Idea Business – Concept - Business Plan 아이디어-기업 컨셉-사업계획

목 차 Creativity and Ideas (창의성과 아이디어) Business Models (사업 모델) Missions (사명) Business plans (사업계획)

Outline Creativity and ideas Business models Missions Business plans

The idea machine

Creative ventures Invention: completely new service or product Extension: new application of an existing product or set of resources Synthesis: combines innovation and adaptation

Idea generation mechanisms Brainstorming Focus groups Surveys

Why Social Enterprises Fail Ideas ≠ Opportunities Bad ideas Good ideas that are not opportunities Opportunity No opportunity Idea A venture with potential is conceived A venture without potential is conceived No idea Missed opportunity Correct rejection of an idea

Maslow’s Hierarchy

The Hierarchy of Social Enterprise Opportunities

Opportunity sources Technological change Public policy shifts Changes in public opinion Changes in taste Social and demographic change

Outline Creativity and ideas Business models Missions Business plans

Business models A business model is a blueprint for how an organization intends to create value Business model components The mission Strategic resources—what we need Partnership network—who we will work with Service interface—how we connect to clients, donors, etc.

Business model threats Is it an opportunity (demand side threats)? Is it economically feasible (supply-side threats)?

Outline Creativity and ideas Business models Missions Business plans

A sample mission 조직 XYZ의 사명은 빈곤청년들이 성공하기 위해 필요한 학술적 능력과 학습 기회를 제공하고, 대학생들이 이러한 욕구를 이해하고 도울 수 있는 기회를 제공함으로써 리더로서 자기개발할 수 있도록 한다.

4 Mission Questions 이 기업은 무엇을 하려고 하는가? 이 기업에게 ‘가치’란 무엇인가, 어떻게 측정되는가? 이 기업에게 독특한 혁신과 적용은 무엇인가? 무엇이 이 기업에게 “성공”인가?

A better mission statement 조직 XYZ는 저속득청년에게 인생에서 성공하는데 필요한 학술적 능력을 제공하고, 대학생들에게 자신의 리더쉽을 능력을 개발할 수 있는 기회를 제공한다. 이는 지역 Z에서 최초의 프로그램으로서, 빈곤위험에 처해 있는 학생들을 지역 Z의 대학생들을 연결해주어 기초적인 학습능력을 제공하며 학술적 성공의 현실적 모범을 창출하고자 한다. 우리의 목적은 지역 Z뿐만 아니라 전국적으로 모방하고 싶어하는 학습과 교육의 모범을 창출하고자 한다.

Outline Creativity and ideas Business models Missions Business plans

Business plans A social enterprise’s “manual” for key constituents Actual and potential funders Government officials The community The social entrepreneur Actual and potential staff and volunteers Board members

Business plan components Business plan summary Description of the enterprise The team The market and industry Marketing and fundraising The financial plan Goals and objectives, with a timeline Risk assessment Supporting documents

Summary What is the venture? Why is it new and important? Who will benefit from it, and how? How (in general terms) will the idea be executed? Who is the social entrepreneur, and what unique skill, service, or background does he or she (or they) bring to the venture? What kind of support for the enterprise is needed, and how much of it? What will constitute success?

Enterprise description The idea, and why it is an authentic opportunity The mission statement Definition of value, and how it is to be measured Key innovations or adaptations Competitive advantage The social enterprise’s legal structure Current status of enterprise

The enterprise team Management Board Advisors Early donors

Analysis of the market and industry Industry description Target market Expected position and share in target market

Enterprise marketing and fundraising Fundraising targets and strategies Grant-writing plans Pricing plan For-profit activities Marketing

The financial plan Financial needs for 3-5 years Financial projections (Income statements) Cash-flow projections (Balance sheets)

Enterprise goals and objectives Definition of success Intermediate goals and success measures Evidence that goals can be achieved Timeline Start of the enterprise Incorporation date, if any Hiring, space, and equipment acquisition Start of service delivery Beginning of cash flow from fees, grants, and donations Enterprise growth milestones Goal attainment

Enterprise risk assessment Financial risk Legal risk Talent risk Environmental risk Political and governmental Economic Demographic

Most common B-plan pitfalls Failing to communicate realistic goals Failing to anticipate problems, lack of evident commitment or dedication to the venture Lack of experience Failure to demonstrate market niche