PR.1
This activity provides a structured approach to identifying suitable markets to target with your eco-innovation services.
PR.2
This activity helps you to: think about the competencies, skills and knowledge necessary to deliver eco-innovation services, how identify what gaps exist within your team. and how to plan for addressing these gaps.
PR.3
This activity enables you to identify external stakeholders and think about how they could contribute to your eco-innovation services and activities.
PR.4
To know where eco-innovation is most needed and generate the biggest improvements in overall sustainability performance, by identifying ‘sustainability hotspots’.
PR.5
Having identified sustainability-related threats and opportunities, in this activity you will try to identify other sources of threat and opportunity that are not directly linked to sustainability issues.
PR.6
In this activity you will develop a vision of a sustainable value chain using the information you have gathered to date about the value chain.
PR.7
The aim of this activity is to build a pitch which succinctly summarizes the business benefits of eco-innovation for companies in your target market and the value chain that they are part of.
PR.8
This activity is about planning how you will begin to engage companies in your target market and get them interested in your eco-innovation services.
PR.9
This activity provides guidance on how to pitch your eco-innovation services to the CEO of one of your target companies.
ST.1
This activity helps you to plan your data collection activities for the Preliminary Assessment and also consider the option to combine this activity with the In-Depth Assessment.
ST.2
In this activity you will try to build an understanding of the current company strategy by reviewing any formal strategy documentation and through an interview with the CEO.
ST.3
This activity will guide you on how to capture the current business model of the company through desk research, and also a workshop with key personnel.
ST.4
This activity will help you to better understand the operational activities of the company and identify some strengths and weaknesses through a tour of the main facilities.
ST.5
This activity uses interviews or a workshop with staff from the company to get their input on the operational strengths and weaknesses of the company.
ST.6
This activity involves taking the analysis of the sustainability impacts and hotspots identified for the market and updating it with the company-specific impacts you have identified
ST.7
This activity provides guidance on how to perform a strategic analysis of the company using the data you have gathered during the Preliminary Assessment and the SWOT template.
ST.8
This activity guides you through the process of defining a vision for the company that is aligned with the value chain vision, and the high priority strategic factors previously defined.
ST.9
This activity guides you through the process of defining strategic goals for the company that are aligned with the value chain vision and the high priority strategic factors.
ST.10
The aim of this activity is to generate ideas for how to align the company’s products, markets and selling points with the new company vision and goals.
ST.11
The aim of this activity is to evaluate in a systematic manner the ideas previously generated for new markets, products and selling points.
ST.12
The aim of this activity is to decide which ideas for new markets, products and selling points to include in the strategy proposal.
ST.13
The aim of this activity is to review the business strategy that has been developed through the preceding activities.
ST.14
The aim of this activity is to prepare and deliver a pitch to the CEO that explains the new business strategy proposal and the potential benefits for the company.
ST.15
The aim of this activity is to start putting in place some management practices that can facilitate the implementation of eco-innovation within the company.
BM.1
The aim of this activity is to plan your data gathering activities to ensure that you get the data you need for the In-depth Assessment in an effcient manner.
BM.2
The aim of this activity is to gather detailed and quantified data about key areas of the business model to support the business model innovation and evaluation activities.
BM.3
The aim of this activity is to gather detailed and quantified data about key areas of the company’s operational performance to support the business model innovation and evaluation activities.
BM.4
The aim of this activity is to generate a number of business model concepts at the ‘big picture’ level.
BM.5
This activity aims to generate ideas for how to address hotspots or strategic changes related to the customer segments block.
BM.6
This activity aims to generate ideas to address hotspots or strategic changes in the value proposition block, making use of the People, Profit, Planet template.
BM.7
This activity aims to generate ideas to address hotspots or strategic changes in the value proposition block, making use of the 9 Windows on the World template.
BM.8
This activity aims to generate ideas for how to address hotspots or strategic changes related to the channels block.
BM.9
This activity aims to generate ideas for how to address hotspots or strategic changes related to the customer relationships block.
BM.10
This activity aims to generate ideas for how to address hotspots or strategic changes related to the revenue streams block.
BM.11
This activity aims to generate ideas for how to address hotspots or strategic changes related to the key resources block.
BM.12
This activity aims to generate ideas for how to address hotspots or strategic changes related to the key activities block.
BM.13
BM.14
This activity aims to generate ideas for how to address hotspots or strategic changes related to the cost structure block.
BM.15
The aim of this activity is to capture (and quantify) the benefits of each of the business model concepts in a systematic manner using the Life Cycle Thinking template.
BM.16
The aim of this activity is to capture (and quantify) the costs of implementing each of the business model concepts in a systematic manner using the Business Model Canvas template.
BM.17
The aim of this activity is to capture the risks of implementing each of the business model concepts in a systematic manner and suggest how the risks could be managed.
BM.18
This activity helps to select a new business model by providing a summary of key evaluation metrics for all the business model options being considered.
BM.19
The aim of this activity is to pitch the new business model to the CEO and the Senior Management Team and get their approval to proceed to the ROADMAP phase.
BR.1
This activity will help to create a Roadmap Development Matrix, which summarises the benefits, costs and risks of the key innovation ideas and is required for the roadmapping workshop.
BR.2
The aim of this activity is to develop a roadmap that will enable the company to implement the new business model and achieve the strategic goals.
BR.3
The aim of this activity is to define and prioritise the requirements for the first project for eco-innovation from the roadmap.
BR.4
The aim of this activity is to pitch the complete business strategy, business model and roadmap to the CEO and gain approval to start on the IMPLEMENT phase.
IM.1
The aim of this activity is to create a project plan for the first project for eco-innovation.
IM.2
The aim of this activity is to present the project plan to the Senior Management Team and respond to any feedback before proceeding with the first project for eco-innovation.
IM.3
The aim of this activity is to provide appropriate guidance and problem-solving support for the company during the execution of the first project for eco-innovation.
RE.1
The aim of this activity is to review the performance of the project and consider how future projects could be implemented more effectively and efficiently.
RE.2
The aim of this activity is to review your own personal performance as a Service Provider and think about other markets that might benefit from your services.
RE.3
The aim of this activity is to review the business model and roadmap then make any necessary changes based on what you have learnt during the first project for eco-innovation.
RE.4
The aim of this activity is to present the conclusions from the review activities and agree with the CEO how to proceed with the next phase of eco-innovation implementation.
