What are the types of business fundraising
Now it is time to fill the individual segments of the empty canvas of ideas with life and content. Where and which information should be entered is precisely prescribed. Essentially, there are 9 components that a business model or project in the nonprofit sector must fulfill:
1. Stakeholder: All persons or organizations that play a key role in the project. This includes suppliers, regional associations, the media and, above all, your own community. What resources and activities are you contributing to the project?
2. Social innovation: product, service, idea or change to be created. The project must be described exactly, emphasizing the degree of innovation. What can we do new and different than previous offers on the market?
3. Key resources: The totality of all essential goods that are needed for the implementation of the idea. This not only includes material resources, but also, for example, knowledge, time and the support of volunteers from your own community.
4. Social problem: Description of the existing social or ecological problem that should be focused in the project. The social impact, i.e. the social added value that arises for society, is of extreme importance. The commercial impact, i.e. the market performance, is also important: What (ideal) value do we convey to our supporters, what needs do we meet?
5. Customer Relationships: Determines how to deal with different types of donors and supporters. Some customers want close contact and communication, for others it is enough to receive a report on the success of the project at the end of the project - all basic principles of customer communication are recorded here.
6. Channels: Defines which media channels are used for external communication. This includes all advertising measures, activities in social media, information on the website, mailing lists and direct contact with stakeholders and supporters. Also includes the planned evaluation of the media strategy.
7. Customer segments: For whom is the project being carried out, who are the most important customers? A distinction must be made here between customers of the social service, i.e. the recipients of the aid measures and support, and the customers of the market service, i.e. the donors. Both parties have different expectations and hopes for the implementation of the project.
8. Cost structure: All costs associated with the project - and how they are covered. A list of the most expensive and cost-effective measures should not be missing, as well as the listing of possible support measures, grants and donations.
9. Sales and compensation model: closely related to the cost structure. Here it is listed which contracts have to be concluded, which income can be expected from which sources and, if sales are generated, how these are redistributed and used to continue the project.
The individual steps structure the way of thinking and working when designing the project. Of course, it is also allowed and desired to think outside the box and creatively expand the plan if necessary. However, it is advisable to stay close to the template first, to enter all essential information and to revise it several times if necessary.
Why is the method particularly useful for fundraisers?
The Social Business Model Canvas is ideal for bundling creative ideas and converting them into realizable concepts for implementing social projects. Especially for those nonprofit organizations that are passionate about the matter, but still have uncertainties in the business sector of social work, can orientate themselves well on the given structure.
The broad application of the method in the commercial sector also shows that even experienced fundraisers can benefit from the simple and specific target structure of the process. Success stories from the nonprofit sector can be found in abundance: The nonprofit credit platform Kivas achieved outstanding results with micro-loans worldwide - the organization also documented the concept of its approach in a canvas. With the help of the well-thought-out business plan, sustainable change with, at the same time, long-term stable economic activity of the organization became possible. Thanks to the easy scalability of the Social Business Model Canvas, regional fundraisers can also use such examples to orient themselves and successfully plan and implement small and large projects.
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