Business Model

Times and norms are rapidly changing;  technology changes, priorities change, and people change, being adaptable to these changes, and understanding how it affects people is critical for HR&S.

All our interventions are user-driven. This means that it is the social entrepreneur who has the passion to implement an intervention, who brings the idea to the partnership. The idea is then backed-up by the resources of HR&S including practical strategies, state-of-the-art knowledge and expertise, experience, local coaching, and start-up financial loans.

We can today offer HR&S RISE Support Centres in Burkina Faso, Kenya, Liberia, Nigeria, Togo, and Uganda.

We deeply and honestly strive to meet our partners’ and our customers’ need and to facilitate what our partners and customers seek to accomplish. We put effort into achieving and maintaining a deep understanding of who our partners and customers are, what their behaviors are, and ultimately, what their motivations are and to take these deep understandings and align them with the goals and capabilities of ours. We have ambitious and deep core values that we honour.

Value proposition

Research management coaching

We target 1. Individual career goals. 2. Performing high-quality research. 3. Disseminating scientific findings. 4. Implementing scientific findings. 5. Enabling talents of Africa.
We address 1. Motivation to do research, 2. Time management, 3. Collaboration & networking, 3. Theoretical research capacity, 4. Practical research capacity, 5. Capacity to address the needs of the rural and urban civil society, 6. Business development capacity.

Laboratory  management coaching

Through our network of manufacturers can we offer quality products, sometimes to a discounted rate; Chemicals, Consumables, Accessories, Laboratory equipment.

We support scientific institutions with: selection, transportation, installation, calibration, operation, maintenance, servicing, use and decommissioning of advanced scientific equipment.
Support packages:
1. Equipment procurement and delivery.
2. Equipment management.
3. Construction of laboratories.
4. Operational & Financial planning.

Social entrepreneurial Coaching

We support researchers, innovators and social entrepreneurs in Sub-Sahara African countries to implement their ideas through social enterprising. Our RISE Support Centres (Research, Innovation & Social Enterprising) aim at providing the conditions and the tools required. Also, loan-taker mini-courses and workshops.
HR&S RISE Support Centre membership: Our local RISE Centres addresses local social entrepreneurs and offers tools for them to be able to impement their ideas; start- and scale-up loans, coaching on evaluation planning, survey management, public relations and accounting, expert advice, state-of-the art reviews, access to products and other services, access to satellite internet, co-working space, local coaching.

Support & Reward

Donate: We offer an opportunity to donate to our RISEinvest fund and RISE Centres. The fund enable us to offer Start-up capital to our local social entrepreneurs. The offer is a loan and is paid back with 10% interest, and is then reinvested in another opportunity.
Volunteer: We offer volunteer and internship assignments at our office in Stockholm. Eligible volunteers must have deep cross-cultural understanding and personal experience.
HR&S Shop: We sell products produced by our partners in our HR&S Shop. This gives the byer an opportunity to know the histrory behid the product and support the development process.
Quaterly Seminars & Workshops
Reward

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All programmes

  • Programme evaluation planning.
  • Accountability management.
  • Survey management.
  • Leadership & team-management.

Customer segments

  1. Academic institutions in Sub-Sahara Africa
    seeking to empower their research management and laboratory management strategies.
    • Academic institution top & middle management.
    • Ministry of Research & Education.
  2. Development institutions & private sector
    targeting scientific researchers, innovators and social entrepreneurs in Sub-Sahara Africa.
    • Manufacturers & Suppliers of scientific equipment.
    • Development institutions world-wide.
    • Ministry of Development in SSA.
    • Swedish Embassy in SSA.
    • Foreign and local private sector in SSA.
  3. Social entrepreneurs in Sub-Sahara Africa
    with a profitable business that would benefit from starting or scaling.
    • RISE members
    • Mini-course & workshop trainees;
      scientific researchers, innovators & social entrepreneurs in general.
  4. Supporters
    of Sub-Sahara African scientific researchers, innovators and social entrepreneurs.
    • Crowd-funding platforms.
    • Major givers.
    • HR&S Shop customers.
    • People and institutions claiming they want to see an alternative to aid dependency.
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How do we know how THAT we can serve you the most?

Customer Survey

We use an iterative  approach to the development of new business models and ideas, and we start from the Lean Startup methodology.  It is a data- and experiment-driven method of moving from assumptions to verified facts in as short a time as possible. Lean Startup is based on “fail fast – fail often” and by gradually increasing learning about customers and the market, the financial risk is limited. The Lean Start-up model is the combined with a Customer survey manual.
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Lean Start-up model

  1. Problem.
    What are the problems that our product or service should solve for the customer?
  2. Solution.
    What is our solution to this problem?
  3. The customer’s options.
    How do customers solve their problem today?
  4. Key figures.
    What measurement values do we want to use to check that we are on the right path?
  5. Unique value proposition.
    What exactly makes our solution worth buying?
  6. Our competitive advantage.
    Which one is it?
  7. Customer segment.
    What does the ideal customer look like?
  8. Channels.
    In what ways can we reach our ideal customer?
  9. “Early adopters”.
    What does the ideal customer who buys first look like?

Customer survey manual

The work is best done by a team of several people, and then it is obviously important to share the knowledge in the entire team.

Hypothesis about ideal customers

Start with a hypothesis about who our ideal customer is, and describe the hypothesis as clearly as possible.

  1. Academic institutions in Sub-Sahara Africa
    seeking to empower their research management and laboratory management strategies.
    • Academic institution top & middle management.
    • Ministry of Research & Education.
  2. Development institutions & private sector
    targeting scientific researchers, innovators and social entrepreneurs in Sub-Sahara Africa.
    • Manufacturers & Suppliers of scientific equipment.
    • Development institutions world-wide.
    • Ministry of Development in SSA.
    • Swedish Embassy in SSA.
    • Foreign and local private sector in SSA.
  3. Social entrepreneurs in Sub-Sahara Africa
    with a profitable business that would benefit from starting or scaling.
    • RISE members
    • Mini-course & workshop trainees;
      scientific researchers, innovators & social entrepreneurs in general.
  4. Supporters
    of Sub-Sahara African scientific researchers, innovators and social entrepreneurs. People and institutions claiming they want to see an alternative to aid dependency.
    People who agree with that aid dependency should be concluded,
    • Crowd-funding platforms.
    • Major givers.
    • HR&S Shop customers.

Information required

What perceptions and what facts do we need to get out of the interviews with the ideal customer to learn more about how the customer views the problem / need us to solve the problem with our offer.

1. Academic institutions in Sub-Sahara Africa

  • Is the top management and/or mid-management interested in HR&S research management coaching?
    If yes, what is their expected output and outcome?
    Are they willing to pay, if yes how much?
  • Are they buying scientific equipment?
    If yes, are they interested in procurting equipment according to the HR&S Agreed Supplier approach?

2. Development institutions & private sector world-wide operating in SSA.

Development institutions

Which is their business idea / how can we tailor make our our  seminars & workshops, ActionAreas and SSA programmes to be overlapping?

  • Which of the HR&S activites are they interested in supporting and why.
  • How can HR&S bridge between the mission and SSA “beneficiaries”?
  • How can we support your staff with seminars and workshops?
  • How can they accept that we pay tax?

Equipment manufacturers

  • If a stakeholder wants to procure equipment would manufacturers be interested in collaborating with HR&S?
    If yes, will they give a discount, if yes can a portion of the discount pay for the HR&S services?

Private sector

Which is their business idea / how can we tailor make our  seminars & workshops, ActionAreas and SSA programmes to be overlapping?

  • Which of the HR&S activites are they interested in paying for and why?
  • How can we support your staff with seminars and workshops?
  • How can HR&S bridge between the business and SSA customers?

3. Social entrepreneurs in Sub-Sahara Africa

  • What type of training/coaching would they be willing to pay for, and how much can they pay?
    • Loan-taker mini-course and workshop
  • Which other types of services would the pay for; internet, copying, access to computer, computer training?

4. Supporters world-wide for SSA

  • What would make them want to donate to RISEinvest?
  • How can they accept that we pay tax?
  • Would they like to see a reward system?

Preparation- questions

Before the interview, write down the questions and reflect over how to ask them.  We shall not talk about our product and service in the very first conversations. In the first conversations, the questions are only about the needs. As we learn more / meet more potential customers, we can adjust the questions to deepen our knowledge and connect it more to their buying process. If there is a lot of interest and we really want to tell the potential customer about our idea, we must be sure to ask for a commitment from the customer. Without a commitment, there is a great risk that we base our development work on opinions and compliments rather than facts. Examples of commitments are time, money, contacts.

1. Academic institutions in Sub-Sahara Africa

Do you publish and implement enough scientific findings? If not, why not?
How can you ensure a strong scientific infrastructure without aid dependency?

2. Development institutions & private sector world-wide operating in SSA

Are you content with how people in SSA are served and the standard of living there? If not, why not, and what can be done differently?
Which is you mission/business idea? What is your value platfom and your goals? (Collect infromation from their website and formulate the questions as a follow-up to this).

3. Social entrepreneurs in Sub-Sahara Africa

Do you run your business in the way you want? If not, why not?
Would you like to collaborate with an international institution? If yes, why and how?
What is your view on social enterprising?

4. Supporters world-wide for SSA

Are you aware of the HR&S approach and why we claim we are part of change of paradigm? Are you interested ? If you are interested, in which way would you like achieve more knowledge?
What is your opinion about traditional development aid / social enterprising in underserved communities? 

Interview

Start with a compilation about the potential customer, compiling infromation from their web-site and maybe elsewhere. Then state, for example,
In order to serv you better, may I ask please:
Which is your expected outcome and impact and how do you  measure results?

Warning signals about that the meeting is not going so well may be that:
– The HR&S representative talk most of the time.
– W
e only get compliments.
– T
he answers we received do not change our idea.

Analyse the answers and draw lessons.

We reflect over the conversations to understand if our ideal customer hypothesis holds and if our potential customers really have the problem that we want to solve. If we get similar answers from several customer surveys , it often means that we found a customer segment that are potential customers. We share also be aware of that we may very well get information that we DO NOT want actually.

External review

To complement the image we get of our customers, we may need to talk to others, journalists, financiers, industry experts and more. Their knowledge often complements what we find in our customer surveys.
Get further insites by engaging in the potential customers social media communication.

Channels

We deeply and honestly strive to meet our partners’ and our customers’ need and to facilitate what our partners and customers seek to accomplish. We put effort into achieve and maintain a deep understanding of who our partners and customers are, what their behaviors are, and ultimately, what their motivations are and to take these deep understandings and align them with the goals and capabilities of ours.

Availiability & Communication

  • HR&S aims to thoroughly present our mission at our web-site.
  • To share about our values & news and engage in discussions on  LinkedIn, Facebook & Twitter.
  • We arrange open seminars and workshops in Stockholm and at our RISE Centres in African countries.
  • We are available to book, at seminar booking sites in Sweden.
  • We also reply to calls from development organisations.

Key Resources

We benefit from our

  • Practical Strategies
  • ActionAreas
  • RISE Centres
  • On-going programmes

to offer coaching seminars and workshops.

We benefit from capital funds

  • ActionInvest
  • RISEinvest
to offer start-up loans and tuition fee loans.
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Revenue streams

Sharing income

If the activity is run through an HR&S RISE Support Centre, then the income is usually shared equally, 50% each, between the RISE Centre and HR&S Sweden.

HR&S RISE Support Centres

Membership fees

RISE Centre members pay a membership fee.

Satellite internet

When funds allow we connect the RISE Centres to satellite internet distributors, such as Econet.  Econet, officially known as Econet Global Ltd, is a diversified telecommunications group with operations and investments in Africa and other continents, offering products and services in the core areas of mobile and fixed telephony services, broadband, satellite, optical fibre networks, and mobile payment. The annual cost is expected to be around Euro 400, and can be covered through ActionInvest and RISEinvest. The  servic:

  • Shall benefit the management, the coaches and the members.
  • Is sold to external customers.
  • Is also offered as a win-win opportunity to institutions hosting a RISE Centre.

Loan-taker screening & training

Minicourses
Each participant pay Euro 10.
The aim is 100 participants = Euro 1,000.
All RISE centres sends their own participants and receives half of the participants fee.
Two sets of courses per year; March and September.

Workshops
Each participant pay Euro 10.
Co-funding from elsewhere as a donation.

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Key activities

Coaching

We benefit from our Practical Strategies and ActionAreas to offer coaching.

  • Research management.
  • Laboratory management.
  • Social enterprising.
  • Programme evaluation planning.
  • Accountability management.
  • Survey management.
  • Leadership & team-management.

Seminars and workshops

We benefit from our Practical Strategies, ActionAreas and experience from ongoing programmes to offer seminars and workshops.

  • Extreme poverty eradication.
  • Implementing Change.
  • Cross-cultural collaboration.
  • Managing corruption.
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Access to quality products

Through our network of manufacturers can we offer quality products. Sometimes to a discounted rate.

  • Chemicals.
  • Consumables.
  • Accessories.
  • Laboratory equipment.
  • Other.

Professional expert advice

Through our network of experts can we give advice on any topic.  If we do not have the experts in our team already we will identify the persons.

State-of-the-art report

We perform literature review on any topic to offer state-of-the art review reports.

Social enterprising incubator

Our local RISE Centres addresses local social entrepreneurs and offers tools for them to be able to impement their ideas; start-up loan; coaching on evaluation planning, survey management, public relations and accounting; expert advice; state-of-the art reviews; access to products and other services. 

Shop

We sell products produced by our partners in our HR&S Shop. This gives the byer an opportunity to know the histrory behid the product and support the development process.

Opportunity to donate

We offer an opportunity to donate to our RISEinvest fund. The fund enable us to offer Start-up capital to our local social entrepreneurs. The offer is a loan and is paid back with 10% interest, and is then reinvested in another opportunity.

Opportunity to volunteer

We offer volunteer and internship assignments at our office in Stockholm.

 

Lean canvas

  1. Problem
    What are the problems that our service should solve for customers?
    a. Lack of opportunities for scientific reserchers, innovators and social entreprenuers in Sub-Sahara African countries to develop and implement their ideas.
    b. The international community does not reach Sustainable Development Goals (SDGs) .
    The SDGs or Global Goals are a collection of 17 interlinked goals designed to be a “blueprint to achieve a better and more sustainable future for all”. The SDGs, set in 2015 by the United Nations General Assembly and intended to be achieved by the year 2030, are part of a UN Resolution called the “2030 Agenda”.

     

  2. Solution.
    What do we think is the solution to this problem?
    a. Business loans, coaching, on-line and on-site workshops, state-of-the-art surveys, expert advice, access to specific products and services, access to internet, and co-working space to Target partners
    b. Consultancy coaching, workshops, seminars and RISE Centre services to stakeholders with relations to our Target partners.

     

  3. The customer’s options.
    How do customers solve their problems today?

    a and b national:  Seek aid donations or give up.
    b international: Give aid to NGOs.

     

  4. Key figures.
    What measurement values do we want to use to check that we are on the right path?

    a. Three new entrepreneurs per RISE Centre before June 2021.
    b. Three new partners per RISE Centre and five new partners for HR&S Sweden before June 2021.

     

  5. Unique value proposition.
    What exactly makes our solution worth buying?
    a. Only offer of its kind.
    b. Offering an alternative to aid that has proven successful, at least on a pilot scale.

     

  6. Our competitive advantage.
    Which one is it?
    A shift of paradigm, breaking new grounds.

7. Customer segment.
What does the ideal customer look like?
a. Social entrepreneurs with a profitable business idea that requires scaling.
b. Development stakeholder assigning a consultancy task, grant, monthly or major donors, shop customers. Academic institutions.

8. Channels.
In what ways can we reach our ideal customer?
a. Social media, flyers, radio, open on-line, and on-site seminars.
b. Seminars, out-reach, grant seeking, crowd-funding platforms, shop.

9. “Early adopters”.
What does the ideal customer who buys first look like?
a. Passionate social entrepreneur with a scalable business idea who values accountability.
b. Buyers of seminars and workshops. Permanent crowd-funding site. Major grant giver.

Business model canvas

Infrastructure

Key Activities
The most important activities in executing HR&S´ value proposition.
An example for Bic, the pen manufacturer, would be creating an efficient supply chain to drive down costs.

  • Fundraise for start-up loans.
  • Run RISE centres for public relations and offer business incubators.
  • Run RISE programmes as equal partners.
  • Upgrade & implement PracticalStrategies and ActionAreas.
  • Give seminars and workshops
  • Coach development & academic institutions.

Key Resources
The resources that are necessary to create value for the customer; the  assets to HR&S that are needed to sustain and support the business.

Human

  • HR&S staff & volunteer staff.
  • A10 volunteer staff.
  • RISE Centre Coaches.
  • RISEprogramme Managers.

Financial

  • Capital for loans.
  • Capital for back-up security.

Physical

  • HR&S HQ office
  • RISE Centre office & venues.

Intellectual

  • PracticalStrategies.
  • ActionAreas.
  • HR&S handles a high level of risk and can fail from time to time, and we make a key activity to learn lessons and not repeat mistakes.

Partner Network

Buyer-supplier relationships

  • Novarum & Talarforum.
  • GlobalGiving & “HR&S crowd-funding platform to be established”.

Strategic alliances

  • ImpactHub.

Complementary joint ventures

  • None
  • Seeking MORE

Offering

Value Propositions
The collection of products and services HR&S offers to meet the needs of our customers that distinguishes us from our competitors;
including newness, performance, customization, “getting the job done”, design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability.

Quantitative: price,  efficiency…

  • Efficiency: RISE Centres.

Qualitative: overall customer experience,  outcome…

  • Newness: Local social enterprising reducing poverty.
  • Risk reductions: PracticalStrategies & ActionAreas.
  • Outcome: RISE programmes.

Customers

Customer Segments
Our various sets of customers are segmented based on their different needs and attributes to ensure appropriate implementation of the HR&S strategy to meet the characteristics of selected groups of clients.

Mass Market
There is no specific segmentation when HR&S  displays a wide view of potential clients.

Niche Market
Our customer segmentation based on the specialised needs and characteristics of our clients.

  • Social entrepreneurs in SSA.
    Social entrepreneurs in Nigeria
  • Stakeholders in SSA who would requests support with business and research management.
    Academic institutions in SSA: University of Zambia, Nairobi university
    Swedish companies in SSA: Ragnsells
  • Stakeholders who want to see an alternative to aid.
    Moderaterna, ActionInvest givers, RISEinvest givers.
  • Stakeholders who would want the SDG implementation to be more successful.
    Challenge Fund
  • Migration units who want to offer an alternative to poverty forced migration.
  • Stakeholders supporting Swedish private sector.
    Vinnova

Segmented
HR&S applies additional segmentation within an existing customer segment. In the segmented situation, HR&S further distinguishes our clients based on gender, age, and/or income.

Diversify
HR&S serves multiple customer segments with different needs and characteristics.

Multi-Sided Platform / Market
For a smooth day-to-day business operation, HR&S serves mutually dependent customer segments
e.g. a credit card company provides services to credit card holders while simultaneously assisting merchants who accept those credit cards.

 

Channels
HR&S delivers our value proposition to our targeted customers through different effective channels that are fast, efficient, and cost-effective.

Own channels (storefront)

  • RISE Centre Incubator.
  • On-line seminars & workshops.
  • On-site seminars & workshops.
  • Consultancy coaching.

Partner channels (major distributors)

  • Crowd-funding platforms.

Combination of both

  • Research management workshops at SSA institutions.

 

Customer Relationships
The type of relationship HR&S wants to create with our customer segments.

To get new customers

  • Social media reach out.
  • Articles in relevant journals.
  • Speaker platforms.
  • RISE Centre FB.

To keep customers purchasing or using our services

  • Website & Social media postings.
  • ActionEvents.

To grow revenue from current customers

  • Dedicated personal assistance

Various forms of customer relationships include:
Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed during sales and/or after-sales.
Dedicated Personal Assistance: The most intimate and hands-on personal assistance in which a sales representative is assigned to handle all the needs and questions of a special set of clients.
Self Service: The type of relationship that translates from the indirect interaction between the company and the clients. Here, an organization provides the tools needed for the customers to serve themselves easily and effectively.
Automated Services: A system similar to self-service but more personalized as it has the ability to identify individual customers and their preferences. An example of this would be Amazon.com making book suggestions based on the characteristics of previous book purchases.
Communities: Creating a community allows for direct interactions among different clients and the company. The community platform produces a scenario where knowledge can be shared and problems are solved between different clients.
Co-creation: A personal relationship is created through the customer’s direct input to the final outcome of the company’s products/services.

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Finances

Cost Structure
HR&S is value-driven. HR&S is breaking new grounds and proposes a change of paradigm. The new values are discussed internationally and HR&S, as one stekholder, is proposing pratical strategies. We are also value-driven as we seek to be aware of the most recent knowledge, use the most recent technology and implement new innovative and brave methods. We are expensive and delivers in relation. We also handle high level of risk and can fail from time to time, but we make a key activity to learn lessons and not repeat mistakes.

We work with variable costs and adapt to the customers capacity to pay. We also work with economies of scale and costs go down with the anmount of service ordered.

The cost structure describes the most important monetary consequences while operating under different business models. A company’s DOC. Classes of Business Structures:  Cost-Driven – This business model focuses on minimizing all costs and having no frills. e.g. Low-cost airlines. Value-Driven – Less concerned with cost, this business model focuses on creating value for products and services. e.g. Louis Vuitton, Rolex.
Characteristics of Cost Structures: Fixed Costs – Costs are unchanged across different applications. e.g. salary, rent. Variable Costs – Costs vary depending on the amount of production of goods or services. e.g. music festivals. Economies of Scale – Costs go down as the amount of goods are ordered or produced. Economies of Scope – Costs go down due to incorporating other businesses which have a direct relation to the original product.

 

Revenue Streams
HR&S targets several ways to makes income from each customer segment.

Asset Sale – (the most common type) Selling ownership rights to a physical good. e.g. retail corporations. Usage Fee – Money generated from the use of a particular service. e.g. UPS. Subscription Fees – Revenue generated by selling access to a continuous service. e.g. Netflix. Lending/Leasing/Renting – Giving exclusive right to an asset for a particular period of time. e.g. Leasing a Car. Licensing – Revenue generated from charging for the use of a protected intellectual property. Brokerage Fees – Revenue generated from an intermediate service between 2 parties. e.g. Broker selling a house for commission. Advertising – Revenue generated from charging fees for product advertising.

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