1. Business Model of the European Center for Evidence-Based Mentoring
Research student Maaike Kroes in cooperation with the European Center for Evidence-Based Mentoring (ECEBM)
Introduction
Results
The European network of MentorProgramma Friesland has expressed their desire for continuous research in order to establish a powerful mentoring approach in Europe. Therefore, MentorProgramma Friesland and partners Friesland College, ROC Friese Poort, Nordwin College, Stenden and NHL universities of applied sciences, have set up the European Center for Evidence-Base Mentoring in March 2016.
Data has been collected about what ECEBM has already brought into operation up until February 2017, the context ECEBM works in and three customer segments (researchers, coordinators of mentoring programs and of umbrella organisations for mentoring programs). This led to the following analysis:
Strengths
Weaknesses
Having many key partners
Unstable income
Open source community and co-creation
Having Europe as target market
Unique in the combined offer of providing insight in the EU agenda and matters, knowledge and research
The aim of the research
Opportunities
Threats
Competitive advantage of having detailed insights about the customer pains and gains and being able to look for ways of to relieve the pains and create the desired gains
Developments in politics or regulations can cause friction and a negative atmosphere between countries at ECEBM’s events and in their collaborating relationship.
Unemployment in the EU is decreasing to 8,10% in January 2017 but the youth unemployment rate is sometimes even twice as high or higher
Financial support from the EU to the southern member states creates public resistance in the northern member States
Before 2007 the quantity of people older than 60 years was increasing with one million a year but since then it is increasing with almost two million a year
Member states sometimes put the interest of their own country above the agreements that have been made on the European level
The policy on the European internal market contributes to economic growth and extra jobs in Europe
Investments are under pressure due to political uncertainty through many national elections and the rise of populism
European funds for structure and investment make €454 billion available for regional investment for
One-time mentoring, the approach to ask one specific question to a one-time meeting with a mentor
Play an active role in global knowledge networks is inevitable when you want to be a leader in knowledge transfer, development and evidence-based working
Microlearning (super-short courses) in combination with videos, so super-short courses in the form of videos lasting 90 to 120-seconds
24% of the EU population is at risk of poverty or social exclusion
25% of the learning worldwide results from learning via mobile phone
EU2020 strategy also aims at combating climate change
Political choices and elections will influence Europe’s future
In 2017, the European Central Bank will continue buying bonds in large numbers to boost inflation and growth in the Eurozone
Dissatisfaction about the functioning of the EU, caused by weak development and influences of the “protest voice” at U.S. elections and the Brexit-referendum
Stimulating green economy and competition and developing a knowledge and innovation based economy to increase employment and economic, social and national cohesion
The upswing of augmented reality, mixed reality, virtual reality and artificial intelligence
The development of Data-Driven Learning, meaning to collect big data which provides insight for improvement points
In European countries with the highest incomes, over 80% of the population growth will be the result from migration
The European Center for Evidence-Based Mentoring was launched about a year ago in March 2016, and they have already established their mission and vision.
However, how to achieve these ambitions is not completely elaborated yet. A business model demonstrates: “how a business creates and delivers value to customers and outlines the architecture of revenues and costs associated with the business delivering that value”, (Teece, 2010). The ‘problem’ of ECEBM is that they do not have research evidence on what the business model should look like, corresponding with the mission and vision. Hereby, it is not possible to make evidence-based decisions about a clear elaboration of the business model. Therefore, the research is important because it will provide research evidence which will help the program group of ECEBM to make evidence-based strategic decisions on what the business model should look like, corresponding with the already determined mission and vision. The problem of ECEBM leads to the main question of the research:
Which business model can be designed for ECEBM, corresponding with its mission and vision?
Conclusion
Mission:
“The European Center for Evidence-Based Mentoring is a network that brings into line and supports practitioners, coordinators of mentor programs and researchers to share knowledge, practices and powerful stories with the aim of improving mentoring practices across the lifespan.
The Center is dedicated to appraising and using the evidence we have, and to conducting rigorous and practice-oriented research on mentoring programs and practices. In doing so, we seek to advance the production, dissemination, and uptake of evidence-based practices in ways that improve the effectiveness of practice and, ultimately, create stronger, more enduring mentoring relationships.” (ECEBM: Declaration on Mentoring in Europe, 2016)
Vision:
“Meet the ambition of partner programs to establish a higher quality in the mentoring relationship and its effects within regions. Through research, knowledge exchange and common innovation, programs can together look for ways in introducing mentoring on a larger scale in Europe.” (ECEBM: Policy note, 2016)
Table 1: SWOT analysis of ECEBM
Conclusion
The research resulted in a business model that is perceived valid by ECEBM’s customers and program group, corresponds with the determined mission and vision and is linked with the needs and desires of customers, developments in the business context and the organisational feasibility.
Contact
Maaike Kroes
Research student for the European Center for Evidence-Based Mentoring Bachelor Business Administration NHL University of applied sciences, Leeuwarden, the Netherlands
References: Teece, D., (2010). Business Models, Business Strategy and Innovation. Retrieved on 7 February 2017 from:
Figure 1: Business Model Canvas of ECEBM