Merit360 action plan 002 Mobilising 1,000,000 Changemakers for Development World Merit’s SDG Contribution What We Offer World Merit is a global network of 100,000 young activists representing countries from all over the world who are committed to realising the Sustainable Development Goals (SDGs). Over 80% of these activists are under the age of 25 (World Merit, Merit Day 2016 survey of 8,696 respondents from 140 counties). The reach of this community is reflected in the network’s social media reach of over 50 million viewers. With activists from every country, World Merit has tremendous traction in every corner of the globe through these young changemakers and leaders. Our reach ensures that international development does not become a region-specific concern, but is approached as a global priority. World Merit develops and supports young leaders from all countries to effect change in their local communities, based upon core principles shared between David Nabarro
(UN Special Advisor on the 2030 Agenda for Sustainable Development) and Chris Arnold (World Merit founder). “We need 700,000 SDG activists to be brought together as quickly as possible to lead the charge of achieving the global goals: not only do we [World Merit] have access to this global talent, but we are an incredibly well positioned youth movement that is able to engage potential and current leaders from every single background and all countries. To achieve this, we are radially inclusive: we don’t care what you have done in the past, we simply care about what you will do by 2030” (Chris Arnold) We view youth as not only the future of a nation (Staeheli and Hammett, 2013), but as both our global future and our global present. Youth are citizens of the world, affected by and influencing life on our planet: we ignore the current challenges and future needs of the 1.8 billion young people aged between 10 and 24 (UN, 2016) at our peril.
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Project Overview: Merit360 and Action Plan 002
Why work with World Merit? World Merit reaches out to and works with grassroots activists who are advancing change in their local communities. Our members are active in projects across all SDGs, and are recognised as local changemakers who can leverage social and developmental change. They are able to raise awareness of and active support in efforts to meet the SDGs amongst young people: over 85% of our members believe their knowledge and understanding of the SDGs has been increased by our work (Merit Day Survey, 2016). With only 20% of our activists believing their communities are very aware of the SDGs, it is vitally important that we develop and utilise young changemakers to promote a sustainable and effective global movement aimed at realising the SDGs. Based on an 80/20 Principle, World Merit pursues a radically inclusive agenda for youth empowerment. With just 20% of input coming from professionals, 80% of the efforts and rewards are driven by World Merit changemakers who are given the autonomy to advance their initiatives and to take full ownership of their projects. Thus, by avoiding ‘adultism’ (Gordon, 2010), this approach empowers young activists – who are supported and mentored by the World Merit community. Our youthful community are thus not only able to exercise their rights but are treated as full citizens of our global community, and provides for the expression and realisation of tremendous levels of creativity and innovation. The incorporation of this youth voice plants the seeds for an inclusive society and a healthy democracy (Gordon & Taft, 2011).
Our flagship event, Merit360, brought together 130 young changemakers from across the globe to propose a youth-initiated Action Plan towards realising the SDGs. Their creativity, initiative and energy are demonstrated in the following pages. These projects demonstrate the community’s potential to communicate, collaborate and create development solutions at a variety of scales. Their overarching message, as expressed by World Merit’s COO, Marlou Hermsen, is that “We are youth: we are powerful, we are hungry for change, and we WILL make a positive contribution to realising a sustainable future”. The ideas presented here comprise Action Plan 002. They are optimistic proposals, containing novel ideas and detailed understandings of effective ways to mobilise young people through both on- and off-line platforms to meet the SDGs. All teams developed a 6-months pilot version to start the implementation of their project idea. This booklet demonstrates their project idea by use of the business model canvas and a 6-month timeline demonstrating the implementation plan. The variety of communication and activism practices outlined, illustrate both the willingness to but also the need for young people to bypass mainstream media and political establishments as they seek to have their voices heard (Merchant, 2016). In contexts of extreme injustice or political repression, the storytelling function of social media provides a vital mechanism for mass mobilisation, youth engagement and social empowerment. These proposals also demonstrate an astute awareness of the need to engage with multiple stakeholders in efforts to promote sustainable development. At the core of many proposals is a prioritisation of social entrepreneurialism, recognising that sustainability in development is not confined to understandings of environmental sustainability and climate change, but also a need to ensure long-term, sustainable funding sources for projects in order to scale up and enhance resultant benefits.
References Gordon, H. R. (2010). We fight to win: Inequality and the politics of youth activism. New Brunswick, NJ: Rutgers University Press. Gordon, H. R., & Taft, J. K. (2011). Rethinking youth political socialization: Teenage activists talk back. Youth & Society, 43(4), 1499–1527. Merchant, A. (2016, February 29). Youth Activists: A Force to be Reckoned With. Retrieved September 01, 2016, from http:// www.huffingtonpost.com/the-youth-assembly-at-the-unitednations/youth-activists-a-force-t_b_9348276.html Staeheli, L.A. and Hammett, D. (2013) ‘’For the future of the nation’: citizenship, nation, and education in South Africa’, Political Geography, 32, 32-41 UN (2016) 10 Things You Didn’t Know About the World’s Population, accessed 8/9/16, available at http://www. un.org/youthenvoy/2015/04/10-things-didnt-know-worldspopulation/
Action plan
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ONE PACK - ONE FUTURE
PROJECT : KIBO
PROJECT : OPOF
PROJECT : SABR SUPPORT
PROJECT : STAMp FORWARD
PrOJECT : MERIT VISA
PROJECT : VLE360
PROJECT : HOMEMAKERS
PROJECT : GAME OF WASTE
Empower public high school students by providing them with tools to implement community-based projects in poor areas to address the social issues.
Be the bridge between restaurants and hotels trying to eliminating food waste and children in need of food.
Provide mental support to cancer patients through support groups.
Reduce the dropout rate of secondary school students in Andra Pradesh, India, by equipping them with professional experiences through workshops and field trips that showcase the value of continuing their education.
Increasing the number of successful visa applications for Merit360 applicants.
Inducing empathy by enabling people to walk a mile in someone’s shoes through the unique combination of storytelling and virtual reality.
Tour guide training for women in poor rural areas.
Change behavior on household waste in Nairobi. Kenya by using the gamification approach.
The StrAwgle
PROJECT : NETSeBRAQ Spark motivation and hope within young girls in Ethiopia and Kenya so they have a reason to become fighters for their own future.
PROJECT : ZIN-be
PROJECT : THE BRIGHT hands project
PROJECT : BELQIS
PROJECT : MEA
PROJECT : THE STRAWGLE
PROJECT : Silent confilicts
PROJECT : IMPACT ON THE MOVE
Provide access to clean water and improves the nutritional intake of communities in water scarce regions.
Teaching youth/women to use electronic waste to make simple integrated clean energy products that provide electricity for their day to day activities.
Employ women in Morocco, who are illiterate but can cook very well, and delivers fresh and healthy lunch to businesses and their employees.
Launch an educational program for youth in Morocco to raise awareness of waste management, through the introduction of sustainable habits, as a mitigation strategy to combat climate change.
Stop single-use plastics like straws from entering our oceans by encouraging businesses in the hospitality industry to switch to non-plastic alternatives.
Analysing data gathered on the micro level for the purpose of identifying and preventing potential causes of conflicts.
Using hostels to connect existing projects in local communities with backpackers, to create a more meaningful travel experience.
Ac tion plan for SDG 1
KIBO
KIBO
SDG 1 : NO POVERTY Project : KIBO
KIBO
Business plan Explained through the Business Model Canvas
KIBO
Contact : Letskibo@gmail.com
What problem is it solving? OVERVIEW In the Philippines, over 600,000 people, living in the slums of Tondo, Manila, are faced with the challenges of having limited access to basic need and being surrounded with piles of garbage. Kibo, which means “to move� in Filipino, seeks to improve the lives of these people through engaging the youth in community-based projects that will address the social issues such as hunger, illnesses, and poor sanitation. Kibo will empower public high school students to turn their ideas into reality by providing them tools that will help them implement these projects. Kibo believes that the youth has the capability, power and resilience to make a difference. We want to encourage them to give back to their communities, and to shape them to be the next leaders of their generation.
Kibo aims to improve the living conditions of people living in the slums due to the lack of local support to create a better community.
SDG Target Focus Kibo aims to mobilize resources from a variety of sources to empower high school students to implement self-thought projects to alleviate poverty. By providing trainings and mentoring, Kibo aims focuses on making the youth more resilient to vulnerable situations.
Operational reach For the pilot version of Kibo, we will partner with one public high school in Tondo, Manila and engage with the teachers to urged selected classes to design projects that will address a need in their community.
SMART Goals By the start of the high school academic year in June 2018, we aim to launch the pilot version of Kibo in one public high school in Tondo, Manila. The pilot will be composed of the online fundraising platform, trainings, and mentorship.
Value Proposition
Customer segments
CHANNELS
Kibo seeks to improve the lives of the underprivileged by empowering public high school students to create micro-projects that will address social issues in their community. By partnering with a public high school, these projects are designed to be part of their curriculum. To help implement the projects, Kibo will provide an online fundraising platform wherein students can upload their project profiles and attract donors. Donors, in hand, will be given regular updates on the status of the projects. In addition, Kibo will be providing trainings and mentorships for the students to create impact in the community.
Kibo will target public high school students in poverty-stricken areas to be involved in creating change in their communities
Online: Website and ( long term ) Mobile Application which the students will use to upload their micro-projects and share it via social media through the platform to attract the funding. Offline: the platform will be promoted to the students through campaigns that will provide them with the instructions and how to use the website.
CUSTOMER RELATIONSHIPS
Revenue streams
The online platform will serve as a bridge from the community to the donors. It will not only bring awareness to the severe living conditions of people living in the slums, but will also provide opportunity for people to help through donations.
The initial source of revenue will be through fundraising and donations. Once the project is up and running, a portion of the donations made online will go to overhead costs. Sponsorship packages in exchange for publicity opportunities will also be made available to corporate donors.
Business plan Explained through the Business Model Canvas
ROI/Why should you invest? KIBO
For Businesses: Investing in Kibo will give you the opportunity for brand recognition as one of our sponsors. You will be showcased to all our students, teachers and stakeholders in the project. As your values will be aligned this can provide you with future users for your products or services. For Individuals: You will be contributing to your local community and helping it grow and thrive. Plus this can help the economic growth for your country and eventually improve your income.
Action Points/World Merit Support Create training materials for the students. KEY ACTIVITIES Contact potential mentors and speakers. Design and develop fundraising website. Create a partnership with a public high school and co-develop with the teachers a curriculum for the students. Launch the website to the students. Reach out to potential donors and introduce. Provide the training materials to the teachers and students. Conduct the mentorship program. Update donors on the progress of the project profiles.
KEY RESOURCES
COST STRUCTURE
The key resources will include the following: funds and donations, website (to be designed by a web developer and maintained by a web administrator), training modules (to be created by the team and its partners), and a team of volunteers (to help in the implementation of the Kibo).
Key costs for the implementation of Kibo are: developing and hosting of the website, creating the training modules, and carrying out the marketing strategy. A minimal amount will go to overhead costs.
KEY PARTNERS By partnering with public high schools, we will team up with the teachers to co-create an assessment scheme that will require students to create community-based projects as part of their class requirements. To provide funding for these projects, we will reach out to individuals, NGOs, and small corporations sharing the same advocacies. Moreover, we will touch base with local mentors and speakers to guide the students throughout the implementation of their projects, and to give inspirational talks. We will work closely with local partners to establish our roots in the community.
World Merit can support Kibo by introducing us to experts that can support the implementation of the program. Furthermore, the local merit council can provide resources to help making the implementation a success on an operational level.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Conduct market research -Create fundraising plan
-Create draft design of website -Open a bank account -Finalise branding
-Draft list of potential partner schools -Draft company strategy and go-to market plan
-Create marketing materials and brand awareness plan -Draft list of potential mentors -Draft list of potential training modules and sources of modules
-Approach schools, companies, and mentors, which will result in a partnership by March
-Continue approaching schools, companies, and mentors
Ac tion plan for SDG 2
OPOF ONE PACK - ONE FUTURE
O P O F ( O n e pack-One fu tur e )
SDG 2 : ZERO HUNGER Project : OPOF ( One Pack- One Future )
OPOF
BUSINESS PLAN Explained through the Business Model Canvas
ONE PACK - ONE FUTURE
OPOF ONE PACK - ONE FUTURE
Contact : tsedeniyazerihun@gmail.com
What problem is it solving? OVERVIEW There are approximately more than 25% street children aged between 5-16 years old in the subcity of Yeka. There are no organisations or charities that are trying to help out those children. The only time people remember them is during the religious festivals or when one of them is killed. Our project, “One pack, One future” , will be focusing on tackling three major issues: Food security, Food wastage and Environmental issues. Our project is going to ensure the provision of food to the street children of Yeka on daily basis. This will have a positive impact on the neighborhood of Yeka because those children will have a higher chance of being healthy, less likely to commit crime, fall into drug abuse, and / or prostitution.
By 2030, ensure the full provision of food to those who need it the most and contribute to the eradication of hunger in the world . We will collaborate and encourage local hotels and restaurants to provide us their unused food, reducing their food wastage and helping the street children to do not go to bed every night with empty stomachs.
SDG Target Focus “One pack, One future” will be focusing on tackling three major issues: Food security, Food wastage and Environmental issues. We will collaborate and encourage local hotels and restaurants to provide us their unused food, reducing their food wastage and reducing the amount of street children going to bed each night with empty stomachs.
Operational reach Our target audience is street children aged 5-16 years. Information of food distribution would be disseminated through local radio and word of mouth. Children would be registered by our volunteers by taking down their names and especially their ages considering our age limit for this project. Children would be gathered at parks close to schools or churches.
SMART Goals
Ensure the provision of food to the street children of Yeka, Ethiopia, on a daily basis. This will have a positive impact on the neighborhood of Yeka because those children will be more likely to be healthy, less likely to commit crime, fall into drug abuse and prostitution.
Value Proposition
Street children in Addis Ababa are currently starving from hunger and have no future prospective. We as One pack, One future can give those children the food, which is nutritious and safe, they need to become healthier, make them go back to school and eventually a better future for themselves. We guarantee the street children of Yeka at least one meal per week that gives them 1/3 of the nutrients they need to become healthier.
Customer segments
CHANNELS
Our customers are street children in Yeka and street children in other parts of Addis Ababa. We are creating value for the street children but also for the restaurants and hotels we partner with. They will receive free promotion and staff training , for working with us to help the local children.
Offline delivery via volunteers to social service centers (i.e. churches, schools, etc) will be used. Cars will be used to deliver the packages to the customers.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Our customers are not paying We will be reaching hotels/restaurants via call/email/appointments because it’s a non profit organito settle partnerships. Thesesation. Funding will be arrangedpartnerships will be made officialthrough grant writing and reaching ly. Marketing of sdg contribution companies. will be used to get partnershipsmore easily. Street children will be asked to give their opinion about food content and quantity. These evaluations can be used for improvement of the food distribution and to keep our customers satisfied. Children will be asked to tell their friends about the initiative in order for us to expand our customer base.
Business plan Explained through the Business Model Canvas
ROI/Why should you invest?
OPOF ONE PACK - ONE FUTURE
WE need YOU to help us set-up our kitchen and dining room after we launch our project . We totally understand that HUNGER cannot be eradicated in the next 5, 10 , or even 20 years but we want to contribute to its reduction . So why not join us on board ?
Action Points/World Merit Support With the help from WM we want to spread the word regarding our project to bring interested stakeholders in the areas of food security & food wastage on board to be partners on the implementation. To ensure a sustainable business model we need permanent partners, permanent volunteers, supporters, a permanent location, permanent transportation and to continuously broaden our reach.
KEY ACTIVITIES
Finding volunteers who are willing to work for longer period ( 6 to 12 weeks). Finding more hotels who want to partner with us. Find organisations/businesses who want to support us in the long term. Finding our own venue to give out the food. Get fridge and microwave to store and heat the food. Getting our kitchen - Sustainable food. Purchase sustainable boxes.
KEY RESOURCES
COST STRUCTURE
Sustainable packaging, consistent transportation, permanent location, volunteers, advertisements, permanent storage place, and funding partners are things we need to make our business work on the long run.
The costs involved to make this run are transportation for everyday use, permanent location, microwave, fridge and energy as our fixed costs. Along with sustainable packaging and marketing costs.
KEY PARTNERS Our partners will be World Merit Council in Ethiopia and Hold my hand Charity . They can help us find volunteers for the project. Another partner will be the Rotary They can provide humanitarian services and are open to all people. World Merit HQ can connect us with potential donors and help us with the provision of certificates. Supporters are local restaurants and hotels. Venues will be churches, schools or any other places where the street children can gather.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Start approaching existing hotels to finalisepartnership. -Look for possible venue that is a social service center to carry out our project, create social media accounts and recruit 5 volunteers.
-Start fundraising campaign, video creation. -Some project materials purchased, venue secured, 100 meals provided.
-Approach media, seek partnership with one more hotel, provide additional 200 meals and finalize and .and share campaign video on social media.
-Provide training on food wastage for hotel staff, approach third hotel and provide 250 meals.
-Start approaching fourth hotel for partnership, provide 300 meals.
-Approach corporates for sponsorship, provide 350 meals and reach the goal of 1200 meals for the pilot period.
Ac tion plan for SDG 3
SABR SUPPORT
SDG 3 : Good health & Well-being Project : SABRSUPPORT
Business plan Explained through the Business Model Canvas
Contact : info@sabrcare.com
What problem is it solving? OVERVIEW SabrSupport will be a peer support service in emerging nations that offers weekly sessions to assist cancer patients in managing their mental health as they cope with the disease. The service will bring together cancer patients and survivors to share experiences; sessions will be facilitated by a psychologist. The service will be informed by best practices from successful programs such as Maggie’s Cancer Centre in the UK and piloted in Goa, India.
There is a lack of professional mental health support for cancer patients in emerging nations such as India, even though cancer patients are twice as likely to develop mental illnesses.
SDG Target Focus SDG 3.4 By 2030, reduce by one third premature mortality from noncommunicable diseases through prevention and treatment and promote mental health and well-being.
Value Proposition
SabrSupport improves the mental health of cancer patients through peer-support. Our weekly psychologist-facilitated group sessions will be unique in emerging nations. By participating, patients will become more resilient and develop strategies to cope with the stresses of the disease.
Customer segments
CHANNELS
Our customers are diagnosed cancer patients, of any type of cancer and at any stage. They will start our program after diagnosis (early stage of treatment), so we can prevent the onset of mental illness or support their mental well-being to maintain their quality of life.
Our customers will be reached through the offline weekly peer-support group and digitally through a website.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Through outreach at government centres, private hospitals and clinics, participants will be recruited into the peer-support program. Specifically for the pilot, outreach meetings with the Goa Medical College & Hospital, 32 Public Health Centres, and 3 Private Hospitals will facilitate awareness. We will also leverage cancer survivor networks to promote the peers-support group.
We will be looking at government grants and private grants grants to keep our Peer Support Group program sustainable at the Public Health Centres. Private hospitals, Corporates (CSR) and other impact investors will be reached through fundraising.
Operational reach Our audience for the pilot will be cancer patients in Goa, India, where 800 people are diagnosed with cancer every month.
SMART Goals We want to launch a support group for 12 weeks in length with weekly hour-long sessions in Goa India within 6 month pilot.
ROI/Why should you invest?
business plan Explained through the Business Model Canvas
Our venture will demonstrate the social impact for cancer patients while being quickly scalable and easily implementable within a short amount of time. We will have the logos of sponsors/investors branded onto marketing material to ensure maximal visibility.
Action Points/World Merit Support We hope to leverage local Merit council members to be on the ground volunteers or ambassadors for the project, allowing us to spread the word faster and achieve our goals.
KEY ACTIVITIES
Outreach to cancer patients at health centres to become involved in service. Providing the physical space, facilitator and structure for the peer-support sessions.
KEY RESOURCES
COST STRUCTURE
Primary fixed costs for the initiative are the facilitator’s fee, venue, and variable printing costs for resources and promotion. Digital content and website maintenance will also be ongoing costs.
Primary fixed costs for the initiative are the facilitator’s fee, venue, and variable printing costs for resources and promotion. Digital content and website maintenance will also be ongoing costs.
KEY PARTNERS In general, we aim to partner with centres that provide cancer treatment and cancer survivor networks. For the pilot, these will be Goa Medical College & Hospital, 32 Public Health Centres, and 3 Private Hospitals (Apollo, Manipal & Healthway) who treat cancer patients. Muskaan, a cancer survivors network will help in creating awareness.
September 2017
October 2017
November 2017
December 2017
-Establish the evidence-based framework for Sabr Support peer groups
-Finalize Key partnerships for Sabr Support
-Finalize logistics -Finalize pilot such as venue and funding through facilitator fundraising and investors
January 2018
February 2018
-Finalize partici-Pilot check-in and pants for 12-week adjustment based pilot and launch on initial sessions sessions
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Ac tion plan for SDG 4
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STAMP FORWAR D
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business plan Explained through the Business Model Canvas
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SDG 4 : quality education Project : STAMP FORWARD
RWA
Contact : projectstampforward@gmail.com
What problem is it solving? OVERVIEW Up to 25% of students dropout in secondary school in Andhra Pradesh, India, because they don’t see the value of continuing their education. Stamp Forward provides workshops and fieldtrips that equip these students with relevant job skills and experiences that inspire them to see the benefits of a quality education. Local business professionals lead the workshops and thus foster the kids’ understanding what opportunities exist for them when staying dedicated in school. Each child furthermore receives a Stamplet tthat lets them monitor their own progress during the program and beyond.
With our program we will reduce dropout rates in secondary schools through create professional educational engagement. The participation in the program increases the students’ marketability and their employment eligibility post-graduation.
SDG Target Focus Target 4.1: Ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes.
Value Proposition
Customer segments
CHANNELS
We offer an easy and engaging way of learning and a new perspective on how school can contribute to professional development. Through our project, pupils will see their expectations from school exceeded; they will become more enthusiastic towards school.
Stamp Forward will reach classes in secondary schools in a rural area of India, specifically Andhra Pradesh.The children we aim to reach are ages 11-16 who are at risk of droppingout. We will gain human capital down the line by grooming these young children into ambitious young professionals at an early stage in life.
We are looking to speak with local businesses and schools through; emails, phone calls, face-to-face, linkedin, social media.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
We hope to create partnerships with secondary schools and local businesses, which we will maintain by providing the knowledge that the classroom training benefits both the businesses and the pupils in the long-term.
Stamp Forward is a low cost and high impact. When networking with local businesses, we are asking that the business send out one employee once a month to conduct these workshops. The first 6 month pilot will estimate at 1, 000 GBP. We are looking to get the initial start up fees from a series of different grants, crowd funding, or fundraising.
Operational reach Stamp Forward works with public secondary schools in Andhra Pradesh, starting from the proximity of Kadapa. Specifically, we engage 6 to 8-graders in secondary school, the age group that is most prone to dropping out due to lack of interest. By working with the entire class, we ensure that no one is excluded from the opportunity to advance professionally.
SMART GOAL By February 2018, 50 students from one school in Andhra Pradesh have successfully finished the program. During this time they attend three different workshops, one field trip and do a short internship at a local company.
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Business plan Explained through the Business Model Canvas
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ROI/Why should you invest? Investing in Stamp Forward offers businesses the ability to make an impact through CSR, have the potential to gain in human capital and the capability to start grooming their future employees. This will also have a beneficial impact to their city by reducing the dropout rates and increasing the number of young professionals in the workplace, thus positively impacting the economy.
Action Points/World Merit Support The World Merit Community in India can support by volunteering for the program in Andhra Pradesh and introducing us to local companies for building our network.
KEY ACTIVITIES
Building partnerships with local businesses and secondary school in Andhra Pradesh. Developing workshop plans to fit the student’s and business’s needs.
KEY RESOURCES Physical resources: stamplet, transport bus, stamps stationery, trophies. Intellectual resources: professional with different skill background Financial resources: 1,000GBP for the first 6 months pilot. Human resources: Stamp Forward Team, local business employees, speakers.
COST STRUCTURE ‘Stamplet’ booklets, stamp stationery, employees from local businesses, transportation for field trips and cultural programs, trophies/ medals. Flexible costs are the branding materials ( shirts/ caps).
KEY PARTNERS We will partner with secondary schools and local businesses situated within a close proximity. We will also partner with designers and producers of the Stamplet and stationary, universities for speakers and transport companies.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Get into contact with at least 5 companies that can support us with our pilot. -Build a partnership with a secondary school in Andhra Pradesh to get support on our pilot students.
-Design and print the stamplet -Organise the transportation for field trips.
- Start creation lesson plans for the workshops and field trips. - Start planning the workshops with partner school and companies.
-Finalize the creation of lesson plans for the workshops and field trips. - Finalize the planning of the workshops with partner school and companies.
- The workshops and field trips are done with our pilot student group. -Constant follow up will be implemented to see the change in student motivations to continue education.
- Measure the short-term impact of the project by questionnaire and qualitative interviews. - Collect feedback from companies who support us, school board and teachers. - Assess the project outcome. - improve the project proposal. - Develop new partnerships to implement the project in 10 other schools.
Ac tion plan for SDG 5
N ET S EBR AQ
SDG 5 : GENDER EQUALITY Project : NETSEBRAQ
Business plan Explained through the Business Model Canvas
Contact : netsebraq.sdg5@gmail.com
What problem is it solving? OVERVIEW A project directly addressing gender parity and cultural misconceptions in Ethiopia. We aim to empower Ethiopian girls by providing specific career roadmaps to their dream professions, based on field research conducted. Additionally, events will be held whereby elementary school children (both genders) will have the opportunity to listen to motivational speeches from women that have accomplished their dreams by breaking through various cultural barriers. We hope to spark (‘netsebraq’ in Amharic) the potentials of young girls for a better future and sensitise the minds of young boys and girls alike to the idea that women are as capable as men.
The lack of involvement from girls at different levels of academics, that is, elementary to high school, from high school to university and thereafter to various industries and leadership roles in society.
SDG Target Focus Ensure all Ethiopian women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.
Value Proposition
Awareness and realisation of women’s capability to be involved in academia, industrial careers and the workforce, as well as leadership roles. As a result plugging into the workforce of Ethiopia as a nation and therefore enhancing socio-economic growth.
Customer segments Integration of women into careers brings emancipation from just restrictive house/family duties, and freedom in future opportunities. Females’ active role in the community is essential for a fruitful, prospering society. Teachers’ effort educating girls would not go to waste, as girls are motivated to achieve and pursue an academic path.
CHANNELS Our team has contacts in Ethiopian government schools. They provide teacher co-operation, space and materials. Events delivered during school hours.
Operational reach We are targeting two schools in Ethiopia; one in the urban city and the other in a rural area. This way we will reach approximately 850 children between the ages of 7–13 years old. Expansion of the project will be dependent on the impact of the 6-month pilot. Ideally, we would then expand to similar schools in Kenya.
SMART GOAL 6 months: Temesgen and Aelaf to gain collaboration with two government schools in Ambo and Baslios to host event. Field research of academic institutions and career options to design and produce the career roadmaps. Margherita produces videos from interviews of team members and role models to publicise the project.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
The product will increase children’s motivation, academic performance, teacher satisfaction, and school reputation. Expansion will be through government schools’ network.
Evaluation from the pilot will be used to perfect our product and adapt it for other communities, regions, and countries (our post-pilot expansion will be to Kenya). Donations, fund-raising, and sponsorship will be employed to finance the cost of our product delivery (e.g.flights, filming, career roadmap printing) following the 6 month pilot.
ROI/Why should you invest?
business plan Explained through the Business Model Canvas
Return of investment measured quantitatively on the amount of people on whom the product is delivered. Return of investment qualitatively measured (long term) on the amount of girls completing high schools or universities suggested in career road-maps from our product. Why should you invest? Provide girls with awareness and tools to have academic and life opportunities. Raise conversation about the gender situation in Ethiopia. Opportunity to speed up Ethiopia’s socio-economic development by benefiting from the values brought by women’s’ active role in the academic society and in the workforce.
Action Points/World Merit Support Use network, reaching willing participants for interviews as role models or supporters of Netsebraq values. Use their on-line presence to spread our advertisement videos. Recruit volunteers from Ethiopia’s Merit Councils.
KEY ACTIVITIES
KEY PARTNERS
Conduct field research to design career roadmaps. Produce video content with role models. Organise and deliver event in the schools. Gather feedback and produce video of results for social media.
KEY RESOURCES Funding will definitely make the project implementation much easier e.g. travel and stationary. The product can be scaled down or up depending on funds available.
COST STRUCTURE
Temesgen Bedane; Ethiopian teacher with access to academic network. Aelaf Habte; Ethiopian woman pursuing a career despite the community’s lack of support. Acutely aware of the needs of costumers due to shared experiences. Margherita Messina; filmmaker/ editor producing video content and marketing for Netsebraq. Sophie Gonano; organises crowd-funding campaigns. Ethel Odhiambo; establishes social media presence and adapts product to Kenya.
Travel and accommodation costs for team-members, volunteers and role-model speakers. Production requires cost for printing career roadmap posters. Producing video content for event requires cost of microphone equipment, rights to use pre-existing videos, and interviewing/ filming role models. Delivery: no costs for space (event is held in classrooms). Cost for projector/screen for video screening, stationary for activities, microphone for role models speech. Cost for filming equipment to produce video publicising events results.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Regroup after Merit 360. Members returns home, and reaches out to their networks for potential assistance (e.g sponsors) and contacts (e.g role models) to help propel this pilot further.
-Scout government schools for an appropriate location to host events. Approach schools about our ideas and convince them to be a part of it. Reach out to inspiring women to be role models.
-Organise crowdfunding campaigns (e.g. raffles, competitions, donations) to go toward the costs of travel, photography, and stationary necessary for the program. Establish online presence e.g. Twitter
-Field research in Ethiopia for the development of career roadmaps. -Connect with Ethiopian stationary/printing companies to produce physical copies of these booklets/ posters.
-Team members travel to Ethiopia for the execution of events. Film role models speeches and Ethiopian children. Footage to be edited into a marketing tool, to promote further expansions
-Create and develop a website for Netsebraq, where our values, goals, and accomplishments can shown to the general public. -Appeal to established businesses and successful personalities to share our marketing film on their social media
Ac tion plan for SDG 6
ZIN-BE
SDG 6 : clean water & sanitation Project : ZIN-BE
business plan Explained through the Business Model Canvas
Contact : projectzinbe@gmail.com
What problem is it solving? OVERVIEW Our aim is to expand the project to rural Pakistan, Ghana, Uganda and other water scarce regions in the world, where people will benefit from having access to clean and affordable water, as well as to fresh fruit and vegetables, which are not readily available to the community. We will also expand our operations to schools and community clinics, which will prevent children from missing school due to lack of proper hygiene management in educational insitutions.
More than 43 million people in Ethiopia lack access to clean water. Women and children walk for miles to collect water, often from unprotected ponds. Recurring droughts result in famine and water-related diseases, as people are forced to rely on contaminated water sources.
SDG Target Focus Lack of access to water has manifestations on health, economy, malnutrition, poverty and education. This project aims to empower locals to sustainably manage water resources. Therefore we focus to fulfill SDG number 6 : clean water and sanitation.
Value Proposition
Customer segments
CHANNELS
ZIN-BE will maintain supply of clean and affordable water during the dry season. Moreover, the greenhouses will generate an income for the beneficiaries and improve the nutritional intake of the community by growing vegetables to sell.
We will expand this customer base from domestic consumers to schools and community clinics when on occassion the local government runs out of water supply.
Direct to consumers through schools and community clinics.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Direct sales to consumers direct sales to schools and community clinics.
Government funding, funding from international organisations, sales of water to the community (schools and community, clinics) and sales of vegetables to the community.
Operational reachs By April 2019, our aim is to expand to at least 6 communities in water scarce regions of Pakistan, Ghana and Uganda.
SMART GOAL Expand to 6 more communities in rural Pakistan, Ghana and Uganda, providing access to clean water to more than 1000 people by April 2019. Provide employment opportunities to 30 vulnerable individuals by April 2019
ROI/Why should you invest?
Business plan Explained through the Business Model Canvas
We are trying to tackle the issue most of the environmental investors are trying to invest into. Investing in the production and supply of clean water in Ethiopia serves the purpose of most of the Donors. ZIN-BE is a low cost initiative with great impact. Investments will contribute to the economic empowerment of unemployed individuals and will provide access to clean water and nutritious food to rural communities. A percentage of the monthly income is re-invested in expanding the solution to new locations, contributing to a sustainable business model.
Action Points/World Merit Support By utilising World Merit’s extensive network, we hope to get support with attracting funding and other partners. We will also collaborate with World Merit council Ethiopia to aid the facilitation of essential partnerships.
KEY ACTIVITIES
KEY PARTNERS
Conduct field research to design career roadmaps. -
Produce video content with role models. Organise and deliver event in the schools. Gather feedback and produce video of results for social media.
KEY RESOURCES
COST STRUCTURE
- Money - Partnerships with schools and community clinics
Construction materials, installation of proper infrastructure from rain-harvesting system to local school and community clinic.
Addis Ababa Science and Technology University. - Local community members - Supplier for materials. - local charity or community organization. - Ministry of Water and irrigation. Ethiopian Environmental Protection Agency. - World Merit.
January 2018
September 2017
October 2017
November 2017
December 2017
-Build a website -Identify potential communities. -Find a local partner in the community (charity, school or church) -Identify entrepreneurs.
-Conduct a needs assessment and market research in the community -Estimate costs
-Partner with the AAST University -Find student volunteers at University to organise awareness campaigns, volunteers on site
-Find technical -Secure land assistance in collaboration with the University
February 2018 -Train the entrepreneurs on how to build and maintain the system
Ac tion plan for SDG 7
THE BRIGHT HANDS PROJECT
SDG 7 : AFFORDABLE & CLEAN ENERGY Project : THE BRIGHT HANDS PROJECT
Business plan Explained through the Business Model Canvas
Contact : Contact@careforseven.com
What problem is it solving? OVERVIEW To train youth and women in electricity-deprived areas on how to make simple renewable energy appliances from available electronic waste and other recyclables, in order to provide electricity for their day-to-day personal needs.
Billions of people around the world do not have access to clean, affordable or reliable energy and are often dependent on external solutions that are subject to funding and resource fluctuations..
SDG Target Focus By 2030, ensure access to affordable, accessible, reliable and clean energy for all by increasing shares of renewables in the energy mix, expanding infrastructure to facilitate access to clean energy technology, and provide training that enables local workforce to harness locally-produced energy.
Operational reach Youth and women in electricity deprived areas that require electricity for their educational needs and economic activties and do not have regular and reliable access to it throughout the day.
SMART GOAL To educate youth and women in impoverished electricity deprived communities to use e-waste to make simple electric devices that are powered by clean energy and provide electricity for their day-to-day lives.
Value Proposition
Customer segments
CHANNELS
This project solves the problem of excessive community dependence on external sources for reliable and affordable electricity by teaching youth/women how to assemble electronic devices to power everyday life activities using electronic waste.
Children and women. We will be providing them with clean, affordable and accessible energy as well as improving their ability to continue their education and daily activities when daylight is not available.
Design a training program that details the assembling process of the electronic devices made from e-waste, publish accompanying manuals, and with the help of local partners, train individuals to make renewable energy operated electronic devices using e-waste.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
By forming partnerships with schools, women, slum kids and general impoverished areas and using a network of World Merit Councils and students to serve as on-ground facilitators.
We anticipate support from corporate Social Responsibility programs and international development grants from foundations. These sponsors would have an interest in the educational and economic outcomes our training program is expected to bring to communities.
ROI/Why should you invest?
business plan Explained through the Business Model Canvas
Bringing clean and affordable energy to peoples everyday lives. Improve quality of education, which could lead to lower rate in drop out especially for girls and higher chance for them to consider STEM subjects.
Action Points/World Merit Support World Merit Council can help us in providing human resources to provide trainings, provide engineering supports, and provide data in terms of what school we should target.
KEY ACTIVITIES
Have individuals on the ground to provide ongoing training. Make the training program clear and easy to understand for the youth/ women. Develop design prototypes that are simple for students to build. Have multiple streams of reliable e-waste suppliers. Have publisher willing to produce and distribute small booklets
KEY RESOURCES
COST STRUCTURE
E-waste and other recyable materials, volunteer facilitators and trainers, publication of manuals, engineers to design prototype.
Fixed costs include competition incentives for designing prototypes, and variable costs include the logistics of securing and transporting e-waste material, publishing manuals, and training facillitators. We anticipate the most expensive to be publishing and securing and transporting electronic waste.
KEY PARTNERS Our suppliers will be E-waste management services for materials, universities for prototypes, graphic designers and publishing companies for production of training material. World Merit councils and AIESEC partners would provide human capital for on-ground training and facilitation. Our customer partners include schools in energy-poor areas.
September 2017
October 2017
November 2017
December 2017
-Identify available waste -Finding e-waste partner -Identify local needs.
-Community assessment.
-Design prototypes/curriculum -Develop the metrics for impact assessment.
-Train the educa-Impact assesstors. ment. -Implement in one local school.
January 2018
February 2018 -Pilot project end
Ac tion plan for SDG 8
BEL QIS
SDG 8 : Decent work & economic growth Project : BELQIS
business plan Explained through the Business Model Canvas
Contact : belqis.sdg8@gmail.com
What problem is it solving? OVERVIEW 53% of women in Morocco suffer because of unemployment. Many are illiterate and have no other skills than cooking. They are dependent and end up in poverty when their husband lets them down. At the same time, high salary employees’ complain about a lack of healthy food at the workplace. Belqis is a social enterprise that makes and delivers healthy, fresh, and homemade food, prepared by those women to our customers on time (connect demand with supply). We select, empower, and train them in hygiene and basic business management to involve them in our enterprise.
We help unemployed and uneducated women, which are gifted with cooking skills to gain an income and become independent. At the same time, we provide employees with healthy, fresh and homemade food at their workplace.
SDG Target Focus 8.5: By 2030, achieve full and productive employment and decent work for all women and men, and equal pay for work of equal value.
Value Proposition
Customer segments
CHANNELS
Healthy, clean, and fresh homemade food made by trained poor marginalised and unemployed women who are gifted in cooking delicious Moroccan traditional recipes. It’s cooked with love, a reasonable price, good weekly menu, and on-time daily delivery.
We target high-salary employees working in commercial companies who don’t have enough time to cook and end up having expensive fast food for lunch. As our cooks, we target unemployed women who have true passion in cooking and hygiene, and commitment to work productively with us through selection and training.
Through Driver’s delivery and different weekly menu. Feedback and menu suggestion are collected through the actual foodboxes, call-center, and/or online.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
We commit to our food’s quality and price to keep our customer satisfied and attract more customers.
With weekly & monthly subscription, revenue comes stable according to the number of foodboxes sold. Extra desert or soft drink menus are also available. And, occasionally catering service for events is another alternative revenue.
Operational reach The project will be implemented first in Casablance, Morocco. Within 6 months, we want to expand our service reaching 100 clients and employing 10 women minimum. We aim to reach 300 clients by the first year, and expanding to more and more cities in Morocco. We want to become a relevant player in Morocco’s food-sector.
SMART GOAL In three months, we aim that with our pilot we employ 3 women and serve 30 clients with their lunch daily. In six months, we aim to have 100 clients and employ 10 women minimum, well-equipped small community kitchens, and a clear supply chain, all as a sustainable self-financed system.
ROI/Why should you invest?
Business plan Explained through the Business Model Canvas
We will be able to establish this business idea until we are self-financed within 6 months to be a social enterprise that re-invests all of our profit into our work, increase the employment, and other social projects in the future.
Action Points/World Merit Support With World Merit’s support, we will be able to connect with investors and networks to support our implementation. We can use its support to raise awareness to increase the demand for our enterprise.
KEY ACTIVITIES
Women selection, training, and empowerment and finding clients are two major components for the project. Ensuring hygiene, interesting menu, on-time delivery, and customer relationship are essential.
KEY RESOURCES Unemployed women who are skillful in cooking and employees’ demand are existing key resources that we can work on, and our local networks provide those information.
COST STRUCTURE
KEY PARTNERS Local commercial companies are our first target partners to ensure our reach to their employees. Our personal local networks with employees and women will ensure our needed market and resources. Local and international NGOs and investor’s investments are needed for our start-up implementation. Our World Merit Morocco Council plays a close role supporting what we need to execute the project.
Investment in ingredients, kitchen and its equipment, 6 months salary for our employees, and marketing expenses are the main cost that must be carefully worked on. Ensuring good training and environment for employees, organizing the supply chain, saving all the energy and waste, and clever marketing strategy can cut down the cost in the long run. Maintaining a high quality of ingredients, food and daily delivery are also cost that we need to consider.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Finalise our value proposition and strategy. -Research and determine the marketing strategy -Send our proposal to investors, NGOs, and foundation -Start tracking accounting -Calcutate the cost and revenues -Determine the selection criterias and training procedure for women.
-Find volunteers -Find the customers and make agreement -Find the Kitchen, its materials, and the driver -Organise the menu, cooking and delivery flow.
-Execute the Experimental Phase -Collecting the customer’s feedbacks
-Carry on the sale Analyse the feedback and write report. -Calculate the cost, revenues, salary, and profit Adjust the Marketing strategy (if needed). -Submit the proposal to more investors, NGOs, and foundation. -Finding more clients to expand the revenue.
-Carry on the sale and marketing Recruite more woment -Expand the working places -Start creating a sustainable supply chain.
-Carry on the sale and marketing -Register our start up as social enterprise -Obtain the Hygiene Certificate
Ac tion plan for SDG 9
MERIT VISA
SDG 9 : Industry, Innovation & Infrastructure Project : MERIT VISA
business plan Explained through the Business Model Canvas
Contact : meritvisa@gmail.com
What problem is it solving? OVERVIEW A major barrier for people wanting to attend Merit360 and similar conferences is the visa application process. The process is often lengthy and requires copious amounts of information to be known. The complexity of the process often stifles the movement of innovative people who wish to attend global conferences and learn. Providing assistance to the attendees of these conferences can increase the attendance and a greater exchange of ideas can be achieved with greater exchange of ideas. Merit Visa is offering a consultancy service, which double checks visa packages before they are sent to the relevant emembassies which reduce the chance of first rejection.
Merit 360 in 2017 had ~ 160 visa rejections. Often the cause of rejection is easily fixable and would be noticed by a third party offering a review of the visa. This service is aiming to solve low attendance.
SDG Target Focus SDG 9.B; providing maximal support to changemakers around the world who aim to learn new skills at Merit 360 and return innovative value to their home communities.
Value Proposition
Customer segments
CHANNELS
By helping tailor the visa process, one of the main barriers could be reduced. By providing assistance to the attendees of conferences such as Merit360, higher attendance is achieved with greater exchange of ideas.
The attendees of Merit360 2018 are the first customers. From here, further customers found organically through World Merit’s desire for further conferences and council meetings. This service can then be offered to international corporate partners of World Merit
Attendees of global conferences. Starting with World Merit affiliated conferences and then branching out to other conferences and their organisers.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Providing a friendly experience explaining through the visa process. Offering 1 on 1 sessions to remove anxious feelings related to the visa.
This will either take form as a charge to the customer seeking a visa review service. Based on a “no win- no fee” model, where charges are only made for visas which have been improved and later got approval. Or, this will work as a charge direct to World Merit for each successful attendee, who, without our service would likely not have attended a Merit conference.
Operational reach Initially piloting in Ethiopia. Our reach will extend to India and Morocco with our teams members. Following this, reaching out to the local Merit Councils to provide contacts in their own countries. The main focus for operations will be countries affected by harsh visas, not countries within the EU, USA, Canada or Australia etc.
SMART GOAL Test pilot on 5 willing candidates travelling on Tier 5 or tourist visa, review the visas and hopefully remedy mistakes. Meet with World Merit staff to discuss pricing options. Use knowledge gained to offer service to Merit 360 2018 attendees.
business plan Explained through the Business Model Canvas
ROI/Why should you invest? This is a key target area of great importance for World Merit. Previous conferences have been plagued by visa issues as well. Recently it was revealed that the UK home office makes 800% profit on some visas, so there is a clear potential for improvement.
Action Points/World Merit Support World Merit can continue to maintain contact with us, so that future advertising and pricing plans work for both us and the World Merit organisation.
KEY ACTIVITIES
Researching up to date information on the visa issues in target countries. Source knowledge from Merit360 attendees who faced visa rejection to identify key problem areas in the visa process.
KEY RESOURCES
COST STRUCTURE
The time our team can commit. The vast World Merit network which allows us to source knowledge and the specific issues each country faces with visas.
Initially just the time each team member can commit. Following pilot stage, part time staff member who specialises in visa consultancy.
KEY PARTNERS World Merit. The World Merit local Merit Councils Corporate partners of World Merit
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Verbal agreement with World Merit representative - Discuss possible support channel with World Merit -Pitch plan
-Team has fully researched the visa issues faced by World Merit attendees -Contacted visa lawyers within the UK
-5 test clients from either Ethiopia/ India/ Morocco -Successfully improved visa applications
-Present proof of process to World Merit and have an outlined price plan for Merit360 2018
-Have Merit Visa advertised to those attending Merit360 2018
-Begin visa reviewing process and have 1 on 1 consultations with clients attending Merit360 2018
Ac ti on plan for SDG 10
VL E 360
SDG 10 : REDUCED INEQUALITIES Project : VLE 360
business plan Explained through the Business Model Canvas
Contact : mailvle360@gmail.com
What problem is it solving? There is a lack of understanding and empathy people have for each other.
OVERVIEW To empower and enable marginalised voices through partnership and opportunity to produce catalytic social change that will re-write the inequitable status-quo.
There is a lack of safe spaces to be vulnerable in the exploration of different races, ethnicities, sexes, genders, etc in schools. Just in the past year (2016), there has been a 20% increase in hate crimes in the United States (NBC News). In some areas in the U.S., there is a severe lack of access to different types of diversity.
SDG Target Focus By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.
Value Proposition
Customer segments
CHANNELS
Activate passive young people to become active global citizens who participate and engage in societal discourse. Value to Customer - Introducing more effective learning strategies for teachers through immersive VLE. Creating excitement in students for learning through new technology.
Students in charter/private middle schools (the value for students and teachers is a more effective learning environment). We aim to eventually expand VLE into human resource trainings as well as other professional training programs, for example for police officers and health care professionals.
Through school facilitated curriculum on & offline (VLE and post-VLE debriefings). Integrate through two different methods, VLE (storytelling) & dialogue. The channels work best together (VLE and postVLE dialogue).
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Build relationships with private/ charter middle schools (directors/ teachers & counselors). Consult w/ school on specific needs, provide pilot, facilitate VLE sessions and follow-ups with schools. Then reflect and evaluate to improve pilot w/ school’s feedback. Reach & expand customer base using social media, marketing campaigns & school testimonials.
Value for Customers - Monitize VLE through YouTube. Sponsorship through uni grants, contracts w/ Health Promotion Orgs, Academic & Community Funds & Grants Customers Currently Pay - Capture & Maintain - publish the results (effectiveness of our VLE programs & testimonials from schools).
Operational reach After a successful pilot program, we aim to expand our reach to middle schools, high schools and universities in other states accross the United States. In the education sector, our audience will be teachers/professors, school officials and students. Our longterm goal is to expand our Virtual Learning Experiences to professional settings such as corporate HR, law enforcement and health care trainings.
SMART GOAL Within a year after Merit360, we will have completed a prototype of prototype of VLE (Virtual Learning Environment) and adaptand adapt to a finalised version of our VLE. Eventually expanding our VLE platform to empathy trainings tailored to human resources and other professional sectors.
ROI/Why should you invest?
business plan Explained through the Business Model Canvas
Funding VLE would make investors pioneers in virtual reality. VR is scientifically proven to be more effective and valuable in the learning experience. Our VLE program would to promote social responsibility.
Action Points/World Merit Support Connect us with Universities, Investors, Grants, Networking & Fundraising Opportunities.
KEY ACTIVITIES
Filming and creating content surrounding social issues such as gender inequality, xenophobia and micro-aggressions. Seek to establish funding and continued research with partners in the San Francisco Bay Area/Silicon Valley.
KEY RESOURCES
COST STRUCTURE
SEED Capital, Tech Expertise and Partnership, Intellectual Capacity, YouTube.
Important Costs - Content Creation (VR) & Impactful Narratives Most Expensive -Technical video filming/editing Equipment & Research Key Activities - Videography Fixed & Flexible Costs.
KEY PARTNERS Key Partners - Technology/social entrepreneurs, videographers (ideally, recruit university graduate/phD students working in the field), sociologists, psychologists in the San Francisco Bay Area/Silicon valley Key Suppliers - Tech/VR companies (to assist in creating Virtual Learning Experience (VLE) content).
September 2017
October 2017
November 2017
December 2017
January 2018
-Finalise business plan. -Create pitch and marketing materials to sell concept
-Approach tech organisations / freelancers Universities: Students and researchers (Work Stream 1) -Approach SEL organisations (Work Stream 2)
Agreements/ Contracts confirmed (Tech, SEL, NGOs)
-Start fundraising campaign -Marketing, PR search for Pilot site
-Confirm pilot -Create video site and submit content and supethics approval (if porting material . required) -Creating a story board production plan
February 2018
Ac ti on plan for SDG 11
HO M EMAKERS
SDG 11 : Sustainable cities and communities Project : HomeMakers
Business plan Explained through the Business Model Canvas
Contact : homemakers.sdg11@gmail.com
What problem is it solving? OVERVIEW HomeMakers is an organisation that provides training and employment as tour guides for women in underprivileged rural areas. Unlike NGOs who simply provide a house, HomeMakers empowers women by providing them financial management skills as they earn to build a shared-housing. Through this, 5 women will save together for 1 year wherein a portion of their wages will be directly transferred to an account for the shared-housing’s material cost. It pioneers with women living in the mountain ranges of the Philippines and its available trainers. Afterwards, it will be re-adapted within the same community and replicated on a global scale.
HomeMakers aims to provide better living conditions in underprivileged rural areas through increasing the employment rate and tourism in the area.
SDG Target Focus HomeMakers concentrates on providing tour guiding and financial management training and employment to underprivileged women in rural areas for them to develop their own shared-housing.
Value Proposition
Customer segments
CHANNELS
HomeMakers’ selling point is its customer-based foundation which empowers the community with the opportunity of building a home for themselves. It offers available trainers to provide tour guiding and financial management skills to be employed in existing partner tour operators.
HomeMakers’ primary customers are underprivileged women who live in the mountain ranges of the Philippines with the following criteria: (1) 18 years to 45 years old; and (2) identified below the international poverty line.
HomeMakers will conduct a market research to evaluate its feasibility and replicability and utilise their connection with World Merit, local Merit Councils and Department of Tourism in the Philippines to recruit volunteers to advertise
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
HomeMakers will create partnerships within the Philippines where partners will obtain additional projects, profit and tax revenues. The model will function as a recruitment firm where they will handle training, placement and marketing.
HomeMakers follows a 50-50 principle, where customers and sponsors provide half of the project’s total cost. As a non-profit organisation, HomeMakers is seeking a small-scale funding to provide a proof of concept. In turn, partners will gain advertising and profit by gaining the first Permit-to-Operate in the town registry to bring in tourists in this new tourist area, thus LGUs will have additional tax revenues.
Operational reach The pilot project of HomeMakers will be with 5 women in the mountain ranges of the Philippines who desire to build a home for their families. Once completed, the process will be re-adapted in the same community but with a significantly higher number of women. This will be replicated on a global scale beginning with Morocco and then Sudan.
SMART GOAL 6 months: Temesgen and Aelaf to gain collaboration with two government schools in Ambo and Baslios to host event. Field research of academic institutions and career options to design and produce the career roadmaps. Margherita produces videos from interviews of team members and role models to publicise the project.
Business plan Explained through the Business Model Canvas
ROI/Why should you invest? HomeMakers’ model is a free medium for marketing and an agency for training and placement. Half of the project cost is covered by customers themselves which means small investment and bigger returns. It offers increase in profit and tax revenues while helping build sustainable communities.
Action Points/World Merit Support World Merit will provide connections to volunteers and tour operators, build awareness for the needs of the underprivileged in rural areas and market their tourism potential, and serve as catalyst to globally scale the project.
KEY ACTIVITIES
HomeMakers will conduct a market research, acquire permission to operate a tourism business, obtain partnerships with tour operators, and create a financial savings plan.
KEY RESOURCES HomeMakers already has trainers for its customers to be employed as tour guides, work space, and materials for training. Nonetheless, the organization still needs sponsors for the cost of land.
KEY PARTNERS HomeMakers key partners in its pilot project is the Philippines’ LGU, tour operators, and professional trainers. This is for the permit to open the mountain and training and placement for the tour guides. In a global scale, the organisation needs to acquire partnership with the local government unit, tour operators, and trainers in Morocco and Sudan.
COST STRUCTURE Since HomeMakers operates on a 50-50 principle, half of the project will be provided by the customers themselves and half by partners which covers the completion of a shared-housing. The customers will provide the material cost while the partners will provide the land cost. Administration and other costs are provided by the core members of the HomeMakers and current volunteers.
September 2017
October 2017
November 2017
-Field and Market Research.
-Community Enga- -Acquire Permit gement. to Operate and Partnerships
December 2017
January 2018
-Training -Launch Tourist (Tour Guiding and Destination/ Financial Manage- Guides. ment). -Destination Marketing
February 2018 -Shared-housing Construction Completion.
Ac ti on plan for SDG 12
GAME OF WAST E
SDG 12 : RESPONSIBLE CONSUMPTION & PRODUCTION Project : GAME OF WASTE
Business plan Explained through the Business Model Canvas
Contact : Gameofwaste@gmail.com
What problem is it solving? OVERVIEW Game of Waste is an advocate for SDG 12 using the gamification approach. It is a virtual league run via an app and online games to award social action. We’re driving positive behavioural change by turning sustainable practices into fun, engaging competitions. These competitions will be broken into monthly topics from food, plastic and paper waste. Participants will be further incentivised by different prizes such as sponsored products to personal or professional development programs from our partners. Our pilot project will be in Nairobi, Kenya, a place full of potential for growth.
People have low awareness of waste generation impact. As behaviour change is hard, they often lack motivation for change even with some knowledge of the issue. Game of Waste provides the awareness, information, and gamifies positive behaviour for change.
SDG Target Focus Goal 12.5: substantially reduce waste generation & Goal 12.8: ensure that people everywhere have the relevant information and awareness for sustainable lifestyles.
Value Proposition
Customer segments
CHANNELS
Customer: youths develop and maintain sustainable lifestyle behavioural change, receive incentives and recognition for improving waste generation habit. Sponsors: local or sustainable products companies increase brand awareness, advertise products/services, and create the feeling of ‘doing good’ by supporting the movement.
Customer: yyouths who are involved in local Merit Councils and have interest for sustainability, provide youths a vehicle of behaviour change motivation within their communities, incentivise prizes from local communities or professional development opportunities. Sponsors: provide prices for competitions, who involve in sustainability products/ service, or support a sustainability value.
Nairobi pilot: social media, peer mutual surveillance for point system. Morocco Conference: Game of Waste App, crowd-sourcing winning criteria.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Local Merit Councils and their connections within the communities to get and grow customers, and establish sponsors and prizes.
1. Sponsor to pay for the project by providing incentives (tangible/ intangible), e.g. free dinners, meeting with an important person, internships. They pay for ‘doing good’, receive brand awareness, talented youths as employees. 2. App Advertisement. 3. Database of consumer behaviour characteristics for a pool of youths interested in sustainable lifestyle around the globe
Operational reach The 6 month pilot version is Game of Waste Nairobi, Kenya. Game of Waste App will be launched in February 2018 during Morocco Local Merit Council Conference to other developing countries’ Merit Councils in and utilized their connections for local competitions. The app contents will be adapted to developed countries for further scaling up in those local merit councils.
SMART GOAL Game of Waste Nairobi 6 month pilot will formulate competition and marketing contents on topics of food, plastic, and paper waste while using social media to invite Local Merit Council’s participation. The contents will be evaluated and transferred into an app for scaling up in Morocco Local Merit Council Conference.
ROI/Why should you invest?
Business plan Explained through the Business Model Canvas
Switching to responsible consumption patterns are dachievable by everyone and essential for a sustainable future. Behaviour change to sustainable lifestyles are hard and gamification is a powerful tool to mobilise change. Game of Waste provides youth with a vehicle to drive the changes in communities.
Action Points/World Merit Support Access and connect with local Merit Councils for pilot and scaling implementation. Connections and network for sponsorships and advertisement. Secure initial funding for content and app development, and marketing. Recruit volunteers from Ethiopia’s Merit Councils.
KEY ACTIVITIES
Content development, create a platform (social media/ app), contact local competition participants/ sponsors, organise workshops and roll out competition, provide rewards.
KEY RESOURCES
COST STRUCTURE
Prizes to reward participants, campaigns related materials like questionnaires and info graphics to create awareness and human resource that can manage the marketing to customers.
1. Content development costs and adaptation of content based on project location and development of an app reflecting the contents. 2. Incentives: variable cost, based on the amount and the types of prizes. 3. Marketing cost on social media.
KEY PARTNERS Customers: World Merit Local Council, Head Quarter of World Merit, AIESEC, or other similar organisations that give access to students/youths communities who are willing to participate. Sponsor: local sponsors to provide prizes, investors for app development, financial support and relevant human resource in marketing.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
Contact mentors for project planning evaluation, potential project collaboration, and initial funding, create Asana for detailed tasks.
Marketing research of Nairobi, Kenya to formulate content (e.g. surveys/ infographics/ indicator score index/ workshop materials), marketing messages, potential participants (local Merit Council) and sponsors.
Formalise collaboration with local merit council participants/ sponsors, marketing & social media, implement a one week 10 people pilot in Nairobi, Kenya using social media channel, collect feedback and evaluate pilot.
-Adapting pilot 1 feedback and implement a one month 50 people pilot using social media on topics of food, plastic and paper waste, collect feedback and evaluate pilot 2.
Adapting pilot 2 feedback and develop Game of Waste App, contact Morocco Local Merit Council Conference to finalise invitation, focus group with Morocco local merit council for app content.
Present Game of Waste app to Morocco Local Merit Council Conference and seek local partnership for scaling up the project.
Ac ti on plan for SDG 13
MEA
SDG 13 : CLIMATE ACTION Project : MEA
Business plan Explained through the Business Model Canvas
Contact : projectmea2017@gmail.com
What problem is it solving? OVERVIEW Following the six month pilot, we will analyse the data and results from the surveys about changes in climate action behaviours. After adjustments to the program, we aim to gain sponsors to support the growth of our program. Once we have gained financial support and finalised the changes to the program, we will expand to other areas across Morocco and beyond.
There is a lack of climate change education and participation in Morocco. Moroccan students are unaware of their potential to create change. We will empower students to adopt sustainable lifestyles, reducing their impact on the climate.
SDG Target Focus 13.3 Improve education, awareness raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction, and early warning.
Value Proposition
Customer segments
CHANNELS
Moroccan children will gain knowledge of practical ways to reduce their daily waste. This will minimise their ecological footprint, the use of disposable plastic bottles, and prevent health issues caused by them. Overall, this contributes to Climate Action.
Integration of women into careers brings emancipation from just restrictive house/family duties, and freedom in future opportunities. Females’ active role in the community is essential for a fruitful, prospering society. Teachers’ effort educating girls would not go to waste, as girls are motivated to achieve and pursue an academic path.
The best channel will be through word of mouth. When a buzz is created, the online channel will start to receive more traffic.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
We expand our customer base by reaching other schools and cities in Morocco with this campaign. With the reusable water bottles giving us a product and a brand, others will be able to see the action of the campaign.
Customers will be willing to pay for the reusable water bottles. It will cut down on plastic bottle usage long term and save people money from buying plastic water bottles.
Operational reach Our goal is to reach not only primary school children in rural and urban areas in Morocco, but also primary school children in other underdeveloped countries. We hope that the success of our program will spread to at least 3 other countries by 2022. We aim to target primary school children whose teachers are seeking a hands on approach to sustainable behavior education.
SMART GOAL By 2022, we want Project MEAs educational workshops to be implemented in 50 primary schools throughout Morocco.
ROI/Why should you invest?
business plan Explained through the Business Model Canvas
Morocco as a country is now on track to implement recycling by 2022. It is the perfect time to educate youth on how to adapt to a more sustainable future. Most importantly, they will learn why it’s important to maintain a sustainable future from a young age.
Action Points/World Merit Support We can create a long term successful relationship with Morocco to keep them as loyal partners of World Merit. Morocco has been involved in the World Merit council and this project will be a way to show our appreciation for their involvment in the organisation.
KEY ACTIVITIES
We must ensure that this project is sustainable. We will do this bychecking in monthly with the initial pilot project and keeping track of potential growth through the creation of a website. The website traffic will help us see how far the campaign has reached.
KEY RESOURCES
COST STRUCTURE
We will have regular funding from the government if this project proves to be sustainable .
The most important costs of the business are the website creation and upkeep, as well as the reusable water bottles.
KEY PARTNERS Our key partners will be the schools we will test the pilot in, external stakeholders, and the Moroccon government. We will also utilize the Merit council as a resource.
September 2017
October 2017
November 2017
December 2017
-Regroup after Merit 360. -Members returns home, and reaches out to their networks for potential assistance (e.g sponsors) and contacts (e.g role models) to help propel this pilot further
-Fundraising Branding -Communication and coordination with the schools -Research for content of the information pack -Analysis of the information
-Collate of the -Launch the pilot information project Information pack writing -Create the video for the workshop Order and purchasing resources (t-shirt and water bottles) -Logistics and accommodation Research on survey criteria -Make a survey Translation of all documents and visuals
January 2018
February 2018
-Evaluation survey -End of Pilot project
Ac ti on plan for SDG 14
The StrAwgle
THE S T RAWGL E
SDG 14 : LIFE BELOW WATER Project : The strawgle
The StrAwgle
business plan Explained through the Business Model Canvas
The StrAwgle
Contact : thestrawgle@gmail.com
What problem is it solving? OVERVIEW The Strawgle is a movement that aims to reduce the amount of single-use plastics ending up in our oceans, beginning with straws. We want to reach out to businesses in the hospitality industry, encouraging them to ditch plastic straws and switch to alternatives. We want to connect businesses to suppliers of non-plastic straws via an online market space whilst running a social media campaign to create awareness and challenge the public to make a simple choice to refuse the straw.
Single-use plastic straws do not recycle, and hence are dumped in landfills. This results in millions of straws ending up in our oceans. Phasing out single-use plastics reduces this threat.
SDG Target Focus Plastic pollution is currently one of the major threats to our oceans. The US and the UK throw away 550 million plastic straws per day, which can take 200 years to decompose. Businesses in the hospitality industry regularly use single-use plastics, especially straws, in large amounts. We are focussed on reducing plastic straw usage and encouraging behavioural changes in society through businesses.
Value Proposition
Customer segments
CHANNELS
We can help businesses market themselves as ‘green’ which will appeal to socially/environmentally conscious customers. In addition, we can assist companies in reaching their sustainability targets. We also provide customers for suppliers of sustainable alternatives, allowing them to access a wider market.
We want to focus on independent businesses such as cafes, pubs, clubs and small festivals. We will initially target the ones that are already geared towards more sustainable practices in their business, or express interest in doing so. With an established track record, we can progress towards larger companies like chain restaurants.
In-person sales, social media channels, online market space for connecting businesses all over the world to local suppliers of non-plastic alternatives, beginning with straws.
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
In the pilot phase we will approach businesses in person. Once our concept has been proven, we can reach out to other businesses via email; a template of which will be available to anyone who wants to join The Strawgle as a volunteer. In addition, we will use our social media channels to inform people about the businesses that have taken part.
Grants, Crowd funding, corporate sponsors, commission on sales of non-plastic straws.
Operational reach We will begin by reaching out to small, independent businesses in the hospitality industry in the Netherlands, Scotland and California, that already have an affinity with sustainable practices and are interested in increasing their ‘green’ image. The shorter lines with the business owners usually mean quicker decision-making processes.
SMART GOAL After 6 months, we want to launch our online campaign and have 20 businesses join level 1 of ‘The Strawgle’: only providing straws upon request. Within a year, we want them to progress to level 2: only providing reusable or biodegradable ones.
business plan Explained through the Business Model Canvas
ROI/Why should you invest? The StrAwgle
When we work on SDG 14, we automatically work on the other SDGs, as it crosscuts all of them (UN Oceans Conference, 2017). Healthy oceans are imperative for economical stability, food security, a stable climate, as well as a steady oxygen supply, as our oceans produce at least 50% of the oxygen we breathe. Investing in The Strawgle, means making a tangible impact in reducing our plastic footprint.
Action Points/World Merit Support Once we have our info packages ready, we require World Merit’s support to engage local Merit councils around the world to help us connect with local suppliers and encourage local businesses to join The Strawgle. In addition, we would like to use World Merit’s network and mentors to provide assistance with the legal and financial aspects of running an e-commerce platform.
KEY ACTIVITIES
In the pilot phase, we will approach businesses to recruit them, spend this time to develop and incorporate our brand thereby creating a strong social media presence, prepare all material necessary, researching suppliers and creating our online marketspace. After the pilot, we will focus on updating information, launch our marketspace and expanding.
KEY RESOURCES
COST STRUCTURE
Initially, we will require funding for the website and promotional materials. We will also require 16 hours of work per week divided by four people in the pilot phase. Once the concept has been proven, it would be ideal to have one full-time staff member, which will be funded by income through commissions and sponsorship.
Investor/sponsor relations = 30, Branding = 50, Digital Marketing = 105, Restaurant promo packs = 730, Logistics = 500 (in GBP). After the pilot phase we require the following: reprinting promo packs = 500, Logistics = 500, Staff member = 22000.
KEY PARTNERS 1) Businesses in the hospitality industry will become The Strawgle hubs. 2) Suppliers of non-plastic straws. 3) NGOs in the field of marine conservation (e.g. Sustainable Coastlines Hawaii, WWF, Mission Blue, Seal Rehabilitation and Rescue Center, Surfers for Sewage) to endorse our program and spread awareness about us.
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
-Pitch
-Establish branding
-Launch website
-Make agreement with suppliers
-First business on board
-Deliver first straws
A c tion plan for S DG 16
Silen t confl icts
SDG 16 : Peace, justice & strong institutions Project : SILENT CONFLICTS
business plan Explained through the Business Model Canvas
Contact : silentconflicts@gmail.com
What problem is it solving? OVERVIEW Silent Conflicts will collect the data, using participatory research methods, within a rural region in our target country. The data will then be used to rank 5 areas of research: knowledge, healthcare, standard of living, government transparency and human rights violations in accordance with their level of development in the area. The main idea is to produce uncorrupted data, which local NGOs often lack the funds to collect. Then, we will consult the NGOs on the projects most needed in the area that they are engaged.
Actors of the international system often focus on the macro view of society, overlooking the micro conflicts. Present peace indicators do not allow for local institutions to properly identify areas for potential conflicts because they don’t adjust the questionnaires in accordance with local specifications.
SDG Target Focus Ensure responsive, inclusive, participatory and representative decision-making at all levels.
Operational reach Local and international organisations , which have an interest in conflict-resolution and peace-building. Academic institutions that are conducting peace relating research e.g. UK GCRF . Companies seeking to invest in areas which have the perceptions of the lack of peace.
SMART GOAL We want to develop an analytical tool, that can be used by a range of peace orientated organisations to provide localised impact. Silent Conflicts wants to act as a platform to communicate priorities of local people to local NGOs, as well as encourage local NGOs to work on certain projects together, thus combining their resources. We want to act as peace facilitators of the region, constantly monitoring the level of development and consulting NGOs on how that level of development can be increased.
Value Proposition
Customer segments
CHANNELS
Insufficient local data collection hinders the quality and integrity of the regional analysis, thus keeping NGOs away from the most efficient actions. Local NGOs often lack the resources to conduct a detailed analysis of the region that focuses on every community within it. Silent Conflict, can provide this data to the NGOs through conducting a detailed research of the area , that will reveal the most pressing issues within the communities.
We see our customer base in two ways, those who benefit from research and analysis like NGOs and community investment groups who would no longer need their employees on ground doing this work. and end users who benefit research done who are the influencers There is value of this to the community in which we are implenting our project. B2B AND B2C
Local and international NGO’s (Creating awareness of our NGO’s data among professional network via LinkedIn). Local Neighbourhood Council, Mayors, Community Centers, Council Social Media Local Newspapers (To share our story in 2 local press publications).
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Community Regeneration organisations, NGOs, Events organisations, Monetary events and popups, Endorsements
Evaluation from the pilot will be used to perfect our product and adapt it for other communities, regions, and countries (our post-pilot expansion will be to Kenya). Donations, fund-raising, and sponsorship will be employed to finance the cost of our product delivery (e.g.flights, filming, career roadmap printing) following the 6 month pilot.
ROI/Why should you invest?
business plan Explained through the Business Model Canvas
SPI is a project that has the potential to incorporate different SDGs, because of its focus in the following 5 areas: health, knowledge, standard of living, government transparency, and human rights violations. Thus World Merit and its participants could provide expertise in the field relevant to their SDG. World Merit could help us with fundrasing as well as connecting us to the sponsors and organistaions that would be interested in our project.
Action Points/World Merit Support The information gathered and shared with the investors will allow them to become an expert in the needs of the area of their interest. Rural areas are often left neglected, despite having high returns in terms of the low market competition. Futhermore, educating the locals on the matter of human rights will create a more thriving community that is willing to develop the area of their origin.
KEY ACTIVITIES We will produce a questionnaire incorporating five areas of research: health, knowledge, standard of living, government transparency, and human rights violations. This questionaire will be formed into a culturally-specific booklet. Using the booklet, the local facilitators, trained by us, will evaluate their community to be able to adress the issues from their local perspective. The data will be processed and shared with the local institutions working towards building a peaceful community. Through the partnerships with NGOs Silent Conflicts will consullt them on their projects.
KEY RESOURCES
COST STRUCTURE
Economic and Social Research Center, Arts and Humanities Research Center, and the Global Challenges Research Fund, other interdisciplinary research hubs and other organisations with peace indicators.
- Cost of facilitating the qualitative and quantitative research by locals. - Cost of running events. - Intake of monetary events. - costs for volunteer training. - Costs of online presence.
KEY PARTNERS Everyday Peace Indicators Vision of Humanity Roger Mac Ginty World Merit Liz Dozier Allies and Morrison Beyond Conflict-Tim Phillips NGO PEACE IS SIMPLE
September 2017
October 2017
November 2017
December 2017
January 2018
February 2018
- Research data - Logo and branding
- Relationships with partners
- Needs of NGOs identified
- Questionnaire developed
- Questionnaire finalised - Core team established - Established relationships with partners
- Questionnaire finalised - Website and campaign created - Recognition from press - Funds reached - Established relationships with local facilitators
A c tion plan for S DG 17
I MPAC K ON T HE MOVE
SDG 17 : Partnerships for the goals Project : IMPACK ON THE MOVE
business plan Exlpained through the Business Model Canvas
Contact : Impackonthemove@gmail.com
What problem is it solving? OVERVIEW We want to partner with hostels and initiate projects in the local community to give backpackers a meaningful travel experience. These projects will be associated with one of the SDGs (and can be marketed as such). The value for the hostel is that they can brand themselves as a sustainable enterprise to attract customers and gain exposure. The traveller can build their network with like-minded people and learn more about the SDGs while find a purpose and giving back to the community. Our platform will both deliver tools for project development (for hostels) while also showcasing current projects to attract backpackers.
We have millions of backpackers travelling every year across the world. There is lack of opportunities for the backpackers to have an authentic exchange with the local communities while travelling.
SDG Target Focus Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships.
Operational reach We are looking at travellers who are interested in engaging in a travel experience that will extend beyond leisure. We want to reach both people who have an interest in giving back to the local communities, who have an interest but don’t know how they can help and who have never heard of the SDGs before.
SMART GOAL Partnerships with hostels and self sustainable projects, Creating a brand that is internationally well-known (social media engagement, hashtags, reviews), Impact measurement.
Value Proposition
Customer segments
CHANNELS
Value to brand/ business Attracting backpackers Legacy of social responsibilty Recognition Relationship with local community Customer legacy + recommendation Free advertisement Meaningful travel experience Cross-cultural Exposure to local culture Skills building Engage with local issues Empowerment Tackling the SDGs Engagement that is feasible and accessible
Hostels and Backpackers.
Offline to begin with. People in hostels, Core team- on ground, Online presence- backpackers (subscription through emails).
CUSTOMER RELATIONSHIPS
REVENUE STREAMS
Contact- Area, Brand management, Exposure ,Contracts, Looking for sustainable hostels, Awareness and facilitation, Well thought projects (toolkits) , Social media website , Social network, Hostel advertisement , Forums/ blogs/ testimonials, Updates, Report, communication, info, Support in developing projects, Backppacking contribution.
Hostel subscription fee, Funding from corporations / Governments, Backpacker fee: per booking and per project, Grants,Subsidies.
business plan Explained through the Business Model Canvas
ROI/Why should you invest? Scalable business model(Replicable across the world).
Action Points/World Merit Support Partner with local council projects. Knowledge Share the project idea across the Network.
Facilitate project Market research Build network Training and support Platform creation Collaboration with locals-> facilitate Design thinking Facilitate Platform maintenance Monitoring / communication
KEY RESOURCES IT knowledge/ human intellectual Funding, Hostels, Core team, Local team.
KEY ACTIVITIES
KEY PARTNERS 1.UN/ WTO (Brand, Expertise, Credibility ) 2.Local organisations (NGOs, Gov-Local Communities, Local Merit Councils ), social impact investors, World Merit, Hostels.
COST STRUCTURE Website platform Research Marketing Team setup
September 2017
October 2017
November 2017
December 2017
-Research -Social Media Presence -Website -Core Team Formation -Contacts (MLC,Hostels,Local org) - Value proposition doc
- Research strategy - Template for outreach - User Interviews - Budget Planing - Fund raising
- Pilot project plan - Pilot 1 - PR Exposure - Get Attendes
January 2018
February 2018
- Pilot 2 - PR Exposure
- Morocco Pilot - Pitch Deck
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