Using the

Business Model
Canvas for Social
Enterprise Design
2nd Edition

Ingrid Burkett
The Yunus Centre

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The story of this publication
This is the second edition of a booklet that was first published in 2013, which
outlined how I had used, tested and learnt about the Business Model Canvas in
designing and growing social enterprises. Since this time I have applied the Canvas
in a range of contexts, and learnt more about some of the nuances of using it in
relation to social enterprises. Also, the resources, additional publications and video
materials that Alex Osterwalder and his colleagues have created since they first
published their book ‘The Business Model Generation’ has been phenomenal. I
have continued to explore the materials they have created and where necessary
have added context for how this material relates to social enterprise. This updated
version includes both the original material and my updated learnings. I should also
add that I now tend to use the nomenclature of ‘impact enterprises’ rather than just
‘social’ enterprises, but for ease of continuation from the first edition, I am going to
use ‘social enterprise’ throughout this publication. It should, however, be recognised The photo on the cover was taken at the Haley
that the ‘impact’ could refer to social, environmental, cultural or economic outcomes House Bakery Cafe in Roxbury Massachusetts
that impact people, places and/or our planet. when I first visited there in 2008. I don’t know who
the artist is who painted this picture which hung in
My interest in BMC grew out the realisation that many social enterprises found it their front room, but it impressed me as a
difficult to explain their business models, and that many started work on their wonderful summary of the intention of many social
business plans before understanding their business models thoroughly, which enterprises - to nourish community and build
seemed like a topsy-turvy process to me! When I first discovered the BMC and tried economic independence. In their own words, “a
to apply it to social enterprises I believed, like many others, that social enterprises model of social enterprise, Haley House Bakery
and not-for-profit organisations needed their own ‘special’ canvas. As I worked with
Café promotes the physical, economic and social
the BMC in and around the social enterprise sector I came to realise that this was
not the case - however, I also realised that there were some ‘special’ things about well-being of the community. Our programs provide
social enterprises that could easily be reflected in the BMC using a few simple on-the-job training for those seeking to become
adaptations. financially independent and introduce young
people to the power of cooking from scratch and
This guide is not a substitute for deeper materials on the Business Model Canvas making other healthy life-style decisions”. Since I
nor for the Business Model Generation book (or any of the books that have come out visited they have continued to thrive and deepen
since this original book) written by Alex Osterwalder and Yves Pigneur and I would their impact, and have celebrated their 50th
urge anyone using BMC in social enterprises to also access the books, apps and Anniversary! They continue to inspire others both
some free web resources at www.businessmodelgeneration.com, and in their home city of Boston and around the world.
www.strategyzer.com. Check them out at: http://www.haleyhouse.org/

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Contents Page The Yunus Centre
Griffith University
What are Social Enterprises? 4 Queensland, Australia
What is a Business Model? 5 Impact-led innovation is the business of
The Yunus Centre. Our purpose is to equip
Business Models for Social Enterprise 6 people with the know-how to navigate
change and create positive, societal
What is the Business Model Canvas? 8 impact.We focus on how innovation can
foster inclusive and regenerative
What’s Special about Social Enterprise? 8 economies. Specifically:
How are ‘social impact’ and ‘commerce’ related? 11 1. Navigating impact-led innovation:
understanding the history, context and
conditions for societal change and the
What is the relative value of the impact? 11
impact economy.
The type of social enterprise and what that means 13 2. Developing impact literacy: improving
about the relationship between impact and commerce capabilities for designing, measuring,
and demonstrating impact.
Value Proposition 16 3. Growing the impact economy:
designing and implementing impact-led
Customer Segments 19 approaches to investment, market
building, commissioning and collective
Channels 22 action.
4. Fostering impact entrepreneurship:
Customer Relationships 26
capability-building for change-making,
Revenue Streams 28 venture development and blended
business.
Key Resources 32 We deliver this through: learning and
professional development, applied
Key Activities 34 research, demonstration projects, advisory,
and supporting innovation through
Key Partnerships 35 partnerships and engagement.
Cost Structure 36 The Centre is part of the Griffith Business
School and based out of the Logan
Conclusion 37 Campus.We are active across Griffith’s
campuses and work at the local, regional,
References 38 national, and international levels.

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 What are Social Enterprises?
1
Social Enterprises are organisations that :

Have an economic, social, Trade to fulfill their Derive a substantial portion Reinvest the majority of their
cultural or environmental mission. of their income from trade. profit/surplus, or majority of
mission aligned to public or expenditure is aligned to the
community benefit. fulfillment of their mission.

There are three main types of social enterprise that organise local produce available whilst also supporting smaller,
themselves around different combinations of these features2: local farmers); or
1. Type One: Employment focussed Social Enterprises 3. Type Three: Social Enterprises who generate income
who directly support, train and employ people who are for charitable or impact purposes (for example, an op
experiencing some form of exclusion and disadvantage (for shop may generate income to support a larger charity or
example, a social enterprise cafe may employ people who deliver other social purpose programs).
have been homeless and unemployed);
Each of these types of social enterprises have different
2. Type Two: Social Enterprises who provide services in business models that reflect what the relationship is between
direct response to a social or economic community their commercial and impact objectives. We will return to
need or achieve a particular social impact (for example, a these differences later in the booklet.
community supported agriculture enterprise may make fresh,

1 This definition comes from FASES (2016) https://www.csi.edu.au/media/uploads/FASES_2016_full_report_final.pdf

2 Social Traders calls these the ‘three buckets’ of social enterprise (www.socialtraders.com.au)
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What is a Business Model?
If we boiled down the idea of an enterprise or a business to its essence, we could say that it is all about the exchange of value. I create something
inside my business that is of value to others, so they seek this out, and in exchange they give me something that I value (usually money!).

A BUSINESS MODEL clearly articulates “the rationale of how an organisation creates, delivers and captures value”
(Osterwalder and Pigneur, 2009; p14).

A business model helps us to A business plan is a detailed

design and articulate how a document setting out the goals
A new social enterprise may need both a business business could work, and how we of a business and how they are
model and a business plan - however they may be can innovate inside the business. to be achieved.
needed at different times, and for different purposes. In
my experience a business model is required first - and it
is required earlier. It is the destination you are heading
towards as a business. Whereas the business plan
provides a more detailed map of your goals and how you
may achieve them. I see too many social enterprise who
develop this detailed map before they know what
destination they are heading towards - which doesn’t
make much sense to me!

The purpose of a business model is to ensure that all

the stakeholders can understand and clearly articulate
how a business is configured so that it creates, delivers
and captures value. In the case of a social enterprise
this would ultimately be about how the enterprise will
generate both financial and social value, and what the
relationship is between the two types of value in the
enterprise. The business model should be able to be
articulated in one page, and its substance focusses on:
how an organisation does business; how that business
generates revenue; what value a business offers to
whom; who the customers are; and why customers
would keep coming back to us. It can help us
understand how and why our business works, and it can
help us to design and innovate our business, and then
iterate how it works over time.

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A business plan is a much more detailed, lengthier Business Models for Social Enterprise
document that sets out in detail the goals of the business,
how they will be attained and what evidence there is that the
methods employed will attain those goals. Business plans Social enterprises are often started by people who are
outline our mission, vision, goals, strategies, our financial passionate about making a difference. Often it is not the actual
assumptions and projections, and our marketing strategies. ‘business’ that captures their imagination, but the impact it will
Business plans have dominated the business strategy have for the economic, social, cultural, or environmental issues
landscape. However, increasingly there are suggestions in they are seeking to address.
both practice and research that business plans may be too
static and cumbersome to help businesses survive complex Understanding the business model of a social enterprise can
and constantly changing environments (see for example, have two key benefits:
Martin, 2014; Lange et al, 2007; Harroch, 2018). They are
still helpful in mapping out the goals of an enterprise and 1. It can help us to understand, design, articulate and discuss
helping to articulate how the business proposes to achieve the ‘nuts and bolts’ of our business concept;
these goals. They are also needed in order to access some
forms of finance and investment, but business plans alone 2. It can help us to test, and develop prototypes so that we can
won’t necessarily help us design and test business ideas, nor see if what we passionately believe about our impact and our
to innovate within a constantly changing environment. In business actually ‘stacks up’ in practice.
many ways the business plan is the document that outlines
how the business model will be implemented and grown / Over the last decade I have met many social enterprise
sustained over time. managers and stakeholders, and have helped to start up a
number of social enterprises myself. Working with social
enterprises I have come to appreciate the value of clear
business models. I believe that if more social enterprises learnt
to use and develop their business models, many of their
challenges could be more easily identified early on in their
evolution, and we would then have greater opportunities to work
to design solutions to these challenges. Understanding business
models and their potential in terms of designing social
enterprises could help us to avoid some of the pitfalls and
increase the likelihood that more social enterprises become
viable and sustainable both financially and in terms of their social
impact.

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7
What is the Business Model Canvas?
needed to deliver on a social impact and the costs involved in
The Business Model Canvas (BMC) was developed by Alex doing so need to be considered in designing a viable and
Osterwalder and Yves Pigneur, and co-created with an array of 470 sustainable business model. If, for example, you are focussed
practitioners from around the world. It offers a simple, visual, one- on employment outcomes for people who have previously
page canvas on which we can design, innovate and dialogue about experienced long-term unemployment, then you need to be
our business models. It is not the only framework that has been fully aware of the business model implications of supporting
developed to articulate business models. Like many of the and training people who may not have worked for some time.
frameworks this one was built out of careful research, but unlike many There may be cost implications, in addition to challenges in
others, it has also been tested and enhanced through the input of relation to key activities, customer relationships and key
many practitioners. In addition, the BMC itself sits inside a very resources. Profits from the business may not actually cover
innovative business model, which includes licencing under Creative the wages needed to pay for support workers. Therefore, your
Commons and a commitment to co-creative innovation within the commercial strategy needs to generate sufficient income to
methods around the BMC (see www.businessmodelgeneration.com). cover the additional costs; or, you may need to explore
options for accessing non-trade income to pay for additional
I have used the BMC to work in the social enterprise sector and have supports that are needed to ensure that employees can
found the canvas to be very helpful, particularly in early exploratory sustainably participate in the workforce over time.
stages of development and in relation to growth and innovation
stages. In using the BMC inside social enterprises I have found a few
additions and adaptions helpful, and it is these that I want to focus on
in the remainder of this booklet.

What’s special about Social Enterprise?

Managing a social enterprise is not about just adding business
skills to the realm of social impact and stirring nor just adding a
social goal or activity to a commercial business! Balancing a Social Objectives Business Objectives
social (or environmental, cultural or economic) mission WITH an
intention to trade and manage a business requires a blending of
skills which is greater than the sum of each set of skills alone.

Furthermore, achieving a social impact through a business

operation is not necessarily cost neutral - so both the skills

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However that doesn’t mean that a viable business model
cannot be developed! It is just that we need to recognise that
social enterprises have business models that can be a little
different from an ordinary business - indeed social enterprises
are EXTRAORDINARY BUSINESSES!

It is not that we need totally different business model

canvasses nor that there are wildly more complex business
characteristics. It is just that somehow we need to build into
the canvas a clear picture of the social objectives (or the
mission) of the enterprise, in addition to all the commercial
dimensions of the actual business of the social enterprise.

For social enterprises, the business model canvas should these groups, but rather, to facilitate a connection that
provide an opportunity to see not just the BUSINESS, but also enables the delivery of sustainable social impact within a
to identify the SOCIAL IMPACT they are trying to achieve. And viable business model. In this way the social enterprise
importantly, to see clearly how the two interact - how they are becomes an intermediary between impact and commerce.
symbiotic, how they compete, what opportunities there are to
bring them into alignment and what tensions exist in between The way to represent this on the Business Model Canvas is to
them. Understanding this is imperative to social enterprises as differentiate between that side (or sides) of the social
it underpins their capacities to effectively manage for viability enterprise that is directed to impact, and that side directed to
and sustainability. The reality for social enterprises is that they commerce. By separating and visualising both sides on the
cannot work if the business model does not survive financially canvas we can begin to see how they interact and what the
(as then there is no business). But they also cannot work if the story of the social enterprise is in relation to both commerce
social objectives are not realised within the business (as then and impact. In a social enterprise neither the commercial nor
there is no social enterprise, just a business). Business models the impact story is sufficient in and of itself - the important part
that generate both social and financial value are by no means of telling a business model story is that there is a coherent
impossible - they are very possible and they are very special! and sensible relationship between commerce and impact.

It can be helpful to see this separation between ‘commerce’ Being able to visually and concisely tell the story of how
and ‘impact’ as a variation of what is called a ‘double-sided commerce and impact are linked through a social enterprise
platform’ in business modelling. This is where a business business model is a critical part of designing an effective and
services two different customer groups, and in the case of a sustainable enterprise. If the social enterprise management
commercial business, the aim is to facilitate interaction team is expecting to be able to fund a significant and complex
between these different customer segments. In social social issue using a flimsy and unrealistic commercial model,
enterprises, the aim may not be to facilitate interaction between this will be obvious to an astute observer as soon as the

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elements and the relationships are mapped out on a business model canvas. If, on the other hand, the commercial model is robust, but the
impact is weak or meaningless, using the canvas will help all involved to develop a shared understanding of this and potentially open dialogue
to deepen and strengthen the impact through business model innovation.

Mapping both impact and commerce models on the one canvas helps us to understand and innovate around not just each element alone, but
about how they interact and support each other. This is an essential part of social enterprise design.

The key to using the BMC in social enterprise is to separate out our commercial and
impact models, but then to integrate them within the story of the business model.

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How are ‘social impact’ and
‘commerce’ related?
The relationships between commerce and impact in a
social enterprise are not ‘one-size fits all’. The
relationships are always dynamic, but their nature, and
how visible they are on the BMC depends on two key
factors. First, the relative value of the social impact you
are seeking to achieve, to you and your constituents;
combined with the extent to which this is dependent on the
commercial income generated through the business
model. Second, the type of social enterprise you are
designing (of the three types listed above). Let’s address
these in turn.

What is the relative value of the

impact?
One of the biggest decisions that needs to be made when
you establish a social enterprise and you start to look at the
potential business models is the decision about what your HOWEVER, this does not mean that an effective business model
social mission means for you (the stakeholders) and for the for this sort of a social enterprise cannot be generated - it just
business of the enterprise. How often have we heard of the means that we need to go into the business model design process
‘great idea’ of starting a social enterprise cafe that employs with our eyes wide open that we can actually make it work on both
people who have experienced long-term unemployment? a commercial and an impact basis! Lets take a closer look at a
Unless there is some remarkable business model design matrix that can help us to make decisions about what to focus on
innovation it is unlikely that such a business will generate in business model design. For the purposes of this exploration I’m
the sorts of profits needed to ensure that trade alone will be going to focus on an employment-related social enterprise (type
able to subsidise the costs of generating the social impact. one).

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High levels of social impact and commerce can be
balanced
This is a dream business model for a social enterprise! It
does, however need some careful thought at the design stage!
It means that we are looking for a business model that can
generate sufficient revenue from operations to ensure viability
for an enterprise. This is more likely if the business itself is
one that has potential for viability even before the ‘social’
impact dimension. Many social enterprises begin with a
business that is marginal at best and when you add the
intention to generate social impact, it becomes financially non-
viable without other types of support such as funding.
Business model design is valuable for a social enterprise such
as this because it makes visible and can direct potential
innovations and opportunities for growth.

When social impact is paramount

For some social enterprises, the social mission is paramount,
and the business something of a sideline - it’s great as a
source of revenue, but there are bigger things at stake than the
bottom line. For these social enterprises the business model
needs to generate viable revenue flows from sources other
than trade so that if push comes to shove, the enterprise can
continue to operate even if costs exceed revenue generated
from trade. It may be, for example, that a not-for-profit
organisation sets up a social enterprise to offer employment to
its constituents. They are fully aware that the cost of
operations for the business exceeds the trade revenue it When it seems the ‘social’ is diminished
generates, but the social impact they can demonstrate is The BMC can help to explore the potential for strengthening the
sufficiently attractive to a funding body that they are able to social impact dimension of a social enterprise. It can help to
secure grants to off-set their additional costs. There is nothing generate honest and open conversations about the links between
wrong with this as a business model, except that it requires financial viability and impact, and it can help to make some design
focussed attention on ensuring that the impact generated is, in decisions as to how to strengthen impact.
turn, able to generate ongoing revenue across both the
commercial and non-commercial streams. The big challenge When it is time to rethink and redesign
in this type of model, however, is not to let the impact focus Finally, the BMC can help to visualise and understand when it’s
result in commercial complacency - even if the social impact is time to reassess whether there will ever be real social impact and/
paramount, this should not be an excuse for poor commercial or opportunities for financial viability, and to either decide to
management! redesign or to walk away.
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The type of social enterprise and what that means
about the relationship between impact and commerce

The relative balance between commerce and impact in different types be evident in the BMC, and the story of how they interconnect
of social enterprises means that for some types there will need to be needs to be clearly articulated. For this type of social enterprise
more emphasis on one or the other, and for others decisions need to the BMC helps us to tell both sides of the story, and to look at how
be made to ensure a more even balance between the two. commerce and impact interact across the business. The BMC
should illustrate both commerce and impact in each segment as
In Type One social enterprises, where the focus is on employing, here (where C=commerce and I=impact). The Canvas for a coffee
training and supporting people who have been long-term unemployed shop that employs people with disabilities illustrates the balance,
or excluded from the labour market, the balance between the two and a strong narrative that flows between the commercial and
(commerce and impact), needs to be strong and clear. Both need to impact dimensions of the enterprise.

13
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In Type Two social enterprises, where the focus is addressing a specific
need (social, cultural, environmental or economic) in a community or
amongst a cohort, there may be greater overlap between the commerce and
impact story within the enterprise. For example, if I am setting up a social
enterprise arts co-operative to showcase and sell the work of local artists
and cultural workers, sometimes it is going to be the case that both
commerce and impact need to be articulated as distinct (such as in the
value proposition and perhaps the resource), and in other segments of the
business model commerce and impact may completely overlap, or one or
the other may be missing. The relationship between commerce and impact
may not be as clear cut as for Type One social enterprises - there is a little
more blurriness (as depicted here). Take a look at the example of the local
art gallery below to see how this may work in practice.

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In Type Three social enterprises, where the focus is on using a commercial
business model to generate revenue for an impact purpose, the key
emphasis in here is on ensuring a viable and sustainable commercial
focus, because if this is not present, there will be no revenue raised for
impact. In the BMC this type of social enterprise may only make reference
to the impact dimension in a few select segments of the canvas. For
example, in the BMC below for a commercial legal firm that directs all its
profits to support a free community legal service, the focus will be on
ensuring that the commercial elements are strong across the business
model, and most of the impact dimensions may not appear on the canvas
at all (or only in a limited number of places). It can also be made clear that
the intent of these social enterprises is to maximise commercial revenue so
that it can be applied for an impact.

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Value Proposition
When exploring the business models of social
enterprises we start with the question, ‘what value are
we creating?’ When we use the BMC in commercial
businesses we often start with the customers -
because ultimately they are at the heart of the
business. Of course this is the case for social
enterprises as well, however, most social enterprises
begin with a quest to generate some kind of ‘social Commercial Value Impact Value
value’ through a commercial value proposition. Proposition Proposition
Social value is defined as the social outcomes and Examples Examples
benefits that are generated through the enterprise - it’s
what makes the enterprise a ‘social enterprise’!
Catering Employment
Quality, affordable catering Sustainable and
Articulating the social value that we are seeking to using local produce meaningful jobs for people
generate through our social enterprise is a critical first with disabilities
step in designing a social enterprise. However, a
social enterprise will not survive by generating social
value alone! As an ‘enterprise’ it also needs to Garden maintenance Local Economic
generate ‘commercial value’ - the goods or services Careful, chemical free and Development
that meet a need in the marketplace. So, a social knowledgeable garden Revitalising the local
enterprise has two value propositions: 1) the impact maintenance just the way economy of this rural town
value proposition - the social value it seeks to you want it
deliver, and what makes this attractive to customers
and other stakeholders; and 2) the commercial value
proposition - the goods and services it produces and Retail Fair Trade
sells, and what makes these attractive to customers Clothes with a difference, Quality coffee that
and other stakeholders. flair and style made in ensures quality of life for
Australia producers
At the early stages of designing a social enterprise it
can help to separate out the commercial value
proposition and impact value proposition. They are
ultimately linked, but separating them out for
discussion can help us to see how each relates to our
different customer segments.

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It is likely that the commercial and impact value propositions Questions to ask about the value proposition of a social
will be inter-dependent, but one may be more important to enterprise
particular customer groups than the other. If government
funders or philanthropists are our customers, then they - What value do you provide your customers? Why would they keep
may be much more interested in our impact value coming back?
proposition than in our commercial value proposition. On - What is the relationship between your commercial value proposition
the other hand, if we are operating a retail business, our and your impact value proposition?
retail customers may or may not be interested in our impact - How visible or prominent is your impact value proposition?
value proposition. Ultimately, if the business of the social - Who values and would pay for your impact value proposition?
enterprise is to be successful from a financial perspective, - Who understands it?
then our commercial value proposition has to hold up - How do you account for / measure your value proposition (both
whether or not we have a parallel impact value proposition. commercial and impact)?
Doing good will not suffice if the service or product is done
badly.

For some social enterprises the commercial value proposition is

taken for granted - we imagine that because we are ‘doing
good’ that our customers will automatically be lining up for our
products and services. Unfortunately this is a misguided may be the case that the only visible part of the enterprise is the
assumption. There are only so many times I will buy a bad ‘commercial value proposition’ - the impact value proposition is
coffee or pay for a badly mown lawn - no matter how much inherent inside the enterprise but it is not what is visible to
good you are doing. And there’s only so many times I’ll believe customers and it is not the reason customers engage with the
that you’re doing good if I can’t see any evidence that that’s the enterprise. For others the impact value proposition may be very
case. visible, and it may be important to present it in a way that will draw
customers in. This will be discussed further in the ‘Customer
In other words, no matter how laudable and ethical your impact Relationships’ section below.
value proposition, if the commercial value proposition doesn’t
add up for your customers then you may as well be running a Since the first edition of this booklet Alex Osterwalder and his
vanilla not-for-profit organisation! A social enterprise can’t run colleagues have gone on to create the Value Proposition Canvas
on an impact value proposition alone! Conversely, sometimes to help people to generate compelling value propositions that align
those positioning themselves as a social enterprise can fail to to what customers are trying to achieve.
fully consider all the dimensions of the impact value proposition
they are interested in contributing to. In these cases the impact For social enterprises it is important to understand what ‘value’ the
is often 'tacked on' to a commercial business strategy rather particular impact you are generating delivers for your impact
than being core to the business itself. customers, and to explore what the ‘job to be done’ is for your
customer in relation to this impact. All social enterprises are
It is important for social enterprises to work out how they will solving problems in the impact space - they are helping customers
demonstrate their value propositions to customers. For some it who want to generate some kind of impact to accomplish this.
17
Understanding what it is that your
customers want to accomplish from an
impact perspective helps you to
ensure that you are generating this
value for them.

So, for example, if the impact I am

generating through my social
enterprise is the employment of people
with a disability who are otherwise
amongst those in Australia who are
most significantly excluded from the
labour market, then the ‘job to be done’
might look different for different kinds
of customers. Some of the ‘jobs to be
done’ are functional, but others are
about more emotional and status
dimensions.

Understanding the nature of the value

that impact customers are seeking is a
critical part of developing the business
model of a social enterprise. Spending
time with the impact customers, and
seeing both what ‘pains’ they
experience (what challenges they face
in accomplishing their goals, and what
pain points they encounter along the
way); and what potential gains you can
build into your impact value proposition
will help you to shape an effective and
compelling proposition.

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Customer Segments 3. Understanding the different customer segments and
whether they value your products/services and/or impact
Given that social enterprises are in the business of trading for can help business design innovation. For example, if
the purpose of generating social impact, they can have at least your ‘impact customers’ are currently all government and
two different (though potentially overlapping) categories of philanthropic funders, can you explore additional
customers - the customers who are wanting to purchase their opportunities for growing the interest of these ‘customers’
goods and services (ie. the commercial customers) and the in your products and services (eg. procuring your
‘customers’ who are wanting to support the social impact that cleaning services through a contract)? Or if you have
they generate and/or potentially benefit from this impact (ie. the regular corporate customers purchasing your services,
impact customers). Understanding these two key customer are they also interested in exploring potential
segments (which could potentially be further segmented within opportunities in relation to the impacts that you generate
these categories) is critical to understanding a social enterprise (eg. could they encourage their employees to give to your
business model. enterprise through an internal gifting program)?

When social enterprises use the BMC for discussion and design Operating a social enterprise involves a few more
purposes it can be helpful to distinguish business and impact complexities than operating a traditional commercial
customers for a number of key reasons: business because social impacts are often complex and not
necessarily cost-neutral, and sometimes our customers
1. Some social enterprises don’t see their ‘impact’ as don’t necessarily understand exactly what they are buying
potentially having ‘customers’, or don’t see the full range of (ie. that their purchase of the service/product contributes to
possibilities that could occur under this scenario. So, for
example, some social enterprises might see funders as
‘partners’ rather than customers (and that’s fine!). But this
may make invisible the potential that there may actually be
people/organisations/corporations out there who are willing to
‘pay’ for your impact services. If you are having a significant
impact, for example, on crime rates in a local area, are there
potential ‘customers’ who may benefit from this (eg.
insurance companies) and who may indeed see a logic in
paying for this service in some way?

2. Sometimes social enterprises can make assumptions about

how important their ‘social impact’ is in the eyes of their
customers. Exploring how much our customers value our Product / Service
impact and our products/services can yield some interesting Customers Impact Customers
design insights for social enterprises.

19
the impact). Of course in some instances it is not Where do your ‘constituents’ or beneficiaries sit + fit in the BMC?
necessary for customers to understand or even know I am often asked where ‘clients’, or as I prefer, constituents, fit into the BMC, and my answer is that it
about the impact (especially if the product/service depends on what kind of engagement or level of mutuality you are seeking to build into your business
speaks for itself). But in other social enterprises it can model. Traditionally, charities and services have externalised the constituent as the ‘recipient’ of
be important to ‘sell’ the impact and thereby ensure services - the beneficiary. Designing (or better still, co-designing) the constituent into the business
that the impact costs can be covered by revenue model of social enterprises is what makes them both more transformative and potentially more
beyond the earnings from trade. Understanding the effective than traditional models of services based on poverty alleviation or charity. Below are four
customer segments and their connection to and positions you could discuss with your constituents, with each challenging traditional models.
valuing of products/services and impact can provide
some great food for thought in using the business
model canvas for enterprise design. For social
enterprises, understanding your customer segments is
critical. In addition, it is vitally important to understand
the balance within the customer segments. If an
enterprise is consistently disappointing its core
business customers and is increasingly relying on
‘selling’ its impact, then work needs to be done to
understand the implications of this.

Constituents as ‘customers’
For some social enterprises it is important that ‘clients’, Customer: How do we ‘serve’ + relate to Partner: How do we actively co-create and
‘beneficiaries’ or ‘constituents’ are co-creators of constituents as customers? Customers have co-produce the business with our
solutions. In this case it could be helpful for choices - how we we understand why + how constituents?
‘constituents’ to be seen as a distinct customer they choose us?
segment, so that the value proposition needs to be co-
created between the social enterprise and the
‘constituent’.

In some instances, particularly when ‘constituents’

have individualised support packages of funding, they
are actually a key customer in the business. For social
enterprises exploring their way into aged care or
disability services (eg. NDIS) environment in Australia,
for example, having a clear value proposition for
constituent customers is critical. It is also going to be
important that this value proposition is co-created with
‘constituents’ to ensure that support packages and
services are actually meeting their needs. Key Resource: How do we work with the External: The constituent remains the
strengths and assets of our constituents? ‘beneficiary’ of ‘revenue streams’…how do
20
we grow this into a more mutual model?
When are ‘funders’ really ‘customers’? Questions to ask about customer segments in a social
Understanding where government funders and philanthropists fit into enterprise
the business model of a social enterprise can help us to understand
their role in relation to our business model. If they are customers then - For whom are we creating value - and what kind of value
we will need to be clear about the value proposition we are putting are we creating for them?
forward to them, and to build a relationship with them that ensures - Who are our commercial customers and why will they
their ongoing custom. If they are partners, then we may want to find continue to be our customers? Who are our impact
ways to rely less on them as a source of revenue but to explore what customers and what value are they seeking from us (and
other value they could add to our business model. how much are they willing to pay for this)?
- How important is the linkage between our products/
Growing repeat customers services and our impact to our customers? Are they
In both customer segments (commercial and impact) we need to look prepared to pay more for the impact? Who else would /
at ways to convert one-off customers to repeat customers. If we need could pay for the impact?
impact customers to support our impact in an ongoing way, then we - Are our constituents customers? co-creators? partners?
want these customers to commit to more than a one-off grant. We - Are our funders customers or partners, or both?
need to effectively frame our value proposition to them in ways that - What kind of value proposition will keep customers
help them to commit to becoming repeat impact customers, and more coming back over the long term?
than this, help them to explore opportunities to join our commercial
customer base.

21
 Channels
Working out how to reach and communicate with customers and help them to evaluate a value proposition is a key part of opening business
opportunities in social enterprises. For social enterprises it may not only be about helping customers to evaluate business value propositions - some
customers may also need to understand our impact value proposition. Osterwalder and Pigneur (2009) outline five phases that are important in
designing and nurturing effective channels inside businesses. They are equally important for social enterprises, and a few other questions are
raised in the process!

Awareness Evaluation Purchase Delivery After Sales

Questions raised How do we raise awareness How do we help customers How do we enable How do we deliver a Value How do we provide post-purchase
by Osterwalder about our company’s products evaluate our organisation’s Value customers to purchase Proposition to customers? customer support?
and Pigneur and services? Proposition? specific products and
(2009;p.27) services?

Additional How does this social enterprise How do we help our customers How do customers find and Can we extend our range of Do we follow-up our customers to
questions for stand out in a crowded market? evaluate our organisation’s impact access us? Are direct sales delivery mechanisms? Are ensure that they will be repeat
social enterprises Do we raise awareness of value proposition? What evidence through retail outlets the there more efficient, customers? What after sales
products/services AND impact? and stories can we / should we only way customers can effective or innovative ways support or information do they
If so, how? Particularly if we share? Why should customers buy purchase from us? How we can deliver our goods/ need or want about our products/
are wanting to raise awareness from us as a social enterprise? Do can we extend the ways services and/or impact? services and/or impact? How can
of our impact, how do we do we compete directly with customers can find and How can we connect our we ensure that they will champion
this in a way which highlights mainstream businesses? If so, purchase our goods/ customers more effectively social enterprise?
our business, not just our why would customers choose to services? Who can we through our delivery
cause? buy from us? partner with to extend our mechanisms?
sales reach?
Examples of There is a growing interest in Many corporate and government It can be difficult to build Some social enterprises Dissatisfaction can have a flow-on
where this can be social procurement - but many customers are interested in the financial sustainability into turn their ‘customers’ into effect not just for repeat custom in
important procurement officers are not value proposition of social retail focussed social their ‘communities’. How this enterprise, but for purchasing
aware of social enterprises. enterprises but are looking for enterprises. How could you could you connect your from other social enterprises. How
How could this change? evidence. How could this happen? address this challenge? customers more directly? do we ensure satisfaction? 22
Delivering Impact It is increasingly the case that customers, partners and funders
are seeking information about what your actual impact is, and how
The way a social enterprise communicates its impact value you have measured this impact. You may think about your impact
proposition is an important design decision, and requires a deep in terms of:
understanding of customers and of the nature of the impact itself.
- the change you have created in the lives of people, systems or
If your impact value proposition is centred, for example, on generating for communities;
sustainable employment options for people who have experienced
long-term joblessness, then articulating your impact value proposition
- The financial value you have created for because of those
to customers may involve sharing some employment success stories. changes, or the savings you have generated through these
However, sometimes customers want more detail about the impact changes for funders (usually government);
before they ‘buy’ your impact value proposition. This may mean that
you need to think through how to present the impact to customers -
- The multiplier effects that have been generated in terms of
how will you measure the impact and how will you share the data on attracting or enabling further impact as a result of the work the
the impact with actual or potential customers. enterprise has undertaken.

Making decisions about what and how to share impact measures with
customers can be an important part of making sure that your impact
value proposition is a part of purchasing decisions by your customers.
Do you share stories that illustrate your impact as part of your
marketing? Do you share impact evaluation reports? Do you rely only
on your commercial value proposition to promote your enterprise,
leaving the impact value proposition implicit? Part of the challenge of
channels in a social enterprise is working out how you will deliver an
understanding of what impact you have created in the business.

How do we ‘deliver’ our impact value proposition to

those customers who are interested without it
costing too much….and ensuring that impact
remains part of our revenue stream? 23
The channels through which we ‘deliver’ There are many methodologies emerging impacts are. This can then help you to
impact require us to help our customers see that purport to help social enterprises articulate a basic framework for what
and understand the type, scope and articulate their impact value proposition - changes you are aiming to make, and how
direction of this impact. from Social Returns on Investment you may measure whether you are actually
That means we need to articulate and (SROIs), Social Accounting, and external making these changes.
communicate what our impact is, how we bespoke evaluations. However, before you
generate it, and how we know this impact is decide on the channel that best works for Below is a basic overview of the elements
occurring. We can spend lots of money in your business model, consider developing of an Impact Map, and on the next page is
an enterprise evaluating impact, and even and testing an Impact Map. This is a completed map for a Brisbane-based
then our customers may not appreciate the essentially a ‘Theory of Change’ - a social enterprise “Hope Street Cafe”.
value of this impact. The problem often lies structured and logical hypothesis that Having this Impact Map enabled Hope
in the ‘channel’ segment of our business articulates what problem you are Street to shape the channel for delivering
model - the medium and form in which we addressing, how you are addressing it, their impact value proposition to key
are delivering the value of this impact. what the short, medium and long-term funders, investors and their customers.

24
Hope Street Cafes: Impact Map

25
Customer Relationships
In social enterprises customer relationships are critical. Customers
may be attracted to our value proposition just from a purely business
perspective, and we should aim to retain their custom on this basis.
However, some may ‘fall in love’ with us as social enterprises once
they learn of the ‘added value’ our social impact brings to the
exchange.

On a recent overseas trip I stayed in a hotel that is a social enterprise.

They did not advertise it as such and there was no mention of it
during my stay. In their relationship with me as their customer their
primary concern was that I was happy with their service. They chose
not to use their impact value proposition or their ‘mission’ in any of the
information or advertising of the business and so most customers did
HOW VISIBLE IS YOUR IMPACT…ESPECIALLY
not know of this when they chose to stay there or chose to come back TO CUSTOMERS?
on the next trip. This decision related partly to their commitment to
offer their employees a job that did not stereotype or identify their
personal circumstances. This meant that they embedded in to their
business model a high degree of confidence in their employees and a
belief that that the ‘business’ would speak for itself. However,
knowing that they were a social enterprise employing people with
mental illness meant that I was prepared to pay slightly more than I
would usually pay for a hotel stay.

This story illustrates the importance of thinking through what role your
‘impact’ should play in the relationship you have with your customers.
Sometimes it is important for the impact to be very present in the
relationship (your customers may LOVE you for it!). In other
circumstances it would be inappropriate for your mission to form any
part of the relationship, particularly in cases where the impact goals
include reducing stigma and improving esteem amongst a particular
cohort of constituents. As mentioned before, if ‘mission’ is the only
thing you are offering to your customers, and if the products/services
you offer are inferior, exaggerate the value proposition, or if they are
not delivered on time and on budget, then it is likely that no matter
how much your customers love your mission, they will eventually
decide that, unfortunately, they are not able to continue as your
customers.
26
 Another interesting way to approach customer relationships from
the perspective of social enterprises centres on the idea of
building customer loyalty, and in turn, what customer loyalty can
build in terms of social impact. For many social enterprises,
growing their customer base means that they also grow their
potential to deliver on their social mission. So ‘customer loyalty
programs’ may look different in social enterprises - they may focus
on what can be co-created or what difference can be made
together rather than what rewards individual customers could
receive. Loyalty programs in social enterprises could thus be seen
as potentially the base for an impact movement. There’s exciting
design possibilities up for exploration here and opportunities to
reposition customers as change agents for your cause!

Of course it may well be the case that your customers only love
you for the value your can produce for them and in that case we
need to accept this or at least see it as the foundation for our
business. As in any relationship, it takes two to tango, and there is
no point trying to force an impact value proposition based on love
into a relationship that is plutonic and focussed on commerce! In
designing social enterprise business models it is all about what is
appropriate for the particular circumstance, and what will drive the
For social enterprises it can be interesting to push out what we would business engine so that ultimately you are able to achieve your
consider ‘traditional’ customer relationships with a business, and social mission.
explore how customers could become our ‘community’ or how they
could co-create or co-produce the business with us. For example,
Food Connect has established a network of customers referred to as
‘City Cousins’ who are willing to take on a role of distribution hub in Questions to ask about customer relationships in a social
their local communities. Indeed, the depth of the community enterprise
established over many years through this distribution network was a
foundation for Food Connect’s recent successful crowd funding raise - What kind of relationships do our customers want? Are they
to purchase their shed which will become a local food hub. When or could they be interested in our social impact?
customers become active in your social enterprise they can also take - What could happen if customers fell in love with our impact?
on roles associated with deepening or scaling your social impact. What other roles would they be willing to play if they did?
They can become champions of your cause; they could volunteer; - What do we need to be mindful of to ensure that we retain
donate; become your network or your partners. There is so much our customers?
more to customer relationships than consumption in a social - Are the relationships with ‘impact customers’ different?
enterprise! What do they expect when they ‘purchase’ impact from us?
How can we ensure that they fall in love with our products/
services too?
27
Revenue Streams
For just about all social enterprises I have worked or talked with, revenue
streams are top of mind most of the time. Revenue streams are what
enables social enterprises both to run the business and generate the
impact - but they can also be the source of much debate and tension.
The contention comes predominantly from different interpretations of the
mix of revenue that flow into social enterprises. Sometimes the
contentions stem from ideology rather than practical reality. Some
people argue that social enterprises should avoid any revenue other than
trade or earned revenue. In an ideal world this would be great! However
in reality, this assumes that there is no difference between running a
social enterprise and running a commercial business, and we know this
is not the case. If we cut out the ideology and adopt a completely
pragmatic perspective, we would see that the source of revenue is only
part of the picture - and to make sense of a social enterprise the source If a commercial business in a particular sector and location has little
of revenue needs to be linked to: its purpose and application inside the potential to deliver profit, then a social enterprise operating in that
enterprise; the social benefits it can generate; and its contribution sector and location will have very little chance of generating a profit
towards building viability and sustainability over time. sufficient to cover its impact costs! It is a never-ending source of
fascination to me that social enterprises continue to pop up in
By definition, a social enterprise derives a majority of its revenue from business sectors or industries that struggle or are marginal in a
trade. This is what makes it a social ENTERPRISE. However, it also purely commercial context. Expecting to operate a successful
needs to deliver a social impact, which is what makes it a SOCIAL social enterprise in such a sector without significant non-trade
enterprise. In many ways, understanding revenue inside a social revenue sources or substantially innovative business models is
enterprise requires some consideration of the monetary and opportunity living in fantasy worlds.
costs of mixing together social purpose and commercial realities -
ingredients that are sometimes like oil and water. Equally fantastical, however, is assuming that all social enterprises
can get to a position where the impact they deliver can either be
Let’s first look at revenues generated from trade. To start up a social cost neutral, or that it can be cross subsidised from within
enterprise it is critical that we explore the business models of analogous commercial operations. As we will explore in the ‘cost structure’
commercial businesses and understand what makes these businesses section, impact is never or only very rarely, cost neutral. And given
viable over time. So, if we are wanting to set up a social enterprise cafe, this, not only do we need to know the potential revenues that can be
then what do we know about the commercial realities of running a cafe? generated by any given business (to know if cross subsidy is even
How much revenue is possible from operating a single, independent possible), but more importantly still, the costs need to be assessed
cafe? How much profit can we expect to generate? Understanding the in relation to the social value that is generated. It is ideological tom-
commercial realities of a business can be very helpful if we are designing foolery to assume that we can have a raft of completely commercial
a social enterprise that wants to generate profits and IN ADDITION, social enterprises across all impact fields that are independent of
deliver impacts. any kind of funding or donation revenue.
28
 Questions to ask about revenue in a social enterprise
- Can we unpack and unpick the revenues that are generated
through the commercial activities of the business from the
revenues generated through the impact? This means
knowing where the various revenues are derived from, and
how they are driving different parts of the business.
- Have we examined analogous commercial business models
to explore potential revenue streams from our chosen
business sector, which can help us to predict, to a certain
Different revenue streams can have different functions in a social
extent, the potential for profits to cover impact costs;
enterprise. The trick is to find the best fit between form and
function of revenue in the model, and this will vary according to - What ongoing sources of revenue could be generated in
the impact, the industry, legal structures under which an relation to impact delivery, and how are we ‘valuing’ this?
enterprise is incorporated and business model itself. But as a
broad proposition, using grant or philanthropic funding to cover
up an inherently inefficient or failing business is not effective use
of such monies, and neither is it helpful, in the long run, to
delivering sustainable social impact.

In some ways it is important to understand the impact and commerce

inside a social enterprise as two separate but symbiotic systems. The
commercial business around which a social enterprise is structured
needs to operate as such - it needs to be able to get to a stage where
it is viable, and hopefully sustainable, generating sufficient revenue
from its trading activities to not only cover operating costs, but to
generate a profit. At the same time, the impact system needs to be
understood in terms of the social value it is generating. We need to be
able to honestly and openly assess whether this social value is
actually ‘saleable’ - whether our commercial customers, or impact
customers will pay for this social value and thereby generate revenue.
If the social value can be articulated in terms that it can attract revenue
in its own right, then a social enterprise may get to a point where there
could be independent revenue streams flowing into the enterprise
around the impact value proposition. However, it may not be ‘saleable’
- in which case, the costs of generating this impact either need to be
covered internally within the business model, or you could look at the
29
‘key partners’ part of the business model and develop partnerships
around the social value in order to ensure that even if there are no
direct revenue streams, the costs incurred in the process of
generating the impact will be funded through external channels.

Problems arise when the symbiotic relationship between the two

systems is not being kept in balance. When, for example, an
unviable commercial model is being propped up by a temporarily
funded impact system. Or, when an impact model is designed that
doesn’t deliver real or needed impacts, even when the commercial
model is powering along!

What is important in a social enterprise is that there is a focus on

RIGHT REVENUE - that is, a mix of revenue that is appropriate for
the particular impact being delivered, and where there is a real
probability that a the business of the enterprise will generate profits
and become commercially viable.

We should also start to distinguish viability and sustainability of

social enterprises. Too often funders or policy makers will ask
‘when will this social enterprise be sustainable?’ - by which they
really mean, ‘when will this social enterprise no longer require
grant funding?’ This is almost inevitably centred on assumptions
that social enterprises can or should be independent of grant
funding and that sustainability is focused only on financial
measures. This is not helpful nor appropriate.

Sustainability is about the capacity to endure over time. In the

context of social enterprise, sustainability has two sides. One side
relates to the fact that an enterprise needs to be able to survive
and endure financially over time. However, there seems to me to
be little point in talking about financial endurance without asking
whether an enterprise’s social purpose can endure and whether it
is able to maintain or evolve its impact over time. In social
enterprises, impact and financial sustainability cannot be
separated. Further, it is important that we start to understand
sustainability as something that can only evolve after an enterprise

30
 can establish that it is viable. In other words, we cannot even generate a surplus or profit that can help to resource further
begin to expect an enterprise to become sustainable until it is development and impact; and
demonstrated that it can achieve both impact and operational
outcomes over a period of time. Lastly, it is important that we Balance Sheet Sustainability - the enterprise is growing their
develop a more complex understanding of financial sustainability. balance sheet, building equity, savings and assets that can help to
There are actually three levels of financial sustainability: deepen impact, and grow resilience over time.
Operational Sustainability - the revenue is consistently
Again it is important to re-emphasise that financial sustainability
sufficient to cover all costs and meet all operational obligations
into the future, including all employee and constituent related cannot be separated from impact sustainability when it comes to
expenses (such as wages, leave entitlements etc); understanding social enterprise. Impact viability and impact
sustainability should be the beginning and ending points for any
Financial Sustainability - the revenue is consistently sufficient, analysis of social enterprise sustainability. The table below outlines
and costs consistently managed, so that the enterprise is able to this continuum of viability and sustainability.

Impact Viability Operational Viability Operational Sustainability Financial Sustainability Balance Sheet Impact sustainability
Sustainability
Ensuring best fit for Ensuring a viable Covering costs + breaking Generating a surplus Maximising enduring
impact business even Building equity impact
- Is a social enterprise - Is the business of the - Can we consistently cover - Are we generating a - Are we building equity - Are we delivering the
the best way to enterprise viable (and the costs of our operation, profit / surplus? and savings adequately? sort of social impact
achieve maximum do analogous all associated overheads, - Is our surplus adequate - Could we weather a that we envisaged?
impact in relation to businesses suggest including impact costs? for growth, depth and/or financial storm or - Are we effectively
the challenge and that it could be?) - Is our cash flow adequate development? change in our measuring, evaluating
purpose? - Are we able to and do we have adequate - Do we have adequate circumstances? and learning about
- Can we demonstrate meeting our operating liquid funds? plans and projects in - Are we building an and from our impact?
any viability of this costs? - Have we been able to place for growth, depth effective asset base over - Are there ways to
social enterprise in - Are we costing our project and plan for our and/or development? time? grow our impact for
achieving the goods and services operational costs into the - Are we confident that we - Are we using our equity greater
intended impact appropriately to cover future? are making use of our and assets effectively transformation?
through our impact all our expenses and current revenues most given our business and
map? activities? effectively and proposed impact?
efficiently?

31
Key Resources commercial activities, or whether key partnerships can be developed
to ensure that these resources are accessible to your social
Key resources are the assets, tangible and intangible, that make enterprise.
your business model work - and in the case of social enterprise,
this refers to the resources that drive your commercial model Of course when social enterprises start-up they, like many start-up
AND the resources that drive your impacts. The table below businesses, may not have all the resources in place to scale up their
outlines both the commercial resources that may be needed by businesses or their impact. This can be a work in progress.
social enterprises (based on Osterwalder and Pigneur, 2009) and However, for social enterprises it is imperative to understand how
the impact resources. critical it is to ensure access to the key resources needed to drive
Decisions need to be made within social enterprises about both the commercial business and the impact, and to plan ahead for
whether these resources need to be generated through the how such resources can be developed and maintained. Further, it is

Commercial Impact
+
Physical Resources Facilities, infrastructure, buildings, Special equipment and
vehicles, systems, distribution + infrastructure, systems, accessible
networks buildings

Intellectual Brands, knowledge, contact Impact knowledge and skills, pro-

Resources management systems, partners, + bono support partners
business knowledge and skills

Human Resources People, staff, members, partners Champions, support staff, brokers,
+ powerful allies, support networks,
local communities

Financial Resources Cash, lines of credit, access to finance Access to funds to cover impact
+ costs

Impact Resources Methods and networks to assess and

+ evaluate impact, all other assets
needed to ensure impact delivery
32
important to think through the best ways to access the necessary The Vicious Cycle of
resources and the sorts of capital and networks that may be Inadequate Resources
needed in the process.

For example, many new social enterprises use a bricolage

approach, where they bootstrap themselves - relying on whatever
resources are readily available at the time. Sometimes these are
borrowed, or the founder’s personal resources are used.

If, for example, you’re running a gardening and landscaping social

enterprise using the founder’s truck and lawnmower, it should be
a priority to acquire commercial equipment as soon as possible.

If you’re running a social enterprise restaurant with a three-burner

stove, then the limitations of this resource will be reflected in your
bottom line, which in turn will limit your potential impact.

Resources are the tools for driving your business and delivering
your impact. If the resources are lacking, then your business
bottom line and your impact will suffer as a result.

Questions to ask about resources in a social enterprise

- What physical, intellectual, human, and financial resources are

needed for our commercial operations?
- What physical, intellectual, human, financial and impact resources are
needed to ensure we can deliver on our impact objectives?
- How could lack of commercial resources impact on the achievement
of impact objectives? And vice versa?
- Do all the resources need to be located inside the social enterprise, or
can some of them be located with and accessed through
partnerships?
33
Key Activities
The key activities of your social enterprise encompasses the
things you must do to deliver value to your customers - to ensure
both commercial and social value.
Activities Activities
Key activities across the commerce and impact of social needed to needed to
enterprise may be:
deliver deliver
- complementary - that is, the business activities are commercial impact
complemented by and/or complement the impact activities. So, value value
for example, in the cafe, having a range of activities in food
preparation, customer service and cleaning, may offer an array of
potential jobs suitable for staff needing support and having
different interests. Complementary activities may be leveraged
for greater efficiencies across the delivery of commercial and
impact value.

- opposing - there may be activities where it is difficult to balance

commerce and impact value delivery. For example, if the cafe
regularly has times when there are long queues and the pressure
to serve customers quickly and efficiently is very high, then these
commercial imperatives and the activities needed to meet them
may be in conflict with activities associated with supporting
workers who may not have experience or capacity to cope easily
with high stress customer service. In this case you may need to
do some problem solving so that commercial and impact
imperatives are balanced or at least can co-exist! Questions to ask about activities in a social enterprise
- What are the key activities that we undertake to deliver our
Being specific about what activities are critical to support and commercial value propositions to customers?
deliver your impacts is helpful not only in understanding what - What are the key activities that are needed to deliver our
needs to be done on a daily basis to maintain your impact focus, impact value proposition?
but also to costing your impact. Unpacking your impact activities - What overlaps are there between the two sets of activities?
is an important part of understanding your business model as a - What are the complementary activities? Are there ways we
social enterprise. Your relationships with your impact customers can build efficiencies into these complementary activities?
and partners will also benefit from understanding just what it takes - What oppositional activities are there? How can we address
to achieve your impact. This is also key to transforming these into these so that they are more balanced?
deeper and ongoing relationships over time (as discussed earlier).
34
Key Partnerships
Questions to ask about partnerships in a social enterprise
Partnerships refer to the network of suppliers, allies, supporters, - What partnerships are critical to helping us achieve our
co-creators and champions that are needed to ensure that a social commercial objectives? How vulnerable are we to changes in
enterprise can deliver on both impact and commercial objectives.
these?
Partnerships can support and enhance both the commercial and - What partnerships can help us deliver, strengthen or scale our
the impact objectives of a social enterprise. The enterprise may impact objectives?
have an active network of supporters who promote products and - What motivations underpin our partnerships?
services or who are vital as a distribution network. Equally, the - How do we structure our partnerships? How do we demonstrate
enterprise may have a network of partners who offer value-adds to
your impact - they may support the participation of employees who the value of our partnerships to each other and externally?
have been unemployed, or they might help a social enterprise to
scale its impact through mechanisms such as social franchising,
using franchising to not only spread the commercial elements but
also the impact.

There may be different motivations for engaging in partnerships

according to whether the partnership is centred on commerce,
impact or both.

Commercial Partnerships Impact Partnerships

(drawn from Osterwalder, 2009)

Optimisation and economy of scale Scaling / Maximising Impact

Reduction of risk and uncertainty Ensuring and Measuring delivery of impact

Acquisition of particular resources and Optimising economies of depth and scope

activities (in relation to impact)

Potential Motivations for Partnerships in a Social Enterprise

35
 Separating out your impact costs from commercial operating
Cost Structure costs can clarify important aspects of the business model.

Like other parts of a social enterprise business model, the

cost structure needs to take account of both the commercial Commercial Costs Impact Costs
operating and production costs AND the costs involved in
delivering the chosen impact. For most social enterprises this - Inventory - Support and participation costs
means understanding the costs involved in keeping the - Premises (extra staff costs to support
‘business’ going, and unpacking what extra costs are needed - Wages/salaries workers)
to actually deliver on the impact of the enterprise. Impact is - Equipment, machinery and tools - Work readiness costs (licences,
rarely, if ever, cost neutral - if it was, then every business may - Utilities
permits, uniforms etc.)
be a social enterprise! If you are employing people who have - Communication and postage
- Insurances - Provision costs (for non-attendance,
experienced long-term unemployment, this can cost you in
- Printing and Stationary extra sick leave etc.)
terms of extra training, support, reduced productivity, poor
- Advertising /marketing - Impact training (eg. training for
performance. These are costs that are incurred above and
beyond the commercial costs of operating your business, and - Bank charges and interest support staff)
we call these impact costs. And of course, they are costs you - Vehicles / transport - Opportunity costs (eg. reduced
are willing to incur in order to achieve your impact objectives! - Accountancy and other productivity, costs of recruiting and
professional fees training new staff constantly if you
Similarly, if you are operating a social enterprise that aims to - Tax are an intermediate labour market
ensure the long-term survival of local farms and farmers by - Depreciation social enterprise)
running a community supported agriculture model, then you - License and compliance costs - Fundraising costs
need to think about the costs that are involved in achieving - Training
- Impact assessment costs
this impact by asking what costs you incur that most - Ethics costs (eg. premiums for fair
commercial operators do not incur? In other words, what trade goods)
costs are stopping commercial operators from purchasing
from the local farms and farmers that you are building your
business around?

Understanding and articulating your impact is critical to

being able to unpack its cost structure. If your impact is Three Critical Questions to ask about Costs in a Social Enterprise
vague or ill-defined, costing it will be equally imprecise.

Next it is important to articulate what activities are undertaken What is the impact we are seeking to achieve in the social enterprise (and what is the
and what resources are needed to deliver your social impact. ❶ difference between our ideal and real impact!)?

This can be done visually by mapping the business process,

all the activities that are undertaken in the course of delivering What activities do we have to undertake to achieve this impact?
value to your customers, and then exploring the ‘impact costs’
associated with each of these activities. The resources
❷ Which of these activities would not be undertaken if this was just a commercial business?
What costs do these activities incur?
needed to undertake these activities can then be added to the
map, alongside additional resources needed to deliver on the What resources are needed to achieve this impact?
impact.
❸ Which of these resources would not be needed if this was just a commercial business?
What costs do these resources incur? 36
Conclusion
The beauty of the business model canvas is that it is a design tool that can be
commerce and impact relate across the business model, and what
used at any stage of an enterprise’s lifecycle: before or at start-up; for testing a
challenges, opportunities and adjustments result from this relationship. It
‘minimum viable product’ model; for growth and development; and when pivots
is not necessarily a relationship that is straight-forward or easy. Just like
are required to build viability or sustainability. Completing a business model is
oil and vinegar, the blending of commerce and impact requires that we
not a desk activity, it is an immersive, practical, collective and engaged exercise
shake up the status quo of both how we do business and what we
that needs to be repeated over time.
believe will create change. But if we can blend these elements well,
whilst also appreciating that they can also work separately (and
I like to use large forms of the BMC, in group settings and I like to display the
sometime need to!), then the result can be extraordinary, creative and
canvas following a workshop so that team members can engage, understand
transformative.
and continue to co-design the business model. This is particularly important in
the context of social enterprises as designing and developing business models
Social enterprises are extraordinary entities. If we can design their
for impact requires the engagement of all those who will contribute to and
business models to reflect the best blends of commerce and impact we
benefit from the enterprise. Further, the story of the commercial and impact
have the opportunity to truly transform people, places and planetary
aspects of the enterprise will evolve over time. It is important that all those who
futures. What better way is there to do business!
have a stake in a social enterprise are able to tell the evolving story of how

Understanding

Prototyping

Innovating
Testing + Validating

Refining
Implementing

The Business Model Canvas as a Design Tool

across the Life Cycle of a Social Enterprise
37
References
Lange, J., Mollov, A., Pearlmutter, M., Singh, S. &
Bygrave, W. (2007) Pre-start-up formal business plans
and post-start-up performance: A study of 116 new
ventures, Venture Capital, 9:4, pp.237-256

Osterwalder, A. & Pigneur, Y. (2010) The Business

Model Generation, Wiley, New York

Osterwalder, A., Pigneur, Y., Bernarda, G. Smith, A. &

Papdakos, T. (2014) Value Proposition Design: How to
Create Products and Services Customers Want, Wiley,
New York.

Bland, D. & Osterwalder, A. (2019) Testing Business

Ideas: A Field Guide for Rapid Experimentation, Wiley,
New York.

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The Yunus Centre
@YunusGriffith

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