Even though companies and public administrations are starting working on new ways of production, consumption and management for a better future, they still face a lot of obstacles and create strategies that are not diversified. Several organizations speak about eco-conception or recycling efforts, to ensure an upcycling of the matter or of the components at the end of life. Nevertheless at Circulab we think that circular economy is beyond those solutions that point out only the result and finally neither take the problem from the origin nor comprehend the complexity of systems. An efficient and virtuous transition is not - only - in these actions. At Circulab we aim to eco-design not only products but also business models.

1. www.circulab.com
Business model
& circular economy

2. What is circular economy?
1

3. « The circular economy is a continuous
positive development cycle that
preserves and enhances natural capital,
optimises resource yields, and minimises system
risks. »
Ellen MacArthur Foundation

4. Circular economy in one scheme
RECYCLE
REGENERATION
EXTRACT RAW
MATERIALS
MANUFACTURE
PIECES
PUT TOGETHER
PIECES
PUT TOGETHER
PRODUCTS
DELIVER
USE
REUSEREPAIR
REMAKE

5. What is a business model?
2

6. « A business model defines the ways
an organisation creates, delivers and
captures value. »
Alexander Osterwalder & Yves Pigneur authors & entrepreneurs,
Business Model Canvas creators

7. Key
activities
Key
partners
Value
proposition
Customer
relationship
Customer
segments
Revenues
Distribution
channelsKey ressources
Costs structure
To develop and improve a business model,
there is an existing tool

8. which permits to define the value proposition
Key
activities
Key
partners
Value
proposition
Customer
relationship
Customer
segments
Revenues
Distribution
channels
Key
ressources
Costs structure

9. linked with a particular market
Key
activities
Key
partners
Value
proposition
Customer
relationship
Customer
segments
Revenues
Distribution
channels
Key
ressources
Costs structure

10. and to identify the resources we need to build it.
Key
activities
Key
partners
Value
proposition
Customer
relationship
Customer
segments
Revenues
Distribution
channels
Key
ressources
Costs structure

11. The Business Model Canvas

12. Analyse
Improve
Synthesize
Understand
Assess Transform
is a powerful tool

13. … but is limited

14. Nowadays, the value proposition is still focused
on finite resources and one unique revenue
stream.
EXTRAIRE LES
MATIÈRES
FABRIQUER
LES PIÈCES
ASSEMBLER
LES COMPOSANTS L
RESSOURCES Revenue stream
based on property
For one use,
that is not optimized
Finite virgin
resources

15. The building industry example
…even when the stock
may disappear in the next
20 years.
Built thanks to sea sand
extraction…
Sold to public and private
actors…
For a lifetime lower
than 50 years…
…even when the
occupancy rate is not
optimum.
…even when the
industry is producing
70% of the total waste
in France.
Main value proposition :
new building

16. The generated waste during extraction, manufacturing, use
and end of life are not considered and represent a real
value loss.

17. For which
stakeholders?
What flows?
What impacts?
For what duration?
What value are we talking about?

18. The example of Recy’go

19. More than creating an economic value…
In 2011, La Poste, the french
postal service, acquires New
Attitude, a social entreprise,
to launch the office paper
collection and recycling
service : Recy’go.
By optimizing the existing
flows by refilling the trucks
on the return journey, and by
reselling the collected
papers to the papermakers,
Recy'go, achieved in 2015 a
turnover of 10 million euros.
TURNOVER OF 10 MILLION EUROS IN 2015

20. why don’t we create social value…
From 2011 to 2015, more
than 30 employees have
been working on sorting
the papers, depending on
the manufacturers’ needs.
The offer enriches the
postal profession as the
f a c t o r b e c o m e s a
multiser vice provider,
answering better to the
c u r re n t n e e d s o f t h e
customers.
SOCIAL INCLUSION OF MORE THAN 30 PEOPLE

21. The offer designed by
Nouvelle Attitude and La
Poste increases the paper
recycling rate because this
diffuse waste stream can
now be better recovered
and recycled.
Finally, by filling the empty
trucks on the return journey
with the recovered papers,
this solution enable la Poste
to optimize the energy
consumed for each journey.
and environmental value…
1 METRIC TON OF COLLECTED PAPER = 825 KILOGRAMS
OF NEW PAPER
THAT MEANS 12 TREES ARE SAVED.

22. to share the benefits…
By bringing together many
actors through local interactions,
this cooperation has created
new economic activities at
several levels. The value resulting
from the collection and recycling
of paper is shared between La
Poste, the employees and the
french papermakers.
Indeed, the manufacturers
benefit from a fixed price for
paper, which is cheaper than the
market value. It enables them to
guarantee their activity and
creates an additional revenue
stream for La Poste.
SHARING BENEFITS WITHIN THE WHOLE
FRENCH TERRITORY

23. at every stage of the lifecycle ?
MAKE THE
PAPER
RECYCLING
THE PAPER
REUSE THE PAPER
USE THE PAPER
DISTRIBUTE THE
PAPER
CUT THE TREES
EXTRACTION OF
CELLULOSE FIBRES
NOUVELLE ATTITUDE OR
SOCIAL COMPANIES
PAPERMAKERS
COMPANIES

24. How to make this happen?
3

25. « Problems cannot be solved with the
same mindset that created them.»
Albert Einstein
To create a global and shared value, we must
change our way of thinking

26. Go out of the linear mindset, to think circular.
Linear Circular
Simple Complex
Predictive Adaptive
Competition Cooperation

27. « The design stage determines 80%
of a product’s environmental impact»
European Comission : Ecodesign your future

28. Not only design products and services,
but above all business models.

29. Create a holistic offer thanks to a systemic approach.

30. Anticipate and integrate the change thanks to a
long-term way of thinking.

31. Involve the stakeholders and enhance cooperation.

32. Thanks to an adapted and dynamic tool:
The Circular canvas.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

33. Start from the « raison d’être », the guide of every
organization.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

34. Identify the human resources, skills and expertise
needed to develop the business model.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

35. Distinguish between the different resources
necessary at every stage of the product life cycle.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

36. Redesign the user experience, the customers or
contexts for whom we create value.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

37. Brainstorm about the best way to distribute it,
and consider the end of life as an opportunity.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

38. Take into consideration externalities to reduce the
negative ones or transform them into positive ones.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

39. Evaluate the economical flows at each stage
of the business model.
toolbox
Circulab
CircularcanvasThisworkislicensedunderthetermsoftheLicenseCretaiveCommonsAttribution
Noncommercial-ShareinSameConditions4.0International.
?
What are the existing or potential
sources of revenues?
What is the main function of the offer?
What essential needs are met by the
offer?
Which natural resources are necessary?
Is a circularity of resources possible?
Are they biodegradable?
Which technological resources are necessary?
Which components, machines or other composite
materials are used?
Which energy resources are required?
Are they fossil fuels or renewable?
Is an independant energy supply possible?
What problems do we resolve?
What value are we offering to the customers?
What does the experience we are offering look like ? How does it work?
What are its key characteristics?
For whom are we creating value?
Who is at the heart of our customer base?
In which relevant contexts can we resolve th problem?
What are the situations linked to our value proposition?
Who are our key partners and suppliers for the
creation of value?
What activities and expertise do we provide?
What are our key activities creating value?
What expertise do we have?
What expertise can we acquire?
What are the necessary costs
and investments?
What are the negative impacts of
your organisation? What waste is
generated, and what are the
consequences on health
and nature?
What are the positive economic,
social and environmental impacts for
your organisation, society, the planet?
NEGATIVE IMPACTS
POSITIVE IMPACTS
MISSION
ENERGY RESOURCES
VALUE PROPOSITION
USERS & CONTEXTS
NATURAL RESOURCESKEY ACTIVITIES
PARTNERS
TECHNICAL RESOURCES
REVENUES
COSTS
On what occasions do we think about our value proposition? How can
we make our offer better known? How does the sale process work? What
kind of customer relationship process is in place? How can we develop it?
How is the product/service delivered or offered?
What happens at the end of the life cycle of the product, and of each of
its components?
Can they be reused, repaired or recycled ? How can one reach zero
waste? Could one involve the user or partners to reach this goal?
UPCYCLING
DISTRIBUTION

40. ‣ Design regenerative business models to
conciliate business and ecosystems
‣ Stop doing less bad, and do better
‣ Consider CSR as a real opportunity
In order to:

41. Ask for a demo
It’s your turn to play…

42. It’s your turn to play…
Download the tools

43. www.circulab.com
Paris • London • Milan • Madrid • Berlin • Luxembourg • Brussel • Geneve • Johannesburg • Lima • Buenos Aires • Perth • Amsterdam • Hongkong •
Jakarta • Mexico
+339 50 95 03 99
hello@circulab.com
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93100 Montreuil
FRANCE
Design for regeneration