Supported Employment-Empowerment and Career Development for People with Disabilities

Nicosia – Cyprus

March 20th – 21st, 2014)

Demetris C. Hadjisofoclidemetrish@gmail.com

SOCIAL ENTREPRENEURSHIP DISABLE INDIVIDUALS’ ENGAGEMENT – SYSTEMIC ENTREPRENEURSHIP

What is (Social) Entrepreneurship

Social entrepreneurship is the process of pursuing suitable solutions to social problems. More specifically, social entrepreneurs adopt a mission to create and sustain social value. They pursue opportunities to serve this mission, while continuously adapting and learning.

Possible Social Problems

Unemployment among youth

Poverty

Civil Unrest

Recession

Closure of large number of SMEs

Unproductive Entrepreneurship

Socially Productive Entrepreneurial Activities

Areas where social entrepreneurship can support employability for disable people and engage them in the market

Eradication of the poverty trap

Health

Education (access, relevance, quality)

Income and wealth (also the distribution thereof)

Shelter (adequate and affordable housing)

Civil society

Human Rights

Security

Sustainability

Family and individual wellbeing

This problem can be solved by pre-school children in five to ten minutes, by programmers in an hour and by people with higher education… well check it yourself!

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Develop a (social) enterprise

Same process as any other form of business

During Ideation the focus should be to address socially sensitive issues

The issues can be addressed Directly or Indirectly

How is it to have an Idea and Start a Business?

What is the journey like?

Brainstorming

Perceptions

Realities

Key Steps

Why is a product/service necessary?

What are the objectives for setting up a Company?

Formulate a basic idea and organize a brainstorming session

Research the needs/opportunities and set up a framework

Map how the company will operate and how it will benefit the stakeholders

Define Business Model and Business Structure

Key Steps

Get support (talk about the idea)

Develop an executive summary and find someone who can help with building initial strategies/basic planning

Identify the resources needed and the resources available

Think about both Operational and Tactical Planning

Key Success Factors

The Planning, Tactical, and Strategic Vision should be globalized

Learn from others’ experiences but…..

There isn’t a One Model Fits All approach

Don’t build a business just for the sake of building one

– Cost/Revenue Planning is Vital

– Don’t do it for non value added reasons

– Have sustainability planning (running out of money is the biggest problem that kills even great ideas)

Key Success Factors

Be honest when setting and communicating expectations

Continual internal evaluation with consideration of external factors

Continual communication with stakeholders

Be willing to pivot

What is Entrepreneurship Drive

It is the ability to identify new ideas, have the determination and the drive to try them out, the willingness to listen and learn, and the character to know when it is time to pivot to a better version…

Characteristics of Entrepreneurship

Innovation

Creativity

Scientific Curiosity

Collaboration

Forward Looking

But Methodology to Success Can differ….

FOOTBALL

One Ball Tool

Same Objective Success

Different Approaches

CAR Paradigm Tires, Body, Engine, Wheel

What is a startup?

Usually it goes like…

Brother…. Whoa…. I have this idea that is Kick Ass…. If we build it everyone is gonna want it …. We made it!

And often seems to end like …..

GOOGLE, YAHOO, FACEBOOK…..

BUT, GUESS WHAT?

The reality is……

Nothing works Run out of money Nobody wants to buy Someone else did it Don’t have more time to work on this So and so on the team doesn’t do his share of work

“

”94 out of 100 die…

STARTUPS ARE REALLY HARD AND THERE IS NO SECRET INGREDIENT THAT WILL HELP YOU TO SUCCEED

A good definition of startup

“A human institution designed to deliver a new product or service under conditions of extreme uncertainty”

Eric Ries

What are some of the Ingredients

VISION

MISSION

Vision

What is it gonna be?

So why we do our thing?

Vision

When Chester Carlson invented a way to make copies of paper docs IBM laughed at him

Then Xerox created copy machines and today “to Xerox” is a verb

Characteristics of a good Vision

Short

Easy to understand

Implemented quite fast (< 2-3 yrs)

Long lasting (decades)

Mission

What we do?

For whom?

Mission

Wang Laboratories

3 Billions in revenue in the 80s

Word processing computers

Failed

Didn’t foresee general purpose computers

Startups

Everything but an exact science

“Don’t worry about failure you only have to be right once”

- Drew Houston

Most Successful entrepreneurs failed on average 6 times before getting some traction

Startup Myths

It Costs nothing to build

Get funded with some nice slides and a lot of passion

It’s all about the idea

Founders are all cool hippie college dropouts

Myth 1Start Ups are cheap

Lean or not, building something meaningful costs money and at some point savings run out

Funding Channels

Personal, Friends, Family

Idea Competitions

In Kind Support

Incubators/Accelerators

Angel Investors

Agency Funding

Angel/Small Investors

Venture Funding

Banks/Other Financial Institutions

Plan well ahead of when you need it, Otherwise you will be killed!

Myth 2“WOW them with your presentation and you’ll get money”

You are already underestimating the number of times you will be rejected and how long it will take you to raise some funds

Myth 3“The idea makes the difference”

Ideas are easy – Implementation is hard

A great idea with: a great execution

a great timing

a great team

great perseverance

Maybe

Myth 4“A startupper is a cool hippie college dropout”

Profile of the average founder:

40yrs old

Married with Children

6-10 yrs work experience

Bachelors or higher

How to make it?

Find your product/market fit before you run out of money

THAT’S IT

Solve a Problem

Start Up is not a linear path

Was everything you think you knew about your product and market wrong?

What if…

RJReynolds

Burned $450.000.000 to develop smokeless cigarettes but...

………. Smokers didn’t give a f**k about smoke … at that time

WebVan

Grocery home delivery Within a 30-min window

Time chosen by the customer but..

Didn’t consider that many working customers would like their groceries delivered at home and at night

They built the wrong capacity for the wrong time

WebVan

Burned $800.000.000

CNET named it the largest dot-com flop in history

Motorola

Burned $5.000.000.000 For satellite-based phone system that nobody wanted

Critical Point

You don’t invent product/service

You solve problems

Setup the right goals

How good/thorough do you know customer’s needs?

Does your product/service solve that need?

How much are they willing to pay for your solution?

How much is this problem a priority to the customer?

Does it solve a significant problem?

Customer Discovery

Who can be the customers?

Target

Profile

Can they afford the product/service?

Can they access it?

Location

Legal

Weather

Go through the process

You’ll get plenty of doubt: Analyze data

It’s all about speed and control

Customer Segments

The People & Organizations targeted by the company

For whom are we creating value?

Who are our most important customers?

Not all customers are created equal

Value proposition

Services and products that provide value to customer segments Product

Satisfies a new need/creates a need Solves a problem Offers better performance Is more customized Costs less Has a better design

KNOW Numbers KNOW Markets WHAT is the Monetization of the Solution Who is the TEAM

Channels

How does company reach customers to tell them about value proposition?

Through which Channels Customer Segments can/want to be reached?

How are Channels integrated?

Which ones work best?

Which ones are most cost-efficient?

How are Channels integrated with customer habits/routines?

Customer Relationships

Types of relationships established between the company and customer segments

What types of relationships does the company have with customers?

Direct or relying on others

Customer facing

Loyalty Schemes

Revenue Streams

Represents the income of the company for every customer segment

For what value are customers willing to pay?

For what value do they currently pay? If they do!

How are they currently paying?

How would they prefer to pay?

How much does each stream contribute to overall revenue?

Key Resources

Strategic assets that the company need to maintain its business model

What Key Resources does the…

Value Propositions require to be delivered?

Distribution Channels?

Customer Relationships?

Revenue Streams?

Resources type: Physical, Intellectual, Human, Financial

Key Activities

Strategic activities to deliver the value proposition, reach customers and nurture relationships

What Key Activities does the

Value Propositions require?

Distribution Channels?

Customer Relationships?

Revenue streams?

Types of Key Activities: Production, Problem Solving, Platform/Network

Key Partners

Define contractors and partners that are supporters/critics for company’s business model

Who are the Key Partners?

Who are the key suppliers?

Which Key Resources is the company acquiring from partners?

Which Key Activities do partners perform?

Cost Structure

What are all the costs required for the company in order to have its business model up and running

What are the most important costs inherent in the business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?

Cash Flow is King

Cost Rationalization? Why this/that Expense? How does it Contribute?

“

” YOUR TURN

Ask yourself

What are the emerging trends I notice?

Am I willing to put the time and effort?

Am I ready for sleepless nights and hardworking days?

Am I willing to Work hard, Learn, Listen, Kill ego?

Do I have the support of people I care about?

What is your personality?

Critical to understand personal traits because certain characteristics fit certain jobs

Extrovert / Introvert

Fighter / Go getter / Quiet

Lerner/Listener/Know it all

Know your strengths and weaknesses

Business Idea

Needs that will be satisfied

Problems to be solved

Who will buy? Customers? Target?

Competitive differentiation

Team

Engineer

Developer

General Business/Finance

Marketing

Lawyer

Leader (could be one of the above)

Interact, Share, Listen, Respect, Embrace, Never Walk Alone

Have a Network

Family

Supporters

Knowledge Transfer

Experience Couriers

Market Experts

Coaches/Mentors

Failure Owners

File contact information

Rationalization

Think Logically and consider the facts

No Feelings or Intuition or Someone told me

Be Creative

Look at the +’s

Ideation

Identify a Group or Problem you want to solve

How does your group behave? Where does it frequent?

Describe the activities of the group

What kind of problems/difficulties could they have?

What are the possible solutions

How are Ideas born?

Are they easy?

Do they just come to us?

Once we have the idea, is it easy to get to the market?

Set the right expectations

It’s about passion, planning, hard work, commitment, the overall environment, the team, the resources, perseverance

Tnx 4

UR Patience!

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