BUSINESS MODEL CANVAS AND SUSTAINABLE PRODUCT-SERVICE SYSTEM DESIGN : PROPOSAL FOR A CONVERGENT APPROACH FOR DESIGNING SUSTAINABLE AND INNOVATIVE BUSINESS MODELS

This paper presents the results of a research on the applicability of the sustainable product-service system design (S.PSS) and business model design, adopting Business Model Canvas as a main tool. This resource is an essential part of an integrated and modular methodology for research and development (R&D) that was designed to support the development of new materials, products and business models from solid waste, but also useful in other projects focused in sustainable innovation. The research methodology included, beyond critical literature review, the construction of the methodological model, including one-page briefs for each tool incorporated in the model. The results pointed out that is possible to combine sustainability and business in a comprehensive and feasible method to improve the quality of R&D projects on solid waste, in a more systemic way. 45 Cláudio Pereira de Sampaio e Suzana Barreto Martins Mix Sustentável | Florianópolis | v.4 | n.2 | p.43-50 | abr. | 2018 products and processes, but to dematerialize the production and consumption systems, by combining the reduction of resources needed in a system with a focus on the inal beneits delivered to the consumers (VEZZOLI, KOHTALA, SHRINIVASAN, 2014). One of the most signiicant challenges when designing a S.PSS include the deinition, articulation, involvement and management of the diferent actors in the system, each with its own issues, interests and levels of competence on sustainability matters. Environmental aspects, for instance, demands from the innovation team a focus on the entire life-cycle of the system needed to deliver value for the user/consumer, and not only in the products. This approach, called life-cycle design, includes a set of principles, strategies, guidelines, methods and tools. As a result, the design of S.PSS can be developed by using a lot of methodological resources, among which the following were integrated in the FLOWS Model here proposed, according to each strategic phase. In the FLOWS Model structure, the S.PSS methods and tools (VEZZOLI, KOHTALA, SHRINIVASAN, 2014) were incorporated in the phase 6 (Minimum Viable Product and System-Business), in the following sub-phases, considering their speciic guiding questions (Table 1): GUIDING QUESTION SUB-PHASE METHOD/TOOL How can I develop the business systems in which the materials and products will be inserted? System & Business • System Map • Stakeholders matrix • Customer Journey • Prototype • Storyboard/ Storyspot How can I include the socioenvironmental aspects of sustainability when developing the products and systems? Socio-environmental aspects • Sustainability Drivers Checklist • Sustainability Simpliied Benchmarking • Socio-environmental SWOT • Socio-environmental Value Curve • SDO Checklist • System Map • Screening Life Cycle Assessment (LCA) Table 01: Integration of S.PSS tools in the Phase 6 of the FLOWS Process Model. Source: Elaborated by the author (2017). Each tool is briely described as it follows: • System Map is a simpliied visual-graphic representation of the system, including the actors and their forms of interaction (work, inancial, material, knowledge) needed to make the system work. • Stakeholders Matrix is a matrix that make possible to identify the motivations and gains expected by each of the actors involved in the system/business model. These motivations are determinant for the subsequent level of involvement in the system; • Customer Journey is a tool to identify all the touchpoints between the user/customer and the product/service system ofered by a company, and the user/customer experience along that; • Prototype include a wide typology of resources (mockup, model, prototypes), both physical and digital, that make possible to simulate the use/consumption of the product and/or service. The level of detail can vary depending on the phase of the project and the goal deined, but in general prototypes are used to test ideas and learn more about the user/customer when interacting with them, and thus reining the design idea; • Storyboard/Storyspot are visual-graphic tools that help the R&D team and stakeholders understand the

products and processes, but to dematerialize the production and consumption systems, by combining the reduction of resources needed in a system with a focus on the inal beneits delivered to the consumers (VEZZOLI, KOHTALA, SHRINIVASAN, 2014).
One of the most signiicant challenges when designing a S.PSS include the deinition, articulation, involvement and management of the diferent actors in the system, each with its own issues, interests and levels of competence on sustainability matters.Environmental aspects, for instance, demands from the innovation team a focus on the entire life-cycle of the system needed to deliver value for the user/consumer, and not only in the products.This approach, called life-cycle design, includes a set of principles, strategies, guidelines, methods and tools.
As a result, the design of S.PSS can be developed by using a lot of methodological resources, among which the following were integrated in the FLOWS Model here proposed, according to each strategic phase.In the FLOWS Model structure, the S.PSS methods and tools (VEZZOLI, KOHTALA, SHRINIVASAN, 2014) were incorporated in the phase 6 (Minimum Viable Product and System-Business), in the following sub-phases, considering their speciic guiding questions (  Source: Elaborated by the author (2017).

Each tool is briely described as it follows:
• System Map is a simpliied visual-graphic representation of the system, including the actors and their forms of interaction (work, inancial, material, knowledge) needed to make the system work.• Stakeholders Matrix is a matrix that make possible to identify the motivations and gains expected by each of the actors involved in the system/business model.These motivations are determinant for the subsequent level of involvement in the system; • Customer Journey is a tool to identify all the touchpoints between the user/customer and the product/service system ofered by a company, and the user/customer experience along that; • Prototype include a wide typology of resources (mockup, model, prototypes), both physical and digital, that make possible to simulate the use/consumption of the product and/or service.The level of detail can vary depending on the phase of the project and the goal deined, but in general prototypes are used to test ideas and learn more about the user/customer when interacting with them, and thus reining the design idea; • Storyboard/Storyspot are visual-graphic tools that help the R&D team and stakeholders understand the However, the use of this tool is more complex than the qualitative ones, and is recommended only if enough technical knowledge, time and resources are available; • In terms of complexity, some tools like Sustainability Drivers Checklist, Socio-environmental SWOT and Socio-environmental Value Curve are easier to apply than others, since enough information be available to feed the assessment; Moreover, they also rely on visuality to make the result of the assessment understandable for the R&D team and stakeholders; • The economic-financial aspects of the system/business model are the less considered in this integrative proposal and shows a lack for specific tools that must be searched in other knowledge areas.This is an essential aspect of the Business Model Canvas, but not well supplied by the S.PSS tools.
• The evaluation and analysis of the social and environmental sustainability issues of the proposed system/ business model is incorporated in this structure mainly using qualitative tools, to identify and deine the most relevant aspects that afect the sustainability in the system.They include: checklists (Sustainability Drivers and Value Curve), comparative performance studies (Benchmarking), matrices for internal and external inluencers (SWOT) and stakeholder's motivations (Stakeholders Matrix).All these evaluation and analysis tools can be used both for the proposed system and for competitors, if necessary; • Additionally, it is possible to quantify the impacts of the system using a simpliied version of the Life Cycle Assessment (LCA), the Screening LCA, using speciic software like Simapro, Gabi, Humberto or other.Source: elaborated by the author.
In short, and based on the previous structure, we can airm that is possible to integrate social and environmental sustainability issues when developing a business model; the integration of S.PSS tools in the existent BMC structure showed to be a viable and comprehensive strategy by means of which this can be made possible.

CONCLUSIONS
As shown in this paper, the integration of social and environmental sustainability in the business models is possible when considering sustainability as a value, because this is a central concept that integrates these two areas.Value is also a central concept for design, is its reason for being, because design always aims to produce beneits for someone, be for people, organizations or the planet.In this context, in this paper we proposed that the Business Model Canvas functionality can be enlarged by including sustainability values in the value proposition, and that this is possible by including the use of S.PSS tools in each of the BMC parts.This can help to ensure greater concern about sustainability when designing a business model, so this proposal is a working progress, and we strongly believe that can now be improved by additional contributions by other researchers in this issue.

Table 01 :
Integration of S.PSS tools in the Phase 6 of the FLOWS Process Model.

Table 2 .
Integrating the S.PSS tools in the Business Model Canvas structure.Source: elaborated by the authors.