Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Online Scaling Up Tool for Entrepreneurs - Update 5 June 2013
Transcript of Online Scaling Up Tool for Entrepreneurs - Update 5 June 2013
business model? What is
sustainable living? Opportunities &
challenges How to identify
for sustainable living ? Practical examples Opportunities &
challenges Practical examples Opportunities &
challenges Practical examples Scaling-up Innovations Framework Scaling-up means "doing more" of "something". It leads to a higher quality of benefits for more people in a wider geographic area more quickly, more equitable and longer lasting. Challenges Opportunities Provide value added products and services witch are in harmony with people and planet
Identify market niches and provide new experience which enhance behavioral change towards sustainable living
Impact on local communities and on people´s lives
Be accountable to the people and stakeholders and demonstrate your success "My challenge while scaling-up greenSwop was to streamline the costs! I had to identify the critical areas in where I could save costs and than I had to reinvest at the right time in order to reach a certain size to benefit from economies of scale." of scaling-up strategies A Switzerland-based company producing bags and accessories out of old truck tarpaulins and used car seat belts, thus giving a second life to materials that would otherwise have ended up in a landfill. The products are traded as luxury goods. This price strategy allowed the company's successful growth. Such growth also meant considerable increase in the use of recycled materials, thus scaling-up Freitag’s impact on sustainable living. Case study: FREITAG
Scaling-up by growing organically Integrated Approach Demand driven Supply driven Niche
consumer markets Growing
consumer markets Mainstream
Consumer markets Pilot scale businesses Emerging businesses Sustainable Supply Chains Enabling Mechanisms and Success Factors Large Scale Uptake of Sustainable Living Individual efforts might not be enough to face the current (environmental) challenges and achieve sustainable lifestyles. Thus it is suggested to incorporate an integrated approach Opportunities Challenges Here STARTS the journey Why is sustainable living important for entrepreneurs? You can save money by reducing your consumption of resources (energy, water, materials, etc) You can add value to PEOPLE, PROFIT and PLANET - by providing products and services which enable and encourage healthy and sustainable lifestyles You can connect with and assist your community by getting involved in collaborative projects SPREAD: Promising Sustainable Living Practices for 2050 One Planet Living How to identify hotspots? What are challenges for entrepreneurs? Situational Factors:
Access to capital
Institutional framework What are opportunities for entrepreneurs? Most problems dealing with social and environmental context can be OPPORTUNITIES for entrepreneurs! Re-use, Reduce, Recycle Health & Happiness Access to low cost, competitive health care and increased well being The behavioral adaptation diagram Not enough awareness / information of what business ideas can contribute towards a more sustainable living. Not enough products or services on the supply side yet to choose from ---> Your OPPORTUNITY as entrepreneur! Sustainable living roadshow Conscious Carnival midway engages participants through games of chance and interactive, fun experiences. Participants enjoy themselves while discovering solutions to some of today’s most pressing environmental and social challenges. ...RATIONALE of how an ORGANIZATION creates, delivers, and captures economic, social, environmental, or other forms of VALUE Business model canvas A tool for visionaries, game changers, and challengers. This method from the bestselling management book 'Business Model Generation' is geared to leading organizations and start-ups worldwide. (Osterwalder & Pigneur, 2010) Opportunities Costs of failure to adapt are extremely high Challenges Collaborative consumption business model ECF is a German company that designs urban farms to produce healthy vegetables and fish within the city environment. The idea addresses small and medium sized purchasers that can become potential city farmers such as supermarkets, restaurants, hotels, architects, schools and universities.
The production is CO2-neutral as no pesticides or transportation is needed. Furthermore it has a reduced water footprint. The ECF Farms seek to revolutionize the food production in cities and provide a significant contribution to climate protection in urban environments.
The company assists with the planning, development and construction of urban farms in specific locations, providing feasibility studies and crop yields estimations. Sustainability driven business models Range of business models for sustainable living Full Costs Business Model Collaborative
Business Model Collaborative
Business Model Product
Business Models Production Process Products and Services Systems Value proposition Drivers Regulations Pressure from stakeholders Case study: Ouro Verde Amazonia Collaborative production business model FORMALITIES... How to guide? How to develop a business model? 2. Business models & innovative approaches More
practical examples How to assess business impacts on sustainable living? Opportunities &
business impacts on sustainable living What to measure? You have selected a sustainable living hotspot? And defined and descried the desired business model to address it? Then you should review associated impacts and added value to people, planet and profit Impacts People Profit Planet Increased revenue with less resources Communication Education & skills Employment & working conditions Governance & human rights Health & happiness Housing Leisure & culture Mobility Nutrition, food & drink Urban & rural development ... from entrepreneur to entrepreneur Karen L.
GreenSwop "I thought, by delegating I was giving up control, but in reality it helped my business to bloom."
- Challenge: Find the right person! "When we started our business we were a small group that shared the information and we had clarity about the company's plans. But as the company grows, such informality has to be replaced by processes, technology and internal communication." "For me the 'right governance' was the real challenge! When I started the bobbleBEE I had a clear vision and mission, but we grew so fast that our social mission was not clear for everybody." Guido G.
Food4UTable Julia H.
The bobbleBEE Ben F.
The Farm INC. Defining: Up-scaling Defining: Scaling-up strategies Scaling-up strategies & success factors FUTURE Behavior change Encourage Discourage Enforce Information Reliable data Connectivity & Networking Availability Partner-
ship Policy makers Stakeholders Supporting governance systems National entrepreneurship strategy Enabling environment Education and skills programmes Regulatory environment Technology & infrastructure ICT & Life Sciences Science & industry
relationship University spin-offs Entrepreneurial capacities
for scientists R&D facilities Financial frameworks Indirect
financial support Financial products and services Developing the business case Assessing business
impacts on hot spots on assessing business impacts on sustainable living Assessing impacts with
"Spider Web" Defining: Business model ... can be described as patterns of CONSUMPTION & PRODUCTION that enable present generations to achieve healthy and happy lives, while respecting environmental limits and thus enabling future generations to do the same.
also: “One Planet Living” or “Sustainable Well-Being” Sustainable living hotspots A HOTSPOT can be defined as sustainable living issue, which has the potential to be improved or strengthened. Hotspots appear on local, national or international level. Typical Focus Disclaimer:
This publication has been produced within the framework of the Business Innovations for Sustainable Scale-Up Project (BISS) supported by the German Federal Ministry for Economics Cooperation and Development (BMZ). It is published by the Collaborating Centre on Sustainable Consumption and Production (CSCP) and can in no way be taken to reflect the views of the BMZ. Authors: Dick van Beers, Venkat Rajendran and Claudia Groezinger (CSCP)
Review and supervision: Nadine Pratt and Michael Kuhndt (CSCP) What is this? How to navigate? Further reading References Find the BALANCE! Sustainability Hotspot Analysis
(SHSA) Create impact! Handbook on sustainable entrepreneurship: http://ebookbrowse.com/create-impact-se-handbook-pdf-d359468621 Impact can be defined in different ways, but in this context, we defined impact as "factors for change" in your lifestyle Value added Impacts can be: internal or external
intentional or unintentional
permanent or temporal
positive or negative A product or service has value added, when the production of them create extra value to consumers without causing additional environmental or social impacts What is impact assessment? Impact assessment is about sustainable change. This is change that comes about as a result of business ideas, projects or programm activities It involves understanding the nature of the change that has taken place (in your business) and to determine its significance (impacts) in people, planet and profit Identify your impacts Reviewing your impacts Energy generation Use of resources Collaborative transport:
Car sharing Consumers as producer:
Local farming Urban planing to decrease mobility needs Human-centered city design Affordable housing solutions Eco-housing Collaborative consumption:
Swopping services New culture habits (e.g. swopping) New leisure possibilities (e.g. sustainable consumption catwalk) And why is it relevant to entrepreneurs.... By assessing impacts, entrepreneurs can not only identify and magnify (and later on scale-up) the positive impacts on hotspots, but also reduce the negative ones More info on scaling-up will be presented in the blue ring, "4. Scale-up impacts" Lack of skills and training to assess triple bottom line impacts There are many methodologies available and entrepreneurs may not know which one they have to apply Information to measure the impacts are not available and/or it is difficult to understand and to implement Other approaches Lack of financial framework which supports the development of sustainable and innovative products and services. Challenges in communicating green ideas as individuals and green reporting as a Business Challenges in behavioral adaptation Use of resources ... make profits over the LONG TERM without causing environmental damage.
... provide a competitive ADVANTAGE by aligning PROFIT PEOPLE and PLANET (environmental objectives) Disruptive Business Model Societal
Business Model Multi-
Product & Service Business Model For entrepreneurs to support sustainability living...... for developing a sustainability driven business model supporting sustainable living Value
scale-up Organizational scale-up Project & program scale-up Assessments are commonly seen as an extra effort for entrepreneurs while starting-up a business idea Thresholds (baselines) and methodologies are difficult to establish and therefore to measure The Spider Web helps to quickly evaluate your products, services or business ideas against an former/other version and to uncover areas of improvement for people, planet and profit. This tool represents graphically the trade-offs between the selected hotspots and the assigned qualitative scale of relevance. This ensures that every aspect of "people, planet, profit" is taken into account. In this canvas profit is not the only key factor. The business model canvas has been customized slightly to integrate the triple bottom line (People, Profit, Planet) and sustainable development. Puma engaged PWC and True Cost to develop a methodology to measure environmental impacts in the life cycle of PUMA’s conventional Suede sneakers versus a pair of PUMA’s soon-to-be-launched biodegradable InCycle Basket sneakers.
The analysis takes account of the environmental impacts caused by greenhouse gas (GHG) emissions, waste and air pollution, as well as the use of natural resources such as water and land along the entire value chain, from the generation of raw materials and production processes to the consumer phase where the product is used, washed, dried, ironed and ultimately discarded.
You can find more details about this in our further reading section The PUMA Product Environmental Profit and Loss (EP&L) Puma´s environmental profit and loss account for the year ended 31 December 2010: http://about.puma.com/wp-content/themes/aboutPUMA_theme/financial-report/pdf/EPL080212final.pdf This tool aims to identify key issues of analyzed categories such as resource use, ecological and social challenges along the value chain in a quick, reliable and life-cycle-phase-specific way
The results highlight so called HOTSPOTS in the product chain. These can be seen as starting point if you want to elaborate actions for improvement in detail Example of SHSA from a retail company (Henkel, 2013) Sustainability Hot Spot Analysis: A streamlined life cycle assessment towards sustainable food chains: http://ifsa.boku.ac.at/cms/fileadmin/Proceeding2010/2010_WS4.4_Bienge.pdf Henkel, Laundry & Home Care (Henkel Sustainability#Master – Persil Duo-Caps compared with Persil liquid laundry detergent bottle): http://sustainabilityreport.henkel.com/typo3temp/pics/10635e9568.png How to scale-up business impacts on sustainable living... Secondary hotspot(s) Secondary hotspot(s) Primary hotspot Primary hotspot Increase positive impacts in primary hotspots prevent negative impacts in secondary hotspots Expanding positive impacts on other hotspots Scaling-up impacts
of organizations Scaling up impacts
of projects and programs Scaling-up impacts
through value creation
to deliver value proposition Customer Relationships
established and maintained with each customer segment Costs
For the organization, environment and society
established and maintained with various partners (e.g. suppliers, clients)
Assets required to offer and deliver products and services Value Proposition
Products and services that produce tangible assets and satisfy customer needs
An organization may serve a specific market niche or several markets integrates the environmental and social costs into company evaluation and decision making processes and /or prices. Traditionally these are considered as externalities Full Cost Business Model encourages organizations to work together on the development of production processes, products, services, and systems with a smaller ecological footprint (e.g. in value chain) Collaborative Production Business Model represents a business strategy that combines the process of dematerialization (crucial in developing economies) with innovative disruptive products and services Disruptive Business Model employs social criteria as key components in determining stakeholder relationships and engagement and in influencing consumer habits Societal Business Model facilitates the multi-functional and simultaneous use of products and services to better meet consumer demands and create additional business value Multi-Functional Product & Service Business Model a relatively new concept. A number of innovative business ventures and business models are emerging, such as collaborative work spaces, book swapping, carpooling, bike sharing, peer-to-peer renting Collaborative Consumption Business Model characterized by the integration of technical products and services in the life cycle. Product service systems consider both, the physical use of the products and the relative services necessary to satisfy evolving market trends and customer needs Product service system Business Model How to use it? Defining:
Sustainable living How entrepreneurs can scale up their impacts on sustainable living Governance & human rights
Employment & working
conditions Education & training
Communication Housing & living
Urban & rural development Consumption (= Use of resources)
Energy generation Mobility
Leisure & culture Health & society
Nutrition & food Sustainable living:
How communities - societies - at large choose to live. Sustainable livelihood:
How groups - families, small communities - choose to live Sustainable Lifestyles:
Individual choices and interactions with the environment You can attract, train, and retain the best employees in your business Some examples of
hotspots: One Planet Living uses ecological footprints as key indicator of sustainability. It promotes the idea that living sustainably should involve better quality of life
The One Planet Living approach and the ten principles framework are simple ways to plan, deliver, communicate, and mainstream sustainable development and the green economy (WWWF, 2013; BioRegional, 2013) One planet living: http://www.bioregional.com/oneplanetliving/what-is-one-planet-living/ Since November 2010 Unilever commits its operations to a ten years journey towards sustainable growth
For more info on this approach click on one of Unilever's targets (figure on the right) Unilever Sustainable Living Plan (Unilever, 2013) Environmental Change Influencing Human Behavior Behavioral Factors:
Norms & Values
Beliefs & Identity
Self- efficacy shows the factors which influence the human behaviour. When some of these factors of influence change the overall environment changes as well. Mobility Collaborative transportation systems Nutrition & Food Housing Use of energy Local food (e.g. local farm, rooftop farming, etc..) Providing Affordable Urban housing
Tackling Inefficient housing through eco-design Renewable resources & energy
Energy efficiency & resource management
New efficient Infrastructure Some results from the SPREAD project were scenarios of sustainable lifestyles in the year 2050. These visions were based on an ongoing public discussion in a people’s forum and an online community. Thus the public structures of analysis and interactive assessment of existing promising practices of sustainable living, moving, consuming and healthy life were taken into account. Step a: Select applicable sustainable living hotspot categories
Step b: Select specific hotspots within the hotspot categories applicable to the region or stakeholder (group) under investigation Sustainable living hotspots can be categorized in many different ways
It depends on your application level (macro, meso or micro), your geographic region and preferences of stakeholders involved (e.g. entrepreneurs, multinational corporations, financial institutions) Defining the business models... Nine building blocks of business models cover the four main areas of a business:
Financial viability Personal motivation Sustainability drivers Customer demand Resource efficiency
-> save costs Innovation Regulations, environmental pressure and pushing suppliers Expand your customer markets and increase eco-consciousness of customers Motivate your employees within an environmentally responsible working culture React on volatile fuel prices, disruptive supply of raw material futures Identify internal and external stakeholders' Scaling-up Communicate the vision (in contrast to green-washing) Understand that sustainable business model are not linear Missing access to information on sustainable business practices Sustainable
business model canvas Case study: ECF Efficiency City Farming Full cost business model Case study: AdVinylize Disruptive business model Societal business model Multi-functinal products & services business model Product services and systems business mode Case study: Opower Case study: CEMEX Patrimonio hoy Case study: Peepoople Case study: Cosmos Ignite Innovations Cosmos Ignite Innovations is a social enterprise using a disruptive technology solution to resolve two key sustainability challenges at the same time: Access to lighting for the poor and climate change. The products are based on the work of Stanford University. It offers solar-powered LED-based portable home lighting systems (MightyLight).
Cosmos Ignite provides the foundations for the developing world to leapfrog to the next generation of lighting, which is even more efficient than incandescent lighting, while avoiding the pitfalls of dangerous mercury vapour in fluorescent light sources. MightyLight systems are used in India, Afghanistan, Pakistan, Kenya, Nigeria, Guatemala, Panama and many other regions with almost 100,000 people being impacted (2008). Ouro Verde Amazonia was founded in 2002 produces and sells products made from the Brazil nut while promoting sustainable land use. Ouro Verde provides an alternative to the common notion that high impact lumber exploitation and deforestation are the best economically viable use of the land.
Brazil nuts are collected from the forest floor – trees are not cut down to harvest the nuts. Only a small fraction of the Brazil nuts are collected, leaving seeds for the Brazil tree to propagate. About 1.3 million hectares of rain forest are sustainably managed by Ouro Verde supplier partners. The Brazil nuts are sustainably harvested by local community members who sell directly to Ouro Verde and receive fair prices for the nuts since middle men have been eliminated. http://www.ouroverdeamazonia.com.br/ AdVinylize was founded in 2007 with the aim to create sustainable promotional products from discarded advertising materials. Billboard vinyl commonly used for outdoor advertisements is repurposed into durable, high-quality goods (e.g. totes, wallets, coolers, beach slings and messenger bags) that are both highly useful and provide an option to keep the material from landfills.
Despite this success in scaling-up impacts, AdVinylize remained so far a small company with just one employee. It plans to continue expanding geographically by targeting advertising agencies and their clients in Southern California and Arizona. http://advinylize.com/ CEMEX is a Mexican global building materials company. It produces cement, ready-mix concrete and related building materials in more than 50 countries. Since 1998 the CEMEX Patrimonio Hoy program seeks to make housing affordable for low-income Mexicans. The program provides customers with access to credit as well as advice on building techniques (since most low income customers in Mexico build or expand their homes themselves).
Since the beginning of the program, it has provided affordable housing solutions to more than 350,000 families in Mexico, Colombia, Costa Rica, Nicaragua and the Dominican Republic. The program’s international expansion was fueled by a partial credit guarantee of up to $10 million from the Inter-American Development Bank (IDB) in 2011. It is estimated that by 2016, more than 750,000 low-income families in Latin America will be beneficiaries of Patrimonio Hoy. Roughly 2.5 billion people across the world do not have access to dignified sanitation. This leads to water contamination – a primary cause of typhoid, diarrhea and other intestinal diseases. Moreover, much of agricultural production in the developing countries is dependent upon imported chemical fertilizers rather than natural local fertilizers.
Peepoole addresses both of these problems with the offer of single-use, self-sanitizing and fully biodegradable toilets which are rendered harmless in two to four weeks and can be used as a natural fertilizer. The Peepoos are distributed through kiosks and local micro-entrepreneurs. A refund is given for each used Peepoo brought back to the collection points. In addition, Peepoos can be used as an emergency solution in humanitarian response missions and refugee camps. http://www.peepoople.com http://www.cemexmexico.com/DesarrolloSustentables/PatrimonioHoy.aspx Opower (Positive Energy until 2009) is a private company founded in 2007. It partners with utility providers to promote energy efficiency through home energy reports for utility customers developed with Opower’s software. This software analyzes the usage of energy and offers recommendations on energy saving by making small changes in energy consumption. Through this service Opower helps to protect the environment, boosts energy security, saves money for utility customers and influences their energy consumption behavior.
The company received a number of high-profile awards and endorsements, including the Global Tech Pioneer 2010 of the World Economic Forum and the Green Jobs Award 2010. Its services were praised by the US President Obama who said that the company’s growth is “a model of what we want to be seeing all across the country.” http://opower.com http://www.ecf-center.de/en/ Costs Value Added value:
Maximized efficiency Profile: This Business model is organized around the concept of localness (local suppliers, local distribu-tion, local finance, etc.)
Recommended scaling-up strategies: Organic growth, partnerships, franchising, social franchising How to use the Spider Web tool Case study: BioVeg Secondary hotspot Secondary hotspot Scaling-up lead to use smarter, more efficient methods and tools to achieve the desired outcome This is a bottom-up framework starting at the inner layer with "Sustainable living".
Each of the 4 layers provides an introduction to the concept, some opportunities and challenges, a "how to"-guide, and practical examples.
If you are interested in a specific topic you can zoom in and find out more detailed info
For further information and methodologies check out the "Further reading" section. The CAP-Markt concept was invented and implemented by GDW SÜD (Genossenschaft der Werkstätten für behinderte Menschen eG), a charitable cooperative providing employment for disabled people (handiCAPped). Since the founding date in 1999, the number of CAP-Märkte shops has been growing steadily and reached 90 shops in 2011. They provide employment to 1,200 people of which 700 are disabled.
Up-scaling was achieved by using the social franchising scheme: Each franchisee pays GDW SÜD a fee for the franchise, as well as 0.6% of turnover. No specific financial package is offered to franchisees. However, the fact that CAP-Märkte emerged as an established brand with a proven concept increases investor confidence. Case study: CAP-Märkte
Scaling-up beyond organizational boundaries Essilor International’s project to provide glasses to the bottom of the pyramid (BOP). Visual impairment is not only a health (or discomfort issue) but it also has economic, educational and public safety implications. Essilor entered the BOP market in India in 1998, selling their glasses only through optical shops in urban centres. Therefore 70 percent of India’s rural population did not have access to Essilor’s products or services, whereas addressing rural poors could not only contribute to Essilor’s growth but also allowed to sacle-up the impact.
In 2005 Essilor teamed up with two Indian eye hospitals (Aravind and Sankara Nethralaya) to launch a new project – a tele-ophthalmology van and a refraction van visiting rural communities to provide eye care and distribute glasses. This project expansion turned out to be a commercial success up-scaling impact potentials considerably. Case study: Essilor
Functional scaling-up through vertical integration WeGreen enables a dialogue between consumers and corporations. Users of the online platform can rate the sustainability of companies and the companies can reply to those evaluations.
WeGreen collects all substantial, factual and credible ratings of the corporate social responsibility (CSR) of companies in Germany. Thereby, both consumers and producers are enabled to make more sustainable choices and to substitute one product for another. Case study: WeGreen
Scaling-up by product substitution The companies organized in the Repair Network Vienna offer mobile maintenance and repair stations for consumer goods.
Different repair and service companies collaborate to make repair services more attractive. The aim is to improve the competitiveness of repaired goods in relation to new bought goods. As a result, higher resource efficiency and reduction of waste can be achieved. Case study: Repair Network Vienna
Scaling-up by using longer WaterHealth International is a US-based for-profit social-purpose venture. It installs UV Waterworks (UVW) technology for disinfecting water with the help of ultraviolet light in the so-called Water Health Centres (WHCs) in villages in developing countries.
To scale-up the number of WHCs, Water Health International was actively reaching out to potential investors and succeeded in raising capital from multiple financial sources, including banks, venture capital firms, local governments and the International Finance Corporation (IFC). With this funding the company installed over 600 WHCs in many countries around the world, including India, the Philippines, and Ghana providing clean water to more than one million people (2009). Scaling up by building capacity
Case study: Water Health International With the keyboard: With the mouse: Scroll up and down: zoom in or out
Hold left click and move: go from one spot to another Right and left arrow: move forward and back along the path
Up and down arrow: zoom in or out
Space: advance along the path
Escape: end the presentation Create positive impacts on sustainable living and the environment (Osterwalder & Pigneur, 2010) (based on Osterwalder and Pigneur, 2010 and CSCP, 2012) Scaling-up strategies & success factors for scaling-up impacts for assessing impacts The tool uses a qualitative scale from 1 to 5
1 reflects a significant negative impact, 5 a significant positive impact (Scaling up Strategies for Entrepreneurial Firms: How to Scale up Business Impacts on Sustainable Living. by Liudmila Nazarkina; 2013) Success factors and strategies Scaling-up strategies describe how business impacts on sustainable living can be scaled-up. To achieve scaling-up of business impacts on sustainable living, you need to scale-up the success factors. Defining success factors The conditions required to achieve scaling up of business impacts on sustainable living To switch to more sustainable lifestyles and living conditions, it is necessary to address stakeholder behaviours (e.g. encourage, discourage, enforce) and awareness, including consumers, business, policy makers, financial institutions, etc. The economic and financial means by which entrepreneurs and businesses can leverage the development of sustainable products, services and business models. During a scaling–up process it is not intended to know everything. Connect with the right people and access to relevant and reliable data to assist in decision making Partnerships Partnerships and alliances are an important precondition to develop any strategy to scale-up business impacts on sustainable living. Partnerships are the means by which different actors interact and enable the replication of impacts Governance systems Governance systems provide an enabling environment for sustainable entrepreneurship and business innovations of reliable rules, information stability and trust among stakeholders Technology and infrastructure Fit-for-purpose, practical and feasible technologies and supporting infrastructures to enable the implementation of the business innovations Behaviour change Financial frameworks Information Ways to scale-up business impacts on sustainable living http://www.sustainable-lifestyles.eu (The True Cost of Consumer Goods, 2013) http://www.sustainablelivingroadshow.org The True Cost of Consumer Goods, 2013: http://www.trucost.com/_uploads/downloads/GreenBiz_true%20cost%20of%20clothing.pdf Based on: Why scaling up is tough, Pradeep Gupta, Ed. 29.05.2011) Why scaling up is tough, Pradeep Gupta, Ed. 29.05.2011.: http://businesstoday.intoday.in/story/start-ups-challenges-pradeep-gupta/1/15471.html BISS Research Framework Report, 2012 Unilever, 2013: Sustainable Living Plan: http://www.unilever.com/sustainable-living/uslp/ WWf, 2013: The 10 principles of one planet living: http://wwf.panda.org/what_we_do/how_we_work/conservation/one_planet_living/about_opl/principles/ BioRegional, 2013: One planet living: http://www.bioregional.com/oneplanetliving/ SPREAD Project 2012, SPREAD promising sustainable living practices for 2050: http://www.sustainable-lifestyles.eu Sustainable Living Roadshow, 2013: http://www.sustainablelivingroadshow.org/ Osterwalder A., Pigneur Y. (2010). Business Model Generation. Self-published. Advinylize ™, 2013: The Face of AdVinylize- Sue Rigler (Advinalize Youtube channel) http://advinylize.com Ouro verde amazonia, 2013: http://www.ouroverdeamazonia.com.br/eng/products.php Peepoople, 2013: Video - Peepoo Introduction: http://www.peepoople.com CEMEX, 2013: CEMEX Patrimonio Hoy: http://www.cemexmexico.com/DesarrolloSustentables/PatrimonioHoy.aspx Eficient City Farm (ECF), 2013: http://www.ecf-center.de/en/ Channels
communication, distribution, and sales channels to best deliver products and services Value
For the organization, environment and society + + Primary hotspot To switch to more sustainable lifestyles and living conditions, it is necessary to address stakeholder behaviors. Encourage, discourage, or enforce them and raise the awareness of consumers, business and policy makers, financial institutions, etc. The economic and financial means by which entrepreneurs and businesses can leverage the development of sustainable products, services and business models NOW of sustainable business models of sustainable living