSHIP INTERTWINES WITH UBUNTU Servant leadership is the cornerstone concept of the Ubuntu Leaders Academy. Being a person through other people is the philosophy that servant leadership pretends to enact in practice.

“Life's Most Persistent And When one is called to act in the world around, one way of doing Urgent Question Is: it materializes in a responsible social entrepreneurship, done with effectiveness and knowledge, in the service to others and to 'What Are You the common good, through the application of the Ubuntu values Identify to opportunities that can be transformed into successful projects Doing For Others?’” the effective transformation of communities. Ubuntu is a South African word. It contains a humanistic philosophy which doesn´t belong to any particular country or culture. Also, it has no religious or political affiliations.

MARTIN LUTHER KING

Ubuntu means “I am because you are”, I can only be a person through other people; therefore, my individual wellbeing and happiness is closely linked to the well-being and happiness of others. Our lives are interconnected and we can only be complete when others complete us. We believe in a common and interdependent humanity.

SOCIAL BUSINESS MODEL CANVAS OBJECTIVES: ï&#x201A;§ Become acquainted with the Business Model Canvas and the concepts that are going to be worked on throughout the programme

BUSINESS MODEL CANVAS

Module notes: CANVAS: Business Model Canvas

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SOCIAL BUSINESS MODEL CANVAS MARKET

VALUE PROPOSITION

BENEFICIARY SEGMENTS

MACROECONOMIC CONTEXT

Who are the people that are going to benefit from my project?

What is the geographic markettarget? What are the economic and social conditions, and the technological changes that are taking place that affect now and in the your market future?

What problem are you trying to solve? What is the market failure?

IMPLEMENTATION

PARTNERS Who helps you make your business model work (e.g. suppliers, distributors, strategic partners)?

What value will you deliver to your beneficiaries?

… to your social investors? projects Identify opportunities that can be transformed into successful

ACTIVITIES + RESOURCES What are the key activities that you will focus on to achieve success? What resources do you have or need to acquire/develop (categories of resources: physical, intellectual, personal or financial)?

…. To your donators?

CUSTOMERS SEGMENTS Who are the people that are going to buy my products/services? Who are the possible investors of my project? What are they already doing or investing in?

COMPETITION Who else operates in the same space as you? Why is your solution better or better suited to a need that has not been fulfilled yet?

IMPACT What impact will you achieve? How will you measure the social impact?

SALES + MARKETING

What will be your activity within the project?

What is your sales and marketing plan? How will you reach the beneficiaries? What type of relationship is expected for each beneficiary and customer segment?

COST STRUCTURE What are the main costs ?

SOURCES OF REVENUE Who pays for what? Donation versus sources of revenue?

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This Social Business Model Canvas, has been inspired on the Social Business Model Canvas developed at the Centre of Social Innovation of Stanford University, in California. With this tool you will be able to develop your project and iterate your actions and thoughts as many times as you deem necessary.

VALUE PROPOSITION Value Proposition - Describes the set of products and services that create value for the beneficiaries/customers of the idea.. Some value propositions can be innovative and represent a new/disruptive offer, or on theinto othersuccessful hand, Identify opportunities that can be transformed projects can be similar to offers that already exist in the market, but with additional characteristics or attributes.

IMPACT Impact – The objective is to help understand what effect the project will have in the medium/long-term, in both positive and negative terms, in society, and what the indicators are through which these impacts may be measured. All social projects, regardless of being profitdriven or non-profit, have to succeed in having a transforming effect in society. 18

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BENEFICIARY/CUSTOMER SEGMENTS Beneficiary/Customer Segments – Define the various groups of people/organizations that a project aims to serve (target-audience/beneficiaries/customers). In the case of a social project, remember that your customers are also the social investors. In order to better satisfy them, we can group them into different segments according to common needs and common behaviour.

MACROECONOMIC CONTEXT Macroeconomic context – refers to the Identify opportunities that can be transformed into successful projects social and economic conditions in which the geographic area in which you are thinking of implementing your project is set in. It is important to take these conditions into account for the definition of your value proposition, identification of partners, creation of sales and marketing plan, etc.

COMPETITION Competition – A competitor is a company or organisation that participates in the same market as yours, offering a product or service that is equal, similar or that solves the same problem as yours. 19

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ACTIVITIES and RESOURCES Activities – Key activities are the most important actions that must be undertaken for the business model to work. Such activities allow the value proposition to reach the beneficiaries/customers, permit revenue inflow, etc. Resources – Are the most important assets in a project. Permit the offer of a value proposition, generate revenues, etc. Vary, can be physical, financial, intellectual or human.

PARTNERS Partnerships – Network of partners and Identify suppliers opportunities that can transformed that make the be business model into successful projects work. Their purpose is to reduce the risk of the project or acquire new resources.

SALES and MARKETING Sales and Marketing – Definition of the sales and marketing plan. Includes the definition of the characteristics of the product, price, distribution channels of the product/service and communication with each beneficiary/customer segment.

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REVENUE and COSTS Sources of Revenue – Money that a business generates from the sale of products/services to customers/beneficiaries. In the specific case of social projects, we must take into account other sources of funding, such as sponsors, donations, access to funds. Cost Structure – Are the most important costs that a project incurs when implementing its business model. For example, maintaining relationships with the beneficiaries/customers are activities that have costs. Likewise, in the case of social projects, partnerships can be a source of cost savings.

Identify opportunities that can be transformed into successful projects

01 MODULE I - VALUE

PROPOSITION

OBJECTIVES:    

Understand the scope of the problem and the solution (idea) Understand if the solution is sufficiently good (innovative in relation to the competition) to have impact Define, in detail, what products/services will be provided Define the objectives that are intended to be reached with the project

DEFINITION OF THE PROBLEM

Module notes:

VALUE PROPOSITION

TEMPLATES: from 1 to 1.12

COMPETITION

 1.5 "HOW TO REPLICATE/ESCALATE MY IDEA?

DIFFERENTIATING ASPECTS VISION AND MISSION DEFINITION OF OBJECTIVES

CARDS:  1.8 "WHO SOLVES THE SAME PROBLEM I DO?“  1.10.a "IDENTIFICATION OF THE VISION  1.10. b “IDENTIFICATION OF THE MISSION”  1.11 "IDENTIFICATION OF THE OBJECTIVES“  1.12 "TURN AN IDEA INTO A SOCIAL BUSINESS” CANVAS: Value Proposition

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DEFINITION OF THE PROBLEM We can think of a social problem as a situation/phenomenon that negatively affects certain groups of the population and, to an extent, society as a whole.

► Seeking an idea for a project requires an identification of our own problems and needs and those of other people. In order to obtain an idea, there are various techniques that can be used: Create a list of situations that affect us Create a list of situations that upset the people that we know Design a map of relationships, in which one begins with an initial problem and slowly breaks down that problem into smaller problems, and so on.

DEFINITION OF THE PROBLEM As soon as the problem to be addressed has been found, you should answer the following questions:

TIP RECOMMENDATIONS FOR THE IDEA

WHAT IS THE PROBLEM?

WHO FEELS IT?

WHY IS IT IMPORTANT TO SOLVE IT?

It must solve a problem that is specific enough to permit the creation of a solution There must be various sources of information about the problem The improvement – innovation – must be clearly identified (if it is an improvement in relation to something that exists and not something totally new)

You will more easily and quickly identify the idea needed to solve the problem, as well as know the potential of the idea and its targetmarket.

“EVERYTHING SEEMS IMPOSSIBLE UNTIL IT’S DONE.” NELSON MANDELA

During the problem identification phase, it is very important that you try to solve the cause/root of a problem, and not its consequences. The ideas/solution must attack the sources of problems and not their effects. This approach is decisive if you really aim to eradicate the problem and work effectively on the solution.

CAUSES Everything that determines the existence of an event, giving rise to the problem. Example: Considering the problem as the excessive dependence on the use of one's own vehicle, the causes would be: •Weak quality of the public transport offer •Reduced public transport offer •Complacency •Status •Timetable flexibility Example: Considering the problem as the uncontrolled growth of large urban conglomerates, the causes would be: •Lack of urban planning •Real estate interests

EFFECTS All the consequences arising from a problem, including its ramifications. Example: Considering the problem as the excessive dependence on the use of one's own vehicle, the effects would be: • Atmospheric pollution • Noise pollution • Stress • Intense traffic • Delays in travelling Example: Considering the problem as the uncontrolled growth of large urban conglomerates, the effects would be: • Degradation of the urban landscape • Disarticulation and disintegration of society with its immediate environment • Creation of dormitory-towns, without activities during the day

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PROBLEM TREE – MAIN PROBLEM The diagram below will help you think about whether your idea solves the cause or the consequence of the problem. This will enable you to obtain a comprehensive and wide-ranging view of all the problem situations.

Effects

Causes Cause 1

Cause 1.1

Cause 2.1

Cause 2

Main Problem

Effect 1.1 Effect 1

Simple and objective phrase that describes the main problem

Effect 1.2

Effect 2.1 Effect 2

Cause 2.2

Effect 2.2

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PROBLEM TREE – EXAMPLE Here you can find a filled problem tree, about one of our case-study examples: Grandma Came to Work

Effects

Causes Lack of intergenerational interaction

Lack of acknowledgement of opportunities to be more active

Depreciation of old peoples ´s traditional knowledge

Negative discrimination of old people value and participation on the community/ society Lack of innovative projects related with old people and their important role on the society

Main Problem Gap between generations and difficulty of transmition of knowledge between old and young people

Loss of knowledge, value and old people potential and positive contribute to our society

Loss of older and traditional knowledge

Diseases, Depression, Isolation and early death Sedentary lifestyle Loss of a potential contribute to the improvement and diversity on our society

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PROBLEM TREE – SOLUTION PROPOSED Now we must think about the solution that we propose to the main problem identified. What are the goals and objectives we aim to accomplish? What are the consequences?

Consequences

Goals Goal 1

Goal 1.1

Goal 2.1

Solution proposed

Consequence 1.1 Consequence 1

How are you going to adress / solve the main problem

Consequence 2.1

Goal 2 Consequence 2 Goal 2.2

Consequence 2.2

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PROBLEM TREE - EXAMPLE Here you can find a filled problem tree, about the same case-study example referred above: Grandma Came to Work.

Consequences

Goals Promotion of intergenerational interaction

Let old people know about opportunities to be more active

Offering spaces to meet, discuss and learn together

Raise awareness on the community and society to old people´s potential and value

Use an innovative approach

Solution proposed fill the gap between generations offering everyone a place where they can meet, discuss and learn from each other.

More people aware of the value of old people on our society

Transmission of old traditional knowledge

Reduction of diseases Promotion of an active life to old people A longer and happier life

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“BE THE CHANGE THAT YOU WANT TO SEE IN THE WORLD.” GANDHI

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IDEAS THAT CHANGE THE WORLD

HOW DO GOOD IDEAS ARISE?

Think of problems, needs and frustrations. transform the way the USA eats, offering healthy and accessible meals. Its sustainability model is based on the sale of freshly prepared meals (breakfasts, lunches, dinners and snacks) for students/ What problems, in needs and frustrations do are you, incorporated your schools, as well as their availability supermarkets. They as a company. friends and relatives, feel on a daily basis? Information: http://revolutionfoods.com

And what other people, in addition to those that you know, feel?

And transforms them into opportunities and ideas! When you have many ideas, you have to choose the one that is best. 32

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THE BEST IDEA In our daily lives, many ideas come up, as a result of problems, needs and frustrations, ours or of people around us. When you have many ideas, you have to choose the one that is the best, the one that will have the greatest power to transform and change the World! Solving a problem of society is a key characteristic of an idea of social entrepreneurship. As already mentioned, the causes of the problems need to be addressed.

IMPORTANT PROBLEMS neglected by society or that are being solved, but whose current solution is not having the intended results.

WHICH AFFECT MANY PEOPLE

WHICH AFFECT FEW PEOPLE

having a large negative impact and externalities in the life of many people.

but which have many negative consequences for those people

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CHARACTERISTICS OF GOOD SOCIAL IDEAS

SOCIETY

SCALABLE/REPLICABLE SOLUTION

SUSTAINABLE SOLUTION

METHODOLOGY THAT CREATES TOOLS

SOLUTION WITH A MEDIUM/LONGTERM SOCIAL IMPACT

PRESENT SOME INNOVATION

TEAM WITH SKILLS

PROBLEMS

SOLVE

IN THE 34

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IDEAS THAT CHANGE THE WORLD SOME CHARACTERISTICS OF SCALABLE / REPLICABLE IDEAS

MODEL BASED ON PARTNERSHIPS

SOLUTION BASED ON A DIGITAL PLATFORM”

BUSINESS MODEL NOT DEPENDENT ON “ANYONE”

SIMPLE OPERATING MODEL AND WITHOUT HAVING TO RESORT TO HUGE INVESTMENTS

VALUE PROPOSITION

Now that you have identified your problem, you should be able to transform that situation into an idea. You should present the reason why your target-audience (beneficiaries/customers) will benefit from your product or service.

The phrase you are going to create should transmit the added value that your product offers in comparison to others, i.e. the differentiating and positively assessed characteristics that the product/service has compared to the competing offer. Further below, we will go into more detail about who your beneficiaries/customers and competitors are. At this phase, you have probably begun to structure in your head how your project is going to operate. Examples: A service that provides meals at symbolic prices may have as a value proposition "We help you taste the best of Portuguese cuisine near you and at lower prices".

PRODUCT OR SERVICE We want to know exactly what your business is going to do.

TIP It is important that your product or service reflects:

Do you have a Product?

Do you have a Service?

Or both?

It is important to define what you are going to do, since that will influence the way you will communicate and make your product/ service reach your target-audience.

The skills and experiences of the founders/entrepreneurs Example: I want to develop a digital inclusion programme for inmates, using computers, but I don't feel comfortable using computers autonomously, nor can I speak fluently on this topic. The interests and passions of the founders Example: I have a social project related to agriculture, but if I detest "farm life" does it make sense?

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PRODUCT OR SERVICE A product or service is everything that can be made available on the market to respond to a desire or need. Products are distinguished from services since the former are tangible, while the second are intangible, i.e. they do not have a physical existence.

Example: The social business “Kitchen with Soul” is a take-away where the profit of the meals sold to the general public client allows to subsidize the same meals to the client social bag.

CHARACTERISTICS It must be relevant Functionally able to serve the purpose for which it was created Be adaptable, since as time passes, new trends arise, other needs cease to exist, and every company/association must be able to understand these changes and change its offer

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COMPETITION After developing what will be your product or service, you need to understand that there are other similar products or services. Taking into consideration that you intend to solve a social problem, you must also identify other projects, which having products/services different to yours, intend to solve the same problem you have identified. Therefore, based on this analysis (knowing what exists) you will be able to reflect on how your product or service can stand out, i.e. what its differentiating aspects are. All projects, without exception, have competitors. The existence of competitors forces companies and organisations to be increasingly efficient and creative.

Example: Direct competitor it is that which offers the same products or services to the same beneficiary/customer base.

Indirect competitor is that which offers a product or service that can be perceived as a substitute

Social kitchens have as competitors all the establishments that provide meals, which includes restaurants. When the market is analysed, you must take into consideration all competitors, so that they do not jeopardise the differentiation of your product or service.

“MY FATHER USED TO SAY ‘DON'T RAISE YOUR VOICE. IMPROVE YOUR ARGUMENT.’” DESMOND TUTU

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DIFFERENTIATING ASPECTS The differentiating aspects are all the characteristics, whether positive or negative, which differentiate us from other similar or substitute (competing) projects. It is the innovation of the project, that which will make your project unique.

HOW TO USE THE DIFFERENTIATING ASPECTS TO THE BENEFIT OF OUR ORGANISATION?

►

You have to conduct an internal analysis, and understand what "trump cards" you have and how you can use them to become more competitive. You can consider the trump cards of an organisation to be the resources that it has at its disposal. These resources can be human, financial, technological, etc. You should use them strategically to place your project in a leading market position.

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EXAMPLES OF SOCIAL PROJECTS DIFFERENTIATING ASPECTS

GRANDMOTHER CAME TO WORK With the aim of filling the gap between generations the project offers a place where everyone can meet, discuss and learn from each other. As a result, unique and innovative handmade products and experiences are created as a reflexion of local immaterial culture and tradition.

COZINHA COM ALMA (SOUL KITCHEN) is a take-away where the profit of the meals sold to the general public client allows to subsidize the same meals to the client social bag.

VISION AND MISSION When we create a social project or business it is very important that the people involved and interested in the project (employees, volunteers, partners, customers, beneficiaries, etc.) have a clear notion of the final objective of the project and what the means of operation is, i.e. how we are going to do it.

Vision

Mission

Objectives

Strategy

Plan of Action 43

VISION Think about what you dream will happen to your project. Try to imagine that which you would like your project to become and the impact on the different people involved in it. Vision should be translated into a short and simple phrase, so as to be understood and shared by all the current and future members of the organisation, so that everyone can go down the same path. Likewise, vision must be sufficiently broad to cover various motivational and inspiring perspectives for all those involved in the project. Examples: Grandma Came to Work vision is to be “an intergenerational creative hub, were social and emotional bonds are knitted in the local community and where elderly people can just be”

MISSION What is going to be done and how it is going to be done. Represents a logical and natural continuation of the vision but with a more concrete and action-oriented focus. The mission must be concise, consequenceoriented and sufficiently comprehensive so as not to limit future strategies or alternative plans. The mission must be able to clarify what is done in the project, how it is done and for whom it is done. The mission must guide, in a tangible and close manner, the financial, human and social objectives of the organisation. Examples: The mission of Grandma came to Work is “to fill the gap between generations offering everyone a place where they can meet, discuss and learn from each other. As a result we create unique handmade products and experiences of local immaterial culture and tradition”.

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DEFINITION OF OBJECTIVES When you have defined your mission and vision, it is important to define which objectives you wish to reach. Below are some tips on how you should formulate your objectives.

Specific: must be detailed, since the objectives that are not clearly defined tend to be less effective Measurable: can be measured and quantified, in terms of values; Achievable: the objectives must be realistic and all the members of the team must be motivated with a view to achieving them Realistic: must not exceed what is possible, being in accordance with the resources (human, physical and financial) available for the accomplishment of the project Timed: each objective must be associated to an implementation deadline

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WHY SHOULD WE FORMULATE OBJECTIVES?

It will guide all your decisions. These decisions must be aligned with the Vision and Mission of the organisation

It will enable you to quickly detect errors or faults and their timely correction

It will enable you to easily identify areas with a particularly positive performance and where the project can invest more than what was initially foreseen

02 MODULE II - ACTIVITIES,

RESOURCES AND PARTNERS

OBJECTIVES:  Identify the activities that are important for the delivery of the value proposition  Understand what type of resources I will need to implement my activities (physical, intellectual, human or financial resources)  Assess the team and understand if they have the necessary skills for the implementation of the activities  Analyse the partnerships that must be formed and who the strategic partners are  Think about and give examples of support areas

KEY ACTIVITIES

Module notes:

SUPPORT AREAS TYPES OF RESOURCES HUMAN FACTOR

Module notes:

PARTNERSHIPS

TEMPLATES: from 2 to 2.8 CARDS:  2.4 “CHARACTERIRSTICS OF THE TEAM?”  2.5 “ASSESSMENT OF PEOPLE?“ CANVAS: Implementation (Partners, Activities, Resources)

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ACTIVITIES The activities are actions/tasks that must be executed in order to offer products and services to our target-audience (customers/beneficiaries), and in compliance with the value proposition. You must think of all the actions that have to be carried out for your idea to be implemented. When you have a list of tasks, you should organise it in accordance with the following:

Activities that help the project grow and have an impact on more beneficiaries

Activities that provide support to the project

Example: At the launch of a new product, the brands must prepare press releases and send them to various media. / To provide training actions to populations in need, it will be necessary in a first phase to provide the necessary materials and knowledge to all those that will provide that training.

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OPERATIONS After writing an extensive list of the activities you are going to develop, you can start structuring the way you are going to organise the operations of your project. As a rule, you must organise the activities according to whether they belong to the main/business area and the support area.

MAIN OR BUSINESS AREA The business area is composed of all the people that interact directly in the development and availability of products or services, being involved in the main business of the project.

Example: The main activity of Kitchen with Soul is to provide meals Examples of main areas: management, development of product and/or service, fundraising, commercial/sales area, logistics, etc.

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SUPPORT AREA

The support areas promote all the support work that is not directly related with the main business/operation of the project, helping to support the main activity. Some of the more common tasks are: administrative activities, management of payments/receipts, communication, internal communication, external communication, etc. In some social projects there are external companies that become partners of the project and that dedicate themselves to providing this type of services.

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EXAMPLES - SUPPORT AREAS HUMAN RESOURCES

MARKETING/ COMMUNICATION

responsible for the selection, hiring, training, salary processing and the establishment of the entire communication relative to its employees.

its function is to reach new consumers, investors and the community as a whole, creating a positive image that represents the project.

is responsible for money management. Some of the more common activities are bank control, planning, invoicing and payments.

ADMINISTRATIVE

LEGAL SUPPORT

provides technical support to all the employees, solves technical problems, and in addition to that can create and/or execute computing procedures.

involves various activities such as advice, planning, control of archives, correspondence, organisation of events, etc.

provides all the necessary legal support, for example, in the preparation of contracts and legislation advice.

FINANCE

Traditionally, when we start up a project or organisation, each area of support does not have a responsible person, rather each person accumulates various functions.

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TYPES OF RESOURCES In this phase, you should think of how you are going to implement your project using the resources you have available and which you can attract. The resources can be the project's own resources or rented. There are various types of resources:

HUMAN

INTELLECTUAL

Most important resource of your project. Among employees and volunteers, it is the human factor that will define future success.

Brand, exclusive skills, patents, copyright, partnerships, contact database/network and the credibility associated to the development of this type of resources

PHYSICAL / MATERIAL Physical assets, such as facilities, vehicles, equipment, points of sale systems (e.g. kiosks, stores), or other resources such as spaces, chairs, tables etc.

FINANCIAL Access To financial resources and/or financial guarantees, such as money, credit lines that are fundamental to increase the range of beneficiaries

WHEN THE RESOURCES GENERATED EXCEED THE RESOURCES CONSUMED, THE PROJECT IS SUSTAINABLE. IT IS FROM THIS RESOURCE MANAGEMENT VIEWPOINT THAT WE CHALLENGE YOU TO THINK. 52

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WHAT IS THE MESSAGE THAT THESE IMAGES TRANSMIT TO YOU?

TRANSLATION: Image 1 – the secret is the soul of business (the soul is the secret of business) / Image 2 - Genius is one percent inspiration and ninety-nine percent perspiration 53

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HUMAN FACTOR When we create a social project or business it is very important that the people involved have a clear notion of the final objective of the project and what the means of operation is, i.e. how we are going to do it. People are always the most important resources of any organisation. Always. Of all the resources we mentioned earlier, we shall highlight people, human capital. People can distribute themselves among the main and support business areas, and can inclusively accumulate various responsibilities from different business areas.

Examples: A college can have a large variety of people, from professors and educators, to the resources responsible for the secretariat, security, infirmary, and psychology offices, among many others.

ALLOCATION OF PEOPLE In the definition of People you should take into consideration which are the profiles suited to the activity taking into account education, experience and profile of the person.

Examples: A company linked to construction must hire people with training in civil engineering to monitor and supervise its works.

TIP Education, work experience or strong social skills do not necessarily mean greater suitability to any function. There should be a balance between these factors, as well as the degree of responsibility of each function and, consequently, the benefits to be offered to each employee.

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Every human being has one or more natural talents that differentiates him/her from the others. Having talents means having capabilities that appear as standard (i.e. with frequency and can be technical, behavioural skills or attitudes) and which express themselves with pleasure/motivation and ease of learning/performance.

WHEN THE PEOPLE NEEDED FOR THE IMPLEMENTATION OF CERTAIN THE ACTIVITIES ARE NOT AVAILABLE INTERNALLY, IT IS NECESSARY TO THINK ABOUT CREATING PARTNERSHIPS TO HELP ON THE IMPLEMENTATION OF THAT ACTIVITIES

It is the union of various talents, i.e., human capital, which is the pillar of any organisation, since it is what undertakes all the actions that make an organisation grow. This union of various talents involves coexisting with people that have different opinions, objectives and other ways of seeing the world. Knowing how to accept those differences and using them to achieve the organisation's objectives, is part of teamwork.

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PARTNERS Entities with which it is of special interest to create an alliance. A partner can be a sponsor, a customer, a rival, a volunteer, or a donator, among others. This relationship can have various objectives, namely expanding the beneficiary/customer base or gaining knowledge on the business sector or area in which one is going to operate.

Regardless of the type of partners that you need, you should reflect upon which partners represent more advantages for the project, and on the other hand, how you will manage to maintain each of your partnerships. Examples: Grandma came to work occasionally joins up with certain brands to sell their products or to promote their services.

Partnerships can, in general, assume different characteristics, namely in terms of connection (which may be contractual or informal) and of exclusivity. Partnerships are crucial for a prosperous operation of a project, although it is not easy to establish them. It is important to emphasise that both parties should gain advantages in the establishment of a partnership.

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PARTNERSHIPS ADVANTAGES In order to choose the most advantageous partner for your project, you should: Make an exhaustive list of all the entities with which you could potentially create a relationship For every option, you should list the advantages and disadvantages of collaborating with each one of the potential partners described previously. As a team, you should decide which partner is the most advantageous These options can arise, as an example, due to the fact that the chosen partner invests heavily in pro bono activities or because one has established personal contacts with the partner in question

PARTNERSHIPS CRITICAL SUCCESS FACTORS The critical success factors are a combination of various significant factors that must be complied with in order to make it possible to establish and successfully maintain the partnerships indicated. These factors are necessary but not sufficient conditions to enable the establishment of partnerships and, consequently, to obtain the expected results from those partnerships. Examples: The increase in the number of customers for a supermarket has as critical success factor the increase in local production of fresh produce that will allow the supermarket to strengthen its local business image while at the same time increasing the variety and quantity of available products. / Within the scope of a cause that supports victims of a rare disease, with a view to increasing awareness of the theme by other Portuguese-speaking countries, a critical success factor may be the possibility of a meeting with an ambassador of Portugal or another Portuguese high representative.

TIPS Management of Partners Submission of Annual Plan and Annual Report Logo on the project's communication platforms

Invitation to advisory meetings Invitation to attend special events (example: Christmas party) Half-yearly state of play and partnership assessment meetings Prompt responses via email and telephone

“LIFE’S MOST PERSISTENT AND URGENT QUESTION IS, ‘WHAT ARE YOU DOING FOR OTHERS?” MARTIN LUTHER KING

“FUNDRAISING HAS NOTHING TO DO WITH MONEY. IT HAS TO DO WITH PEOPLE.” 60

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SPONSORS AND PATRONAGE

Sponsors

Fundraising Campaigns

Patronage

Donations in Kind or in Money

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PRICE - CONCEPT AND DETERMINATION Represents the monetary value charged when a product and/or service is acquired. This is one of the most difficult elements to define. By intending to sell a product/provide a service, you must think about and define your sales strategy, which is intimately linked to the price of the products or services.

Three methods are often considered for defining prices:

COST-PLUS this consists in calculating what it costs to produce each unit of the product/service and adding the profit we wish to gain.

PRICE BASED ON COMPETITORS the price to be defined can be above, below or in line with the market price.

VALUE PERCEIVED BY THE CUSTOMERS this consists in analysing the price that the targetaudience would be willing to pay for the product in question.

These methods can be used separately or collectively when defining prices.

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PRICE The determination of the price of a product/service is fundamental for the success of the marketing plan. You will have to define the price strategy to be used: this must be sufficiently high to provide a profit to those that are producing or commercialising the product/service, but sufficiently low so as not to discourage its purchase. This suitable range must be adapted not only to the product or service to be made available, but also to the quality of that product or service.

EXAMPLE The social take-away service Kitchen with Soul offers meals at symbolic prices, with the value to be paid adapted to the socio-economic level of the person that is purchasing the meal, i.e. the person's budget.

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PRICE STRATEGY Price is an extremely complex variable since it is subject to various factors that can make it change (the more units bought, the lower the cost of each unit), financial discounts (the earlier one pays the less the cost of each unit), returns and guarantees, among others. In determining the sales and price strategy, the following should be taken into consideration: geographic criteria, seasonality, existence and periodicity of promotions, reactions of competitors, etc.

€€€ PREMIUM OFFER usually directed at a more demanding audience, it must offer high quality products/services, at a higher price than the average market price.

€€

€

AVERAGE PRICE OFFER

LOW-COST OFFER

the price charged is within the market average, i.e. the price is similar to that of other direct and indirect competitors. In this situation, the product/service must have factors that differentiate it from those that already exist.

Tends to sacrifice the quality of the products, permitting lower costs and, consequently, more accessible prices for a wider audience.

Examples: Five star hotels are considered a premium offer, since they feature a high quality level of hotel services, which are charged at higher than average prices for this type of services.

SUSTAINABILITY

TIPS

A business is sustainable when, on an ongoing basis, the cost structure of a project is lower than its revenues.

To be able to understand the level of sustainability of your project, you should create a Budget

It allows you to prepare for months of greater difficulties

SCALE OF THE PROBLEM/OPPORTUNITY

OPERATING COSTS EXTERNAL FINANCING

INITIAL INVESTMENT

COST STRUCTURE

HOW TO TURN OUR PROJECT FEASIBLE

It allows you to understand which costs can be reduced (through direct cuts or partnerships) It enables you to think of new ideas to generate healthy

OWN REVENUE

REVENUE STRUCTURE

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BUDGET The social entrepreneurship projects often initiate their activities without financial resources and that is why it is important for you to be aware of the concept of bootstrapping. It will support you in the creation of a budget that will allow you to test and launch your project. Some of the principles of bootstrapping are:

Never buy new what can be bought second hand Never buy what can be leased Never lease what can be borrowed Never borrow what can be acquired free of charge

This concept must be applied in the conceptualisation and development phase of a pilot test of the market, as well as used "as philosophy" in the calculation of the initial investment and budget phase.

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CASH FLOW PROJECTION The cash-flow projection enables the cross-check of the entry of revenues and predictable costs. Some of this payments and revenues will occur on a monthly basis and others will have irregular breaks like the purchases of materials or capital investments on the buildings or equipment (for example), raising a gap between the entry or exit of funds. During your project's daily activities, you will have to manage revenues and be able to predict when you will receive them. This information is very important because every month you will have costs to pay (example: salaries), and this management will allow you to know if you will have sufficient money (cash in hand or in the bank) to pay for all your costs. This is a complementary tool to the budget, which will help you in managing all receipts and payments.

Some o

Jan

Feb

Mar

Apr

May

Jun

Balance begining of the month

Revenues

Costs

Incomes

-5

-10

Balance end of the month

A negative Cash-flow with a positive level of sales is common at startups, due to the investments and costs associated to the begining of activity..

05 MODULE V – IMPACT

AND CONSOLIDATION

OBJECTIVES:  Understand what impact and transformations your project will have in the medium/long-term  Develop a combined - internal and external - analysis of the project (SWOT Analysis)  Define a 12-month schedule of activities/operations  Preparation of presentation of the project to its different interlocutors – potential funders, partners, volunteers, etc

SOCIAL IMPACT SWOT ANALYSIS

Module notes: TEMPLATES: from 5 to 5.4 CARDS:

SCHEDULE

 5.2 "CONDUCT THE SWOT ANALYSIS OF YOUR PROJECT”

PRESENTATION OF THE PROJECT - PITCH

PITCH CARDS:

 5.3 "WILL MY IDEA HAVE IMPACT ON SOCIETY“  5.4 “WHAT DO YOU THINK OF MY IDEA?”  5.5 "PITCH # 1 DEFINITION OF THE AUDIENCE”  5.6 “PITCH # 2 TRANSFORMATION OF THE AUDIENCE”  5.7 "PITCH # 3 DEFINITION OF THE IDEA“  5.8 "PITCH # 4 TEACH SOMETHING NEW AND STRIKING”  5.9 “PITCH # 5 STRONG POINTS OF THE PROJECT”  5.10 “PITCH #6 MAIN CHALLENGES”  5.11 “PITCH #7 THINK BY IMAGES”  CANVAS: Impact

IMPACT | SOCIAL IMPACT - CONCEPT AND MEASUREMENT Social impact, set of positive and negative changes resulting from a specific intervention. When thinking about social impact it is important to consider all its dimensions on an integrated approach: social, economic and environmental. Assessment of social impact, process of analysis, calculation and monitoring of the changes resulting from a specific intervention.

What are the benefits of measuring social impact? Improved relationship with the beneficiaries of the project, due to the sharing of perspectives regarding the problems in question and the services provided. Increased motivation of employees, who have the opportunity to understand the value chain that they generate and to see their efforts translated into concrete results. Greater efficiency of strategic planning and internal management, leading to a maximisation of the created social value. Loyalty and diversification of the sources of investment, due to additional and innovative certification within the scope of the assessment of the social impact. Greater bargaining power with the interested parties in the project, due to the demonstration of the impact caused by its activity. 89

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IMPACT | SOCIAL IMPACT - TRANSFORMING EFFECT All social projects, whether profit-making or not, have to have a transforming effect on society with regards to the problems that you proposed to solve. To be able to understand if your project is generating impact, you should think about:

Which indicators will be used to assess the outputs of your project? (example: number of beneficiaries covered; number of products sold/services rendered)

Which outcomes will you measure? (example: comparison of the initial situation of the beneficiaries with the current situation taking into account predefined metrics. It is interesting to have a mix of qualitative and quantitative information)

How will you collect this information? (example: treasury management table of products sold/ services rendered; implementation of periodic questionnaires for beneficiaries; gathering of testimonies)

As of the moment that the solution is implemented and consolidated, you can think of growing and making the solution scalable in order to increase the social impact, i.e. solve the problem of other people that feel the same pain. That way, we can make your solution accessible to others, maximising the impact of the solution 90

IMPACT | SOCIAL IMPACT EVALUATION METHODOLOGIES The impact’s concept is very holistic and may be applied with diferent meanings. When thinking about social impact, there is a good definition that helps to understand the concept: “significant or lasting changes in people’ s lives, brought about by given action or series of actions” (Roche, C (1999) Impact Assessement for Development Agencies: Learning to Value Change Oxford: OXFAM, Novib). To implement a successful social impact evaluation it is extremely important to have credible information and also to have a clear goal of social intervention, in order to easily do the distinction between implementation failure and theory failure. It is also important to have enough information about the context to understand if the intervention only works in particular situations. When implementing impact evaluation you should follow some imperatives, such as: •

Utility: In order to have a useful impact evaluation, you should plan how it will be used from the beggining and link it to the organizational decision making processes and timing.

•

Accurancy: Be rigorous and use appropriate evidence, including qualitative and quantitative data with transparent and appropriate interpretation.

•

Propriety (ethics): Adress ethical issues such as confidentiality, anonymity or potential effects of being involved in the evaluation.

•

Praticality: To be practical, the evaluations must take into account the available resources and when do the results of the evaluation are needed.

•

Accountability: evaluations must be clear about the evidence and criteria on which the conclusions are based. 91

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IMPACT | SOCIAL IMPACT THEORY OF CHANGE WHAT CHANGES? HOW DOES IT CHANGE? Theory of Change or Theory of Transformation: logical argument that explains how the activity of an organisation with a social mission will lead to the creation of value for society, in addition to the direct benefits that its goods or services have on the beneficiaries/customers. The theory of transformation explains, in terms of the logic model, how the short and medium-term results of the organisation lead to impact. Entries/Inputs

Activities

no. of resources consumed

activities undertaken

sources of funding

parties involved and beneficiaries tangible results

recording of non-monetary resources (donations & volunteer time)

reflection on the different characteristics, motivations and needs of the stakeholders (parties interested in the project) monitoring of the direct results

Changes

identification of the changes resulting from the activity

Impact

Percentages

confirmation of the changes (questionnaires, studies...)

reflection on the correspondence between the established objectives and the changes generated among each interested party 92

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CONSOLIDATION | SWOT ANALYSIS (1/2) SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis will help you understand the environment and possible scenarios for your project. The SWOT analysis is a tool that permits the identification of opportunities and threats (external to the project), as well as strong points and weak points (internal, of your organisation). The SWOT analysis permits the analysis of what may help to reach the objectives and assessment of which obstacles should be overcome or minimised to achieve the intended results. Example: If we take into consideration a university of excellence, the strong points can be the high volume of scientific research and of qualified professors and the weak points are the lack of funding sources and the lack of notoriety at an international level. Regarding external factors, the main opportunity would be the increase in the number of foreigners interested in studying in Portugal with the threat of a decrease in the number of university candidates in Portugal materialising. The SWOT analysis can work, in a first phase, as an initial assessment of a project or product/service and its respective potential, permitting a critical view of what is expected to be obtained. However, it is also a very useful tool over the life of a project, since it forces all the parties involved to be aware of both the internal and external context and to make the necessary adaptations to continue one step ahead.

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CONSOLIDATION | SWOT ANALYSIS (2/2) Internal Factors

External Factors

External factors (Market)

In each square, the strong points, weak points, opportunities and threats are listed. After having completed the SWOT analysis of your project, you will have a very complete vision of the various elements - internal and external - that influence your idea.

Internal factors (Initiative)

Financial resources (financing, sources of revenue and investment opportunities, etc.) Physical resources (location, premises and equipment, etc.) People (employees, volunteers, etc.) Intellectual resources (patents, database, etc.)

S Strong Points

O Opportunities

Market trends (new products/services, technologies or changes to the desires or needs of the targetaudience) Economic and social trends (namely in terms of the level of unemployment and level of income) Demographic trends (age, gender and location) Political, legal and regulatory environment.

• • • •

Strong Point 1 Strong Point 2 … Strong Point N

• • • •

Opportunity 1 Opportunity 2 … Opportunity N

W Weak Points

T Threats

• • • •

Weak Point 1 Weak Point 2 … Weak Point N

• • • •

Threat 1 Threat 2 … Threat N

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CONSOLIDATION | CAME ANALYSIS (1/2) The name of CAME analysis comes from the initials “Correct, Adapt, Maintain, Explore”. The CAME analysis is a tool that will allow us to define the strategic plan of our company, once we have already created the SWOT matrix. We will have to identify what factors we can Correct, Adapt, Maintain and Explore so that our business grows in the right direction.

The CAME can be understood as an extension or a second phase of the SWOT analysis as the last one is used to do an initial diagnosis of the situation and the CAME analysis defines the actions to be carried out from the results of the DAFO

Weaknesses

Correct

Threats

Adapt

Strengths

Maintain

Opportunities

Explore

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CONSOLIDATION | CAME ANALYSIS (2/2) 4 strategies that can be used for the CAME analysis: •

Offensive strategies. Focused in taking advantage of the strengths and the opportunities of the market.

•

Survival strategies. Focused in facing threats, avoiding that the weaknesses of the business grow or continue affecting it

• Defensive strategies. Are those of consolidated business and consist in maintaining business´s strengths, using them to face the threats that emerge in the market • Reorientation strategies. Prefer to take advantage of the new opportunities of the market, not before correcting the weaknesses that carried the business to the present situation.

Inner analysis

External analysis

Negative factors

Strategies for Correcting Weaknesses

Strategies for facing threats

Positive factors

Strategies for Mantaining Strengths

Strategies for taking advantage of opportunities

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CONSOLIDATION | PRIORITIES AND SCHEDULE At this moment, you already have a clear vision of what you want to do and how you want to do it. It is time to define priorities for your project and create a schedule for the next 12 months. Within that schedule, you must include a pilot phase (implementation of the project on a very reduced scale, and try your best not to have costs) and the other preparation and launch operations of the project.

A schedule must include:  List of activities that must be developed  Allocation of a person responsible for each activity  A deadline (ambitious but achievable) for the development of each of these activities

We offer you a support document in excel format, which will help you structure your priorities, as well as an implementation plan of your project for the following year.

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CONSOLIDATION | PITCH Pitch is an English expression that refers to a short presentation. You must be able to present your project and grab the attention of your audience, regardless of the time you have available. We leave you some tips on how to get the perfect pitch!  Start to present the problem as a personal story of how your business idea came up. You are going to want the audience to identify with the problem and to relate to your story, and to understand how important it is to solve this problem  Explain your idea/solution and how it can have the potential to change the world. Focus on the benefits/results of what you intend to achieve  Present the innovative aspects, i.e. added value for society  Mention the skills of the team that is going to implement the project  Explain how the project will be sustainable in the long-term  Make a request, whether by mentioning the value of the funding or requesting a second meeting

To help you on your pitch, please take a look at “Tool Box” on Ubuntu´s website: https://www.pontesubuntu.org/index.php/en/

SOCIAL ENTREPRENEURSHIP STARTERKIT TEMPLATES FROM TO 1.12 (COVER)

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MODULE I - VALUE

PROPOSITION

OBJECTIVES: 

Understand the scope of the problem and the solution (idea)



Understand if the solution is sufficiently good (innovative in relation to what exists) to have impact



Define, in detail, what products/services will be provided



Define the objectives that are intended to be reached with the project

TEMPLATES 1.1 “SOCIAL BUSINESS MODEL CANVAS”

1.9 “DIFERENCIATING ASPECTS”

1.2 “DEFINITION OF THE PROBLEM”

1.10 “IDENTIFICATION OF VISION AND MISSION”

1.3 "DEFINITION OF THE PROBLEM”

1.11 “CHARACTERIZATION OF OBJECTIVES”

1.4 "DEFINITION OF THE PROBLEM”

1.12 “SUSTAINABILITY MODEL”

1.5 “VALUE PROPOSITION” 1.6 “VALUE PROPOSITION” 1.7 “VALUE PROPOSITION“ 1.8 “COMPETITION” 100

1.1

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___ SOCIAL BUSINESS MODEL CANVAS This module will help you complete your Social Business Model Canvas in the following areas:

 What problem are you trying to solve?  What products and services are creating value for the beneficiaries/customers?  Is your value proposition innovative?

Value Proposition – Set of products and services that create value for the beneficiaries/customers of the idea. Some value propositions can be innovative and represent a new/disruptive offer, or on the other hand, can be similar to offers that already exist in the market, but with additional characteristics or attributes.

101

1.2

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___ DEFINITION OF THE PROBLEM (1/2) Let's start with the problem that you intend to solve...

What is the problem that you have identified?

Why is it important to solve this problem? It is important that you explain the scope of the problem and how many people are affected by it.

What needs/frustrations/problems are you solving for future potential beneficiaries/customers?

102

1.3

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___ DEFINITION OF THE PROBLEM (2/2) Now, think about your problem and all the situations that give rise to that problem (causes). Identify also all the effects/consequences of that problem. In the phase of identification of a problem, it is important to determine the causes and effects/consequences of that problem. The ideas/solution must attack the sources of problems and not their effects. This approach is decisive if you really aim to eradicate the problem and work effectively on the solution. Causes

…

Effects

…

Central Problem: …

… … …

…

103

1.4

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___ DEFINITION OF THE PROBLEM (2/2) Taking into account the importance of this exercise in determining the problem that you want to solve, as well as in choosing the causes which you are going to focus on, below we leave you an example, focused on a common problem: Social Exclusion.

Causes

Lack of family/social support

Effects

Isolation

Depression

Addiction to the media and social networks

Bullying

Absence of independence/ unemployment

Central Problem: Social Exclusion

Lack of self-esteem Weak economic resources Poor physical and mental health

Lack of life objectives

Sedentarism

104

1.5

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___ VALUE PROPOSITION (1/3) And what is the solution you have found? Card 1.5

To help you in this exercise, use the card "How to replicate/escalate my idea?"

Describe your solution and how it will solve the problem you identified.

Your solution will transform itself into a product, service or both. What product are you going to sell or service are you going to provide to your beneficiaries/customers? Product or Service 1

Product or Service 2

Product or Service 3

105 Product or Service 4

105 105

1.6

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___ VALUE PROPOSITION (2/3) And who is this solution directed at? What is your target-audience?

Who are the beneficiaries of your solution?

Who are the customers of your solution?

What are the characteristics of your beneficiaries (example: age range, where they live, study/work...)?

What are the characteristics of your customers (example: age range, where they live, study/work...)?

106

1.7

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___ VALUE PROPOSITION (3/3) What are the (direct) changes that your solution (products and/or services) will generate among your beneficiaries and in society?

What are the (direct) changes that your solution (products and/or services) will generate among your beneficiaries and in society?

107

1.8

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___ COMPETITION An essential part of the business model is knowing who our competition is, i.e. which are the equal, similar projects or projects that solve the problem as yours. Identify all your competitors and explain the similarities and differences relative to your project. Card 1.8

To help you in this exercise, use the card “Who solves the same problem I do?”

Competitor’s Name

Similarities

Differences

108

1.9

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___ DIFFERENT ASPECTS What is your innovation? Previously, you had to think of competitors, i.e. other initiatives that are doing the same as you or that want to solve the same problem. Deepen this analysis, and mention why your solution is the best and what aspects distinguish it from the competition. Comparison of Product/Service 1 with the competition

Comparison of Product/Service 2 with the competition

Comparison of Product/Service 3 with the competition

Comparison of Product/Service 4 with the competition

In general, what do you consider to be the two differentiating aspects of your project?

109

1.10

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___ IDENTIFICATION OF VISION AND MISSION Vision and Mission are the essential tools for your project. They will help you to better project your dream and to guide your decisions that you will have to make along this path that begins now... Card 1.9.a and Card 1.9.b

VISION

…

MISSION

…

To help you with this exercise, use the cards "Identification of Vision" and "Identification of Mission"

110

1.11

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___ CHARACTERISATION OF THE OBJECTIVES Taking into account Vision and Mission, what are then the objectives of the project? Card 1.11

To help you in this exercise, use the cards "Identification of Objectives" How long will you take to fulfil this objective?

Description

How will you measure if the objective was fulfilled?

Objective 1 …

…

Objective 2 …

…

Objective 3 …

…

Objetive … …

…

Objective n …

…

111

1.12

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___ SUSTAINABILITY MODEL At the end of this module, it is important that you start thinking immediately about the sustainability model of your project. This choice has implications in the way you should respond to the questions of the following modules .

Card 1.12

To help you in this exercise, use the cards “Turn an idea into a social business”

Social Entrepreneurship Project

Social Business

112

SOCIAL ENTREPRENEURSHIP STARTERKIT TEMPLATES FROM 2 TO 2.8 (COVER)

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MODULE II – ACTIVITIES,

RESOURCES AND PARTNERS

TEMPLATES 2.1 SOCIAL BUSINESS MODEL CANVAS 2.2 “ACTIVITIES” 2.3 "ACTIVITIES” 2.4 "RESOURCES - HUMAN FACTOR” 2.5 “RESOURCES - HUMAN FACTOR ” 2.6 “RESOURCES” 2.7 “RESOURCES“ 2.8 “PARTNERSHIPS” 114

2.1

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___ SOCIAL BUSINESS MODEL CANVAS This module will help you complete your Social Business Model Canvas in the following areas:

 What activities are important for the delivery of the value proposition?  What type of resources (e.g. human, technological) will I need to develop my activities?  Do I have those resources or do I have to create partnerships?  Who should be the strategic partners and suppliers? Partnerships – Network of partners and suppliers that make the business model work. Their purpose is to reduce the risk of the project or acquire new resources. Activities – Are the most important actions that must be undertaken for the business model to work. Such activities allow the value proposition to reach the beneficiaries/customers, permit revenue inflow, etc. Resources – Are the most important assets in a project. Allow the offer of a value proposition, generation of income, etc. Vary, can be physical, financial, intellectual or human.

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___ ACTIVITIES What are the activities you identified that are directly related to the development and availability of the products or services you intend to offer? (This type of activities is known as fundamental activities). Please note that you can have internal activities and external activities, the first ones are directly related with the organization and the second ones are directly related with the beneficiaries of you project. ACTIVITIES

COMPETITORS

Which products/services will you provide?

What actions have to be undertaken for the development of the products/services?

Which competitors offer a product/service that is equal/similar, or solve the same problem through other products/services?

How will you "beat" this competitor?

Product/Service 4

Product/Service 3

Product/Service 2

Product/Service 1

PRODUCTS/SERVICES

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___ ACTIVITIES If you look at your project, and at your activities, what business areas should be developed? The objective of this exercise is to structure and group similar activities.

Fundamental Example: Management Development of product Logistics Sales Fundraising Etc.

 …

Areas of Business

 …

Support  …  …  …  …

Example: Communication Accounting Legal support IT …

 …  …

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___ RESOURCES - HUMAN FACTOR (1/2) What are your functions and responsibilities in this project? And the rest of your team? Who are the elements of your team? We want to know who they are and why they are the best persons to implement this project. Card 2.4

To help you in this exercise, use the card "Characteristics of the Team"

NAME OF ELEMENT OF THE TEAM

FUNCTION

PROFILE / SKILLS

AREA OF BUSINESS

What is the name of the function?

What academic qualifications, knowledge and attitudes should this function have?

This person will be allocated to which area of business?

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___ RESOURCES - HUMAN FACTOR (2/2) Is there any area of business where there is no person to take responsibility? If so, what do you intend to do? Examples of options: hire someone, arrange a volunteer, develop a partnership. Card 2.5

To help you in this exercise, use the card "Assessment of Persons"

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___ RESOURCES Regarding the products/services, what are the (human and physical) resources necessary for the production and/or availabilty of the latter? HUMAN RESOURCES

PHYSICAL RESOURCES

TECHNOLOGICAL RESOURCES

What profile of persons/skills do you need for the development of products/services?

What physical resources do you need for the development of products/services? (spaces, chairs, tables…)

What technological resources do you need for the development of products/services?

Product/Service 4

Product/Service 3

Product/Service 2

Product/Service 1

PRODUCTS/SERVICES

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___ RESOURCES There are important, but intangible, resources, as in the case of intellectual resources. Mention the intellectual assets you consider important for your project.

Previously, you have structured every type of resources that is necessary to develop your project. What resources will you have to pay to acquire them? What resources do you think can be assigned (donations, partnerships, own resources...)?

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___ PARTNERSHIPS You have defined the activities and the necessary resources, now analyse those that can be partners and suppliers of your project. ACTIVITIES

KEY PARTNERS

ADVANTAGES

CONSIDERATIONS

What are the main actions that you will develop for the development of products/ services?

Who are the strategic partners and suppliers for the offer of these products/service?

Why did you choose this partner and supplier?

What can I offer this partner and supplier for them to collaborate with me on my project?

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SOCIAL ENTREPRENEURSHIP STARTERKIT TEMPLATES FROM 3 TO 3.5 (COVER)

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MODULE III – SALES

AND MARKETING

OBJECTIVES: 

Define the Target-Audience – who are the Beneficiaries and Customers



Understand the importance of Segmentation of the Target-Audience



Acquire the basic knowledge of what is and how to structure a Marketing Plan



Understand the importance of Brand, Communication and Distribution Channels for the success of the project

TEMPLATES 3.1 “SOCIAL BUSINESS MODEL CANVAS” 3.2 “SEGMENTATION” 3.3 “POSITIONING” 3.4 “COMMUNICATION PLAN” 3.5 “DISTRIBUTION STRATEGY”

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___ SOCIAL BUSINESS MODEL CANVAS This module will help you complete your Social Business Model Canvas in the following areas:

 Identify who the beneficiaries/customers are and their standards according to their needs  Define the beneficiaries/customers relations to be established (e.g. face-to-face, at a distance) and associated costs  Identify the most efficient communication and distribution/sales channels for each segment of customers

Beneficiary/Customer Segments– Define the various groups of persons that a project aims to serve (target-audience/beneficiaries/customers). In the case of a social project, remember that your customers are also the social investors. In order to better satisfy them, we can group them into different segments according to common needs and common behaviour. Sales and Marketing– Definition of the sales and marketing plan. Includes the definition of price, distribution channels of your product/service, communication and promotion and relations with the beneficiaries/customers that you are going to establish with each segment, according to its characteristics and specific aspects of each group.

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___ SEGMENTATION Previously, you defined the value proposition for your project, as well as the characteristics of the customers/beneficiaries. Now, we ask you to define your value proposal for each group of customers/beneficiaries (which have the same characteristics). Card 3.2

To help you in this exercise, use the cards "Identification of Customers"

BENEFICIARIES

VALUE PROPOSITION

Segment A

•…

Segment B

…

Segment C

…

Segment D

…

CUSTOMERS

VALUE PROPOSITION

Segment A

• …

Segment B

…

Segment C

…

Segment D

…

What problems will be solved? What is the value created for the beneficiaries?

What problems will be solved? What is the value created for the customers?

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___ POSITIONING Direct comparision with the competitors

Avoid competitors

Benefits of the Product

Type of users

Satisfaction of a need not met by competitors

Which answers does the project expect the stakeholders to give to these questions?

w Ho

EMOCIONAL

Branding

es o d

e th

ne e tb

s fit

Ho w

w ou

Id …

…

FACTS AND SYMBOLS I ASSOCIATE TO THE PROJECT …

es cr ib

th e

pr oj

ec t?

FINAL GOAL OF THE PROJECT = MARKETING GOAL

RACIONAL

W ith in w v o hi lv ch e d im PERSONALITY OF THE PROJECT w ag … ith e th I s e ta … pr y oj i f ec I g t? et

w W h e ha n tk I t in hi d nk o ab f fe ou e l i t t ng … he s pr aris oj e ec t?

Positioning Strategy to face competitors

Product Atributes

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___ COMMUNICATION PLAN The message you are going to transmit to communicate each one of your products is fundamental for their success. Since this is a social entrepreneurship project, it is important that you address "the project" as a product that you are going to have to sell to social investors, sponsors, partners, etc. Include the project in this grid and also define here the message you are going to want to transmit. PRODUCTS/SERVICES

TARGET-AUDIENCE

MESSAGE

COMMUNICATION CHANNELS

FREQUENCY With what intensity are you going to communicate in those media?

To which segment(s) are you going to promote this product/service?

What are the ideas that you want to transmit?

NAME NAME OF OF PROJECT PROJECT

•…

• …

…

PRODUCT/SERVICE PRODUCT/SERVICE 22

•…

• …

…

PRODUCT/SERVICE PRODUCT/SERVICE 33

•…

• …

…

PRODUCT/SERVICE PRODUCT/SERVICE 44

•…

• …

…

Through what media?

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___ DISTRIBUTION STRATEGY: Let us now talk in more detail about how you will make your product or service arrive at your customers/beneficiaries.

PRODUCTS/SERVICES

POINTS OF SALE Where to make the product/service available?

PRODUCT PRODUCT 11

•…

PRODUCT PRODUCT 22

•…

PRODUCT PRODUCT 33

•…

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SOCIAL ENTREPRENEURSHIP STARTERKIT TEMPLATES FROM 4 TO 4.10 (COVER)

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MODULE IV - REVENUES AND COSTS OBJECTIVES: 

Understand the importance of the price



Analyse the financial viability of the project

TEMPLATES 4.1 “SOCIAL BUSINESS MODEL CANVAS” 4.2 “REVENUES” 4.3 “REVENUES” 4.4 “REVENUES” 4.5 “REVENUES” 4.6 “PRICE” 4.7 “COSTS” 4.8 “INITIAL INVESTMENT” 4.9 “INITIAL INVESTMENT” 4.10 “RESULT AFTER 1 YEAR”

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___ SOCIAL BUSINESS MODEL CANVAS This module will help you complete your Social Business Model Canvas in the following areas:

 What is the revenue creation model?  What is the cost structure?  What are the most important costs?

Sources of Revenue – Money that a business generates from the sale of products/services to customers/beneficiaries. In the specific case of social projects, we must take into account other sources of funding, such as sponsors, donations, and access to funds. Cost Structure – Are the most important costs that a project incurs when implementing its business model. For example, maintaining relationships with the beneficiaries/customers are activities that have costs. Likewise, in the case of social projects, partnerships can be a source of cost savings.

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___ REVENUES The sources of revenue are fundamental for the sustainability of your project.

List the type of fixed revenues that represent an inflow of cash every month:

List the type of revenues that are variable from month to month:

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___ REVENUES Previously, you defined the price of the products you are going to sell/services you are going to provide. At this phase, we ask you to estimate how much you are going to sell.

OWN OWN REVENUE REVENUE

PRODUCTS/ SERVICES

Price charged

Quantity

Total Value Quantity x Price Charge

PRODUCT PRODUCT 11

•

…

•

…

•

…

PRODUCT PRODUCT 22

•

…

•

…

•

…

PRODUCT PRODUCT 33

•

…

•

…

•

…

PRODUCT PRODUCT 44

•

…

•

…

•

…

PRODUCT PRODUCT 55

•

…

•

…

•

…

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___ REVENUES In addition to the sale of products/services, there can be other sources of own revenue (for example: membership fees, specific fundraising campaigns, etc.). We ask you to structure your ideas in the table below.

NAME OF THE INITIATIVES

INITIATIVE INITIATIVE 11

Type of Revenue

• …

OTHER OTHER OWN OWN REVENUE REVENUE

INITIATIVE INITIATIVE 22

INITIATIVE INITIATIVE 33

• …

Differential factors of this initiative

Strategy to attract/retain supports

• …

What is the value generated for the project? NAME OF THE INITIATIVES

Potential donors

Periodocity of Initiative

Annual Value - Revenue Entry

INITIATIVE INITIATIVE 11

• …

INITIATIVE INITIATIVE 22

• …

INITIATIVE INITIATIVE 33

• …

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___ REVENUES Many projects also resort to external financing to guarantee their sustainability. There are various sources of financing, such as, for example, national and international funds, sponsors, patrons, and donors, among others. Set out in the table below your strategy for this specific area.

EXTERNAL EXTERNAL FINANCING FINANCING

PRODUCTS/SERVICES/ INITIATIVES

DISTINGUISHING FACTORS

CONSIDERATIONS OFFERED

What products/ services or other initiatives have the potential to attract funders?

What can make other organisations or persons want to be involved with my project?

How do I guarantee that interest?

• …

PRODUCT PRODUCT11

PRODUCT PRODUCT22

PRODUCT PRODUCT… …

PRODUCTS/SERV ICES/INITIATIVES

Type of Support

Names of Supporters

Periodocity of Initiative

Annual Value - Revenue Entry

PRODUCT PRODUCT11

• …

PRODUCT PRODUCT22

• …

PRODUCT PRODUCT… …

• …

What is the value generated for the project?

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___ PRICE All the social entrepreneurship projects must have own revenues that guarantee the sustainability of the project. Previously, we spoke of various sources of own revenues, for example, sale of products/provision of services, creation of a system of membership fees, and specific fundraising campaigns. When you have own revenues through the sale of products/provision of services, price is a determinant factor to be able to estimate your revenue. It is also important to understand the prices that are practised in the market, and taking into account your costs and your positioning, define your price. When your sources of own revenues arise from membership fees it is important to define the value of the monthly/annual quota and the number of people forecast to join this modality. The same applies to other sources of income - defining the price and having an annual estimate is very important. At this phase, we ask you to only determine the sale price of your products or services. Cards 1.12 and 4.6

OWN OWN REVENUE REVENUE

To help you in this exercise, use the cards “Turn an idea into a social business” and "Identification of Revenues" PRODUCTS/ SERVICES

Target-Audience

Prices practised in the market

Price charged

PRODUCT PRODUCT 11

•

…

•

…

•

…

PRODUCT PRODUCT 11

•

…

•

…

•

…

PRODUCT PRODUCT … …

•

…

•

…

•

…

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___ COSTS What type of costs are fixed every month?

What type of costs are variable from month to month?

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___ INITIAL INVESTMENT Card 4.8

To help you in this exercise, use the card "How much does it cost to launch and prepare my idea?"

Make a list of everything you need to launch your project: HUMAN RESOURCES

PHYSICAL RESOURCES

INTELLECTUAL RESOURCES

TECHNOLOGICAL RESOURCES

How do I find out the price of everything? Indicate the places where you can find the value of those resources. HUMAN RESOURCES

PHYSICAL RESOURCES

INTELLECTUAL RESOURCES

TECHNOLOGICAL RESOURCES

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___ INITIAL INVESTMENT How much do you need to launch your project, i.e. what is the initial investment value?

How are you going to raise that amount?

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___ RESULT AFTER 1 YEAR What are your estimated total annual costs (includes fixed and variable costs) at the end of the first year of the project?

What are your estimated total annual costs (includes fixed and variable costs) at the end of the first year of the project?

We offer you a support document in excel format, where you can simulate various initial investment options.

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SOCIAL ENTREPRENEURSHIP STARTERKIT TEMPLATES FROM 5 TO 5.11 (COVER)

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MODULE V – IMPACT

AND CONSOLIDATION

OBJECTIVES:    

Understand what impact and transformations your project will have in the medium/long-term Develop a combined - internal and external - analysis of the project (SWOT Analysis) Define a 12-month schedule of activities/operations Preparation of presentation of the project to its different interlocutors – potential funders, partners, volunteers, etc.

TEMPLATES 5.1 “SOCIAL BUSINESS MODEL CANVAS” 5.2 “SWOT ANALYSIS” 5.3 “IMPACT” 5.4 “IMPACT”

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___ SOCIAL BUSINESS MODEL CANVAS This module will help you complete your Social Business Model Canvas in the following areas:

 Development of an integrated analysis of all the components of the business plan - SWOT analysis  Define the project impact assessment process

Impact Assessment – The objective is to help understand what effect the project will have in the medium/long-term, in both positive and negative terms, in society, and what the indicators are through which these impacts may be measured. All the social projects, regardless of being profit-driven or nonprofit, have to successfully have a transforming effect in society.

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___ SWOT ANALYSIS To help you better understand the context and the possible scenarios for your project it is important that you now conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats analysis.)

Internal factors (Initiative)

To help you in this exercise, use the card "Conduct the SWOT analysis of your project"

• • • •

Strong Point 1 Strong Point 2 … Strong Point N

O Opportunities

• • • •

Weak Point 1 Weak Point 2 … Weak Point N

• • • •

Threat 1 Threat 2 … Threat N

Weak Points

Strong Points

External factors (Market)

Card 5.2

• • • •

Opportunity 1 Opportunity 2 … Opportunity N

T Threats

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___ IMPACT (1/2) You mentioned previously the changes you thought your project was going to bring to society. Let us now understand how you can begin to measure that impact, so as to recognise what products and services are generating the desired transformation. Card 5.3 and Card 1.4

To help you in this exercise, use the card "Will my idea have an impact on society?" and "How to replicate/escalate my idea?"

Who are the people that you are going to reach with your project (stakeholders)?

For each one of the Stakeholders you identified, explain what is going to be the change, always thinking about "what would happen to them if the project didn't exist”. STAKEHOLDER STAKEHOLDER 11

•…

STAKEHOLDER STAKEHOLDER 22

•…

STAKEHOLDER STAKEHOLDER 33

•…

STAKEHOLDER STAKEHOLDER 44

•… 146

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___ IMPACT (2/2) Now think about which indicators you can use to measure each one of those changes that you identified and how you will collect that information...

Change

How will you be able to tell if the change occurred?

How will you obtain this information to "feed" this indicator?

Identified Indicators

Means of collecting information

CHANGE 1

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EXERCISE CARDS

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HOW TO REPLICATE/ ESCALATE MY IDEA?

Card 1.5 • To have a good social idea, you should be able to maximise the solution you developed for the greatest number of people. There are various ways of making an idea grow. • Reflect and list several strategies on how to replicate your idea for other people and for other geographies.

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? •

It will enable you to reflect on how you can make your solution accessible to other people, maximising the social impact of your project

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WHO SOLVES THE SAME PROBLEM I DO?

Card 1.8 After an online market search, identify: • 5 competing projects- that solve the same problem your project solves or that offer products/services that are the same or similar to yours; • 2 international projects which you can take inspiration from to improve your project.

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? • It will force you to continually think about how to create solutions to improve upon those who compete in the same market as yours and how you can differentiate yourself • The movements of competitors can also indicate a market trend or changes in customers.

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IDENTIFICATION OF THE VISION

Card 1.10.a • Try to imagine what you would like your project to become and its impact on the different people involved in the latter (whether they are members of the team, part of the target-audience, or partners, among others). • Write down your dreams on post its.

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? •

It will allow you to always be aware of what you proposed to do when you created the project

•

It will enable you to make decisions more clearly in order to accomplish the vision that you created

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IDENTIFICATION OF THE MISSION

Card 1.10.b • Define a time horizon:1, 3, 5 years • Reply to a set of questions as if you were already at that time in the future: • What is the size of your project? • Why is your project known in society? • What does your project not do?

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• How do the people that work on the project feel? • What are the 3 most important things that you provide to your beneficiaries? • Share your conclusions with other interlocutors, rewrite them, share them again…

? •

It will allow you to influence the members of the team in a more motivational manner, towards the right "path" to follow;

•

It will help you define the mode of operation of the project;

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IDENTIFICATION OF THE OBJECTIVES

Card 1.11 • Imagine everything that you would like to monitor, so as to control the progress of the project and its impact on society • Create concrete and realistic goals, controlling them and checking their fulfilment and relevance periodically. • Write down your objectives on post its.

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? •

It will guide all your decisions;

•

It will enable you to quickly detect errors or faults and their timely correction;

•

It will enable you to easily identify areas with a particularly positive performance and where the project can invest more than what was initially foreseen.

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TURN AN IDEA INTO A SOCIAL BUSINESS

Card 1.12 • It is a challenge to get a social idea to be sustainable when it is dependent on the funding of other interlocutors (sponsorships, donations in money or in kind, among others). • Reflect upon how you can turn your idea into a social business, i.e. a company that has a solution to solve a problem of society. • List the products you are going to sell or which services you are going to provide that are paid by your customers. • Assess your competition and start to structure prices for your products/services.

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? •

It will enable you to increase the probability of success of your project, by not depending on external financing to implement your solution.

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CHARACTERISTICS OF THE TEAM

Card 2.4 • Write down the names of the elements of your team. • For each name, write down the knowledge and strongest/most positive characteristics that can help the project. Juventud e em ação

? •

It will allow you to understand what your team is very good at.;

•

It will allow you to understand what knowledge and characteristics are lacking in your team, and think about how you are going to bridge those gaps (example: more employees, volunteers with a specific profile, partnership with a company).

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ASSESSMENT OF PEOPLE

Card 2.5 • Which are the most important business areas of my project? • Do I have the knowledge and most important skills to implement my idea? • How am I going to bridge the gaps in the knowledge and skills that I lack?

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? •

It will enable you to have a notion as to whether you and the other elements are the right people to implement the idea. The team has to possess some of the most important knowledge and skills of the project.

•

It will help you understand what external human resources you will need: volunteers, partnerships, hiring of new people.

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IDENTIFICATION OF CUSTOMERS

Card 3.2 • In addition to the beneficiaries of the project, you must think about a specific target-audience, your customers. • List those who are your customers. • List which are the characteristics of your customers. Be aware that these customers can be private or corporate (for example, companies and foundations) Make a sketch representing your perspective on your customer.

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? •

It will enable you to think about who is your target-audience and how you can exploit sources of income that will guarantee the sustainability of your project.

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IDENTIFICATION OF REVENUES

Card 4.6 • For your project to be sustainable, it is necessary to have continuous revenue streams throughout the year. • List possible sources of income arising from own revenues. • List possible sources of income arising from external financing. If possible, mention the names of potential funders. • Reflect upon how you are going to convince potential funders to financially support your Project.

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? •

It will enable you to exploit sources of income that guarantee the sustainability of your project.

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HOW MUCH DOES IT COST TO PREPARE AND LAUNCH MY IDEA?

Card 4.8 • Make a list of what you need to prepare, launch and maintain your idea for the first few months. • Then, you should try to find out what each item on the list costs. You can do online and field research, and request several budgets.

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? •

This will allow you to have a notion of everything that you need to develop your idea.

•

You will be able to understand what the value of the initial investment is and define strategies to reduce that value (example: partnerships that reduce or cut some costs) and, on the other hand, raise investment.

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CONDUCT A SWOT ANALYSIS

Card 5.2 A SWOT analysis is often used in the strategic planning of new projects, since it consists in a complete diagnosis of the project and environment surrounding it. • Identify the internal characteristics of the team and product that will contribute to the success of the project and which aspects to improve; • List the external factors that are occurring or may occur to impact the project positively or negatively.

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? •

This approach will help you understand how you should disclose the project and how to channel efforts with a view to improving it

•

It will enable you to adopt a posture that is more proactive and less reactive to market changes, developing the project in line with new trends and needs.

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WILL MY IDEA HAVE IMPACT ON SOCIETY?

Card 5.3 • What do you want to change in the life of the beneficiaries with your project? What happens/would happen to the beneficiaries if your project didn't exist? Write your ideas on orange postsits. • How are you going to measure each one of those changes? Look for indicators for each one of these changes and write down your ideas on blue post its. • Post and group the posts its on a base and select the changes and indicators that you consider more closely related to the action of your project

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? •

This will allow you to start identifying the indicators that you will later use to understand the impact that your idea is generating

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WHAT DO YOU THINK OF MY IDEA?

Card 5.4 If you really want to put your idea into practice, you will need to present it many times to several interlocutors. You should try to explain it in a simple, concise and quick way. • Write down your idea – name, problem it solves, product/service, innovative aspects, beneficiaries/customers, where you sell and how you will communicate.

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• Train a presentation of your idea which contains all the most important messages and does not last for more than 3 minutes. • Present your idea to various people in the format you prepared and take note of the questions they ask you.

? •

This will enable you to start creating a simple and consistent message of presentation of your idea.

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PITCH #1 DEFINITION OF THE AUDIENCE

Card 5.5 Each presentation must be 100% adapted to the interests and the needs of the relationship that one wants to establish between the project and the audience. In your preparation you must bear in mind: 1.

Who is my audience?

Why are they here?

What do I expect from my audience?

What resistances could my audience have?

What is the best way of reaching my audience?

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PITCH #2 TRANSFORMATION OF THE AUDIENCE

Card 5.6 The presentation of a project or an idea is a success if it leads the audience to have new ideas, wills and doubts. How do I intend to transform my audience?

starting point

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Form of being, thinking or doing before seeing the presentation

New form of being, thinking or doing after seeing the presentation

point of arrival

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PITCH #3 DEFINITION OF THE IDEA

Card 5.7 Think of the emotional relationship with the topic of presentation. What is the fundamental idea that I want my audience to take with them? TwitPitch challenge: Juventud e em ação

Summarise your major message in 140 characters (number of characters of a twitter message). If your audience could only retain a phrase of your presentation, what would it be?

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PITCH #4 TEACH SOMETHING NEW AND STRIKING

Card 5.8 Reveal totally new information to your audience or present an innovative solution to an old problem. Why is this important: Unfamiliar and unexpected information contributes towards the audience maintaining itself intellectually and emotionally linked to the subject matter that is being presented.

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PITCH #5 STRONG POINTS OF THE PROJECT

Card 5.9 It is important to prove that one can take a good idea written down on a piece of paper and put it into practice in a sustainable and coherent manner. This is not about differentiating factors of the idea in itself, but rather facts about the operationalisation of the project. What are the 2 or 3 aspects of the project that give it greater solidity for its implementation?

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Grounds

Strong points Why? How? Why? How? Why? How?

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PITCH #6 MAIN CHALLENGES

Card 5.10 At this phase you already have a general vision of the project, and it is time to think about what could go wrong. List 1 or 2 challenges to the success of the project and the measures you are thinking of taking to overcome them.

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What are the main challenges that your project presents?

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How can you overcome them?

Juventud e em ação

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Juventud e em ação

PITCH #7 THINK BY IMAGES

Card 5.11 Complex concepts require simple and visual explanations that help in understanding the message one wants to transmit. In a presentation the data must be displayed with clarity and effectively. An image that explains an idea should be able to speak for itself, without additional explanations. •

Juventud e em ação

Choose an image that reinforces your message. This image can be an idea of the logo of the project.

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