A Holistic Business Value Proposition: society, the environment and money

Developing a business value proposition is key to being able to articulate what VALUE your business brings to its customers. I would like to challenge you to think broadly about the value your business brings to the world: Does it add value to society? How? Does it minimize impact on the environment or, better yet, address an environmental problem? Does it have a viable financial model that will help ensure its long-term sustainability? How do all of these elements create maximum value for the customer you are trying to serve?

The following Lessons from Sustayne will take you through a process of identifying what your business value proposition is and asking yourself key questions about environmental aspects of your business. Then, you can take your results and consider how you have articulated the integration of the social, environmental and financial aspects of the value your business brings to the world. It's a great way to find out where you've got your business model set and where you need to focus on improvement.

Business Value Proposition Generator
This tool will take you through the key elements required to be able to clearly articulate the value your business brings to its customers. It helps you think through things like market positioning, pricing and customers. You'll end up with a fairly awkward statement. Don't worry - this just serves as the jumping off point for you to take the information, personalize it and make your own, pithy elevator pitch. It also helps you figure out what elements of your business model you need to do more research on - who is your competition? How are you different? What price will you come in with? What value do your customers get for that price?

Sustainability Checklist
Created by our friends and content partners at Sustainable Business Consulting, this checklist will help you think through major areas of environmental sustainability (e.g. water, waste, shipping, recycling) to determine whether and how they are integrated into your value proposition. You'll end up with a list of environmental sustainability areas to focus on as you further develop your model.

As many of you know, Sustayne (TM) is a straight forward and effective set of tools developed by Social Enterprise Group and Bainbridge Graduate Institute to help guide you through the development and growth of your social venture. If you want more on Sustayne, consider signing up for one of our oil-free, low-cost summer teleworkshops.

We'd love to hear from you - post a comment here or contact us at info@socialenterprisegroup.com to let us know if you have questions or just to let us know how the tools are working for you.

Synergy....just another stupid consulting word or the key to social enterprise success?

Synergy. It's a word I was first introduced to during my days as a "Big 6" consultant for a global firm. I recoiled - it sounded like yet another made-up consultant word. But, as I've gotten older, I've learned to appreciate it and more fully understand what it means - and find it's one of the most important parts of a successful social enterprise.

The American Dictionary defines synergy as:
syn·er·gy (sĭn'ər-jē) Pronunciation Key n. pl. syn·er·gies
The interaction of two or more agents or forces so that their combined effect is greater than the sum of their individual effects.
Cooperative interaction among groups, especially among the acquired subsidiaries or merged parts of a corporation, that creates an enhanced combined effect.

Looking at the first part of the definition, what stands out for me is "their combined effect is greater than the sum of their individual effects." As a social entrepreneur, this peaks my interest.

I have noticed a trend with my clients lately - several (both non-profit and for profit) have hit the tipping point and launched into success. I have been looking at what elements are common across these ventures. The thing that stands out the most: they all have synergy. That is, they have all had a series of internal and external forces that have come together to make them launch towards success. In our upcoming Social Enterprise Group newsletter, we'll be highlighting a couple of these. In the mean time here are some of the success factors that have led to these synergies:

• Leaders who are passionately committed to moving the venture forward, yet can also objectively look at the internal and external situation to make sound decisions
• Conducted plenty of leg work to determine how to best move forward with the venture including input from stakeholders, thorough market analysis, in-depth business planning
• Solid business model that leverages their strengths socially, environmentally and financially
• Forces in the external market and internal organization came together simultaneously (e.g. the external market was ready, staffing fell into place, financing came through)

I think synergy requires that magic combination that successful entrepreneurship requires - solid data and planning coupled with being open to allowing things to flow and recognizing opportunities when they land on your doorstep.

Market, Technical and Financial Risk - oh my!

As the season of ghosts and goblins is coming to a close, I'm reminded of scary things that go "bump" in the night. For an entrepreneur - especially a social entrepreneur - there is no limit to the numbers of things that keep us up at night. These are the inevitable risks of entrepreneurship. But, just like other things that are scary, I find it's best to shine a light on these risks, objectively examine and develop a plan for addressing them. Generally, entrepreneurial risks fall in the following categories: market, technical, financial and people. In my Sustayne workshops, I conduct a module on these risks and counsel organizations to take inventory of their risks in each category and develop a mitigation strategy to address each. It's also helpful to get an outside opinion on what risks are the most real and what strategies might work the best. And, it's critical to do this as OBJECTIVELY as possible - try to take the emotion and the stress out of it - then, it just becomes information. To get you started, I've included a framework at the end of this blog from Sustayne to help you begin to think through the various risks you face. The next step will be to prioritize these and develop mitigation strategies. Let me know what you think. For more on risk & risk mitigation, either attend a Sustayne workshop http://www.sustayne.com/ in the Bay Area (intro. session Nov. 15 9-noon) or Seattle (intro. session Jan. 31 9-noon) this winter and spring or attend my session on Risk at the Social Enterprise Alliance Summit in Boston March 9-11 http://www.se-alliance.org/

For your social venture, explore and note the risks you face in each of the categories listed below.

Market Risk. Bad timing: too early or too late. Unexpected competition. Wrong product or service. Wrong price. Poor positioning. Wrong target market. Etc.

Technical Risk. Problems in product development, manufacturing, or sourcing. Schedule slips. Cost overruns. Unavailability of sustainable materials. Etc.

Financial Risk. Project funding doesn’t come through. Or comes through too late. Or isn’t sufficient. Or costs too much. Etc.

People Risk. Product champion quits. Sponsor leaves. Can’t find the right talent to fill out the team. Can’t pay enough to attract the talent you need. Etc.

Try not to get overwhelmed with your list of risks. Start by prioritizing them by the ones you think are the most likely to the ones you think are probably unlikely. Next, list at least one way you can reduce or remove each of the risks. Finally - breathe. Risk and managing risk is part of life. Afterall, it's easier to address the things you know than the things you don't.

Lessons from Sustayne: Idea Vetting

So, you’ve got a great idea for a social venture. Or, you’re the leader of an organization and your staff and board keep coming to you with ideas. What do you do with them? On one hand, it’s great to foster a culture where ideas are vetted and dreams are dreamed. On the other hand, you’ve got WORK to do and paying attention to every little idea can be time consuming. One of the first things we focus on in Sustayne is to ask a few key questions to determine if an idea is worth assigning any more resources to.

First, develop a brief set (3-5) or organizational goals pertaining to social enterprise. Is your primary goal to develop a job training program or is it to generate revenue? Or, something else?

Identify the key goals of your social venture:
1.
2.
3.

Next, for each social venture idea, rate the extent to which the idea aligns with each of the following organizational factors. Once you’ve rated a venture, take a look at where it scored high and low and consider:

1. Are the areas where the venture scored low problems that can be remedied either through modifying the business model or via the organization? Are any of these areas “show stoppers”?

2. What is the organization’s willingness to change or work on specific organizational factors?

Scores
1 = not at all, 2 = not much, 3= moderately, 4 = well aligned, 5 = great fit

Rate each idea yourself, then have others in your organization rate it. Score separately, then compare.

To what extent does the business idea align with the organization’s mission?


To what extent does the business idea align with the organization’s core values?


To what extent does the business idea leverage organizational assets? (i.e. relationships, brand recognition, reputation, facilities, financial, knowledge)


To what extent does the business idea directly address the primary goals of the social venture?


Consider the minimum level of profit required to make the business idea worthwhile. To what extent is it possible that the business idea has a market demand and profit margin that can meet the organization’s profit needs?


Consider the minimum level of social impact the organization needs to achieve in order to make the business idea worthwhile. To what extent does the business idea realistically have the potential to make this level of social impact?


To what extent does the organization’s history of risk taking align with the risk level of the venture?


Consider the capital requirements of the business. To what extent can the organization realistically raise or find other sources of funding to cover these costs?


Consider cultural impact and reputation. To what extent does the venture’s level of impact align with the organization’s threshold for cultural impact and effect on reputation?


Total Score:
(copyright Social Enterprise Group 2005)

I've found this tool to come in handy to quickly eliminate or further consider various ideas. I hope this works for you - feel free to comment on how you used this tool. This is one of many I'll be sharing as part of our "Lessons From Sustayne". Want to know more about Sustayne? Go to www.socialenterprisegroup.com for more info. on workshops and licensing opportunities. Good luck!

Keep on Keepin' On

Michael Meade is one of my favorite authors and happens to be a Vashon Islander like myself. I was recently listening to a CD of his on mentoring and came across this thought "to not live your dreams causes younger people to lose theirs." It got me thinking - hard. Being an entrepreneur is tough. Being a social entrepreneur is even tougher. There are days when I wonder what I'm doing. I'm a single parent. I try to keep my life simple, but I have a house, 2 young kids and a business to run. Why can't I just go out and get some high-paying corporate gig and quit worrying about cash flow, about trying to scale a methodology, about creating impact in the world? Because I can't. Because I have a dream - one I've been feeding for over 7 years. I deeply believe that applying the rigor of business to the framework of how we address social and environmental issues IS critical to changing the world. I deeply believe that all those intrapreneurs (entrepreneurs working within organizations) in the public and nonprofit sectors and all those entrepreneurs who are starting and running private business that have a social or environmental bottom line are making a difference one transaction at a time. And, I believe that the work I do in the world and the curriculum (Sustayne) I've developed with Bainbridge Graduate Institute is a highly effective tool in helping these ideas to get off the back of a cocktail napkin, get reworked into something feasible and get launched. I believe the work of Social Enterprise Group changes the world by providing an important toolkit for others who are changing the world.

We recently called several of our past Sustayne participants to find out how they're doing. This tool had a lasting impact for every single one of them. That matters. To me, to my company, to every single on of our clients and to all the clients and customers they serve.

So, when I ask myself why I can't just "get a real job"? It's because if I don't live my dream, there might be some fantastic social venture ideas that never quite get off the ground. And, my kids might not have the inspiration they need to live their dreams.

The Genius of Youth and the Dreams of Entrepreneurs

Last night, I attended an amazing event here on Vashon Island. It was a youth-adult discussion forum, moderated by the very talented storyteller, Michael Meade, a Vashonite. The theme was "a crisis of culture and the genius of youth". In my discussions with a couple of high schoolers, I was particularly struck by what they felt the genius of youth meant. We discussed how important the wide-eyed dreamer aspect of youth is, but also how important it is to balance that with the pragmatism and experience of elders. It struck me that that balance is exactly what make social enterprise tick. It's vitally important to balance the enthusiasm, passion and wide-eyed dreaming so necessary in allowing social ventures ideas to hatch with the structure, information and experience of those that have been there before.

I guess that's one of the reasons I'm so passionate and wide-eyed about scaling Sustayne. I deeply believe that it blends both of these aspects - it creates a space for dreaming, but provides structure and pragmatic information to help dreamers get their dreams into a tangible and sustainable format. It's the passion for that dream that keeps me going, but I've also had to be careful about tempering that dream with reality and pragmatism. I guess that's the balance for us all - a constant work in progress.