[MUSIC] We are going to discuss project details in this presentation. I want you to think about the topics that interest you and rank the top ones. You're going to be working on this project in the coming weeks so it's very important that you're interested in the topic you choose What is the project? It involves looking at the need or a problem, the drivers of the need, and the context elements in which they're happening. This is the part of the project that let us understand the problem or the need fully. The other side of the project is that you would double up a core and the augmented solution, and the ecosystem, and a business or enterprise plan. The final outcome is a presentation of the following parts. You're going to look up the problem, the opportunity for the problem, the solution. The enterprise plan and the sustainable implementing this plan. I've taken contacts in Africa and used this content to bring out what the projects look like. Here are the needs that are identify this effecting long-term production against parasite carrying mosquitoes. This is the need that is addressed in the solution in the content I've chosen. Layout three concentric circles for the need, drivers, and context. The innermost circle will list the need you've identified for which you will be designing a solution. This is the need as seen by a primary customer. What need are you serving? Drivers are the immediate causes that make the need so stuck. Why is the need so stuck? Inability to take preventive measure, affordability of treatment, and so on. That's what the driver means. The context element is broader and relates to the settings in which things play out. For instance, the climatic conditions in Africa can be context elements. Let us not quibble too much on what you call drivers and what you call context elements. Drivers are the more immediate causes and context elements are the broader setting where things play out in the work we do. It is not enough to identify the need or the problem. You have also to identify the larger life circumstances that makes this need so dire. And that's what we are trying to do here with the need, drivers, and context elements exercise. We don't know much typically about poverty and environmental issues. These are nascent and emerging areas, where each context is different and it is all the more important to understand the life circumstances. For this project, you will look at the need, the drivers of these needs, and the context elements, to fully understand the need or the problem. You don't have to pick geography you want to focus on. The geography can be anywhere in the world. Who are the beneficiaries or customers? In this case, it is in the poorest in Africa. And what are the usage situations? They could be in hospitals, they could be during sleep at home, and so on. So this is how we crystallize the opportunity in terms of geography, customer, and usage situation. On the right side of the figure, you have the solution, the ecosystem, and the enterprise plan. This is what we will focus on now, the core solution is an anti-malarial bed net, which is effective and compared to alternatives. It is more durable, and it is equal friendly and safe for people to use. The augmented solution consist of packaging with education about malaria. The augmented solution consist of additional features that can be added to the core solution that helps to make the product better. The ecosystem consists of aspects that are over and about the core and augmented solution. The ecosystem is not part of the product they're offering but enables the product to be used. These are areas where deprivation is on multiple fronts, so it is not enough to offer a product in isolation and assume all of the parts are in place. A case in point is lack of education. What does the ecosystem that enable education and the use of the product? It could be a network of people, educational programs, and so on. So, the ecosystem is not intrinsic to the program, it is extrinsic but it enables the product to be used. Next, we move to the enterprise plan, which is about how the solution is going to be implemented. It consists of articulating the sustainable value proposition, comparing to alternatives, storyboarding the value chain, and understanding how the value proposition will be communicated and delivered. It also involves developing the exchange model, which relates to different exchanges that will be happening among the different stakeholders. The value proposition needs to be clearly explained. What do I mean by this? You have to articulate the give and the get for the customer in your value proposition. What are the customers giving up, and what do they get? The customer is giving up more than money. The customer is also giving up time and effort. And what does the customer get in return? Next, you need to compare your solution the alternatives or competition. Part of the competition in these settings is to do nothing. Some of the competition involves using low cost drugs or ordinary bed nets and you have to compare each alternative in terms of how your solution does. Here is more information on how this particular solution compares with alternatives. It is important to articulate exactly how the solution is better and, in some ways, how the solution is worse as well. In comparing alternatives, a key aspect is to identify the underlying dimensions on which the comparison needs to happen. This leads to a positioning map and this is really how consumers perceive the different alternatives. And so here, you can see that availability and access have been chosen as key dimensions, along with affordability, Which is shown based on the size of the bubbles. And so here are the MosNet solution as considered high in terms of availability, access, as well as affordability when compared to the alternatives. Again, it is important to note that doing nothing is also an option that needs to be considered. The next step is to storyboard the entire process, with particular attention to how the customer becomes aware of the product, buys the product and uses it, and perhaps even disposes it. Think of where a product comes from, where it gets used, and how it is disposed? The storyboard of the value chain includes steps where the customer becomes aware of a product, it lays out the entire chain. You can call this the entire value chain, but it has to focus on the customer's role in great detail. So, please draw the storyboard a process but particular attention to the customer. Here are more details of how the storyboard for MosNet is articulated. Next, we focus on how the value proposition is communicated and delivered. We have to communicate the value proposition. In doing so, we can mention a number of different ways in which we will communicate, but this alone is not enough. How will you communicate your value proposition? You will need to double up a specific communication vehicle so that you can tell the beneficiaries or customers what they are going to get and what they are going to give up. Here is a sample pamphlet, it is not enough to say you will use social media, and so on. Those are very generic ways of responding to this issue of how you are communicating the value proposition. We need to double up something more specific like a flyer or an instruction manual. By doubling up the specific communication vehicle, you reflect a deeper understanding in terms of how you will communicate. That's the level of analysis in which we want to work in, taking a bottom up approach. It will help us to understand how you bring value to the customer. We use our storyboarding exercise of the value chain, as well as other means to identify how the value proposition is going to be delivered. Next, you need to double up the exchange model. What is your exchange model? An exchange model is essentially a list of entities involved and all the exchanges involved. These exchanges don't always involve money, but they do have to be exchanges. In other words, the way we are using the exercise it cannot involve a hallway grant. So, you have to be innovative and there has to be a revenue stream. It cannot be just a give or just a get. It has to be a give and a get and there has to be parity. I call this an exchange model because there are complex entities involved in this phase, including NGOs, government, and, international agencies. The exchange model is not just about exchanging money but a variety of other elements as well. We have to look at a problem, the opportunity for the problem, the solution, the enterprise plan, and the sustainable outcomes of implementing this plan. The heart of the enterprise plan should be economic sustainability. We focus on all forms of sustainability but your enterprise plan must be economically sustainable in order to survive. There could be win-wins or trade-offs between different types of sustainability. These win-wins and trade-offs need to be understood. It is a business so you have to make it work economically. So you can see that all of this is also about making trade-offs and finding synergies. You will also have to look at the social impact in terms of reduced rates of disease, higher household income, and so on. And finally, you have to look at environmental impact in terms of the materials you use, in terms of the affect on human beings, and the affect on the environment, and so on. [SOUND]
