Business Development Strategy For Ngo – The perspectives represent different frameworks from which to explore knowledge about sustainable sanitation and water management. Insights are like filters: they compile and structure information related to a specific topic, region, or context. This allows you to quickly navigate to content of particular interest while promoting a holistic understanding of sustainable sanitation and water management.
A business model is a conceptual framework for describing how a social enterprise, start-up or NGO creates, captures and delivers value. The Business Model Canvas (BMC) developed by Osterwalder and Pigneur (2010) serves as a practical tool for designing truly customer-oriented business models to meet market needs. However, it also covers aspects related to customer segmentation, customer relationships and revenue streams, etc. to translate a business idea into a practical business model.
Business Development Strategy For Ngo
The Business Model Development fact sheet gives you an overview of how to apply the business model canvas. In order to conceptualize a business model in depth, there are a wide range of tools available from the validation and plan phase data sheets that should also be considered.
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The term business model is widely used in theory and practice and reflects the basic aspects of a business as such. Osterwalder and Pigneur describe it as “[…] the rationality of how an organization creates, delivers and captures value” (2010, p.14). To translate these 3 basic tasks into concrete building blocks, they developed the Business Model Canvas. Business Model Canvas comprising customer segments, value propositions, (distribution) channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structure. This method can help safe water companies capture the strategy of how to create value for specific target groups, called customer segments, and how to reach these customer segments with drinking water or domestic water treatment solution (HWTS) that price. An important dimension at an early stage is the determination of the sources of income so that the business can become profitable or break even. In a next step, the business model covers the aspects related to the required resources, how to finance the business, who to work with to make the business work, etc. When reflecting on your existing business or defining a new idea, it is essential to address these issues, especially when working in a complex BoP market.
Developing a business model is critical for socially oriented, for-profit drinking water companies starting to flesh out a business idea. It will help to evaluate and refine the business idea, as well as to reflect and improve the model of a current business. It is applicable to both profit and non-profit operations.
With the prominently used Business Model Canvas (BMC) (OSTERWALDER & PIGNEUR 2010), a company can refine, reflect or define its business model and make strategic decisions on how to proceed and implement its developed ideas. BMC’s goal is to help water entrepreneurs understand their business idea and how the business works to encourage debate, foster analysis and stimulate creativity to design a business model that works.
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To further explore the basics of your business model, we refer you to the other project phase tools in this toolkit: value proposition, value creation, simple versus complex business models, innovative ways to reach non-users, and retail and mobile sales. strength
During the workshops, which bring together different stakeholders, you can discuss how your business model can be developed/improved to create a unique business model using BMC:
Thinking through and completing the BMC for your company is the first step to a successful business. But having a BMC is not the end of the job, the work starts now: you need to prototype and validate your business ideas to see how they work in the real world and adapt to your customers’ needs (see the human-centric tool . design ).
This publication analyzed the business models of 29 food security PPPs and 13 sustainable water PPPs to better understand their business models, with a focus on inclusion and risk management.
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Business Model Generation is a handbook for visionaries, game changers, and challengers who strive to challenge outdated business models and design the companies of tomorrow. If your organization needs to adapt to new harsh realities, but you still don’t have a strategy that puts you ahead of your competitors, you need business model generation. The book presents practical innovation techniques designed for doers, it is for those who are ready to abandon outdated thinking and adopt new models of value creation.
OSTERWALDER, A. and PIGNEUR, Y. (2013): Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. John Wiley & Sons URL [Accessed: 08/09/2018]
IFC publications provide practical information and checklists for developing a drinking water business. The theoretical information is illustrated with examples and a case study in Kenya.
International Financial Cooperation (IFC) (2013): Water Business Kit Kenya: A guide to starting your own water treatment and vending business. Washington, D.C.: URL [Accessed: 2018-08-09]Long-term alliance shows how companies can work with NGOs to improve social impact and find new market opportunities
Unlocking Growth In Small And Medium Enterprises
Is a global expert in corporate and non-profit partnerships. He is a professor of management and operations at the Villanova Business School.
Companies can improve their social and environmental performance and find new market opportunities through partnerships with non-governmental organizations (NGOs). The knowledge, experience and capabilities of NGOs and corporations are different and can be complementary. Together, NGOs and companies often achieve more than they could alone. But misunderstandings and other obstacles can prevent partnerships from reaching their potential.
Read on for key lessons for companies looking to engage with NGOs, illustrated by the example of a partnership between Swiss Re and Oxfam.
In 2007, international development NGO Oxfam approached Swiss Re, a leading global insurance company. Oxfam wanted Ethiopian farmers to have insurance against risks to their crops caused by climate change. There was no insurance product available and Swiss Re had the expertise to develop it.
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Swiss Re also saw potential benefits in the collaboration. Swiss Re’s experience was mainly in rich countries, but it was interested in expanding its market to developing countries and had a strong organizational commitment to addressing climate change. Swiss Re appreciated Oxfam’s long presence in Ethiopia and deep understanding of the country’s environment and culture.
In both organizations, the partnership had to overcome internal resistance. The project was new and working with an organization from another sector was unusual.
At Oxfam, the project leader recalled: “Some influential and powerful colleagues speculated with open hostility about what Swiss Re’s true motives must be.” Strong leadership allowed the project to move forward. The project champion was respected by other employees and the project was supported by executive management.
At Swiss Re, the project had strong champions involving both business and philanthropic units, clearly linking the project to business strategy.
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The two organizations started by working on a pilot project in a village in Ethiopia. They gradually developed trust in each other and their approach to the problem, and continually explored ways in which the collaboration could better suit the needs of both organizations.
A discussion in 2010 between Oxfam and Swiss Re leaders about how the project is connected to food security, another priority issue for Swiss Re, was “the moment when the light went on” and the opportunities for expansion became clear. Five years after the partnership began, Swiss Re and Oxfam were working on projects in Ethiopia and three other West African countries.
The Swiss Re–Oxfam story highlights some key aspects that influence the success of collaborations. We have seen these themes in various studies of business-NGO partnerships, including large-scale surveys, case studies and personal interviews. These are important whether your company is working on a project at home or abroad.
Partnerships between companies and NGOs are complex and challenging. But both corporate participants and NGOs can benefit from them. To give new partnerships the best chance for success, approach relationships carefully, structure them carefully, and seek continual recalibration as they evolve. The Oxfam and Swiss Re partnership reflects the power and possibilities of this partnership, but also the real challenges to achieving these benefits.
Strategic Planning Should Be A Strategic Exercise
Cross-sector collaborations have continued to flourish and expand, and the Swiss Re/Oxfam effort has deepened and expanded. It was renamed the R4 Initiative for Rural Resilience and added more government, non-government and private partners. In 2019, it reached more than 87,000 farmers, or about 450,000 people, including families, in Ethiopia, Kenya, Malawi, Senegal, Zambia and Zimbabwe. The program helps them manage risks related to weather issues through various strategies, including insurance. In 2018 alone, approximately $1.5 billion in insurance payments were distributed through the initiative to offset weather-related losses.
Currently, the COVID pandemic and its economic and social impacts have only emphasized the importance of multi-sector partnerships. Efforts spanning governmental, non-governmental and private actors have been essential to obtain and distribute personal protective equipment (PPE) and to develop and make treatment and testing available. These collaborations will be