FAS Business Model Design

FAS FOR ALL ENGAGEMENT MODEL FOR THE 21ST CENTURY

HELLO FAS FOR ALL: ENGAGEMENT MODEL FOR THE 21ST CENTURY Spring 2015

CONTENTS INTRO / CONTEXT

CONCLUSION

1 Brief recap: FAS+Parsons & carbon calculator 2 2014 Immersion at Parsons: workshop + outcomes 3 FAS today: business model, market analysis and opportunities

1 2

PROPOSAL 1 2 3 4 5

Driving question: beyond the carbon calculator Life in the 21st Century Insights from user research Proposed model: new business model for FAS Strategy for implementation: phased scope, time + cost estimates

A new FAS aligned with today Team Parsons

APPENDIX 1 Methodology 2 Analogs and Sharing Economy cases 3 Bibliography

INTRO/CONTEXT

BRIEF RECAP CHALLENGE

PARSON’S SCOPE

To design a carbon calculator app that allows individuals to measure their carbon footprint and offset it through donating money to FAS.

1

2

3 4

Where: Who: Why:

Initially in Brazil, potentially around the world.

Urban citizens are target users for app.

FAS needs to diversify is revenue streams while engaging individuals in a compelling experience.

TIMEFRAME Part I: Research and project framing: October and

November, 2014.

Part II: Ideation, design concept and design brief:

February and March, 2015.

Host 1-week long workshop session with FAS in NYC to present the design approach and methods to problem solving.

Carry exploratory research to help frame the project and identify opportunities for intervention.

Apply methodology to generate solution to challenge.

Deliver design brief with project’s history and roadmap.

2014 IMMERSION AT PARSONS WORKSHOP FAS team was invited to come to NYC to meet the Parson’s design team and get an overview of the design process. During the weeklong meeting, FAS introduced the design challenge while providing a full immersion in the carbon emissions’ context and the Foundation’s history and work.

On the other hand, the Parson’s team presented a few design methods to help FAS bridge concepts and frame the project through 10 sessions of 3 hours each along the week.

OUTPUTS 1 (Re)framing of the project beyond the carbon calculator.

2

Alignment towards process and methodology - stepping back to move forward.

3

Project’s Mission, Vision and positioning.

4

Value Map: the carbon credit system and how FAS and its stakeholders navigate in it.

5

Personas: 6 profiles that represent our targeted demographics.

6

Business Model Canvas: a template to help visualize opportunities for innovation.

7

Projects roadmap: next steps, deliverables and deadlines.

FAS TODAY

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conservation & social development

carbon credit

BUSINESS MODEL FAS business model revolves around donations as the single revenue stream. By capturing funds from large corporations and the local government, the Foundation is able to provide infrastructure, education and financial support to communities in the Amazon. Therefore, the families supported help prevent the deforestation. This mechanism allows FAS to generate carbon credits that are given back to its sponsors.

FAS TODAY

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THE CARBON CALCULATOR With the introduction of the app, FAS aims to complement its current business model with an additional revenue stream by engaging individuals in the value map. The carbon calculator would be an instrument to allow users to donate money to FAS and neutralize their carbon footprint.

FAS TODAY

APP USER KEY PARTNERS

KEY ACTIVITIES

VALUE PROPOSITION

· · · ·

Sidia (Samsung) App Ad Agency PR Agency Social Media Agency / Content Agency

· Measurement of Emissions / Report · Content Development (videos) · Media (communications)

Sidia (Samsung) App Ad Agency PR Agency Social Media Agency / Content Agency

· Measure Emissions

· Oportunidade clara e direta para neutralizar a pegada ecológica (app) · Conscientização e sensação de pertencimento do momento

· · · ·

KEY RESOURCES · Marketing Department · Communities / Families · Human Capital (Measurement of Emissions

· Neutralize their emissions · Unique brand positioning through a project that directly impacts / reduces deforestation

CUSTOMER RELATIONSHIPS

CUSTOMER SEGMENTS

· Updates about project · Reports on emissions

· Students over 18 · Young professionals · Measure Emissions

CHANNELS · · · · ·

App Magazines Editorial Content Ambassadors Social Media

COST STRUCTURE

REVENUE STREAMS

· Communication / Marketing · App development / Maintenance

· Awareness through social media · Cash donations and awareness through media

THE BUSINESS CANVAS Ideally, the carbon calculator fits within a larger ecosystem where multiple stakeholders take part. In order to build this system, this template helps visualize how FAS needs to amplify its activities and resources, while also partnering with creative agencies that would help reach the new audience - urban citizens.

FAS CONTEXT: MARKET ANALYSIS Active attitude towards campaigns

When looking into other initiatives currently taking place in the Amazon, it is evident that almost all of them are following the same model. They are focused in raising awareness towards deforestation and climate change and offer people the opportunity to donate to their cause. Regardless of how they do it or how sophisticated is their message, the endpoint is always to generate funds to back their actions.

Bigger Return

Passive attitude towards campaigns

Smaller Return

In this model, individuals play a very passive role, receiving a message already difficult to swallow - one that is generally negative, giving bad predictions to the future of the planet while also linking their wrongdoings with that dark future. In addition to asking for help, these initiatives rarely give something in return that truly is concrete and tangible to individuals.

On a daily basis, these messages are lost amidst thousands of other messages, stimuli and priorities each one of us have. As further detailed in this presentation, multiple factors reduce the capacity of people to empathize and engage in initiatives done towards improving the betterment of environment, and therefore, our ability to embrace challenges that depend on collective effort.

PROPOSAL

DRIVING QUESTION: BEYOND THE CARBON CALCULATOR FRAMING THE PROJECT Initially, when FAS approached Parsons with the project brief, the original goal was to design the refined version of a carbon calculator prototype previously done with the help of Samsung in Brazil. Through the series of workshop sessions our design team held with FAS in New York, it became clear that the projected needed to be reframed, as a number of central questions were still without an answer: 1 2 3 4

Who was the carbon calculator targeted for?

What would be required for a user to understand what the calculator does?

What is the overall understanding people have about carbon credits?

And how about carbon emissions and climate change?

By asking simple basic questions, our team of designers prompt FAS to re-think the overall purpose of a carbon calculator app and question whether or not it would be the best possible solution to achieve FAS strategic goal - to engage users in a way that could generate another revenue stream through donations.

At the end of the workshop, both teams had agreed that the project would require a step back to first investigate this complex system composed by carbon credits, carbon emissions and climate change, and also to understand how urban individuals behaved towards those.

LIFE IN THE 21st CENTURY

The world has changed

The way people relate has changed

Consumers have changed

Habits have changed

LIFE IN THE 21st CENTURY

And every big change creates a world of opportunities

LIFE IN THE 21st CENTURY USER BEHAVIOR Over the past 15 years the advance of technology has increasingly changed the way people live and work, dramatically accelerating the pace the results our actions lead to. As new problems come to light, new roles and professions are required to navigate a world of complexity.

Technology has been central not only to empower mankind with new tools and possibilities to tackle such problems, but also to enable new business to thrive while we do so. Social media has ignited a revolution in which we no longer rely on a “one-to-many” model of engagement, but instead a “many-to-many” model that allows us to shape and re-shape the reality of relationships, values and opportunities in astonishing speeds.

Amidst all this, obscene amounts of data started to be quantified and piled on an already giant load of information that impacts humans on a global scale. A massive number of stimuli hit us everyday turning decision making into a an overwhelming task. The acceleration has put people in a robotic mode of operating, decreasing our ability to exercise some of the very aspects that define us as humans judgment, empathy and thought.

LIFE IN THE 21st CENTURY THE H FACTOR Less Holistic

Client when we see as merely a financial transaction

User when there’s a history of

Person

Over recent times, the most successful business were the ones that understood complexity and took advantage of the opportunities it creates. Those business went deep into understanding that their audiences were much more than simply clients; the word “target” no longer makes the same sense in a world where brands and companies are build not only for but by people. They created new models that engage audiences in true, relevant and unique ways.

tracked performance

when we understand that everyone has a point of view

LIGHT AT THE END OF THE TUNNEL

Human when through empathy we see symbolic value

More Holistic Systems thinking, deeper relationship, bigger loyalty

Quality, value and convenience became the new order that ramp up growth charts in an unprecedented “hockey-stick” way, gradually disrupting every single industry and sector along the way.

Disruption Level

LIFE IN THE 21st CENTURY The Hockey-Stick Growth

Sharing Level

LIFE IN THE 21st CENTURY AirBnb

THE COLLABORATIVE ECONOMY

Uber

Technology is the main factor that has made ends meet, connecting people with different needs and allowing them to exchange value. These transactions are part of a much larger transformation: the birth of the collaborative economy.

The collaborative economy isn’t simply a new way of buying or selling: it’s a powerful movement in which people are getting goods and services from each other (what people call the “sharing economy”), or even making them outright (also known as the “maker movement”). Just as social media enabled peer-to-peer sharing of content, the technologies of the collaborative economy now enables peer-to-peer sharing of goods, services, transportation, space and money at a speed and scale that were unimaginable a decade ago.

In this world, the people formerly called “consumers” are also funders, producers, sellers and distributors. Their stories have become a movement that matters greatly, because it means that people can get what they need from each other—rather than buying from you.

LIFE IN THE 21st CENTURY EMPATHY BARRIERS During research, our team came across multiple initiatives that currently take place in the Amazon and tackle deforestation and its impact on climate change. Some are worldly renowned, some are local, but above all there’s a pattern in the way the act and try to engage individuals in the fight for the betterment of environment. Regardless of their positioning and goals, it is clear that all fight for the same cause, and if their work was enough the world would not be losing the battle against climate change as we are now.

So why are losing this battle? Why aren’t humans capable of establishing a connection between their actions and the consequences that are putting the very human race at risk?

In trying to understand behavior and how our minds operate around such question, the concept of empathy came up. The battle against climate change is a collective effort, no one will win it alone. In addition to that, it is a matter of altruism, because if we win this battle, the results of it will be enjoyed by the following generations - so if we were to be doing this, it would be for someone else other than ourselves.

As we dug deeper, we entered the realm of the nature of our species which reminded us that humans are in fact empathetic beings, as are most mamals. We are social beings and our ability thrive as a species is directly connected with our capacity to work together. However, for a few reasons, this inherently empathetic behavior hasn’t shown its face in the battle agains climate change. At least not as much as we need.

LIFE IN THE 21st CENTURY EMPATHY BARRIERS (CONT.) Among the most important empathy barriers, 3 factors are fundamental to understand the lack of action from people: SOCIAL BARRIER Our inability to empathize with people who are not from our social class our social context - those could be people who don’t live where we live or go the the places we go.

PHYSICAL BARRIER Long distances decrease our capacity to empathize and take action. In this case, it is hard for individuals to take action in something that is happening in the Amazon forest, very far away from their sight.

TEMPORAL BARRIER The most difficult to overcome, this barrier regards our inability to empathize with something that is not affecting us at this time, but will affect our future. It is hard to take action towards something we haven’t yet suffered from.

By analyzing these three factors, it becomes clear that the fight against deforestation and climate change will have to take on a new role and reinvent itself if it wants to engage individuals who live very far away, don’t have any direct or immediate ties with the problem and are extremely busy trying to figure out how to manage the chaotic life in the 21st century.

INSIGHTS FROM USER RESEARCH CARBON EMISSIONS AND CLIMATE CHANGE Research showed that people tend to not understand the carbon emissions system, despite the fact that they know it plays in favor of climate change. In addition, they are unable to connect the dots, or how natural hazards that have been happening in their urban environment are linked to climate change. This chain of misconnection eventually leads to a lack of engagement towards environmental needs, in a field where multiple aspects play important roles.

Air BnB is successful because they’re not trying to sell “green”.

Making more environmentally sound actions (/lifestyle choices) is difficult and inconvenient.

Deforestation doesn’t seem urgent, therefore people are less mindful / Raw data does not translate to general public.

People have little or no clue about what carbon credits are and how carbon emissions affect their lives.

The lack of trust between community members lead to lack of engagement.

People identify with their neighborhoods but they don’t identify with themselves as much to take action.

People are more likely to invest when they get a return.

Physical distance is a barrier to empathy.

The lack of familiarity/ trust in FAS lead to lack of engagement.

The lack of trust between community members lead to lack of engagement.

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE VIRTUOUS CYCLE The proposed model begins with assuming the possibility of FAS leveraging its actual sponsors to connect with the targeted user.

Users

Sponsors

are the representation of the 6 persona profiles identified as targeted audience for FAS

are the representation of FAS sponsors of today, but can be applied to potential new sponsors of tomorrow.

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE VIRTUOUS CYCLE The cycle operates around the fact that both users and sponsors have commonly shared needs and interests that are linkable and FAS can facilitate that exchange.

Needs & Interests

Enabler

Needs & Interests

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE VIRTUOUS CYCLE

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As a consequence of the actual exchange, users will establish a deeper relationship with sponsors through the intercession of FAS.

brand loyalty

Needs & Interests

Needs & Interests

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE VIRTUOUS CYCLE

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This will also legitimize FAS as a qualified and ethical environmental service provider while opening a new revenue stream. As a result, FAS will depend less on sponsors funding, as it shifts from being a funded institution to be a crowd-sourced platform.

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brand loyalty

Needs & Interests

Needs & Interests

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE VIRTUOUS CYCLE

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Sponsors will want to participate in this not only because of the opportunity to gain more brand loyalty by providing assets, but more importantly because it will be an increase of their revenue as well.

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brand loyalty and MONEY

Needs & Interests

Needs & Interests

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE TWO-SIDED BUSINESS MODEL (REF. EXPEDIA)

Enabler Needs & Interests

Startup Entrepreneur

Needs & Interests

Bradesco

Freshman Student

Network

Facilities

Network

Mentoring

Business Mentoring

Funds / Credit

Internship

Learning Experience

Bank accounts

Money to lend

Coca-Cola

Positive Reviews

Sell more drinks

Innovate

Positive Reviews

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE TWO-SIDED BUSINESS MODEL (REF. EXPEDIA)

Enabler Needs & Interests

Startup Entrepreneur

Needs & Interests

Bradesco

Freshman Student

Coca-Cola

Network

Facilities

Network

Mentoring

Bank accounts

Money to lend

Positive Reviews

Sell more drinks

Innovate

Positive Reviews

Business Mentoring

Funds / Credit

Internship

Learning Experience

Loans / Funds

Network

Financial

Internships

Network

Marketing

brand loyalty and money Labor

Innovation opportunity

Brand Loyalty

Rooms & structure

Money

tangible & intangible assets

Rooms & structure

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS SCENARIOS: OTHER POSSIBLE CONCEPTS 1) FAS partners with TAM airlines, Samsung and other sponsors to set up a small business incubator program near the protected Amazon community. The business space is for startups/ business people from outside of the community to come in and either work with members of the community to start small businesses or start eco-conscious businesses of their own in the Amazon. FAS could take a small cut of the profits. The businesses could be required to do some sort of education/ offer something for the local community.

2) FAS partners with TAM airlines and other sponsors to develop eco-tourism around the Amazon. The create an eco-retreat center in the conservation area that would bring urban peoples to the Amazon. This could be a series of buildings and/ or something like ‘TreeBNB’: a community of tree houses in the conservation area. This center could be a place for relaxing or a place to learn about the culture of the local community (via cooking or other skill-share classes). FAS could offer unique guided trips in the Amazon, and facilitate booking.

3) FAS partners with TAM airlines, Samsung and other sponsors to create fellowships/residencies for artists and/ or scientist to come into the community to create artwork or research. The artists and scientists would benefit by expanding their work, the community would benefit by learning from the scientists/ artists who would teach classes as a part of their work, and FAS and the Amazon would gain attention and notoriety. Examples of ‘artist’ could include a poet who might publish poetry about the Amazon in the national paper, documentary filmmakers who might make a movie about a local species or the story of a local community member, or someone might make a photography book about the amazon and share a portion of the profits with FAS. The ‘artists’ could also be fashion designers from a high-end company who might use the beauty of the forest and its creatures to inspire a collection and give back a portion of the profit of the clothing to FAS communities (like Gap or Apple’s ‘RED’ campaign).

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS

Revenue

PROJECTED REVENUE SHIFT

Individuals

Sponsors

Time

PROPOSED MODEL: NEW BUSINESS MODEL FOR FAS THE BUSINESS MODEL CANVAS: TWO-SIDED PLATFORM Key Partners

Key Activities

Value Propositions

Advertising

Build website to centralize services and goods offered by sponsors

Access to premium services or goods tailored to specific needs, from world-class organizations, while neutralizing carbon footprint

Legal

Interface with sponsors to map out offerings

Key Resources - Website team - Marketing team to run advertising & promotion of service

Access to a new breed of extremely influential consumers through unique providing of services or goods that will increase revenue streams and brand loyalty, allow opportunity for innovation while also neutralizing carbon footprint

Customer Relationships Subscription model, monthly or yearly

Customer Segments Urban citizens FAS sponsors of today and potential new sponsors

Annual or bi-annual contract

Channels Social media ads, magazine insertions and advertising through sponsors

Operations team to map offers from sponsors

Cost Structure

Revenue Streams

Team that will develop and run website

Subscription model operating through 1 time fee or through monthly / yearly fee

Team to interface with sponsors to map all available offers

Percentage of service or good sold

STRATEGY FOR IMPLEMENTATION: PHASED SCOPE, TIME + COST ESTIMATES IMPLEMENTATION TIMELINE Shifting from a foundation to a crowd-sourced model will require FAS to strongly operate in the back-end in order to adapt its the legal composition of today while also structuring the negotiations with sponsors.

These will kick-start web development and the mapping of offers. Basically, this means that FAS becomes a online platform for selling goods and services.

+/- 6 months

2016

ongoing

PHASE 1

PHASE 2

PHASE 3

PRE-LAUNCH

LAUNCH

OPERATIONS

STRATEGY FOR IMPLEMENTATION: PHASED SCOPE AND TIME ESTIMATED PHASE 1: PRE-LAUNCH (+/- 6 MONTHS) T-6

T-5

T-4

T-3

T-2

T-1

Negotiations and deal with sponsors Legal Marketing dept. structuring

Marketing dept. operating

Website development Sponsors offer mapping

Sponsors interface operating Advertising launch Media buy

T-0

STRATEGY FOR IMPLEMENTATION: COST ESTIMATES PHASE 1: PRE-LAUNCH (+/- 6 MONTHS) Activity

Avg. cost

Headcounts

Ex. potential partners

Negotiations and deal with sponsors

Due diligence, presenting proposal

0

1

-

Sponsors interface operating

Managing partnership / inventory

R$ 12K / month

3

Internal headcount

Legal

Open Ltda

R$ 25K

-

Small law firm

Marketing dept. structuring

Hiring for marketing department

0

-

-

Marketing dept. operating

Branding and advertising

R$ 14K / month

2

-

Website development

Based on partnership w/ sponsor

R$ 10K - R$ 100K

-

Gauge Webdesign

Advertising launch

Creating and producing campaign

R$ 50K

-

Small creative bureau

Media buy

Airing campaign

R$ 40K x 3 months

-

Facebook and Google

CONCLUSION

CONCLUSION A NEW TOMORROW FAS operates on the verge of a shifting market, one built on previously existing values and models that no longer suffice in the world of today. Where a new business logic is required, FAS has a unique opportunity to disposition itself against the competition by innovating and disrupting its field.

Philanthropy proved to be the way to get FAS to where it is now, but not to where it needs to be tomorrow.

Across several sectors, it has been proven that design-led organizations that see their customers as much more than simply clients are the ones setting the pace and dictating the new rules. In a world where information has become an accessible commodity, people demand much more than a good speech to engage with value propositions. Regardless where they are from, individuals are more aware and demanding than ever, but ready to partner and help build the brands and companies to which they feel truly connected.

The work proposed in this document is the result of endless hours of research, discussion, thought and reason aimed to find a solution that could provide FAS with a sustainable path.

Since the very beginning, our team made sure we would go beyond the original brief if required, and digging deep into people’s behavior and the complexity of the carbon system proved that we needed to propose a novel solution. More than just a speech asking for help, FAS needed to be in tune with the reality of today and attract individuals to its cause while delivering on their needs.

As an enabler, FAS demonstrates it is aware of such reality and reinvents itself to connects two of its most important stakeholders - individuals and sponsors - with a legitimate and long lasting proposition. By making ends meet, FAS will start the engine of growth of a win-win relationship that has the ultimate capacity to fund the organization for years to come.

TEAM PARSONS

Project Manager

Collaborator

Collaborator

Collaborator

Collaborator

GUILHERME CURI

STEPHANIE LUKITO

SARAH ABIYA

JULIA SPOHR

JANSON CHENG

Innovation Strategist and Marketing

Design Strategist and Information Designer

Design Strategist

Design Researcher New Ventures

Design Strategist

APPENDIX

APPENDIX: METHODOLOGY SENSE INTENT 3 Insights

The kick-off entails a thorough discussion around what is the project’s ultimate goal and what purpose it is serving. During this phase, multiple rounds of talks with FAS were required to guarantee our both teams were aligned in the framing of the project.

A few taken steps in this phase: 1 FAS Brief and Team Parsons debrief.

2 Workshop in NYC with FAS team overviewing

design methods.

3 Definition of project’s mission and vision.

4 Designing of value map.

5 Persona building.

4 Concepts

2 Research

5 Solutions

1 Sense Intent

6 Design Brief

APPENDIX: METHODOLOGY SENSE INTENT: PERSONAS With the help of Team FAS, we designed two important elements for our project: the value map (see pg 8), showing how FAS’ system operates; and the 6 persona profiles, which represent our ideal targeted consumer. Based on the principle of the carbon calculator being a technological tool, the we build 6 different personas that represent the full spectrum of our target consumer. We ranged from tech-savvy youngsters to middle-aged adults, both mindful about the environment and not.

APPENDIX: METHODOLOGY RESEARCH After framing the project, it is time to dig deep and understand the context we are dealing with. This phase is mainly comprised by doing desk and field research. Our team was focused on getting acquainted with the carbon system, exploring human behavior towards carbon emission and identifying precedents from analogs that amplify our repertoire.

3 Insights

4 Concepts

2 Research

5 Solutions

A few taken steps in this phase: 1 2 3 4

Desk research around carbon system.

Field research and workshops with personas.

Specialists interviews.

Precedents analysis.

1 Sense Intent

6 Design Brief

APPENDIX: METHODOLOGY DESK RESEARCH

APPENDIX: METHODOLOGY USER RESEARCH

APPENDIX: METHODOLOGY RESEARCH: SPECIALIST INTERVIEWS

Thomas Lovejoy Senior Fellow at the United Nations Foundation and University Professor in the Environmental Science and Policy department at George Mason University.

Ken Alston CEO of MBDC, the groundbreaking design chemistry firm founded by William McDonough with German chemist Dr. Michael Braungart. MBDC have helped leading companies like Method, Herman Miller, Steelcase, Dow Chemical Company, Procter & Gamble, Alcoa, FedEx profitably implement the Cradle to Cradle framework.

APPENDIX: METHODOLOGY RESEARCH: PRECEDENTS ANALYSIS Active attitude towards campaigns

Available gaps

Bigger Return

Passive attitude towards campaigns

Smaller Return

When looking into other initiatives currently taking place in the Amazon, it is evident that almost all of them are following the same model. They are focused in raising awareness towards deforestation and climate change and offer people the opportunity to donate to their cause. Regardless of how they do it or how sophisticated is their message, the endpoint is always to generate funds to back their actions.

APPENDIX: METHODOLOGY RESEARCH: PRECEDENTS ANALYSIS (CONT.) Active attitude towards campaigns

Overwhelming messages

Bigger Return

Passive attitude towards campaigns

Smaller Return

In this model, individuals play a very passive role, receiving a message already difficult to swallow - one that is generally negative, giving bad predictions to the future of the planet while also linking their wrongdoings with that dark future. In addition to asking for help, these initiatives rarely give something in return that truly is concrete and tangible to individuals.

On a daily basis, these messages are lost amidst thousands of other messages, stimuli and priorities each one of us have. As further detailed in this presentation, multiple factors reduce the capacity of people to empathize and engage in initiatives done towards improving the betterment of environment, and therefore, our ability to embrace challenges that depend on collective effort.

APPENDIX: METHODOLOGY RESEARCH: PRECEDENTS ANALYSIS (CONT.) 1 YACHANA FOUNDATION, EQUADOR: Exists since: 1991. What do they do: they bought of part of the forest for preservation, created of schools in 27 communities and run eco-turistic hotel with local work only called Yachana Lodge. What do they ask for: donations, hotel fees. What do they give back: hotel facilities, tracks and guides, food.

2 WWF, USA: Exists since: 1975. What do they do: are partners in the project ARPA (Amazon Region Protected Areas) that tries to create an environmental preservation area of ​​150 million acres, create research that support the planning and direction of preservation and invest in sustainable harvesting nuts and other products the forest. What do they ask for: adoption of solar power panels (WWF provides how-to steps), symbolic adoption of a stuffed sloth, sharing on social networks, donations. What do they give back: plush sloth, satisfaction of having contributed.

3 GREENPEACE, USA: Exists since: 1990. What do they do: documentation of illegal extraction with subsequent communication with IBAMA, protests of aggressive nature, demarcation of indigenous territories, educational programs for sustainable use of rubber. What do they ask for: Signing petitions , donations and volunteer work. What do they give back: satisfaction of having contributed.

4 RAINFOREST ALLIANCE (FOLLOW THE FROG CAMPAIGN), USA: Exists since: 1987. What do they do: provide education for sustainable work practices to 2 million people in tropical forests around the world, create a certification label for products. What do they ask for: consumption of products with the seal, donations. What do they give back: sustainable consumption satisfaction.

5 AMAZON WATCH, USA: Exists since: 1996. What do they do: campaigns to persuade large corporations, finance companies and governments to recognize indigenous rights and provide education to indigenous communities. What do they ask for: signing petitions, sharing on social networks, volunteer work, donations. What do they give back: satisfaction of having contributed.

6 IPAM, BRASIL: Exists since: 1995. What do they do: generate scientific research in the Amazon region. What do they ask for: sharing on social networks, volunteer work, donations. What do they give back: information.

APPENDIX: METHODOLOGY RESEARCH: PRECEDENTS ANALYSIS (CONT.)

7 IDESAM, BRASIL: Exists since: 2004. What do they do: research, scientific studies and field activities, negotiations in public policy discussions related to ambientas services and to reducing deforestation, courses organization and private training on climate change and forests, technical assistance for sustainable production, Carbon Neutral program (carbon calculator). What do they ask for: purchase of carbon credits , donations. What do they give back: neutralizing emissions with carbon credits , symbolic kit proportional to the amount of the donation.

8 CARBON STORY, SINGAPURA. : Exists since: 2011. What do they do: carbon calculator. What do they ask for: purchase of carbon credits, sharing on social networks. What do they give back: emission neutralization with carbon credits, personal page with user carbon offsets records

9 NEUTRALIZE CARBONO, BRASIL: Exists since: 2010. What do they do: carbon calculator, neutralized shipping (carbon credit for e- commerces), strategies for events and companies to offset carbon footprint, and inventory of carbon emissions. What do they ask for: purchase of carbon credits. What do they give back: emission neutralization with carbon credits for various purposes.

APPENDIX: METHODOLOGY INSIGHTS The wealth of information gathered from research allowed our team to generate inumerous insights related to carbon emissions, carbon credits, human behavior and the work NGOs do in the Amazon forest. In addition to this, we went further into analogous scenarios to understand how people live and think today and what matters to them.

3 Insights

4 Concepts

2 Research

5 Solutions

1 Sense Intent

6 Design Brief

APPENDIX: METHODOLOGY INSIGHTS

APPENDIX: METHODOLOGY CONCEPTS The insights produced led to a set of criteria what our concepts should consider - or principles that our project should follow in order to deliver on the problem. Based out of criteria, we held several ideation sessions, which produced features describing a wealth of concepts, which were evaluated and later combined into solutions.

3 Insights

4 Concepts

2 Research

5 Solutions

1 Sense Intent

6 Design Brief

APPENDIX: METHODOLOGY CONCEPTS: FEATURE MATRIX Mixing and evaluation ideas We placed all of our possible features on a matrix and scored them based on its impact, novelty, and feasibility. The features which scored the highest were identified as our “key features�, which served as the grounding of the carbon calculator project. From here we were able to begin creating an ecosystem around the carbon calculator, outside the vacuum of a mobile app or website.

APPENDIX: METHODOLOGY SOLUTIONS The best ideas were bundled together and further explored as solutions. Each concept was given a thorough description of how the idea would play out in real life, considering user interaction and journey, stakeholders, value map and business model. The two best ideas were presented in this document - the first one as the Proposed Model (see pg 22) and the second one here to follow.

3 Insights

4 Concepts

2 Research

5 Solutions

1 Sense Intent

6 Design Brief

APPENDIX: METHODOLOGY SOLUTIONS: CARBON CALCULATOR POP UP SCENARIO A 30 year old start up entrepreneur walks to the park in a major Brazilian city and sees an installation that reads “You are here” with a photo of the Amazon. As he walks to the other side, he sees a quickly growing number and realizes that it’s the rate of deforestation in the Amazon counted in real time. He then looks at the infographic below it and learns how deforestation has influence in the draught his city is undergoing.

He feels compelled to do something, even if small. He sees a couple of people standing inside a marked circle on the ground that says “Do something - it takes 5 minutes”. He scans the QR code in the center of the circle, which leads him to a website that mirrors the installation. The site asks him a series of simple questions regarding his living habit, which shows him the amount of trees in the Amazon it will take to offset his habit. The site offers him a chance to support FAS’s work in the Amazon. He reads multiple options to offset, and chooses to donate $5, which helps FAS. He also chooses to share the site with his friends online and sees the progress bar move a little to his contribution, and realizes how much collective effort this might take from everyone.

The pop up installation will travel around different parts of the city to intervene in different audiences.

APPENDIX: METHODOLOGY SOLUTIONS: CARBON CALCULATOR POP UP INSTALLATION FLOW DIAGRAM 6 3

1

4

Calculate footprint

Measure

Action

GOAL

Physical Intervention

THANK YOU! IT TAKES EVERYONE TO MAKE A CHANGE.

Loyalty (front)

YOU ARE HERE

Donation

342,039

provided by sponsor ex: donate $20, get $25 off your next flight

long term commitment to FAS. ex: sign up for newsletter, sponsors agree to a small monetary amount for each transaction

Action participate in action, ie: participating in a kickstarter or signing a campaign

WHAT CAN I DO?

342,039

5 Share via social media

(back)

2 QR code leads to website

Sponsors support efforts

Sponsors donate

in exchange for branding

each time content is shared

APPENDIX: ANALOG Truth: Anti-smoking campaign

Nasa Social

Goal: to get teens in Florida to quit smoking

Goal: to get audiences involved again with NASA and space exploration

Context: adolescents have the need to establish an identity usually have a desire to be associated with distinctive brands (today less than 10 years ago) they have an urge to rebel and an eagerness to take physical risks and confront danger

Context: since the landing on the Moon, people have become less and less engaged with NASA’s missions the economic reality of today has put a break into space exploration due to high costs US Government has been gradually cutting the investments on the space exploration program NASA has relied on foreign partners to maintain its activities (China, Russia)

The problem: if teens don’t care about dying, so what is that they care about?

The insight: adolescents care about being played, manipulated

The problem: NASA needs to bring back the golden days in space exploration and what it means to mankind.

Solution: to bring out all of tobacco industry’s tactics to sell, manipulate and engage audiences, hiding the actual harms cigarettes cause in people.

The insight: instead of relying on Federal Government’s investment, how about relying on public engagement?

Solution: NASA’s Social Media platform brought audiences closer to space missions, raised awareness about the importance of space exploration and has prompt people to tell what they would like NASA to venture into next.

APPENDIX: ANALOG Architecture for Humanity

X Prize Foundation

Goal: to provide architecture, planning and project management services for areas in need.

Goal: to foster innovation that creates meaningful impact on humanity’s evolution.

Context: natural disasters were given broader awareness due to the advent of the internet specially social media poor countries hardly ever have conditions to recover from disasters such as an earthquake or tsunami the help provided usually doesn’t generate long term effectiveness

Context: global and humanitarian challenges need to be tackled in order to protect humanity’s existence most people believe we’re living a world of scarcity, whereas X-Prize believes it is a matter of accessibility.

The problem: how to provide help that is effective and on time to countries in need?

The problem: how to foster human and technological development at the pace of our challenges’ growth?

The insight: instead of “sending” help, we have to go disasters’ sites and take action on it with the community Solution: a team of volunteers across the globe visit countries to help communities in need, providing not only architecture and construction services, but more importantly empowering them to do the same.

The insight: competition is our DNA, we live in a networked world; decentralized work is faster and less bureaucratic Solution: to prompt teams across the world to compete for solutions to global challenges for high rewards

APPENDIX: SHARING ECONOMY CASES AirBnB

Feeling home while traveling and exploring destinations in an unique, cheaper way.

Generating an alternate source of income.

Getting to know people from all over the world.

Trust is everything: few things are more sacred than our home.

There’s no bad surprises: users have total control of the process.

Uber

Exclusive car service at your fingertips.

Empowering car owners to generate new revenue.

Convenience and security of riding when you want, how you wante it.

Trust is everything: drivers and riders receive public reviews.

APPENDIX: SHARING ECONOMY CASES Kickstarter

Liquidspace

Crowdfunding platform to get projects off the ground.

Alternative way for people to make their dreams real.

Backers get rewards proportional to return to their investments.

Book meeting rooms from working places with unused spaces.

Companies can generate an additional source of income out of rooms rental.

Get to know different projects and startups that could render great networking.

Trust is everything: rooms and users are given public reviews.

There’s no bad surprises: users have total control of the process.

APPENDIX: SHARING ECONOMY CASES APPLIED TO KNOWN COMPANIES BMW Drive Now Program

U-Haul Investors Club

What: BMW offers cars on demand.

How: BMW rents their 1-Series electric cars in their new DriveNow program.

Why: Rather than sell a thousand cars, BMW can now sell one car a thousand times and offer parking apps and more.

What: U-Haul enables crowdfunding.

How: The U-Haul Investors Club enables the crowd to fund their trucks and equipment.

Why: U-Haul gets a diversified investment stream and also fosters shared fate with the crowd who invested—the highest form of customer loyalty.

W Hotel and Desks Near Me

GE partners with Quirky

What: W Hotel partners with Desks Near Me. How: The W Hotel New York offers guests access to premium workspaces via the sharing site Desks Near Me. Why: In New York City’s competitive hospitality market, W stands out by offering extended resources for discerning business travels.

What: GE partners with Quirky.

How: Quirky enables the crowd to submit ideas for new products and a small team designs, develops and manufactures for traditional retail.

Why: GE benefits from a renewable source of crowd innovation and offers resources that startups don’t have: scale, reach and retail relationships.

APPENDIX: BIBLIOGRAPHY Kumar, Vijay, (2013) 101 Design Methods Keeley, Larry, (2013) Ten Types of Innovation Erwin, Kim, (2014) Communicating the New Krznaric, Roman, (2014) Empathy McDonough, William; Braungart, Michael (2013) The Upcycle Seelig, Tina, (2012) inGenius Kelley, David; Kelley, Tom (2013) Creative Confidence IDEO, 2nd ed. (2011) Human Centered Design Toolkit Emerson, Robert; Fretz, Rachel; and Shaw, Linda; 2nd ed. (2011) Writing Ethnographic Fieldnotes Bound, Kirsten, (2008) Brazil: the natural knowledge economy Weisman, Alan, (2007) The World Without Us

THANK YOU