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National Schemes For Energy Efficiency in Smes: Tool For The Implementation of The Multiple Benefits (MB) Approach
National Schemes For Energy Efficiency in Smes: Tool For The Implementation of The Multiple Benefits (MB) Approach
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:
Partner 2 :
What Key Resources do our Value Propositions Through which Channels do our Customer Segments want to
Operasional di 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.
lapangan/gerobak What Key Resources do our Value
Revenue Streams?
Through which Channels do our Customer
How are our Channels integrated?
Which ones work best?
TYPES OF RESOURCES Which ones are most cost-efficient?
Propositions require? Physical, intellectual, Physical Segments want to be reached? 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
Partner 3 : 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?
Mitra Ojol 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? For what do they currently pay?
Which Key Activities are most expensive? 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?
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
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
Ventilation together (heating,
cooling and
IT equipment ventilation)
…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 "energ y structure" normally used for energy audits (in Italy).
50 15 5
How is this linked to
ENERGY CONSUMPTION (insert MAINTENANCE PERSONNEL specific auxiliary, it's
not completely clear
annual consumption in €) COSTS COSTS from the
instructions? They
Huge difference if it should appoint
is biomass or oil from personnel costs to a
Electricity Natural gas Other €/YEAR
the environmental €/YEAR fuel?
perspective
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 remem
specific auxiliary, it's OTHERS from the deli
WATER WASTE "ENVIRONMENTAL"
HEALTH&SAFETY
not completely clear
CONSUMPTION DISPOSAL
that it is clear
from the RELATED this is.
instructions? They
should appoint
personnel costs to a
fuel?€/YEAR €/YEAR €/YEAR €/YEAR
0 0 0 0
5 100 check:ok
I dont remember
from the deliverable…add more columns
OTHERS
that it is clear what
(SPECIFY) here if needed… TOTAL
this is.
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
0 #DIV/0!
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0 #DIV/0!
0 #DIV/0!
0 0 0
SCORES
OTHERS
"ENVIRONMENTAL" …add more columns
WASTE DISPOSAL OTHERS (SPECIFY) here if needed…
RELATED
#DIV/0! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0! #DIV/0!
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#DIV/0! #DIV/0! #DIV/0! #DIV/0!
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#DIV/0! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #DIV/0! #DIV/0! #DIV/0!
COST
CENTRES
TOTAL
#DIV/0! #DIV/0!
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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
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
Make use of conservation and be categorized as
Replace faulty appliances with are cost structures
new ones with more innovative efficiency mechanisms to
reduce the energy and also prioritized
technologies etc?
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.
A
Will this in any way
be categorized as
are cost structures
and also prioritized B
etc?
C
ed to read the full energy audit report. The
rs and plan to take more time.
The carbon footprint evaluates the GHG emissions caused by the manufacture of a product/service
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.
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.
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
p 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 Mo
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 efficiency
# Exploitation proposal
M
A
M
A
M
A
M
A
A
A
M
A
A
A
M
A
A
M
A
A
A
Optional (add another benefit)
A
A
A
A
A
Optional (add another benefit)
A
A
A
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
tioned 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
Value proposition
New products
New green products
Innovations
Intellectual property
Market value
Competitive financial advantage
Activities
Productivity
Workforce productivity
Reduced production cycle
Maintenance
Reduced malfunctions
Longer equipment life (due to reduced wear and tear)
Carbon footprint
CO, CO2, Nox, Sox emissions
Water footprint
Quality
Reduced injuries
Employee comfort
Absenteeism
Sickness
Resources
Energy consumption
Recycling
Waste
Employee satisfaction
Customers
Green customers share
New customers
Customer satisfaction
Customer loyalty
Churn rate
Partners
Litigation risks
Regulatory compliance
Significance
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
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
High
Low
--
stions for additional multiple benefits (A) that can be related to each basic type of multiple benefits. Any othe
e the significance and impacts of the MB identified in order to develop ideas, plans, and actions for the
IMPACT IMPACT
SIGNIFICANCE on value creation on efficiency
what does this mean
from the employers
perspective?
Vacation?
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?
What bundles of products and services are we offering to each CustomerWhich
Which customer needs are we satisfying?
Segment? Customer Segments
Segments expect us to establish and maintain with them?
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' CHARACTERISTICS
How can 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 weFORdevelop
MOTIVATIONS sustainable practices (e.g.
PARTNERSHIPS What are the opportunities for sustainable Performance
Production
Customization
What
Personal are the needs of each
assistance Multi-sided Platform
Optimization and economy Problem Solving Dedicated Personal Assistance
How can we collaborate with stakeholders recycling) in the
Reduction of risk performance of the key
and uncertainty business
Platform/Network in our market? “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
Communities
Servicesefficiency and sustainability?
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?
TYPES OF RESOURCES Which ones are most cost-efficient?
resources? Physical communication channels? 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? For what do they currently pay?
Which Key Activities are most expensive? 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?
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/)