Pimp Your Partnership
workshop
May 12, 2015
Welcome!
Program
• 9:15:
• 9:30:
•
•
•
•
•
•
10:15:
10:35:
11:00:
12:15:
12:30:
13:00:
Welcome, objectives and round of introductions
Co-creation cases and Q&A: Beeodiversity &
Spadel, Sharing Cities
Co-creation Principles
Break
Co-creation opportunities in your partnership
Wrap-up
Lunch
End & visit the site of Parckfarm (optional)
Round of introductions
-
Name
Organization
Sector (business, social, public)
Why are you here today? Do you have (yet) a projet?
With what partner?
Testimony #1 : Beeodiversity & Spadel
Michael van Cutsem
Managing Director
Beeodiversity SPRL
Key questions for testimonies
• What is the societal issue that you are addressing?
• What have been the barriers to deploy your solution at scale?
• What is your co-creation model?
• What have you learned about co-creation along the way?
ISSUE
Mission
Preserve pollinators
Preserve
biodiversity
Preserve well-being
Involve all actors
Innovative approach
Scientific approach
Global approach
BARRIERS AND DIFFICULTIES
Other actors
Create market
Lack of incentives
Lobbying
Finance
Save the world vs.
Make money
Lack of ressource
Solution : strong partnerships
BEES AND BIODIVERSITY
8 BEE COLONIES
4 SITES
400.000 « scientists » that collect samples which
enable to monitor the environment on 4.800 ha
WIN-WIN
Spa Monopole
Important biodiversity zone to preserve
Beeodiversity
Innovative solution
Added-value for Spa Monopole
•
•
•
•
Monitoring of the environment (pesticides,
heavy metals, biodiversity) on 2.100ha at
a low cost thanks to an innovative solution
Ensure quality of water springs. Based on
the results, specific and adapted
measures can be taken
Ensure quality of the environment.
Positive impact for its local stakeholders
that are essential for Spa Monopole’s
activity (e.g. Spa Municipality)
Visibility on its environmental protection
program which is integrated in its core
business
Added-value for Beeodiversity
•
Improvement of the local biodiversity and
pollinators’ ecosystem
•
Development and improvement of the
monitoring tool
•
Credibility
•
Scaling-up: development of other projects
(Be, Fr, UK)and visibility leading to new
clients
•
Social entrepreneurship: margin
reinvested in positive impact actions
KEY LEARNING POINTS
• Choose the right partner according to your goals
• Common interest – understand partners interest – value proposition for customers
& partner
• Driver in each company with decision power
• Test period
• Define roles, objectives and duration
• Determination and convincing capacities (internally and externally)
• Preserve the win-win situation & mutual trust
Increase of impact and scaling-up
She thanks you in advance
Contact details:
Michael van Cutsem
Tel: +32 (0)477.66.75.35
Michael.vancutsem@beeodiversity.com
Bach Kim Nguyen
Tel: +32 (0)498.13.15.69
Kim.nguyen@beeodiversity.com
9
Testimony #2: Sharing Cities
Jean-Marc Guesné
Inclusive Business
Manager/ Intrapreneur
BEL
Informal Sector and street vendors
as a great opportunity to leverage FMCG business
•
Informal sector is the bulk of the economy of emerging
countries
•
In emerging countries, there are more food street vendors than
shops and no brands are investing the channel
•
Street vending is a popular channel completely anchored in the
consumption habits of urban citizens
•
A large majority of street vendors are women and mothers
•
Women street vendors stand as a primary source of supply in
terms of food purchase and nutrition for low-income
consumers in the cities
17
Facing strong structural social challenges
•
Modernization of the food retail industry:
• Low education / entrepreneur / selling skills:
•
Lack of access to social services:
- Social protection,
- access to financial services
- Capacity building
•
Urban space pressure:
•
And difficulties to look at the future with optimism…
18
Our Vision
1. Modern trade
2. Traditional
trade
3. Street
Vendors
Through our activities, help women street vendors, in urban and
suburban areas, to adapt to the tomorrow’s socio-economic
challenges and integrate modern economy
By 2025, make our offer accessible, every week, to 10 million urban
consumers through street vendors’ channels
19
And with strong challenges to
overcome for FMCGs Companies
Impossible
for the
brand image
Impossible
to convince
them
Impossible
logistic
If it was possible,
someone would have
already done it, don’t
you think?
It is archaic !
Impossible
to control
20
What are their needs?
Only 5% have access to
credit
Main reason of working as a
vendor: ”pay for the
education of my kids”
“What is going to happen to
my kid if I can not work
anymore?”
“How can I earn more money
competition
from the modern trade,
With the growing
fruit and vegetables street vendors
are more and more pressured by
the competition
Urban space pressure:
Since 2008, licenses are required for
“temporary sidewalk usage”. In
2009, the city banned street vendors
from 15 streets near the Downtown
and tourists sites.
I can not carry
more fruits on my bike”
No savings – they are leaving
No solution: difficulties to
Low self-esteem: “I am just
when
look at the future with
optimism
day to day
the fruit vendor”
The “tailormade” social Incentives answering
specific socio-economic needs of street vendors
A micro health insurance for less than 1 USD/ month that covers
hospitalization costs and education of the kids for 2 years if loss
of ability to work - VIETNAM
3 Business schools for street vendors: 30 hours courses and a 9
month field follow up on how to better manage its microbusiness – VIETNAM, RDC, COTE D’IVOIRE
Bancarisation and access to financial services: credit and saving
- VIETNAM
Social protection mutual system that cover hospitalization and
funeral up to 150 USD - RDC
Food and safety training for street vendors reaching kids around
the schools – COTE D’IVOIRE
Results
SOCIAL PERFORMANCE
AFTER 1 YEAR ONLY, PROFITABILITY OF
THE MODEL HAS BEEN REACHED
5000 SV in the community
1 SV sells 3 times more than a shop
250 SV trained
Between 10 and 20% of local volumes
800 have access to social protection
500 have a bank account
+ 50 % revenue increase after 9
months
90 % saved money
45 % consider themselves as
entrepreneurs
23
2
Sharing Cities road map for 2014 and 2015: the
virus injected
2015
2014
France
15% of GDP
3-10% of workforce
Vietnam
20% of GDP
22,7% of workforce
Haiti
92% of workforce
Senegal
95% of workforce
Ivory Coast
43% of GDP
70% of workforce
 Scale up:
3 cities
 Diagnostics:
4 cities
 Pilot:
2 cities
TOTAL 8 cities in
2015
DRC
18% of GDP
90% of workforce
Cameroon
33% of GDP
90% of workforce
Madagascar
Street vendors: 9,9%
of workforce
24
Sharing Cities: 6 KPIs to remember in
2018
14 Sharing Cities
HIGH BUSINESS IMPACT
HIGH SOCIAL IMPACT
27 700
1 000 Tons
street vendors
6 M€ of CAB
3 000
1.1 M€ of RAC
graduated in our business schools
9 000
access to micro-insurance and bank
services
25
About Co-creation
Stéphanie Schmidt
Europe Changemaker
Alliance Director
Ashoka
1.7 MILLION INCOME-POOR PEOPLE IN BELGIUM
…OR MORE THAN 15% OF THE POPULATION
10.5
618,000
10%
15%
in Flanders
32%
366,000
in Brussels
676,000
1
Number of
Poor People
%
Percentage of the
Total Population
19%
in Wallonia
Source: 2014 Business & Impact
27
Source: FOD Economie 2
What does social entrepreneurship need to
develop?
Source: 2013 Social Entrepreneurship Barometer
A partnership with a company goes far beyond
financial support, for greater societal impact
Source: 2013 Social Entrepreneurship Barometer
We have identified 3 main types of motivations for
social entrepreneurs to engage in co-creation
Role of SocEnt
THE « IMPLANT » or
MAINSTREAMER
THE CO-INVENTOR
THE MASTER
ORGANIZER
Challenge
Examples
Lack of accessibility of an essential
solution to the vast majority.
Beeodiversity
A product/ service/ business model is
missing to meet an essential need of a key
segment of the population.
Resources and skills exist but are
fragmented. Lack of coordination
between players, which hinders the
deployment of social impact.
Mozaïk RH & Adecco
Cresus & Banque
Postale
Sharing Cities
Housing for All
30
Win-win models creating shared value are possible
SOCIAL
ENTREPRENEURS
CORPORATIONS
New markets including
vulnerable populations
Expand social impact by
leveraging the assets of
corporations
Generate new sources of
revenue to reinvest in social
projects
Develop new skills and
knowledge
GOVERNMENT
ROI of social programs
Savings on public
spending
Reinforcing “a positive
economy”
Innovation labs for business
models
Stronger CSR positioning and
social footprint
Employee engagement
A range of possible types of partnerships
Sponsorship
Charity
Sponsor
-ship
Foundations
Co-Creation
Shared value
Active
involvement
Expertise
sharing
Societal
innovation
Pro bono
support
Expertise in
housing
Design of new
adapted
products
Hybrid
models
Creation of an
Integration
Joint-venture
Economic
cooperation
Territorial
Cooperation
hub
Transactions
Client/ supplier
Common
good
alternative
Sponsoring
Practices
audit
Environmental
audit
Provision
of
services
Services
purchasing
Key characteristics of transformative partnerships
• Strong potential for societal impact
• Addresses a key societal challenge
• Potential to generate impact at scale thanks to a sustainable
and replicable model
• “Tearing down the walls”:
• At least two organizations from the social and business sectors
that bring complementary and unique expertise
• Value of being together rather than alone (scale, efficiency..)
• Value for all:
• Creation of value for all core partners and society
• Link to core business of partners
• Changemakers “inside”:
• Initiative led by a team of teams
• Passionate and creative people willing to create change in their
professional environments
Analysis of the European Social & Business CoCreation competition
9%
5% 30%
Traditional CSR
Social Enterprise
10%
Strategic CSR
Co-Creation
17%
Ecosystem building
29%
No corporate partner
How is your partnership doing?
Type of impact
& value created
Interaction
model
Change team
innovating
Potential for scale
and replication
35
Co-creation opportunities in your
partnership
Break-out groups
• Reflect on your partnership alone or with your partner (5 min)
• Form groups of 5 persons maximum to discuss strengths and growth
opportunities of your partnership (1 hour 15 min broken down by
number of projects presented)
– Present your model using the Co-Creation Canvas
– Describe a challenge that you face about your partnership model
and that you’d like to discuss with the group
– Mini brainstorm with the group
• Think big!
• Write down key topics / questions/ insights
• Share with the group
38
Co-creation canvas for …
10.15 – 10.25
What prevents your
solution to be deployed
at scale today?
What is the end user’s
problem that you are
addressing?
Market Barriers
Unmet Need
Your Co-creation model in a nutshell:
Target Customer Segment
Whom is your solution
targeting?
The (social) driver(s)
Your
organization
What is your organization?
What’s in for you in the
co-creation model?
39
What are your key activities
and assets for the cocreation?
Who is the driver of the
collaboration?
Value Proposition
What solution can the
model offer to end
users?
Impact
What are the
expected results?
Business/ Public Partners
Who are they?
What’s in for them in the
co-creation model?
What are their key activities
and assets for the cocreation?
Wrap-up
Some resources
Coming soon…
Co-creation
Impact
41
Thank you!
Oriane.devroey@businessandsociety.be
Jan.Ockerman@kauri.be
sschmidt@ashoka.org