Our social business model before crisis
Before the Silberlauf crisis EcoNatur strategy was to conserve wildlife and habitats across Europe through nature-friendly energy advocacy, forest protection, policy influence, and community-driven projects (EuroNatur site, n.d.).
Image 1. Template of Social Business Model Canvas.
Image 2. Social Business Model of EcoNatur before Silberlauf crisis
Based on our mission, vision and strategy described earlier, using the template above of Social Business Model Canvas, our social business model looked as follows (Impact Jungle, n.d.; EuroNatur site, n.d.):
Here first we describe our Target Audience Segments, including Beneficiaries and Customers. Beneficiaries are those who are mostly affected by our problem. And Customers those who pay for the products and services we offer, including funding organisations. We identified two main beneficiaries segments: local ecosystems/species (the direct beneficiaries) and local communities affected by biodiversity issues. And noted our customers who were paying, supporting our activities — governments, private donors, corporations. For Value proposition we defined: Social Value Proposition (Value for Beneficiaries) protection of European wild pristine nature through engaging with local communities and parenting with local NGOs, scientists and other experts. number of species, hectares of forests, rivers protected reduction of hydropower plants number of natural reserves and parks successful policy lobbying Customer Value Proposition. Here we clarified the benefits for stakeholders who fund or sponsor EcoNatur’s activities: governments fulfilling conservation directives donors seeing tangible impact corporations meeting ESG objectives Defined key types of interventions, key offerings conservation efforts of pristine wildlife, free flow rivers, forests education and community engagement work public awareness campaigns Key Activities to organize such interventions, crucial operational tasks: policy advocacy campaigns organisation of conservation project implementation (wildlife, forests, rivers) conducting education (creating materials, workshops & trainings) running public awareness campaigns organizing annual Nature Photography Competition organizing EcoNatur Award writing reports, articles on European nature conservation foundation’s capital investment control corporate fundraising, donor management, grants management Key Resources essential to keep those activities running: specialized staff: scientists, policy experts, local community leaders, volunteers reliable finances: grants, foundation income, regular donors access, trusted relationships with EU policymakers, local governments, and local conservation partners Key Partners & Stakeholders needed to leverage external resources and expertise: alliances with local conservation NGOs, local stakeholders committed to biodiversity protection, and community organizations governmental bodies, EU policymakers scientific advisors and researchers providing evidence-based conservation strategies Defined channels to reach target audience, included means to reach both beneficiaries and funders advertisement (Google Ads, Facebook etc.) organic search & content marketing referrals, and in general help others fundraise for us, personal fundraising for birthdays etc. Cost Structure, outlined major expenses: salaries, consultation fees advocacy and lobbying efforts research, data collection, and report publication costs campaign and education materials. conservation project implementation tools (e.g., equipment). Revenue Engines, listed main income sources that ensure a stable funding mix foundation capital investments income Surplus, determined how leftover funds are reinvested growing the foundation’s capital income growth launching new research initiatives for nature-friendly energy policies redistributing to partner NGOs 
