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The Canvas Social, a key tool for the strategic planning of social enterprises

4 February, 2019 - Autor: Recon Colombia

Social ventures are businesses that aim to solve social and environmental problems, using techniques, methods and models both entrepreneurial and commercial, such as the creation and sale of goods and services.

Likewise, there are tools used by commercial businesses for strategic planning that have been adapted to include the social component and facilitate the strategic planning of social enterprises; the Canvas is one of them.

The Canvas of business models, created by Alexander Osterwalder, is a work tool to analyze business ideas, in parts, working first the qualitative part of the project, analyzing who I am addressing, what I bring and how I bring it to you. And having laid the foundations of the idea, we can move to the quantitative phase, where we analyze the initial costs, and the economic development of the project when it is already underway.

The commercial model of Canvas consists of nine divisions, for commercial business models; for social entrepreneurship this tool has been adapted and divided into 12 sections.

Here is the social Canvas developed by Ginés Haro Pastor:

In this note we will provide a guide on how to fill the Canvas for your social enterprise:

  • Objective: In this section you must define what you intend to achieve with your social enterprise, you can include key aspects related to the purpose and vision of the
  • Social impact: Define how your venture impacts socially or environmentally in your community, as well as the benefits in each aspect. At this point it is key to draw metrics that allow you to determine if the impact it causes is generating positive
  • Problem: This section is key, here you will define the main problem that your social enterprise will
  • Solution and key activities: What solution will the value proposition take to the segments? What activities, products and / or services do you have to carry out to implement your value proposal?
  • Resources, partners and key actors: Who do you need to mobilize for your social business model to work? What resources are necessary to execute your key activities: permits, financing, tools? What groups, people, companies or organizations do you need to involve in your social enterprise
  • Value proposal: What do you offer your customers and beneficiaries? What does the customer that pays for your product or service get? And, what do the beneficiaries get?
  • Differential Advantage: Why will this social entrepreneurship project succeed? What makes your project something unique that your competition cannot copy?
  • Channels: How do you communicate with your customers and beneficiaries? How do you deliver your product / service of social entrepreneurship? How are you going to reach customers and / or beneficiaries in a scalable way?
  • Segments: Here you must segment who your clients and beneficiaries are, it is important to define if your clients and beneficiaries are the same or different. Who pays for your product and / or service? Who receives your product and / or service?
  • Cost structure: Define the expenses of your social enterprise and how much do they add up to? Identify what capital investment is required and what income you need to
  • Surplus: What will you do with the benefits of your social enterprise? Where and how are you going to invest them? Investment of profits for the generation of social
  • Income: Define what are your income streams? What products and services are you going to offer that others will pay for?