Ecomode module 8

1. The European Commission support for the production of this publication does not constitute an endorsement of the contents, which solely reflect the views of the
authors. The Commission cannot be held responsible for any use which may be made of the information contained herein
Module 8
Value Creation

2. Learning Outcomes
The learner will be able to implement the main steps of value creation for Eco-
innovative SME in the tourism sector.

3. Definition of Value Creation?
The value creation which requires systematic and critical thinking in order
to maximize total value captured, is at the core of any business model not
only for the organization but also for the consumer and for our
environment.

4. Definition of Eco-innovative
Value Creation
• Eco-innovation promotes the development of long-term and sustainable
value and improved profitability, expanding to the value chain beyond
the organization itself, and involves the integration of sustainability
throughout all business operations based on life-cycle planning and
market-specific solutions.
• The most important thing is for eco-innovation, to understand how
environmental value is captured and converted into profitable products
and services.

5. Eco-innovative Drivers of Value Creation
According to Magadan – Diaz and et. al. (2019), eco-innovation drives can
be seen both on the organization's demand side-market and on the supply
side-accommodation space in SMEs. The main drivers are below:
• demands / requirements of customers;
• current laws and regulations;
• the organization's reputation / image;
• savings / decrease of operational costs; and
• the business commitment to social wellbeing, in terms of corporate
social responsibility.

6. Eco-innovative Redesign
1. definition / description of the benefit,
2. use of MIPS helps to develop solutions that can provide this benefit with the least
possible quantity of natural resources.
• Material and energy consumption can be minimized while satisfying the demand.
• Intelligent planning saves money and protects the vital ecosystem services and
functions.

7. MIPS - Material Input Per unit of Service
• To estimate the input oriented environmental impact potential of a
product.
• To assess the resource efficiency of complex systems.
• The material input (MI) is measured in kilograms or tonnes of material.
• The unit of service (S) depends on and must be defined in each
individual case.

8. 1. Form a team In order to cover the
different aspects of the life cycle of a
product or service
2. Choose a product and determine the
service it is providing,
3. Identify the product chain
4. Assess the current status of the
product
5. Estimate the MIPS of your product
6. Optimise the product and implement
eco-innovation
7. Redesign the product service-oriented

9. How can you strengthen sustainable practices in your organization?
• Within the life cycle management framework, you can measure,
analyse and manage the sustainability performance of your products
and services:
• Life cycle assessment (LCA)
and
• SFSC

10. Life - cycle Assessment
(Value proposition)
Evaluate the environmental impacts of your product or service from
cradle to grave:
• goal and scope,
• inventory analysis,
• impact assessment,
• and interpretation.

11. LCA

12. Short Food Supply (SFSC)
The importance of local product is significant not only in employment but also in
feeding. Although we are talking about them at a local level, it is clear that the
Earth's population also plays a major role. Its significance and appreciation are
enhanced by the awareness of the environment, the number of conscious buyers,
and their soundness and traceability.

13. SFSC
To minimize environmental pollution, transport pollution, and to
ensure healthy foods that are free of preservatives - can be
achieved through short food supply chains (SFSC).

14. SFSC
Revenue Streams
● Short Food Supply Chain Slow Food (see Module5)
benefits of its:

15. SFSC

16. Good practice
Introduction of the SFSC example:
there is a local producer, who wants to sell the products to
restaurants. They could not do it because the restaurant need more
products, than this producer has.
There is a restaurant who is looking for a local food but can not to find
it in enough amount - they plan to start cook only with local products.
The restaurant owner realized, thay can not find local products for the
consumption of the restaurant.

17. Good practice
The owner started to arrange a meetings with local producers and
introduced them to each other - related to the same products.
After this meeting the local producers started to cooperate (they deal
with same products but in different amount).
WIN-WIN situation

18. Project web-page: http://eco-mode-project.eu/
This work is licensed under a
Good practices - form each countries
Links - European example
Agri Food
http://www.shortfoodchain.eu/the-project/the-project.kl
https://www.eesc.europa.eu/en/our-work/opinions-information-reports/opinions/promoting-short-and-alternative-food-
supply-chains-eu-role-agroecology-own-initiative-opinion