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Scaling-up Innovations Framework
Transcript of Scaling-up Innovations Framework
& success factors What is a
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 more quality benefits to more people over wider geographic area, more quickly, more equitable and more lastingly. Challenges for measuring impacts Opportunities for measuring impacts Provide value added products and services with are in harmony with the people and the 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 & stakeholders and demonstrate success "My challenge while scaling-up greenSwop was streamline the costs! I had to identify the critical areas in where I could save costs and than I had to re-invest 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 that produces bags and accessories made 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. Freitag develops luxury goods. This price strategy allowed its successful growth. Such growth also meant considerable increase in the use of recycled materials, thus scaling Freitag’s impacts on sustainable living. scaling-up by growing organically
Case study: FRITAG 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 Because individual efforts might be not enough to face the current (environmental) challenges and achieve sustainable lifestyles it is suggested to incorporate an integrated approach Opportunities for entrepreneurs
to scale up impacts Challenges for scaling up impacts Here STARTS the journey Why is sustainable living important for entrepreneurs? To create value to people, profit and planet by delivering products amd services which support sustainable living. To save money by reducing our consumption of resources (e.g. energy, water, materials, etc). To provide products and services which enable and encourage healthy and sustainable lifestyles. To connect with and assist your Community by getting involved in community 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 concerns. A business model describes the rationale of how an organization creates, delivers, and captures economic, social, environmental, or other forms of value. Business model canvas Business Model Canvas, a tool for visionaries, game changers, and challengers. This method from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide. (Osterwalder & Pigneur, 2010) Opportunities for sustainability driven business models Cost of failure to adapt is extremly high Challenges for sustainability business models Collaborative consumption business model ECF is a German company that designs urban farms to produce healthy vegetables and fish within the city environment. This idea is thought for small and middle consumers that can become potential city farmers such as supermarkets, restauranteurs, hoteliers, architects, schools and universities. One of the assets of this model is the CO2-neutral production with no pesticides, zero transportation miles, and with a reduced water footprint. The ECF Farms seek to revolutionize the food production in the cities and provide a significant contribution to climate protection in urban environments.
The company assists with the planning, development and construction of the urban farms in specific locations, including feasibility studies, crop yields estimations Sustainability driven business models Categorization 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 Some other
practical examples How to assess business impacts on sustainable living? Opportunities &
business impacts on sustainable living What to measure? After defining and describing the desired business model to address the selected sustainable living hotspot, entrepreneurs 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 & work conditions Governance & human rights Health & happiness Housing Leisure & culture Mobility Nutrition, food & drink Urban & rural development Challenges from entrepreneur to entrepreneur Karen L.
GreenSwop "I thought that by delegating I was giving up control, but in reality it helped my business to bloom"...
... The challenges was to find right person! "When I started my business we were a small group who 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 growth so fast that our social mission was not clear for everybody". Guido G.
Food4UTable Julia H.
the bobbleBEE Ben F.
The Farm INC. Defining "scaling up" Defining scaling up strategies Scaling up strategies & success factors FUTURE Behavior change Encourage Discourage Enforce Information Reliable data Connectivity & Networking Availability Partnership 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 Non-direct financial support Financial products and services Developing the business case Assessing business
impacts on hot spots on how assess business impacts on sustainable living Assessing impacts with
"Spider Web" Defining business models Sustainable living 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.
SUSTAINABLE LIVING is also referred to as “One Planet Living” and “Sustainable Well-Being” Sustainable living hotspots A hotspot can be defined as a Sustainable living issue (Positive/Negative) which has the potential to be improved or strengthened. These hotspots can be Local, National or International Typical Focus Disclaimer:
This publication has been produced within the framework of the Business Innovations for Sustainable Scale-Up (BISS) Project supported by the German Federal Ministry for Economics Cooperation and Development (BMZ). The content of this publication are the sole responsibility of 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 move around? Further reading References Find the BALANCE! Sustainability Hot Spot Analysis (SHSA) Tool 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 a "change" or factors for change in your life style. 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 does "assessing impacts" mean? Impact assessment is about sustainable change. This is change that comes about as a result of business ideas, projects or programme 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 not only can identify and magnify (later on scale up) positive impacts on hot spots, but also they can reduce the negative impacts on (primary and secondary) hot spots. More info on scaling up will be presented in the next step of this framework. 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 Sustainability driven business will make profits over the long term whilst not causing environmental damage. Sustainability driven business model provides a competitive advantage by aligning profit, people and environmental objectives Disruptive Business Model Societal
Business Model Multi-Functional
Product &Service Business Model For entrepreneurs to support sustainability living...... In developing a sustainability driven business model .... supporting sustainable living... Value Creation Up-scale Organizational Up-scale Project & Programme Up-scale NOW 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 "older/other version" and to uncover areas for 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. The business model canvas has been customised slightly to to integrate the triple bottom line logic and sustainable development. In this canvas profit is not the only key factor, planet and people plays also an essential role to achieve sustainable living. 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 SHSA aims to identify key issues of analysed categories, such as resource use, ecological and social challenges along the whole value chain, in a quick, reliable and life-cycle-phase-specific way.
The results highlight so called „hot spots“ in the product chain and can be seen as starting point for detailed elaboration of efficient actions for improvement. 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 Scaling up business impacts on sustainable living by... Primary hotspot Primary hotspot Primary hotspot Secondary hotspot(s) Secondary hotspot(s) Primary hotspot Primary hotspot a) Increase positive impacts in primary hotspots b) Expanding positive impacts on other hotspots c) Increasing positive impacts in primary hotspots and prevent negative impacts in secondary hotspots Scaling up impacts of organisations Scaling up impacts of projects and programs Scaling up impacts through value creation Key Activities
Key activities to deliver value proposition Value
For the organisation, environment and society Customer Relationships
Type of relationships established and maintained with each customer segment Costs
For the organisation, environment and society Key Partnerships
Relationships established and maintained with various partners (e.g. suppliers, clients) Channels
Consist of communication, distribution, and sale channels to best deliver products and services Key Resources
Assets required to offer and deliver products and services Value Proposition
Products and services that produce tangible assets and satisfy customer needs Customers Segments
An organisation may service a specific market niche or several markets Full Cost Business Model integrates the environmental and social costs into company evaluation and decision making process and /or prices. Tradionally these are considered as externalities. Full Cost Business Model Collaborative production business model encourages organizations(e.g. in Supply/Value chain) to work together on the development pf production processes, products, services and systems with a smaller ecological footprint Collaborative Production Business Model Disruptive business models represent a business strategy that combines the process of de-materialization – a process, which is crucial in developing and emerging economies – with innovative disruptive products and services. Disruptive Business Model The societal business model employs social criteria as key components in determining stakeholder relationships and engagement and in influencing consumer habits. Societal Business Model The multi-functional product/service business model facilitataes 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 It is a relatively new concept. A number of innovative business ventures and business models are emerging, such as colaborative work spaces, book swapping, carpooling, bike sharing, peer-peer renting. Collaborative Consumption Business Model Product service systems are charecterised by the integration of technical product and services along the value life cycle. They 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? Sustainable living? Assisting entrepreneurs to scale up their impacts on sustainable living. Secondary hotspot(s) Governance &
Employment & work
conditions Education & Skilling
Communication Housing / Living
Urban & Rural development Consumption / Use of resources
Energy generation Mobility
Leisure & Culture Health & Society
Nutrition & Food Sustainable living:
How communities at large choose to live. It applies to societies Sustainable livelihood:
How groups of people choose to live
(from family to small Communities) Sustainable Lifestyles:
Individual choices and interactions with others and nature To attract, develop and retain the best employees in your business. Some examples of
hot spots are: One Planet Living uses ecological footprinting as its key indicator of sustainability. It promotes the idea that living sustainably should mean a better quality of life.
The One Planet Living approach and ten principles framework is a simple way 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 develop The "Unilever Sustainable Living Plan" it commits their opperations to a ten year journey towards sustainable growth.
For more info to this approach click on one of the each targets from Unilever (figure beside). 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 The SPREAD project aims to create scenarios of sustainable lifestyles in 2050 through a social platform, focusing on sustainable living, moving, consuming and healthy life and by setting up a people’s forum and an online community in order to host an ongoing dialogue open to the public Structures of analysis and interactive assessment of current initiatives and promising practices of sustainable living. As visualised in figure below Step a includes the selection of applicable sustainable living hotspot categories and step b involves the selection of specific hotspots within the hotspot categories applicable to the region or stakeholder (group) under investigation. Sustainable living hotspots can be categorised in many different ways.
Their categorisation is often subject to their application levels (macro, meso, and micro), geographic region, and preferences of stakeholders involved (e.g. entrepreneurs, multinational corporations, financial institutions) Defining the business models... Nine building blocks of business models shows the logic of how a company intends to make revenue. The nine blocks cover the four main areas of a business: customers, resources, infrastructure, and financial viability. Personal motivation Drivers for Sustainability in business Customer demand Cost saving through resource efficiency Innovation Regulations, environmental pressures and Supplier push Expanding your customer markets and increasingly eco-concious customers Employee motivation within an environmentally responsible work culture Volatile fuel prices, dispruptive supply of raw material futures Identifying internal and external stakeholders Scaling-up Communicating the vision (in contrast to green-washing) Understanding non-linearity of a sustainable business model Lack of 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, specifically access to lighting by the poor and climate change. Cosmos Ignite products are based on the work of Stanford University. It offers solar-powered LED-based portable home lighting system (MightyLight).
Cosmos Ignite provides the foundations for the developing world to “leap frog” to the next generation of lighting, which is even more efficient than incandescent lighting, while avoiding the pitfalls of dangerous mercury vapour in fluorescent bulbs. The MightyLight systems are used in India, Afghanistan, Pakistan, Kenya, Nigeria, Guatemala, Panama and many other regions with almost 100,000 people being impacted (as of 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 the middle man has been eliminated. http://www.ouroverdeamazonia.com.br/ AdVinylize was founded in 2007 with an 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 out of landfills.
Despite this success in scaling 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. CEMEX “Patrimonio Hoy” programme(launched in1998) seeks to make the housing affordable for low-income Mexicans. The programme provides customers with access to credit as well as advice on building techniques (since most lowincome customers in Mexico build or expand theirhomes themselves).
Since the beginning of the programme, it has provided affordable housing solutions to more than 350,000 families in Mexico, Colombia, Costa Rica, Nicaragua and the Dominican Republic. Theprogramme’s international expansion was fuelled 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 lowincome families in Latin America will be beneficiaries of the Patrimonio Hoy programme. Roughly 2.5 billion people across the world do not have access to dignified sanitation. Absence of basic sanitation 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 fertilisers rather than natural local fertilisers.
Peepoos addresses both of these problems with the offer of single-use, self-sanitising and fully biodegradable toilets which are rendered harmless in two to four weeks and can be used as a natural fertiliser. 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 privately held company founded in 2007. It partners with utility providers to promote energy efficiency through Home Energy Reports for utility customers developed withOpower’s software. This software analyses the usage of energy and offers recommendations on energy saving by making small changes in energy consumption. Through this service, Opower helps protect the environment, boosts energy security, saves money for utility customers and influences their energy consumption behaviour.
The company received a number of high-profile awards and endorsements, including the Global Tech Pioneer by the World Economic Forum on 1 September 2010 and the Green Jobs Award at the end of 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: Business model is organised around the concept of localness, including local suppliers, local distribution, local finance, etc.
Recommended scaling up strategies: Organic growth, partnerships, franchising, social franchising Application of the Spider Web to assess impacts Illustrative case study: BioVeg Secondary hotspot(s) Secondary hotspot(s) Scaling-up lead to use smarter, more efficient methods and tools to achieve the desired outcome. This is a bottom up framework. It goes through 4 steps starting with "Sustainable living".
Each Step provides an introduction to the concepts, opportunities and challenges, "how to guide", and practical examples.
If you are interested in a specific topic you can zoom in and find out more deteiled 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 fur behinderte Menschen eG), a charitable cooperative providing employment for disabled people (handiCAPed). Since the founding date in 1999, the number of CAP-Märkte shops has been growing steadily and reached 90 shops in 2011. These 90 shops provided employment to 1,200 people, of which 700 are disabled employees.
Such scaling up was achieved by using the social franchising scheme. Each franchisee pays GDW SÜD a fee for the franchise, aswell as 0.6% of turnover. No specific financial package is offered to franchisees; however, the fact that CAPMärkteis now an established brand with a proven concept increases investor confidence. Scaling-up beyond organisational boundaries
Case study: CAP-Märkte Essilor International’s project to provide glasses to the bottom of the pyramid (BOP) market. 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. Initially its glasses were sold only through optical shops in urban centres, which meant that 70 percent of India’s rural population did not have access to Essilor’s products or services, whereas addressing rural poor could not only contribute to Essilor’s growth but also allow it to achieve a wide-scale 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, which visited rural communities to provide eye care and distribute glasses. This project expansion turned out to be a commercial success with considerable impact potential Functional scaling up through vertical integration
Case study: Essilor WeGreen enables a dialogue between consumers and corporations. Its users can rate the sustainability of companies themselves and the companies can reply to those evaluations.
WeGreen collects all substantial, factual and credible ratings about the Corporate Social Responsibility (CSR) of companies in Germany.Thereby, producers are enabled to make more sustainable choices and to substitute one product against another Scaling up by product substitution
Case study: WeGreen Repair Network Vienna - Companies offering mobile maintenance and repair stations for consumer goodscollaborate with a network in Vienna.
Different repair and service companies collaborate to make repairservices more attractive. The aim is to improve the competitiveness of repaired goods compared to buyingnew goods. As a result, higher resource efficiency and reduction of waste could be achieved. Scaling up by longer use of products and services
Case study: Repair Network Vienna 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 socalledWater Health Centres (WHCs) in rural villages in developing countries.
To scale the number of WHCs, Water Health International was actively reaching out to potential investors and succeeded in raising capitalfrom multiple financial sources, including banks, venture capital firms, local governments and InternationalFinance Corporation (IFC). With this funding, Water Health International installed over 600 WHCs in manycountries around the world, including India, the Philippines, and Ghana, thus providing safe water to morethan one million people (as of mid-2009). Scaling up by building capacity
Case study: Water Health International With the keyboard: With the mouse: Scroll up and down: to zoom in or out
Click on the link buttom and move: to go from one point to another Right and left arrow: to move forward and back along the path
Up and down arrow: to zoom in or out
Space: to advance along the path
Escape: to end the presentation Making positive impacts on sustainable living and the environment (Osterwalder & Pigneur, 2010) Modified from Osterwalder and Pigneur (2010) and CSCP (2012) on scaling up impacts for scaling up impacts for assessing impacts The tool uses a qualitative scale from 1 to 5, with 1 reflecting a significant negative impact and 5 signalling a significant positive impact. Scaling up Strategies for Entrepreneurial Firms: How to Scale up Business Impacts on Sustainable Living. by Liudmila Nazarkina (2013). Scaling up success factors and strategies Scaling up strategies describe how business impacts on sustainable living could be scaled up. Scaling up success factors are the conditions required to achieve scaling up of business impacts on sustainable living. 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 but to 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. Supporting governance systems Governance systems permit the generation of an enabling environment for sustainable entrepreneurship and business innovations in terms 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 (Modified from: 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/