Jump Starting Your Business Planning Process with the Lean Canvas Tool Stephen Orton, PhD North Carolina Institute for Public Health UNC Gillings School of Global Public Health My observations: • Healthcare folks interested in partnering • Gov’t and non-profit organizations interested in generating revenue • Managers with innovative ideas Best Use of a Public Health Business Plan: Create/redesign a product or service… for a Priority Community Need… working with Partner(s)… that generates Revenue Poll Question How much business planning experience do you have? A. B. C. D. A lot – I’ve written several business plans Some – I’ve helped with a business plan A little – I’ve seen a business plan None – What’s a business plan? Get idea Develop business plan Define idea Share Study feasibility Define idea Get idea Develop business plan Share Study feasibility www.leancanvas.com Define Idea: Lemonade Stand Problem Solution List key customer problems to solve Outline a possible solution for each problem 2 4 Key metrics Existing alternatives List how these problems are solved today List the key numbers that tell you how your business is doing 8 Unique value proposition Single, clear, compelling message that turns an unaware visitor to an interested prospect 3 High-level concept List your x for y analogy (e.g., YouTube=Flickr for videos) Unfair advantage Something that can’t be easily copied or bought 9 List your target customers and users 1 Channels List your path to customers 5 Cost structure Revenue streams List your fixed and variable costs List your sources of revenue 7 Customer segments Early adopters List the characteristics of your ideal customers 6 Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. Define Idea: Lemonade Stand • How did that go? • What are we learning? Lemonade Stand Problem Solution Thirst Cool, homey drink Heat Help a kid! Summer blahs Feeling selfish Unique value proposition Unfair advantage Customer segments Cold, homemade lemonade and a little slice of American nostalgia We’re young and cute! Families going to the pool Channels Key metrics Existing alternatives Quarters per minute Going to the pool Buying a Coke People driving through the neighborhood High-level concept Location Early adopters Sign on the corner Classic lemonade stand Listserv message Grandmom and Granddad Cost structure Revenue streams Marketing (F) Lemonade, ice, etc. – in kind Lemonade, lemons, ice, cup (V) – in kind Fifty cents per cup Table, yard space – in kind Donations Table, yard space – in kind Canvas for Public Health Problem Solution List key customer problems to solve Outline a possible solution for each problem 2 Existing alternatives List how these problems are solved today 4 Partners Unique value proposition Single, clear, compelling message that turns an unaware visitor to an interested prospect 3 High-level List key community allies concept Evidence-based, best, or promising practice models Unfair advantage Something that can’t be easily copied or bought 9 Customer segments List your target customers and users 1 Channels List your path to customers 5 Early adopters List the characteristics of your ideal customers Cost structure Revenue and resources List your fixed and variable costs List your sources of revenue for startup, sources of revenue for maintenance, and other resources Key metrics List the key numbers that tell you how your business is doing 7 8 6 Evaluation List methods and measures to show stakeholders that you are achieving your mission Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. Poll Question Are you already working on your business plan? A. Yes, we are reworking an existing program B. Yes, we have a new product or service we are developing C. Yes, we have a rough new idea: napkin-stage D. Yes, we have a lot of vague ideas, but nothing ready to share Brainstorming Put one idea for a public health business plan into the chat. Initial ingredients: • Priority need • A partner /partners • Revenue Problem Solution List top 1-3 problems Outline a possible solution for each problem 2 Existing alternatives List how these problems are solved today 4 Partners Unique value proposition Single, clear, compelling message that turns an unaware visitor to an interested prospect 3 High-level List key community concept allies Evidence-based,or Evidence-based best, or promising best/promising practice models practices Unfair advantage Something that can’t be easily copied or bought 9 Customer segments List your target customers and users 1 Channels List your path to customers 5 Early adopters List the characteristics of your ideal customers Cost structure Revenue Revenueand andresources resources List your fixed and variable costs List Listyour yoursources sourcesofofrevenue revenuefor for startup, startup,sources sourcesofofrevenue revenuefor for maintenance, maintenance,and andother otherresources resources Key metrics List the key numbers that tell you how your business is doing 7 8 6 Evaluation List methods and measures to show stakeholders that you are achieving your mission Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License. What Are We Learning? • • • • • • Local knowledge is critical So are good national models (evidence) The boxes are connected Linear? No – it is an iterative process Know your customer (Public health agency might be involved only for start-up…) Some Examples Executed Projects • A Mother’s House • Highland Health Center • Learning Outside • Eat Smart Move More • Flu Plan • Diabetes Plan Other Outcomes • Galvanized partners! • Planned additional projects! • Built buildings! • Launched careers! • Created community health! • Scrapped unfeasible plans • Handed off smoothly More at http://maph.unc.edu Next Steps www.box.com/s/u5psagncpb5tsczvfzk0 What Can Go Wrong? Planning Missteps • Budget like a grant • Lose customer focus What Can Go Wrong Easy barriers to see • Time & money constraints Harder barriers to see • Lack of leader support • Reliance on one individual • Timing/speed • Too successful Final Thoughts This approach does engage partners! • Tell the truth • Use 4-D glasses (things change over time) • Get started! – You have the skills – You will learn as you go Let’s Keep Talking... Stephen Orton sorton@unc.edu 919.966.8125 www.box.com/s/u5psagncpb5tsczvfzk0 Management Academy for Public Health