National schemes for energy efficiency in SMEs

Tool for the implementation of the Multiple Benefits (MB) approach

DEESME is an EU Horizon 2020-funded project that aims to guide SMEs and national authorities
transition by taking advantage of multiple benefits and energy management approaches.
The Multiple Benefits (MB) approach regards energy efficiency measures and decisions in the wi
management and highlights the multiple business and non-energy benefits that can derive comp
the development of energy audits and energy management systems.

Version: 1.0

Aim: This file contains the tool for the implementation of the Multiple Benefits (MB)
It consists of 6 steps, each of which is being developed in a separate sheet:

Step 1 Business model analysis

Step 2 Cost structure analysis
Step 3 Energy audit
Step 4 Carbon footprint calculation
Step 5 Multiple Benefits identification & evaluation
Step 6 Business Model Sustainability Advancement

Copyright © DEESME project, 2021 (www.deesme.eu)

All rights reserved; no part of this document may be translated, reproduced, sto
system, or transmitted in any form or by any means, electronic, mechannical, ph
cording or otherwise, without the written permission of the publisher. Many of
used by manufacturers and sellers to distinguish their products are claimed trad
quotation of those designations in whatever way does not imply the conclusion
those designations is legal without the content of the owner of the trademark. T
responsibility for the document lies with the project. The document does not ne
reflect the opinion of the European Union.
 approach

MEs and national authorities through the energy

agement approaches.
sures and decisions in the wider context of business
enefits that can derive complementarily from

the Multiple Benefits (MB) approach.

ed in a separate sheet:

e translated, reproduced, stored in a retrieval

, electronic, mechannical, photocopying, re-
n of the publisher. Many of the designations
eir products are claimed trademarks. The
es not imply the conclusion that the use of
he owner of the trademark. The sole
. The document does not necessarily
 Designed for: Designed by: Date: Version: Documentation:
The Business Model Canvas Read Instructions
Watch YouTube video

Who are our Key Partners? What Key Activities do our Value What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Thisimportant
is a post it! Copy and
Key Partners Key
WhichActivities
Key Resources are we acquiring from Value Propositions
Propositions require?
Our Distribution Channels? Customer Relationships
Which one of our customer’s problems are we helping to solve?
What bundles of products Customer
and services are we offering to each Customer
Which customer needs are we satisfying?
ones have we Segments
Segments expect us to establish and maintain with them?
Segment?
Which established?
Who are our most customers?
Mass Market paste it to the canvas.
partners?
Please use the same How do we
Customer use
Relationships? How are they integrated with the rest of our business model?
Who are our Key Partners? What
lettersKey Activities
Which(capitals or
Key Activities
do our Value
do partners perform?
What value
Revenue
these do we deliver to the customer?
streams?
general What type of relationship does each of our
CHARACTERISTICS
For
Howwhom
costly areare
they?we creating value? Niche Market
Segmented
Who are our key suppliers? Propositions
not) require? Which
questionsoneforoffuture
CATEGORIES our customer’s problems are Customer
Newness Segments expect us to establish Who are our most important customers?
EXAMPLES Diversified
Which Key Resources are we acquiring from Our Distribution
MOTIVATIONS Channels?
FOR PARTNERSHIPS we helping to solve?
evaluation?
Production and maintain with them?
Performance
Customization
Personal assistance Multi-sided Platform
Problem Solving Dedicated Personal Assistance
partners? Customer Relationships?
Optimization and economy
Reduction of risk and uncertainty What bundles of products and services are
Platform/Network Which
“Gettingones
the Job have
Done” we established? Defines the community of customers or
Self-Service
Design
Which Key Activities do partners perform? Revenue streams?
Acquisition of particular resources and activities we offering to each Customer Segment? How are they integrated with the rest of our
Brand/Status businesses that the company is aiming to
Automated Services
Communities
Which customer needs are we satisfying? business
Price model? sell its product
Co-creation or services to.
Cost Reduction
Defines the network of suppliers and Defines the strategic activities that must be How costly are they?
Risk Reduction
partners necessary for the functioning of carried out to create and support value Defines the package of products and Accessibility
Convenience/Usability
the corporate business model. propositions, reach customers, maintain services that represents a value (benefits Defines the type of relationship that the
relationships with them and generate that the customer has from the use of the company establishes with the different This is a post it! Copy and
revenues (e.g. purchase of raw materials, product or service provided by the customer segments. paste it to the canvas.
production...) company) for a specific customer segment.

What Key Resources do our Value Propositions Through which Channels do our Customer Segments want to
Key Resources require?
Our Distribution Channels? Customer Relationships? Channels be reached?
How are we reaching them now?
This is a post it! Copy and
paste it to the canvas.
Revenue Streams? How are our Channels integrated?
What Key Resources do our Value Through which Channels do our Customer Which ones work best?
Propositions require? Physical, intellectual, TYPES OF RESOURCES
Physical
Segments want to be reached? Which ones are most cost-efficient?
How are we integrating them with customer routines?
human, financial? Intellectual (brand patents, copyrights, data) How are we reaching them now?
Human CHANNEL PHASES
Our Distribution Channels? Customer Financial How are our Channels integrated? 1. Awareness
Relationships? Which ones work best? How do we raise awareness about our company’s products and services?
2. Evaluation
Revenue Streams? Which ones are most cost-efficient? How do we help customers evaluate our organization’s Value Proposition?
How are we integrating them with customer 3. Purchase
How do we allow customers to purchase specific products and services?
Defines the strategic assets that a company routines? 4. Delivery
must have in order to create and support its How do we deliver a Value Proposition to customers?
5. After sales
business model. Defines how the company reaches a certain How do we provide post-purchase customer support? This is a post it! Copy and
customer segment to present and provide it paste it to the canvas.
with its value proposition.

What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Cost Structure Revenue Streams
Which Key Resources are most expensive?
Which Key Activities are most expensive?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
What are the most important costs inherent in our business model? For what
IS YOUR valueMORE
BUSINESS are our customers really willing to pay?
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
How much does each Revenue Stream contribute to overall revenues?
Which Key Resources are most expensive? For what
Value Drivendo they
(focused on currently
value creation,pay?
premium value proposition) TYPES
Which Key Activities are most expensive? How
SAMPLEareCHARACTERISTICS
they currently paying? Asset sale
Usage fee
How
Fixed would they
Costs (salaries, prefer
rents, utilities)to pay? Subscription Fees
Variable costs Lending/Renting/Leasing
Defines the costs that the company will have to incur to make its business model operational. How much
Economies does each Revenue Stream contribute to overall revenues?
of scale Licensing
Economies of scope Brokerage fees
Advertising
Defines the revenue streams thart the company obtains from the sale of products/services to a specific Customer
Segment. How the company acquires value from the prodice the customer is willing to pay. FIXED PRICING
List Price
Product feature dependent
Customer segment
dependent
Volume dependent

DYNAMIC PRICING
Negotiation (bargaining)
Designed by: Business Model Foundry AG (www.businessmodelgeneration.com/canvas) Yield Management
Real-time-Market

This is an adapted version of the Business Model Canvas provided by Neos Chronos in order to meet the objectives of the DEESME project

The original version of the Business Model Canvas can be found here: Neos Chronos Limited (https://neoschronos.com/)
Cost structure analysis
Identify and evaluate the costs associated to the production processes

This section aims to identify the cost centres and their necessary cost to complete the productio
additional to the business model analysis and you can perform it optionally. Note that the subdi

INSTRUCTIONS
1. Insert as many rows as you need, in order to include all your machineries, plant, offices, …
2. Insert as many columns as you need, in order to evaluate all the benefits you want.
3. Define a weigh for each benefit; ATTENTION: sum must be 100!
4. Compile all orange cells; ATTENTION: insert all figures as €/year
5. Look at the last column to find the cost centres you need to evaluate in your MB analysis

PROCESSES

AUXILIARIES
 AUXILIARIES

GENERAL

TOTAL
analysis
costs associated to the production processes

st centres and their necessary cost to complete the production process. * A cost centre is an area of busi
nalysis and you can perform it optionally. Note that the subdivision in cost centres comes from the "energ

d, in order to include all your machineries, plant, offices, …

eed, in order to evaluate all the benefits you want.
ATTENTION: sum must be 100!
TION: insert all figures as €/year
he cost centres you need to evaluate in your MB analysis

WEIGHS

BENEFITS

Process unit/line 1
Process unit/line 2
Process unit/line 3
Process unit/line 4
Process unit/line 5
…add a row above here if needed…
Cold production (chillers, dry-coolers, …) 
Boilers 
Air compressors 
Heat recovery 
Power plant  
Cogeneration plant 
Renewable energy (PV, solar systems, …) 
Fans & blowers 
Pumps 
AHUs 
Product handling 
…add a row above here if needed…
Lighting 
Offices conditioning  These two might be
together (heating,
Ventilation  cooling and ventilation)
IT equipment 
…add a row above here if needed…
re is an area of business activity, process or plant that can be metered effectively and where there is an o
mes from the "energy structure" normally used for energy audits (in Italy).

50 15 5
How is this linked to
specific auxiliary, it's not
ENERGY CONSUMPTION (insert MAINTENANCE PERSONNEL completely clear from the
annual consumption in €) COSTS COSTS instructions? They should
appoint personnel costs
Huge difference if it is to a fuel?
biomass or oil from
the environmental
Electricity Natural gas Other €/YEAR
perspective
€/YEAR
0 0 0 0 0
 ectively and where there is an opportunity to reduce energy consumption. This step is
).

5 10 5 5
How is this linked to I dont remembe
specific auxiliary, it's not OTHERS the deliverable t
completely clear from the
HEALTH&SAFETY WATER WASTE "ENVIRONMENTAL" clear what this i
instructions? They should CONSUMPTION DISPOSAL
appoint personnel costs RELATED
to a fuel?

€/YEAR €/YEAR €/YEAR €/YEAR

0 0 0 0
 5 100 check:ok
I dont remember from
the deliverable that it is
OTHERS
clear what this is. …add
more columns TOTAL
(SPECIFY) here if needed…

€/YEAR €/YEAR ENERGY

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MAINTENANCE PERSONNEL HEALTH&SAFETY WATER

COSTS COSTS CONSUMPTION

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SCORES

OTHERS
WASTE DISPOSAL "ENVIRONMENTAL" OTHERS (SPECIFY) …add more columns
RELATED here if needed…

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 COST
CENTRES
TOTAL

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The energy auditing
Identify and evaluate the energy flows and the potential of energy efficienc

This section is aimed to collect the main outcomes (observations/findings and recommendations e
recommendations are categorized with A being the most urgent and feasible, B being actions to be

Recomm
Key Area Observations/findings A

Operations E.g. Failures in certain appliances Remove any faulty appliances

located in the building
of energy efficiency improvements

and recommendations envisioned for each key business area) of the energy audit report. An external source
le, B being actions to be carried out in the following 1-2 months and C being those actions that depend on ot

Recommendations
B C
Will this in any way be
Make use of conservation and categorized as are
Replace faulty appliances with cost structures and
new ones with more innovative efficiency mechanisms to also prioritized etc?
technologies reduce the energy
consumption.
he energy audit report. An external source is provided to read the full energy audit report. T
nd C being those actions that depend on other factors and plan to take more time.

Recommendations based on general observations/findings carried o

during the energy audit

A
Will this in any way be
categorized as are
cost structures and
also prioritized etc? B

C
ded to read the full energy audit report. The
rs and plan to take more time.

commendations based on general observations/findings carried out

ring the energy audit

Most urgent where immediate actions to foster energy

efficiency are needed to be executed

To be implemented 1-2 months after received the report

To be implemented after more than 2 months after

received the report (i.e. will depend on the availability of
funds)
The carbon footprint analysis
Identify cost savings and opportunities to reduce the environmental impact

The carbon footprint evaluates the GHG emissions caused by the manufacture of a product/servic
company will decide if it is necessary to include it according to your resources and priorities.

You can choose the scope of the Carbon Footprint analysis taking into account the following requir
# Scope 1: Direct GHG emissions, which occur from sources
that are operated by the project process.

# Scope 2: Indirect GHG emissions, associated with energy

consumption, consumed but not produced by the project.
# Scope 3: Other indirect GHG emissions that can be
considered a consequence of the activities of the project.

FUEL EMISSION FACTORS

Unit
Natural gas tCO2/1000Sm3
Diesel tCO2/t
Oil tCO2/t
…must be completed with all possible fuels…

PROCESS EMISSION FACTORS

Unit
Lime production tCO2/t lime
Clinker production tCO2/t clinker
…must be completed with all possible processes…

INPUT DATA - CONSUMPTION - YEAR 2020

Unit
Natural gas Sm3
Diesel t
Lime production t

SCOPE 1
Carbon footprint - scope 1 tCO2

ENERGY VECTORS EMISSION FACTORS

Unit
Electricity tCO2/MWh
with emphasise it should
be adjusted to a country.
Heating (bought from outside) tCO2/MWh
Cooling (bought from outside) tCO2/MWh
…must be completed with all possible energy vectors…

INPUT DATA - CONSUMPTION - YEAR 2020

Unit
Electricity MWh
Heating (bought from outside) MWh
Cooling (bought from outside) MWh

SCOPE 2
Unit
Carbon footprint - scope 2 tCO2

SCOPE 3
...to be assessed by the auditors following on the standards
reported in the guide line…
ronmental impact

ure of a product/service. It is an optional, but highly recommended additional step in the environmental ana
es and priorities.

unt the following requirements for each one:

Value Source
1.972 to be added…
3.155 to be added…
3.14 to be added…

Value Source
0.477 to be added…
0.507 to be added…

Value Source
68,000 to be added…
5,670 to be added…
 80,000 to be added…

56,183

Value Source
0.483 to be added…
2.1 to be added…
0.161 to be added…

Value Source
3,200
870
110

Value Source
59,573
ep in the environmental analysis. The energy auditor and your
The Multiple Benefits identification & evaluatio
Identify and evaluate relevant multiple business and non-energy benefits fo

In this sheet a set of basic multiple benefits (M) that are related to the elements of the Business M
additional benefits not mentioned that you consider relevant can be added. Afterwards, the energy
improvement of the business model operation and strategy.

Please go through the table below and identify or add relevant non-energy related benefits and e

# Significance

# Impact on value creation

# Impact on efficiency

# Exploitation proposal

PRIORITY M=Main ; A=Alternative

 M

M
A
M
A

Optional (add another benefit)

M
A
A

A
M
A

A
A

M
A
 A

A
A

A
Optional (add another benefit)

M
 A

A
A

A
A
Optional (add another benefit)

A
A

M
 A

A
Optional (add another benefit)

A
M

A
M

A
M

A
Optional (add another benefit)
 Benefits identification & evaluation
e relevant multiple business and non-energy benefits for your organisation

multiple benefits (M) that are related to the elements of the Business Model Canvas are provided. Besides, yo
ntioned that you consider relevant can be added. Afterwards, the energy auditor/consultant and the manage
ss model operation and strategy.

e below and identify or add relevant non-energy related benefits and evaluate them according to their leve

for each benefit decide if it has "major", "minor" or "none" significance for the company. Benefits t
significance can be omitted from the analysis

for each benefit select if it has "high" or "low" impact for the company. It has a strategic character
innovation

for each benefit select if it has "high" or "low" impact for the company. It has an operational charac
model improvement

Decide how the company can take advantage of the multiple benefits that have the greatest signifi
business model. A detailed action plan will be necessary for the proposals that will receive the prio

DOMAIN & BENEFITS

Value proposition
New products

New green products

Innovations
Intellectual property
Market value
Competitive financial advantage

Activities

Productivity
Workforce productivity
Reduced production cycle

Increased production yields

Increased productivity of machinery

Improved equipment performance

Utilization
Asset utilization

Maintenance

Reduced malfunctions
Longer equipment life (due to reduced wear and tear)

Carbon footprint
CO, CO2, Nox, Sox emissions
Water footprint
Quality

Improvement & prevention

Customer service costs

Health & Safety

Reduced injuries

Employee comfort

Absenteeism

Sickness

Resources
Energy consumption

Raw material consumption

Recycling

Waste
Reduced waste heat

Reduced product waste

Reduced Hazardous/non-hazardous waste

Employee satisfaction

Customers
Green customers share

Green Products/services share

New customers

Customer Acquisition Rate

Customer Acquisition Cost

Customer Conversion Rate

Referrals

Customer satisfaction
Customer loyalty

Lifetime Value (LTV)

Churn rate

Partners

Supply chain relationships

Supplier Environmental Sustainability Index

Stakeholder relationships

Litigation risks

Regulatory compliance
Significance

Impact in the value creation / impact in the efficiency

 aluation
benefits for your organisation

e Business Model Canvas are provided. Besides, you can find some suggestions for additional multiple benefit
s, the energy auditor/consultant and the managers involved will evaluate the significance and impacts of the

enefits and evaluate them according to their level of significante and their impact on value creation and on

or "none" significance for the company. Benefits that seem to have no

pact for the company. It has a strategic character and can lead to business model

pact for the company. It has an operational character and can lead to business

he multiple benefits that have the greatest significance and impact on the
essary for the proposals that will receive the priority.

INDICATOR
Nº of products introduced in the market in the period of a year
Nº of new "green" products (i.e. environmentally friendly, in total or in
some parts, with regard to the resources/materials or the processes
used) introduced in the market in the period of a year
Total R&D expenses
Nº of patents
Buffet indicator - market cap
Financial benchmark

Total turnover from products/services provided per year = nº of final

products per year x price
Total output / total nº of employees
Duration of production time = Process start time - process end time
Outputs (nº of finished products) / inputs (time, materials and energy)
in a certain period of time
Total nº of products produced / total of machines used in a certain
period of time

Overall Equipment Effectiveness (%): availability (total run time of an

asset / total planned production time of an asset) x performance
(actual system throughput / maximmum possible throughput) x quality
(nº of usabel units produced / total units started)
Actual factory utilization / total productive capacity
(Actual output / maximum capacity) x 100

Maintenance Cost per Machine (over a period of time) ; Maintenance

Unit Cost = total maintenance costs / standard units produced

Malfunction rate = nº of mulfunctions / breakdowns of machinery and

equipmennt in a certain period of time
Cost of equipment - delayed spending for replacement

Total emissions resulting from the business operations for the

manufacturing of a product or the performance of a service - nº of tons
of CO2 emitted per year
Each can be calculated separately
Total level of freshwater consumption for the direct/indirect operation
of the business
Right First Time = how many products are produced correctly from the
first time (without modifications or rework)
Overdue Corrective Action Rate: nº of overdue improvement actions /
nº of open improvement actions
Nº of product recalls x cost of product recall
Incidence Rate = nº of health & safety incidents that occur over a
standard period of time or nº of incident events that occur over a
standard period of time by a standard nº of people
Lost Time Injury Frequency Rate = nº of lost time injuries which occur
per million hours worked

Comfort at work is seen as a three dimensional concept, each

dimension corresponding to a different level of analysis, namely
physical, evaluative and psychological. Each dimension will be
illustrated through research investigating (i), the physical factors of the
work environment (ii), satisfaction with the work environment, and (iii)
attachment to the workplace and to the affective ties of employees to
their workplace.
what does this mean
(Nº of unexcused absences in a given period of time / total period) x from the employers
perspective? Vacation?
100
Production Days Lost through Sickness Absence = % of total work days
lost by sickness absence
In which units are
these quantified,
meaning compared to
Total energy consumption per year what to get
qualitative indicators?
RMC = total amount of raw materials required to produce the goods of TO be able to identify
if it has relevant
an organization. Use of consumables and other types of materials used impact?
in the business operation should be included.
% of total waste that is recycled = (total waste recycled / total waste
generated) x 100
Product Recycling Rate = (amount of products recycled or reused/total
amount of products sold) x 100
Waste Reduction Rate = [Waste raw material (in this period a) / Waste
raw material (in the last period b)] x 100
Amount of unused heat given to the surrounding environment (in the
form of thermal energy) when performing mechanical and thermal
processes
Amount of unusable or unwanted substance or material produced
during or as a result of a process
(kg/y) * disposal costs (EUR/kg)

Employee satisfaction surveys which include several questions about

management expectations, co-worker relationships, stress levels,
career progression.

Employee Satisfaction Index (ESI) consists of three questions: a) how

satisfied are you with your current workplace) ; b) how well does your
current workplace meet your expectations?, and c) how close is your
current workplace to the ideal one? Answers: scale from 1 to 10.
DO this social
indicators have some
Employee retention/loyalty: calculated by average nº of years that kind of comparison
employees work at the company or by retention rate (% of employees a based on countries etc
copany retains over a period of time) as it is the cultural
difference
Employee recruitment: nº of new employees per year determining this.

% of consumers who give priority to green options = (green customers /

total nº of customers) x100

% of products from the product/service portfolio that are

environmentally friendly = (green products or services / total nº of
products or services) x 100
(New customers in a reported period/total nº of customers in the same
period) x 100
Nº of customers acquired over a period of time / length of the same
period
Costs spent on acquiring more customers (marketing expenses) / nº of
customers acquired in the period the money was spent.
% of potential customers who take a specific desired action
Nº of new customers who register after the recommendation of
existing customers
% of total customers surveyed who have declared they are satisfied
with the products/services or procedures of the company
Customer Satisfaction Score: it is based on the answer to the question
"Overall, how satisfied are you with X"?. CSAT is calculated by dividing
the total of positive responses (very and somewhat satisfied) by the
total nº of responses and multiplied by 100.

Net Promoter Score: it is based upon the answers to the question "On a
scale of 0 to 10, what is the probability that you would recommend X
brand to your friends?. The NPS is obtained by subtracting the & of
detractors (customers who respond 0 to 6) from the % of promoters
(who respond 9-10)
Loyal Customer Rate (LCR) = nº of customers who purchased more than
4 times / nº of unique customers in the same period)

Total amount of money shoppers spend on a brand right from their first
to their latest purchase (it can be obtained from the payment systems
used by the companies)
Nº of customers who cancel or disengage = nº of customers lost based
on the nº of cutomers at the start within a specific timeline

Total nº of suppliers with ISO certification for environmental

management

It measures the environmental performance of suppliers and it is

usually a multi-item which includes elements such as energy
consumption, carbon emissions, waste levels, and water usage, among
others.
Total nº of stakeholders involved in decision making

Total nº of stakeholders involved in volunteering projects/CSR activities

Expenses and fines related to environmental law violations
Expenses and fines related to any law violation (e.g. anti-competitive
behaviour)
Nº of EU and national energy policies adopted
There can be several particular indicators of regulatory compliance,
many of which have a sectoral character
Major
Minor
None

High
Low
--
stions for additional multiple benefits (A) that can be related to each basic type of multiple benefits. Any oth
e the significance and impacts of the MB identified in order to develop ideas, plans, and actions for the

eir impact on value creation and on efficiency for you company

IMPACT IMPACT
SIGNIFICANCE
on value creation on efficiency
what does this mean
from the employers
perspective? Vacation?

In which units are

these quantified,
meaning compared to
what to get
qualitative indicators?
TO be able to identify
if it has relevant
impact?
DO this social
indicators have some
kind of comparison
based on countries etc
as it is the cultural
difference
determining this.
ed to each basic type of multiple benefits. Any other
r to develop ideas, plans, and actions for the

Exploitation proposal
 Designed for: Designed by: Date: Version: Documentation:
Sustainable Business Model Canvas Read Instructions
Watch YouTube video

Who are our Key Partners? What Key Activities do our Value What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? This iscustomers?
a post it! Copy and
Key Partners Key
WhichActivities
Key Resources are we acquiring from Value Propositions
Propositions require?
Our Distribution Channels? Customer Relationships
Which one of our customer’s problems are we helping to solve?
Customer Segments
Segments expect us to establish and maintain with them?
What bundles of products and services are we offering to each CustomerWhich
Which customer needs are we satisfying?
Segment?
ones have we established?
Who are our most important
Mass Market paste it to the canvas.
partners? Customer Relationships? How are they integrated with the rest of our business model?
Can we choose partners with compelling How can we improve the efficiency of the key
Which Key Activities do partners perform?
How
Revenue can we better
streams? respond to customers' How can
CHARACTERISTICS
we cultivate the values of How What
costly areare
they?the social and market trends withNiche Market
Segmented
sustainability certifications and social activities? lookout for sustainability?
CATEGORIES sustainability with customers?
Newness regard to sustainability?
EXAMPLES Diversified
reports? How can weFOR
MOTIVATIONS develop sustainable practices (e.g. Production
PARTNERSHIPS What are the opportunities for sustainable Performance
Customization
What
Personal are the needs of each
assistance Multi-sided Platform
Problem Solving Dedicated Personal Assistance
How can we collaborate with stakeholders recycling)
Reduction of in
risk the
Optimization and economy
performance of the key
and uncertainty business in our market?
Platform/Network “Getting the Job Done” customer/customer
Self-Service segmennt related to
Design
for the advancement of business activities?
Acquisition of particular resources and activities
Brand/Status resource
Automated Servicesefficiency and sustainability?
Communities
sustainability? Price Co-creation
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
This is a post it! Copy and
paste it to the canvas.

What Key Resources do our Value Propositions Through which Channels do our Customer Segments want to
Key Resources require?
Our Distribution Channels? Customer Relationships? Channels be reached?
How are we reaching them now?
This is a post it! Copy and
paste it to the canvas.
Revenue Streams? How are our Channels integrated?
How can we develop sustainability of the key How can we use low impact distribution andWhich ones work best?
resources? TYPES OF RESOURCES
Physical
communication channels? Which ones are most cost-efficient?
How are we integrating them with customer routines?
What alternative sustainable resources exist? Intellectual (brand patents, copyrights, data) .
Human CHANNEL PHASES
Financial 1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support? This is a post it! Copy and
paste it to the canvas.

What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Cost Structure Revenue Streams
Which Key Resources are most expensive?
Which Key Activities are most expensive?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How can we exploit sustainable alternatives in order to deduce cost? How
IS YOUR can MORE
BUSINESS we develop innovative financial models for the successful monetization
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
of sustainability opportunities? How much does each Revenue Stream contribute to overall revenues?
How can we exploit sustainable alternatives in order to reduce risks? ValueHow
Driven can weonmeet
(focused business
value creation, premium sustainability
value proposition) and profitability? TYPES
How
SAMPLE can we promote
CHARACTERISTICS the fair distribution of benefits and profits to all constituents? Asset sale
Usage fee
Fixed Costs (salaries, rents, utilities) Subscription Fees
Variable costs Lending/Renting/Leasing
. of scale
Economies Licensing
Economies of scope Brokerage fees
Advertising

FIXED PRICING
List Price
Product feature dependent
Customer segment
dependent
Volume dependent

DYNAMIC PRICING
Negotiation (bargaining)
Designed by: Business Model Foundry AG (www.businessmodelgeneration.com/canvas) Yield Management
Real-time-Market

This is an adapted version of the Business Model Canvas provided by Neos Chronos in order to meet the objectives of the DEESME project

The original version of the Business Model Canvas can be found here: Neos Chronos Limited (https://neoschronos.com/)