Welcome everybody. My name is Mark Horoshevsky. I should be joined by Anna Palaszczuk from my team, but actually maybe very true to the work that we're doing. We have two really big programs that that are actually taking off this week and Anna is very busy supporting our social enterprise partners and so I was nominated. I drew the short straws the right term because I'm actually quite excited to be here, but I'm going to be I'm going to be representing us solo here. My name is Mark Horoshevsky. I'm the CEO of Moving World's been at it for about 10 years, one of the co founders as well. Anna who was going to join is based in in Sao Paulo. She's actually our newest team member. I'm currently moving world to also as team members in Houston DC and Lisbon, as well as our other co founder who's actually based in in Columbia, I'm in Medellin there. So my, my email is here. That's an open invite in case anybody wants to chat with me in the in the future. I love the same touch. It's, it's always great to meet kindred spirits at Socap, even, even if it is even if it is virtual. Just to really quickly introduce to you to Moving World's and share why, why we are here and speaking on this topic. I've been, we've been so cap attendees for I want to say like six or seven years we go we go quite quite a ways back. Maybe with with like show of, of like a zoom reaction has anybody been to more so caps than me this is, this is my seventh, looking for a zoom reaction I don't see one. Unless it's on the second page here. Nope, I guess I'm I'm still the winner you can you can correct me down the down the line. Virtual is still sweet. Of course, it's, it's always a missed to see to see some of you all in person. But moving world to reason that we've been involved is because we've been helping support the social enterprise movement for for about a decade now by helping build the skills and capacity of those working within the sector we do that a number of ways. We have a moving world to Institute program, which helps professionals build skills to scale social enterprise activities whether that's within a business, or whether that's their own social enterprise or whether that's even in in the in the public sector that we had elected officials as part of our programs and we offer direct capacity building support to social enterprises, I know some of the names here are in fact social enterprises. So we have a program, one of them called escrid that is a ongoing and on demand support program for social enterprises to help them build capacity and support for the sake of tapping in and helping shift the global economy to a more sustainable and equitable. And we also have direct partnerships with a number of corporations, operating nearly on every continent to. And the way that we partner with companies is helping them scale and achieve their own sustainability equity and social impact targets by engaging their employees through education and other empowerment initiatives. I do see a question here about centering slides. They're centered on my screen. So I don't know if that's unique to me or not. I'm just in case what I'll do is I'll just try rescaring re sharing the screen there and hope that works if not, I think I'm limited as to as to what I can do here. And so, the goal for today is to understand how social enterprises can achieve partnerships with the with the corporate sector. We're going to talk a little bit more about why that's important. And from there we're actually going to say like what's what's hard about that we're going to get some crowd wisdom here. We're going to identify some opportunities. This is a little bit more geared towards the social entrepreneur. So, for those of you maybe that aren't in those shoes I hope you'll still look at this and say like okay this is then a process that I could follow in order to support social entrepreneurs, and at the end we'll even harvest some ideas on how to improve that support. So if you do have questions feel free to throw that in the chat box I do have that open as well. I'll be sharing slides and we're also going to experiment with the new interactive tool. Moving World has actually been using it for for for quite a while now but it might be new to some of you. What I'll just preface this now and say, if when we get to that tool if you don't know how to use it or it's cumbersome it's causing more of a headache. Don't worry I'll still share my scheme you can still engage with me and chat or voice. The goal here is to is to be interactive. I'm going to start with a little bit of a presentation here to set help set the stage for this very session. And at moving worlds I've told you a little bit about what we do but I want to tell you more about why we do it. We're obsessed with ideas like what is the biggest lever that we have in which we can make change right so to to pull in our comedies quote here, and I just get this slightly wrong but give me a lever long enough, a place on where to put it in somewhere to understand and I could move the world and maybe that has to do a little bit with our branding as well. But what I want to highlight here is every year over $12 trillion are spent just in business to business transactions right every year $12 trillion. Now, governments combined to spend 150 on global 150 billion on global development aid. In fact, effective impact investing currently has less than a trillion dollars under assets right so all impact investing dollars combined are still a 12 of the amount of money that just businesses transact every year. And this $12 trillion does a lot right it creates a lot of jobs right so let's even look at at our favorite morning pick me up or afternoon or whatever time you drink your coffee if you do it. If you don't drink coffee cocoa tea they follow a similar path here. They're sourced, it's processed it's manufactured gets distributed and it gets its final kind of selling point right along each of these stages there are both big and small businesses right take on the right side the coffee shop typically small not always typically. You know, distribution well these are largely bigger organizations manufacturing well in this coffee case this is things like roasting coffee. There's a variety of business here both the businesses that are making the roasters right and this might be energy intensive. I'm actually blanking of the name on the big fancy roaster that you're seeing, or maybe this is the super cool upcycled solar powered compad compadre solar powered roaster. And that was that was developed in scaling in Peru, right and then there's processing and then they're sourcing and there's businesses that are along all of these chains. Some are world positive. Some, well, are not. And what we see is that every year $12 trillion is spent in a way that largely depletes the environment, and it largely propagates inequalities, right. Obviously it's hard to admit, but it's the reality of the situation. And so, when we compare that $12 trillion that is being spent. I think it's, it's, it's, we all know right that's why we're at this conference like we've gone too far right and we're literally burning the house that that we live in and. At least to me it often feels like this in working and in global for philanthropy and in global development that we've spent we spend 12 trillion every year, right, on depleting the environment and propagating inequalities and then we like, we trying to fill refill that with a shovel what was removed with with dynamite and machines right and it and it's not sustainable and that's why we do things like come to socap to learn what what we can do here and you know, I at least am one that believes there there is hope here. Right, and I know I'm not the only one here I'll call on the fashion industry as an example right companies to the focus on innovation and sustainability are more prepared to meet the challenges ahead, and will emerge from this crisis, all the more strongly. Right, I use fashion because it's it's it's tangible it's tactile we understand this, but the reality is, this could also come and in fact I should say is coming from other organizations, including tech. Not all some are very tough players right, but who are looking at things of ethical data harvesting that data, selling that data right, there are ways to emerge from this crisis, all the more strongly provided we go about it the right way and. Paul Pullman who is the former CEO of Unilever and and these slides will be will be made available will be made available afterwards. Right, he says that the two biggest challenges. Oh, and the reason I mentioned that is because this links to his video and it's a video that's very much well well worth watching. And he says that the two biggest challenges that need to be addressed our climate change and inequality, and frankly they're closely related by not addressing climate change, we're actually pushing more people into poverty. Achieving the SDGs is probably the biggest opera business opportunity that we've ever seen in the history of mankind. The cost of an action is actually higher than the cost of an action. The cost of businesses are incurring from any single goal not being achieved is actually more expensive than the cost of achieving these goals. To make this a little bit more real what he's saying is, because of extreme weather events that are disrupting supply chains. If we were investing in climate change initiatives that could lessen the effects of very severe and adverse weather events. Right, the cost of achieving those targets would be less than the cost that we're then spent cleaning up the messes that are created from them. And I think, at least in this session right what we're getting at what you have to believe is that in order for us to achieve these targets we have to figure out a way to move that $12 trillion that is spent every year just in business to business transactions into a way that is more effective. It's hard, but it's why there are social enterprises. And what I'll offer here is that there's hope, because if you're a social enterprise and you're trying to grow, you can chase either $1 trillion of total available impact investment capital. It's useful, it's critical, we absolutely need it, we absolutely need more of it, or you can try and go after the $12 trillion that's being spent in business market based activity every year. And my argument here, my hypothesis, what we're seeing in our community is by helping social enterprises plug into that $12 trillion of spending that actually creates more opportunities for growth. And it creates a bigger greening effect because it enables corporations to become more green and equitable. Otherwise, they won't do it on their own. Now I should say there is a positive movement here. Companies are spending more than ever before in the SDGs. Here is a link to a PWC report from just last year. 72% of publicly traded companies are now mentioning the SDGs. But still not enough. The PWC report is the first one to say we have to do more. But just this year, we're seeing some pretty exciting announcements. SAP, a global tech company that I want to say is around 30 billion in revenue every year. And alone are committing to spending 5% of their total procurement spend with social enterprises, and an additional 5% on underrepresented businesses. Now not only that, they're investing in building the capacity of those organizations. So what we're seeing here is a growth. And I do want to say, Joanne, thank you so much for sharing that in the chat. I would invite everybody to look at that chat to click on that link to see some of the other partnerships that are happening here. So I think it's a really exciting time to think about businesses are actually spending more money than ever before to achieve the SDGs, and they can't do it alone. So we're ready some great examples of this right we're seeing cases made from recycled ocean plastic adidas has made us a clothing that is from new cycle which is the social enterprises that social enterprise that is figured out how to re harvest cotton from those and turn that into fabric that can then be purchased by adidas manufacturers who turn it into products. Kasia who delivers a feminine care products to women has partnerships with with Unilever to help take more responsible, both manufactured and chemically free. Soaps and other hygiene products directly to women. Kate spade has moved, not just part of its manufacturing line for its social enterprise. And now I'm sorry I'm actually blanking on the name maybe in chat somebody can help me out perhaps it's from Rwanda with love. I just partnered with the women's cooperative for the design elements as well as the manufacturing, right this is a higher value activity. I'm graced and bakery using formerly incarcerated individuals to create some of the best master products you can find partnering with Ben and Jerry's, or here in the bottom right you see Satya Nadella for Microsoft, a meeting with the CEO of mowing group networks who has. If you've never seen them before imagine a shipping container, it gets deployed it's powered by solar and creates localized hotspots for communities that are disconnected for refugee camps and others. And so, on all sides of businesses procurement sales core operations, we're seeing companies partner with social enterprises and when they partner, they're bringing financial capital in the form of revenue. It's not investment, it's revenue it's more sustainable, it's market driven, and it means it's more repeatable, which means you get one business to do it potentially you can get others and, and, and we see that after early stages of funding or if you're not able to fund, the best way to grow is through revenue in fact, about eight out of 10 social enterprises are going to either grow on revenue because they won't be able to access capital, they'll grow on revenue or many get stuck in that start at Valley in the middle proceed forward. But that to say, there is both more revenue available to social enterprises by chasing revenue based partnerships or earned income models, however you want to phrase it, then there is by changing chasing impact investment dollars. So, to help get just like a little bit more real here, we're going to spend some time in mural. Now, mural is likely new to many of you, it might even be new to all of you and that's okay. But what I'll preface here and say is, I will continue to share my screen. So, if you can't access mural, or if you're on a mobile device where mural is honestly speaking quite clumsy, don't worry, I'll share my screen, you can put things in the chat box you can unmute yourself and talk to me, and I can be your scribe for you. But let me give you a quick demo of what mural looks like so you kind of understand what's about to happen. So, right now you should be a different screen which is not my slides, it's a mural board.  Okay, in this big whiteboard, you can zoom in. Now there's a couple ways that you can zoom in. If you look down in my in my pointer here down in the bottom right. You can use this little slide widget here and you can zoom out you can zoom in you can zoom out. If you're super zoomed in you can you can click on different parts of the panel and where you want to go. You can also click on this little hand to move the mural around it's it's a giant giant whiteboard just living in the digital world. A couple other cool things about mural and this is really what we're going to use is if you zoom into an area I'm going to ask you to help me brainstorm some businesses by name or type along the value chain and the way you'll do that is quite simple. You'll double click and when you double click a sticky note will pop up and then you'll double click again and more sticky notes will pop up right so any place that you want to add a sticky note you just double click. You can double click here you can double click there and you can honestly double click anywhere now for the sake of our activities I hope that you double click in the areas that I want and these boxes are kind of smart. So, when you double click here it will actually like keep adding more double click like it'll automatically wrap to an X line and and bring you more so I'm going to share the link to mural now. So that everybody has this you'll join me in here when you join it's going to. It'll assign you an animal. It would be useful if you add maybe your first name or your initials for reference purposes and it'll give you a really quick tour. Here in mural here in the chat box now is a link. Again, if you're on mobile this might be clumsy, maybe your browser doesn't want to support this. So, maybe there's some issues. Don't worry if that's the case. For those of you that are joining in here and I can see we've got a number of you coming in that's awesome. I want you to help me out in number section number one right so if you can view my screen. So, come, come down to this area. And I'm going to ask for your help, either by name or by type, imagine coffee from start to finish. What are the different businesses that exist along the coffee value chain from farming to processing to transport to roasting and final retailing. I'm going to click in these boxes so let's say retailing. I'm going to add here. One of my favorite coffee shops in Seattle, so I'll say to go like small coffee shop. And also I had to do was double click on a sticky note and type. So, I'll give you like about a minute here let's see how the experiment goes. The more ideas the better. This will help us add more context into the rest of the session here. Awesome. I'm already seeing ideas transportation like ups co ops on the on the farming side. I'm totally totally spot on our visiting sea lion was the one that added the co ops that's fantastic. Visiting rhino helped inform us about ups. Cool. I like what I'm seeing here so blockchain and processing saying right like, they're there. This aren't just the processors itself but of course there's there's technology that is is part of here as well right there's there's different businesses that exist here. You will know coffee retail experience can possibly be discussed without without talking about retailing without talking about Starbucks and peak coffee. It's good this is there's some. This is good. This is good mural, good mural upskilling everybody. Cool they're still they're still cursors flowing around. Hopefully it's not too confusing or too disorienting. So, we're going to spend some more time actually harvesting ideas that get a little bit more complicated but I wanted to do this first just so we could see that that mural is working at least for enough of you to be interactive here. Let me pause here for a second. Does anybody have a burning question about about mural or about any of the content that I've discussed so far. Talking you're on mute. And if you're sending me via chat you just haven't hit enter yet. Either that or everybody's just in love with mural and no questions. Cool. Well I won't force it I'll keep going, but just know that this is still open and feel free to drop a chat or if you want to meet yourself in and interrupt me more more than than welcome to do that. What I have one question for you. Yeah, is mural is that an internal program or is that you created or is this something that's actually external that you're utilizing. Oh, I wish we were smart enough to create this. I know this is this is an external tool so mural is one. I believe the websites mural dot co. There's one that's I think called Nero or Mero and I RO or M I RO and they're both, they're both very, very similar in function. We specifically are trained consultants in murals so so we like it a lot. And, and I, at least they used to have a free package so you can even, even get in there and start playing around but definitely a cool tool. Thank you. Yeah, pleasure. We'll see another suggestion Eric thank you Miro in the chat and and stormboard so a couple find find the one that works best for you so I'm going to zoom out so we were in in mapping value chains. And from here, next we're going to get into defining a problem. We'll get there in a moment from there we're going to talk about value chains and then we're going to talk about support that you need so.  Don't worry about that at all super easy to clean up later. What I want to highlight here though and start to bring into focus is, I think so often when we talk about the corporate sector we talk about a thing like, you know, Google, Amazon, Unilever, like the big ones right and and what I'm hoping to articulate here is, if you look as an example at the coffee value chain. If you look at the farming stage co ops are typically small, especially compared to like a Starbucks right co ops are smaller right. There's other input and providers there there's agro forestry services right there's farmer education services. These are also other businesses or social enterprises and they trade hands with each other. And so oftentimes, we see that social enterprises will say things like hey I want to get involved with coffee I have to sell the Starbucks. What's more likely is I want to get involved in the coffee global supply chain. Where do I go sell into first because I probably can't get into Starbucks yet, especially if I'm a smaller social enterprise. So maybe with this exercise and say well let's start to map it out. Can you sell to co ops can you sell to a local. Let's look at processing can you sell to a local processor or preservation group. Can you sell to a tech company that's building in blockchain. Can you sell to transportation maybe international ups or maybe a smaller vast mile or first mile delivery company. There's maybe there's roasting companies like ceremony. I haven't had their coffee. Great names probably delicious. But maybe there's also roasters themselves like compadre coffee which uses solar powered roasting tech. So why we kind of map with this is like a it's just fun to think about coffee and I think just thinking about it helps perk me up a little bit, but I also think that it's easy to understand and to see that what I'm talking about connecting into the corporate sector. I'm not just talking about selling to the Starbucks. I'm talking about mapping the entire value chain and saying, where can I do a business to business exchange. As an example right now in our in our escrid program. There's a social enterprise that's thinking about okay well how, you know, how can I sell the a essentially upcycled map, map, map products that are coming from a throw away bed so beds that are being thrown away especially memory foam many of them are still very new because there's so many memory foam mattresses offering trials. How can we turn those into custom fit beds for for pets and, and you know, when you just say okay well then who do I sell to the first response is like oh well I sell to the bad manufacturers or I sell to consumers. But when you start to map out a value chain what you realize is like oh there's boutique shops. There's big pet shops. There are other businesses that might care about how to quickly harvest. I'm going to introduce mattresses into other products right as you map this value chain, you start to see. Wow, there are so many different customers for my product or service, and at least at this stage of the exercise, that's the point will get a little bit more crystal clear later on. So, I'm going to jump back into slides just so I can kind of introduce a little bit of the next topic here. What I want to talk about here is defining a problem, where and how do social enterprises struggle to build connections with the corporate sector. I think, especially with the diverse representation on this pant or on this on this on the participants of our session. I'm hoping you can help me out here. Now the way that we're going to do that is go back into mural. So if anybody needs the mural link again, it's in the chat box. I'll also drop it in here again, and I will reshare my mural screen. I'll ask you to join me up here into define a problem. If you will for now ignore these, the customer, the sales process, avoid those sections and add clicky notes kind of appear where I'm adding my clicky notes, right. It's really hard about selling into the corporate sector. Right. You can take over one of the sticky notes I just bought you can add your own. If you're not in mural and you're struggling to follow along, you can chat it at me and I'll copy it in here for you. Let's let's do a minute harvest here I'm going to start a timer here on mural. I'll also say you're still totally welcome to unmute yourself and jump in as well. This is LaDon. This is amazing. I love it. So thank you for introducing us to this. I was wondering if we are looking because I'm a social entrepreneur in the healthcare arena. That is a little bit of a complex because we're where I sell my supposedly my services is to healthcare industry more specifically hospitals. So that becomes a little challenging. So how do you navigate or how do I use the platform as you're referring to. That's such a good question. So if you don't mind in our next session, like in topic number three, we're going to do a scenario here for a mythical company. What I'd love to do is maybe we even hijack that and let's let's do yours in healthcare. It sounds like Caitlin is also in healthcare. Maybe I think we actually even have enough time to do both. So I think we can definitely answer that question. And if that's all right with you, I think it'll just, it'll, it'll flow a little bit better if I do that if I do that next. Is that okay. Thank you. Cool. Awesome. Yeah, thanks for, thanks for sparking that. Yeah, healthcare is great. Actually, pre this I was actually in healthcare marketing. So with it with a small kind of boutique firm serving primarily nonprofit hospitals. Definitely a complex environment so I hear you there. But it'll make I think for an interesting discussion here. So, cool. Awesome. And let on, you've got another plus one for the healthcare question so we've got a couple ones there that'll be that'll be awesome to dive into as a group here so we'll probably be there honestly in just a little over five minutes. So, here's the question of what is hard to selling into the corporate sector for anybody moving cursors around, you're welcome to keep adding more. Definitely, definitely welcome. Now, what we typically see and it's not exhaustive right is that these tend to fall into three main buckets. Am I getting into the right customer. Do I have the right buyer. Do I have an effective sales process and do we have effective operations so what I'm going to do is I'm going to start grabbing some of these cards that people made and I'm going to start dragging them into some of these that that we see here. And so things like long sales cycle bureaucracy. This is so, so true. I can tell you that our longest corporate customer ever was a three year sales process, crazy long. What I will also say is that we've had our shortest ones ever at like two weeks so it things can can happen here. So this new card about many decision makers 100% I'm going to drive that in there. I'm not having the right connections. Unfortunately, a lot of this is driven by connections right and you'll see that as a as a way it comes out so definitely makes it hard to have an effective sales process when it's so driven by personal connections. I can also see connections and access. It seems like there's a little bit of consistency here, finding the right buyer and decision maker. And in fact as I'm going here if anybody wants to help me out and start dragging some of these stickies into any of these cards you're more than welcome to do it. If you break mural don't worry about it we can always fix it. So long sales cycle de risking a little hard to know what that could mean so I'm going to ignore that one finding the right person to talk to you. So true. Look, we see this all the time in some of our social enterprises where people will actually go. Hey look, but I tried to sell the Starbucks I met with their head of sourcing, and they said no, and I walked away. Well, there's probably like 50 people across the Starbucks company that would be interested in talking to a social enterprise. You just got unlucky with the wrong one. It's definitely one that we see over and over again. So aligning on common interests. So this, this is relevant we also see this a lot where, let's say, and I'll stay in the coffee world so compadres super cool company selling a solar powered coffee roaster right. You know, they go, they go to one, one, one coffee cooperative right and they're like hey by the saying the coffee cooperatives has no, but the thing is, they were talking to somebody that was actually in charge of partnerships for the distribution side. A person had nothing to do with the actual like roasting or the core business model so they weren't interested in the business model innovation that they could come. So it's hard to find that right person and we'll spend some time talking about that. If you have enough scale, I'm going to move that into effective operations. Look, unfortunately, this is just one of the hard parts of being about in the social enterprise space. It's hard to be at the right place and we actually hear this time and time again. One of our partners is Timberland they make clothes and they're, they're shifting to a very sustainable structure. For a long time, they were trying to find a social enterprise that could bring them enough organic cotton, and they couldn't find one. And so what they actually ended up doing is partnering with the smallholder farmers alliance in Haiti, and creating a new seed bank, a farmer education and actually reforestation initiative all in one, so that they could get to a place of actually having enough and we hear this time and time again. In fact, during the COVID pandemic, one of our other corporate partners was approached by a social enterprise saying, Hey, we can get you mass they're going to be fair trade sewn by local artisans can be awesome for job creation. And the guy was like, Great, I will put it in order, name your cost, we will do it. And they're like cool, it's going to take four weeks. Right. And they were like, I need them next week. And so we hear this time and time again right and what I hope is one of the key takeaways from today's, you know, workshop here is that we look at those situations and say, that wasn't a failure. We just went to the wrong buyer, right, that that big business was too big of a customer for that social enterprise right they should have gone to more smaller businesses at the right point in time. And that's part of why we do this value chain mapping and getting responses to unsolicited calls. That's right. It's like how do you get into the room how do you talk to the path that to the right person. Lack of initial success cases related to corporations. I could see this almost in any of these I'm going to put it in effective ops. We see this a number of times where social enterprises will get a deal. Right, they'll get in that they'll like make the sale they'll celebrate, and then they struggle to deliver on it right and then when they struggle to deliver. Right, then you see the next tier which means like it's hard to renew that one it's then harder to get the next one so effective operations for customer success definitely gets in there. I do learn impact with with with corporate business models 100% feel the feel the pain on that one. Demand for customization. So true right so many times, we're actually dealing with this right now, you go to a business, and they start they start saying like, Oh yeah I would do this if you like change your business right, and you're like, No, I can't change my entire business just for one customer. Totally, totally a real a real concern and and a challenge here. Cool, I'm trying to salvage this this one card that got got sent to the back this. This happens sometimes in mural land. There we go saved. Okay, credibility for sure. It leads into effective sales process, making your idea work within the company's mission. I'm going to chalk that up to the right customer at the right buyer. I'm going to pause here for a second and look at the chat box here because there's a couple cool things happening here. Okay, awesome glad to know the platforms working well. Connective impact. Very cool highlight here. I've heard actually about connective impact and joined a number of a number of times so cool to see that mention I recommend you all you all check it out. Some companies have metrics around buying social. So, Caitlin 100%. And actually up to 5% spending now that are that are to go to social enterprises so we're seeing more movements and I think one of the one of the things that I'll highlight here is, you might talk to one person at a company, and they might be the wrong person, right. And the social enterprises that stick to it right to keep talking to different people across that company and finding the, the right person to talk to, they're then able to customize their value proposition to the right organization. This was about two months ago, we hosted a, a webinar where an awesome social enterprise called desolinator was presenting to our s grid community, and they actually started with a really cool individual consumer product that uses the power of the sun to turn salt water into water and they were selling this to homes into areas with their work had higher rates of poverty. And as they started to go out they found opportunities that they were actually be small like boutique hotels that were interested in their product. And then they kept talking then to different customer segments and they learned that there were construction sites working in hard areas that needed access. There were big hotels that needed access. And then they found that there were even some municipalities that were looking and interested in their technology. And so over time they've actually developed a few different products, each for these different value segments. And what they did was, they positioned their value proposition differently to each of those buyers with booking.com. They saw an opportunity to receive foundational grants with one of their other municipalities. They saw an opportunity to create an earned revenue story because it was solving a direct business and operational need. So we see these in many, in many shapes and forms and what's important here and I think, you know, one of the other key takeaways from from today's session is that the hard part about corporate is finding the right person, understanding their real pain points, and then positioning your value proposition for them. The next example is going to help with that. So I'm going to transition back to to slide mode here. And we're going to give a little bit of an example, and then we're going to hijack the example that I plant after just walking through it at a at an interesting level, and we're going to do a real time workshop for for load on which I, which I hope will be be useful and put me to the test. What we what we continue to see in our social enterprise and in our escrow program is that most of the challenges that that social enterprises face fall into these buckets, improving improving product market fit. So using that example of desolinator, am I selling the right product to the right buyer, right, my selling a small household unit to a hotel that won't work. Who do I need to talk to at like a bigger international hotel chain. It's actually somebody in sustainability or an innovation, and we can create a partnership to create a commercial grade version of this product that used to only be available to individual households. So it's finding the right product to sell to the right person and that oftentimes requires a lot of conversation a lot of experimentation. So this one is instilling business development practices right what this means is and I can actually give you a very real example is we were hosting a workshop. Our Institute used to be a traveling workshops we're traveling in cities around the world, delivering that, and we would go and we would always try and find local social enterprise caterers to do it. And social enterprise caterers were forgetting to send us invoices, forgetting to send us schedules, forgetting to actually like in one case even deliver the food on time despite this like whole like even signed agreement in place. And we see these operational shortcomings happen a lot, but especially on the sales process where sales leads get dropped or we forget to follow up with. The reality is business sales take longer they take more of a relationship, and you need systems in place to do that clear ownership, clear reporting clear like CRM systems like an SAP CRM. So, other ones are also helping build skills and capacity right so once an organization, once a sale is made once a partnership has developed, we have to of course deliver on on on that and to that. And that's no easy feat, but we have to build the skills of our social enterprise teams to be able to deliver these things on on target on demand and on budget. So, as we as we heard from from loading example of like, okay, well how do I identify some of these specifically for my enterprise. And for that what I'll share is, well, it's time to segment the value chain to understand where these different sales opportunities are because they're So, I'll start with an example here and then load on as promised. We're going to we're going to go into your social enterprise. So, here's, here's the, here's the example for now Acme company has developed an innovative innovative way to capture ocean plastics. And they so far, actually partner with local and national governments as well as some businesses and NGOs who deploy Acme products to collect plastics in nearby waters. Acme has heard that big apparel and shoe companies like Adidas are creating shoes out of ocean plastics. So wants to start selling the plastic it captures to these big companies to generate more revenue and capture more plastic. And it thinks that more products will have upcycled plastic in the future. Here's the question, who do they sell to, where do they start. And for this, we're going to go back to mural. So, I'm going to share my mural screen again. I'm going to move us over to section three, and we're going to map a value chain. So, loosely, most value chains will go through these steps, product design, sourcing and manufacturing, packing and distribution sales and delivery. What I would like is your help. We know that Adidas is at the very end of this in like the sales, like in the sales side right so I'll give you the first one right we know Adidas is here. What are other businesses by name or by type that are in each of these different stages, and I'd love your help again with with with given me some sticky notes, and with with jumping in here. If anybody's lost the link to mural it's in the chat box. So you can join me and you can help me brainstorm. What are some different entities that are along this value chain. Awesome. Our first our first ad here from Mike who was a visiting lion jumping straight into it fashion designers right. I just anybody anybody here in the audience in the in the kind of fashion side of things design products, clothing. Cool Rick got you there. Cool, we've even got an email. Maybe you could even elaborate on on on fashion designers a little bit. Do you think would these be in house entities with these be third party agencies with these be individuals that get contracted and sourced with any chance you could add a little more color for me there. So we've designed this record from actually. Um, so it's the road like we've signed our own products and we're doing the manufacturing. Okay, you guys so you guys design your own so so it's possible that in some cases these designers might be internal adidas, or they might be external agency that are that are brought in or maybe they're partnering, even with a with an end to end manufacturer in order to do that so designers. Cool. Yep. Cool. Thank you for adding that. So lots of other good ideas popping up here right so within sourcing and manufacturing local way services contract manufacturers right these are third party shops shoe factories. I love myself correction here I love this cool so I think you all are getting it so I'm packaging and distribution boats and ships there's a really small one here. Amazon, and two big, I mean, to be fair, if I was doing this by size of business they would take over the screen. And then on the sale side adidas itself, we also might see footlocker, they might also sell adidas shoes in other places like gap, buy it on Etsy, right and then there's delivery yep there's freight, Amazon there's different entities here. So, I think this is a great example and for force in particular like this this plastic session or this mythical plastic company which is actually a real company. And just not by the name of ACME. They were like hey. Can you guys help us get introductions to Gucci and I'm honestly quite shameless here. If anybody wants to ask me for introductions to our corporate partners, I promise I will respond and I will try to be helpful to you. So I had no trouble being helpful to the social enterprise as well, but the response back from Gucci was. This is cute, but we don't know what to do with ocean plastic. Right, in fact, we don't touch ocean plastic right. So after for for ACME company again different name. In order to get them plugged into our value chain. They need to be able to partner to one of our manufacturers and deliver ocean plastic, fully processed into thread that can go directly into our clothes in a very consistent and repeatable and predictable way. Now that's hard to do right and we can't expect a small social enterprise to get there overnight. However, there's groups like DA.ai in Taiwan, who specialize in taking ocean plastic of all sorts and turning that into fabric right and I think that's the point here is how can we break apart our value chain and say if I can't sell to Gucci, who can I sell to you. I can sell to the smaller businesses where over $12 trillion of money is being transacted every year. And that's where I can start to build and scale up my social enterprise. Right, so some of these smaller groups, like fashion designers, one off agencies, local manufacturers, raw materials to subcontractors. Exactly exact type of groups where if you can plug into and go to them and say, not only can I give you product but guess what I know that you're bigger whoever you're selling to the Patagonia is the adidas that everybody else right. Where do they, like, they are going to start putting more pressure on to manufacturers to achieve sustainability and equity targets. So you can give them not only product, but you can help them prepare for the future of the economy, right and get ahead of it so it's a massive value problem. And so I do see a question here that came across of like, hey, I'm on the foundation side just foundation money fit in here. And I will come back to that question after we address. I'm going to ask Ladon's question about healthcare industry. So, I'm led on. Can I unmute you, can you give us like the 30 second elevator pitch just enough so we understand your product or service, and then maybe as a group, we can go through and come up with the different players along your value chain. Sure, I will be happy to. So, our product is a SAS model. So basically what it means is software as a service. So it will be integrated into a hospital software management system, which would be similar to like electronic health record. So that way, it is a software that it induces efficiency within the expense sector of the nonprofit hospitals. And in return, that money that has been saved would circle back to bring healthcare accessibility for uninsured and underinsured population within us. So basically, it is a software and it is a service that will be integrated into the system to avoid emergency room visit. So the underserved population can just go to the hospital like any insured individuals. And so I have all these questions because I just think that that sounds like a fantastic innovation and very, very cool to hear you working on that. But on you do you have a request to actually share a link to your organization in the chat so that'd be awesome if you could do that. And so what I would what I would highlight here is like, like, let's follow the money right and I think with with with products it's really easy to kind of go okay from the shoe right I know it gets delivered it sold somewhere it's packing software especially let alone in the healthcare industry is challenging. And so what I would suggest here is to frame this is as like a stakeholder map right like who are all the different influencers that are part of that decision making process. Right. And so, if we would draw that out the way we would go through this in our escort program is we would say okay. Who's on like the front side right who within a hospital is making a decision on it settings. Right. And that might lead to a number of answers right it might be all internal it people. It might also be third party, like developers or agencies or, or software implementers right so, depending on what you're doing from a like a like a hospital electronic health record system. Right. They might be using like a big organization like epic which kind of has their whole end to end both software and implementation, or they might use something that requires third party implementers right maybe groups like, I don't know, an often to venture right so there's different people that are part then of that decision making process so you know you could kind of say that's kind of like in the design stage right as someone's thinking about making a decision to solve a problem. Who's in the who's in the room there. Right. So it's internal it, it might be, it might be the hospital systems information systems themselves say like, like an epic or a certain right or g right or it might be an implementer of those right. And so what we would would guide is say, each of those might actually be a potential customer you in some way right from there. And there's also awesome Caitlyn billing and re in groups in billing and reimbursement groups right so this might then be if we follow the money of what happens right once the systems of it is in place, where is money exchanging and who stands well around billing and reimbursement so who's there insurance companies, Medicare, and potentially other nonprofits right so you have other groups that might have a vested interest in having your technology implemented. Now they might not be a direct sales earned revenue model for you, but perhaps they're part of your sales process, or perhaps, there's an innovation of your business model right. I think you also like you mentioned, specific nonprofits that are interested in helping the populations that they serve get access to the care that they need. There is also a potential earned revenue model with those organizations. It's not easy, none of those audiences are, but they do exist there. I'm wondering anybody else over chat or by a sticky front and center screen. Are there other people that are part of the of the business process here right where money is changing in the healthcare system that we could we could brainstorm a couple other ideas for the dawn where where there might be opportunities to do some customer discovery calls and and see if there's potential partnerships. So I'm not sure exactly how your product works. But there are often the network around a main major hospital is going to have smaller clinics or private clinics or urgent cares or different kind of things. So if there's a way to integrate in at that lower level they're a much easier procurement pathway. And one thing that that I want to kind of put an exclamation point on Caitlin's edition here is also that it led with like what about right I think at this stage for social enterprises right as we're in search of a repeatable business model with organizations right. The goal is, let's try and learn right. That might be totally off right billing reimbursement might be impossible that the healthcare information system itself might be impossible. But let's get in there and let's understand, do they have a problem that our social enterprise solves right, and that's why down here at the bottom where we haven't added any stickies to it is this big area around impact sustainability and equity. Because of the increase in companies investing in these initiatives. Sometimes the problem that we solve is well these very things sustainability and equity across all stages of the process. This include things like traceability data and others. Right. So it ends up being a value add here. So if you want to give myself just a quick segment. This is what happens when we have a last minute change up in presentations from our side as I'm carrying an extra hat here so I do want to see if there's a chat here that I've missed. I have an emphasis on subcontractors taking a look at those question of can you share any experience best practices and our use case mechanisms for generating public partner private shifts with multi stakeholder groups and venture backed organizations. It looks like there's an answer to that question from someone who is way more qualified to talk about this than me. So, yes me has made a comment here. Yes me to thanks so much, including a link to acumen's blog on this topic, as a good example. And what I will also highlight is there is a group called the residents global. They are putting out almost like a new thought article, almost per week right now, specifically on public private partnerships, they absolutely exist, and they are being more inclusive of social enterprises. We're actually doing kind of research project right now where we're harvesting insights from leading foundations impact investors and corporates on how and where is money flowing to social enterprises. And I don't have enough like data yet to say like hey here's official but one thing that I can say is it's usually the last mile where especially of distribution, where a lot of partnerships are struggling right so if this is a distribution of say something related to to a health care product or or a food product. Or a technology adoption product. A lot of groups are looking for help in terms of reaching these last mile consumers and seems to be an easier way for social enterprises to plug in. So what I'd maybe recommend as part of that is to look in these public private partnerships. There are multiple websites. Maybe someone here can help me out. USAIDs. The innovation exchange. Thank you, Caitlin. MPI a couple options where groups are actually publishing like hey we need support for this. And it's a great place to look through as a social enterprise and see who do we solve that problem or do we solve that problem. There are other great kind of ideas and other cool orgs coming across on the on the list here. And so I'm going to jump back into well actually let on let me check in with you. Did we did we get a did we get closer to maybe providing a useful insight or at least make this a little bit more relevant to your to your industry or do you have a follow up question for us. Well, actually, I think on the receiving side that you were saying that who will be the decision maker, I would suspect as you were saying, the IT group and so forth but at least from my understanding and from my contacts. It looks like the CEO of a hospital would be the one who would do the decision making. And my concern is that before I reached to the hospital because I'm a small entity on recognized. I'm not epic.  So, so before to get there. That is an issue because like as you were pointing out with the process of the coffee. For example, as a commodity. It's a little bit of a easier penetration because of the size of the interfacing potential customers. And customer but in between, but for for my product to be in a level of scalability it needs to get to these hospitals. So that's really where my hurdle is in that. How do I penetrate to that level so that's, that's it but I like and thank you for, you know, brainstorming around it so really very much appreciated. Yo, I'm so glad you brought it up because it's I think it's more real for us all to just hear of like a real example. So definitely check out the chat box because there's a couple more ideas in there for you. What I'll add to it is there was a social enterprise out of Seattle that found that like remarkably when people have unexpected heart attacks in hospital settings. It's not necessarily like a set training or checklist for people to follow and they get treated differently and of course those leads to different outcomes and they were selling in a software to actually help with the that tracking, particularly for those events which is super niche. I want to say it's called format health and I know that the one of the founders as he went through that process. The one thing that I did in the interview, like spree, right, was talking to doctors who cares about this was talking to people on the admission side and the triage side, who has a problem here that we can solve, then went to, and I'm blanking on the name but in hospitals. There are people who are in charge of like making sure that outcomes are being achieved, especially with some of the bigger requirement requirements around the affordable care act. So, it would be to essentially go on like a listening tour right and the way that we see the most successful social enterprises in our escrow program. Talk about this is not with the sales approach, but with what is called the customer discovery approach, which literally involves trying to find people in roles. Like, hey, we have a hypothesis that this might be the problem of the chief information officer or the medical officer or the CEO, or the, you know, the IT director, or the head of the, the, you know, take your care unit the emergency room. Right, and you create these buckets of like these are the different groups that I think exist here. What problem do they have that relates to this right so you could go to each of those and send an email along the lines of. And again finding these people's heart and that's a challenge I can empathize with it right so whether that's networking events or, or, you know, ghostwriting people are using your connections but literally going to them and saying, hey, we understand that hospitals are dealing with, a challenge related to right problem that you're trying to solve, not a sales of a product but just problem I'm trying to solve right. Could I ask for about 10 to 20 minutes of your time to share how you're thinking about solving this and what solutions you're looking for. Right, you send this email to these different segments and you customize it a little bit for every segment and some segments ignore you entirely because they don't actually have that problem. Other ones say yes I will hop on the phone with you right if they really have the problem they will they want to solve it they're looking to solve it you're coming to them. They know you might have insights or ideas. And so I would say it's like it's a way of trying to get in by leading with this is the problem we're solving.  And if you want to, if you want to spend more time on this or even get like moving world has a global network of skills based volunteers that support on initiatives like this so if you even want help in that process, you can nice reach out to me, and we can look to get you support. Those are very valuable point. Right, I have found very little I haven't really. I have just kind of like very reluctantly approach that but I think that is the most valuable approach to do that for small entity such as me before they get any recognition. Thank you so much and I do that. Thank you. I will meet you. Yeah, my pleasure. I've just sent my my email in the chat box so for anybody else that has a question I'm not able to get to it by the by the end here, by all means, first, or feel free to send me a note here. Just then I see a question here the difference between CSR and procurement so different by company right and in addition to CSR and procurement. There's probably somebody in product innovation, and there's probably somebody in in finance, and there's probably somebody in employee engagement right try try and get in the building right try and try and ask questions try and identify who in the organization has a problem that they are trying to solve. That same problem. And that's the best kind of possible advice there. And quick note on CSR. Sometimes they're called social impact corporate responsibility social impact social innovation. Oftentimes they're hidden entirely a great way to find it is go look at CSR impact reports. Look at, look at what they're publishing on their blog.   And, and she said that stocking was the most underrated scale up strategy and I and I've loved that quote so you really have to get creative to find to find people so Okay, so I'm going to get close to wrapping us up here because I do want to respect that the hour. But as a summary here, the process that we recommend we go through and it is long and it is tedious, but is to create a value chain for your business right. In the last session I kept this largely in the line of coffee, but as you saw with the healthcare example from before we kind of did a rough audible on that so customize this value chain for your organization, and then go through these steps, identify a business. So the tedious step of creating a business model canvas for each of those steps, if you don't know what a business model canvas is by the book business model generation or honestly just Google it there are some great tutorials on it online from a whole bunch of different sources. And then it will force you to list out value proposition key hypotheses. And from there, we recommend that you move on to the, to the next set of businesses in the value chain and you literally do this for all these different groups. And it feels tedious, I promise you you'll do this and be like do I really need to do this again, and my answer is always, yes, because every time that we see people do it, they stumble upon a new hypothesis. It forces them to validate that hypothesis, which forces them out of the building to go talk to real customers right. And then once you understand the path forward there, you build up your sale system if you need help with that there's some great or except provide and insulting or training on this. And there's lots of great content online. If you're interested you can apply to the to the escrow accelerator program at moving world. There's different ways to make movement. But then you go through here and just keep on testing and learning right everything that we're doing and trying to scale is about testing and learning right, we're trying to solve problems that haven't been solved before and it's critical that we do right and by virtue of getting out by talking to people experiencing the problems themselves, they're going to give you the insights that you need to move forward here. So, I did have some time to like go to kind of do like a final tie up and mural. Honestly, that was just like a harvest of questions and some great questions have been coming up here. So I'm going to skip that. What I'll offer here is look if you want to get in touch you can email us you can learn more about escrow. We've got five minutes left in session. I'd love to just take any other questions that I haven't been able to get to it this time. I know there was one that I missed earlier so I'm going back for it. So, small foundation, how does foundation money fit in here, or for that matter, does it. Actually, you know what I'll do here. For those of you that's still on I am going to switch over to mural. And if you want if you don't feel like speaking. If you want you can actually in this what other support, do you need. I'm going to add a double click here and you can you can type a question. And so we can, I can continue use that to harvest and maybe other people will end up with with other similar questions so foundation money can fit in here. So whoever asked me that question you sent me a private message I'm going to keep your name private as a result of that. I'd be curious to know, like, are you trying to invest in social enterprise you're trying to fit in. The social response here is related to like build capacity of the sector, right, help social enterprises build capacity of the sector. So that they're able to, to be at a place, because often the missing gap is social enterprises have great solutions, but the delivery bar to partner into some value chains is a little bit too high. Right. And so they have to get to the next level and foundation capital can be really helpful to the risk business investments in the social enterprise sector. That sounds crazy to me. That's very like winners take all world. I'm just going to label that what it is. But it is also I think kind of a real stage for now, being that type of partner to the risk investments for businesses to invest more in social enterprises for the sake of revenue. I think it's really, really important. By all means feel free to follow up if if that wasn't it but okay sounds like maybe it was awesome. Okay. Let's see a couple other good call outs from Caitlin, Caitlin, next time you're co presenting with me. Awesome having your chats here. So yeah, check out check out chats here. And, and some comments awesome I really appreciate that anybody else any did I miss any questions. Any other follow ups here. Look, I will hang out here for for three minutes. Oh okay interesting question buy one give one model still relevant or recent trends. For some businesses. Yes. For other businesses. No, there is actually a really cool report so for anybody that's interested in partnering more with the with the social sector. Deloitte did this report a few years back about driving growth through corporate social impact and what they say is, there are five ways that companies benefit by. I only send that to a private person here send it to everybody. There are five different ways that businesses benefit by by becoming more socially responsible. And there's four types of businesses. Their shareholder maximizers think Walmart, Amazon, there's corporate contributors, right, a Subaru people they're like always giving back to their community, there's impact integrators. You think like Starbucks right hey we you know we really try and green everything in our supply chain as we go, and their social innovators. I think a shareholder maximizer would be interested and buy one give one models. I think social innovators and impact integrators would not they want to green their supply chain. And so you'd be customizing your pitch based on is this company doing it just because they want to cool PR story, or they doing it to get in grade and really help transform their business for the future state of the economy. So I hope that answered the question there Rick. Cool some private messages come across. Thank you all for like being here and jumping on mural that was a new tool for everybody really appreciate everybody jumping in. I have dear I have not worked with wool. I do know that Patagonia is trying to figure out how to work with wool in a more sustainable way. And so, don't know if that creates any, any opportunities. But yeah myself. And there's a really cool social enterprise in Nepal. I'm also blanking on the name that has like partnerships between an artisan community, and, and a whole lot but but I don't, I don't recall the name. Look, thanks everybody for jumping in here for for being a part of so cap was was fun to do this. You've got my emails and you can find me on on LinkedIn, and the recording in the session will go out here here afterwards so cool. Thanks everybody have an awesome rest of so cap and we'll see you somewhere in the in the virtual worlds and hopefully at a real so cap sometime in the future. Thanks everybody.


pre-98 Bubba is that what people? Yeah. So in like 0405, I was on Cannabis World and I got the green Bubba, the purple Bubba both from Ken, Oregon Kid, and then I had a Shahbud who is 707 Seed Bank, his Bubba Cush Cut. They were all called Bubba. Ken called the Purple Fino, which was supposedly an S1 that some club owner in the Valley made. It was really heavy yielding, made like club type nuggets with the rounded top, the Katsu Cut. As far as I know, and I can't remember specifically, but I'm pretty sure that was the cut that he sold to Katsu, right? And that was the green Fino, and then Shahbud, aka