4.9 An Example of Competitive Positioning: Jolkona

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En provenance du cours de University of Pennsylvania

Social Impact Strategy: Tools for Entrepreneurs and Innovators

396 notes

University of Pennsylvania

Social Impact Strategy: Tools for Entrepreneurs and Innovators

396 notes

This course offers an introduction to social impact strategy and social entrepreneurship, including key concepts, an overview of the field, and tools to get started as a changemaker. Students will learn how to innovate and design new ideas and new organizational forms to implement those ideas. Students who take this course will be better prepared to launch social impact organizations of their own invention. By moving through four stages, Define, Design, Pilot, and Scale, students will turn their passion for changing the world into concrete plans for launching a nonprofit or for-profit venture designed to achieve a social goal. This course will allow students to systematically think through problems; develop and test an innovative solution; assess risk, competition, and performance; and spread impact in a way that is financially sustainable. Students who complete the course become eligible to apply for an in-person educational experience, called the Global Social Impact House. GSIH is a seven-day residential program that provides fellows with the tools, community and training they need to advance their ventures. Workshops are customized to the needs of fellows and explore advanced concepts in business models, design thinking and leadership. The program is also designed to help fellows build meaningful, global connections while living together in an inspirational host location. For more information on the Global Social Impact House, please visit: socialimpactstrategy.org/residential/gsih

À partir de la leçon

Sector Selection and Business Models

This course concludes with an exploration of the organizational forms and modes of delivering impact across the business model spectrum.

4.1 Why you Need a Business Model8:23

4.2 Features of the Business Model3:04

4.3 Business Models along the Business Model Spectrum4:13

4.4 Choosing a Model - Introduction5:20

4.5 Choosing a Model - How to Choose5:09

4.6 Drilling Down on Assessment 2: Competitive Positioning6:41

4.7 Competitive Positioning: Market Characteristics and Differentiation4:50

4.8 An Example of Competitive Positioning: Blue Avocado5:55

4.9 An Example of Competitive Positioning: Jolkona4:25

4.10 Key Criteria of Competitive Positioning Assessment2:39

4.11 Choosing a Model - Pathways Lead to Many Organizational Forms that Can Result5:55

4.12 Balancing Mission and Profit1:56

4.13.Carlos and Coco Choose a Business Model8:05

4.14 The bottom line0:54

4.15. Key Questions all Social Innovators Must Ask5:31

Rencontrer les enseignants

Peter Frumkin
Professor
Nonprofit Leadership Program, School of Social Policy & Practice

[MUSIC]

Let's look at one other example, online giving.

Over the last 10 years an enormous amount of philanthropy has migrated from

the office to the Internet.

Many people now prefer to do their giving online.

And as a result a number of organization have popped up to try to meet this need.

Try to give people an online giving experience that is positive,

that is rewarding and that gives them the opportunity

to feel like they are participating in the organizations that they're supporting.

So out there, there's Global Giving, Kiva, Donors Choose, See Your Impact,

Just Give, and then a new entrant, Jolkona.

Before they launched Jolkona, the founder said,

is there really space in this environment for a new online giving platform?

And they started to look at those three big questions.

Who else is out there and providing the same product?

Who else is out there providing the same customer or

serving the same customer base?

And who else is focused in the US on donors that are young,

budget conscious and seeking to have social impact?

And they concluded that there might be a combination of those three dimensions

that had not been adequately covered by existing enterprises.

As they began to map out the space, they did the exercise where they thought about

what are the products that are similar to ours?

Which ones are working with customers like the one's we're interested in,

particularly younger professional people?

And third, who's operating in the US, and focusing on that market?

Instead of a competitive matrix,

they actually came up with a set of kind of two-by-twos.

Which said,

how do we think about our position when it comes to two critical dimensions?

So instead of having a matrix which five traits across the top they chose a pair

and said who's doing really good work at tracking impact of giving?

Who else has a really easy, smooth donating experience?

And how do we stack up across these two dimensions?

And they concluded that they have a better tracking system for

assessing impact of the grants that are made on their system and

they have an easier, smoother, simpler operating system than their competitors.

And so, they used a simple kind of two-by-two to show their position

as being better on at least those two first critical dimensions.

But they also kind of turned around and

said, who else is working with a target audience of young people and who has kind

of the ability to kind of make the donor experience easy as opposed to difficult?

And this was tracked in terms of how long would it take to make the actual donation.

And again, when they constructed this different graph they said,

look we're better.

We stand out on these two dimensions.

So instead of putting it all into a matrix,

I just show this as a possible alternative frame that you can say,

if they're a couple of key dimensions, why are we different?

Why do we stand out in the space that these dimensions create?

So think about Jolkona's work as saying it's leading into the point where

they have to make the case for why they've got something better and different.

And they came up, ultimately, with the case statement that said we focus on local

giving in the US, we're easier to use than other organizations, we're focused on

young people who want to do philanthropy, and we're geared towards them.

We can track impact better than other online opportunities, and we've sent

all the money through to the recipient organization without taking overhead.

And so the competitive analysis that they did convinced them that there was a place

in the market for this service and this product.

Now, I've translated their two-by-twos into that competitive analysis

matrix just so we that we can turn it around and put it back the other way.

So here it is.

Looking at the kind of dimensions that they think matter.

Functionality, number of partners that they engage in, the youth focus,

proof of impact, entire amount of the donation going through.

And you can see that across these different dimensions they have

something that looks better and different than others in the space.

[MUSIC]

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