eMBA Nov12 Session 5 and 6

7/28/2019 eMBA Nov12 Session 5 and 6

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EntrepreneurshipCourse

EMBA Batch

April 2013Session 5 & 6


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The ProgramSession Topic Curriculum Date

1 Introduction

Welcome the students Explain course and schedule The Contract Students expectation of the course InteractionI the Business Case Study #1 InteractionThe Name Ball Interaction-I the Investor Part 1 Discussion Singapore Incorporated and Entrepreneurship

9th April7.00 pm to 8.15pm

2 Entrepreneurship

Presentation Entrepreneurship Process

Presentation Leadership and Entrepreneurship explained InteractionI the Business Case Study #2 Discussion Doing Business in India and China

9th April9.00 pm to 10.15 pm

3 The Entrepreneur

Interaction Jockey Quiz Presentation Myths about entrepreneurship Presentation The ten mistakes a new entrepreneur make InteractionI the Business Case Study #3 Self Assessment - Are you the entrepreneurial type? Discussion Challenges of an Entrepreneur


4 Business Planning

Presentation Generating ideas and opportunities Presentation Types of Business Plan Presentation Making assumptions and identifying constraints InteractionI the Business Case Study #4 Interaction Briefing on The Coffee Stall Business Discussion Business Entertainment


5Site Visit at DignityKitchen

Understanding of social entrepreneurship Learning the value of business (The Coffee Stall Business)


6


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The ProgramSession Topic Curriculum Date

7 Getting Started in Business

Presentation Understanding and evaluating business risks Presentation Taking Risk Presentation Funding Types and Process Presentation Closing the Deal Interaction - I the Investor Part 2 InteractionI the Business Case Study #5 Discussion - My Business Values

13th April2.00 pm to 3.15pm

8 Doing Business

Presentation Business structures & its incorporation

Presentation Processes and System Presentation Maintaining a business Presentation Growth of a Business InteractionI the Business Case Study #6 Discussion Learning from the $100 Experience


9 Success in Business

PresentationDeath of a business Presentation Why business failed Presentation Element of Success in Business

Discussion Bad Business Practice


10 Assessment I the Business Individual Assessment14th April

10.00 am to 11.15 am

11 Assessment The $100 Experience Business Plan Presentation14th April

12.00 pm to 1.15 pm

12 Conclusion

Course Review Result of your Assessment Review of The Contract



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Session 5 and 6Site Visit

Christopher Benjamin Consultancy Services 4

Presentation :Social Entrepreneurship

Discussion :The Coffee Stall Business

Background Reading

Questions and Answers


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Social Entrepreneurship


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Objectives

Understanding of Social Entrepreneurship

Awareness of Social Accountability

Volunteerism to Social Enterprise


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Growth of Social Enterprises

Indonesia 1980 only one independent environmental organization, in 2004 more than 2000

Bangladesh Most of the countrys development work is carried out by 20,000 NGOs

Canada From 1987 to 2002, the number of registered citizen group grew by more than 50 % to 200,000.

India In 2006, India has well over a million registered citizen groups

Internationally In the 1990s, number of registered international citizen organistions increased from 6,000 to 26,000

Temasek Trust

One Foundation

Bill and Melinda Gates Foundation

Warren Buffet Foundation

Peter Druckerhas called this sector. leading growth industry


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Definition

Social EnterpriseAn organization or venture that advances its social

mission through entrepreneurial, earned income

strategies

Social EntrepreneurSocietys change agent

Pioneer of innovation that benefit humanity


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Definition

Non-Profit Organisation

An organization which exists for educational or charitable reasons, andfrom which its shareholders or trustees do not benefit financially. Anymoney earned must be retained by the organization, and used for its ownexpenses, operations, and programs. Many non-profit organizations alsoseek tax exempt status, and may also be exempt from taxes.

Not-For-Profit Organization

Operated as nearly as possible at cost; on a cost-recovery basis; an

organization not seeking profit and which does not disgorge excessincome to its members, in the form of dividends or otherwise

www.duhaime.org

www.investorwords.com


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Social Enterprise

Policy Setting Education Implementation

Scale Nature

Time Money

Age Gender Race / Creed Religion Animals

Save the EarthAIDS Girl Inc Whale watch Earth Hour

Cause Beneficiary

MechanismCommitment


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Famous Social Entrepreneurs

Vinoba Bhave (India)Founder and leader of the Land Gift Movement, he caused the redistribution of more than 7,000,000 acres(28,000 km) of land to aid India's untouchables and landless.

David Brower(U.S.)Environmentalist and conservationist, he served as the Sierra Club's first executive director and built it intoa worldwide network for environmental issues. He also founded Friends of the Earth

Akhtar Hameed Khan (Pakistan)Founder of grassroots movement for rural communities Comilla Model, and low-cost sanitationprogrammes (Orangi Pilot Project) for squatter settlements.

Maria Montessori (Italy)Developed the Montessori approach to early childhood education. The first female physician in Italy, began

working with children in 1906 and created a revolutionary education method that supports each individualchild's unique development. Montessori schools allow each child to realize his or her full potential byfostering social skills, emotional growth and physical coordination, in addition to cognitive preparation.

Florence Nightingale (UK)Founder of modern nursing, she established the first school for nurses and fought to improve hospitalconditions.
http://en.wikipedia.org/wiki/John_Muir


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Famous Social Entrepreneurs

Bill Drayton (U.S.)Founded Ashoka, Youth Venture and Get America Working.

John Woolman (U.S.)Led U.S. Quakers to voluntarily emancipate all their slaves between 1758 and 1800, his work alsoinfluenced the British Society of Friends, a major force behind the British decision to ban slaveholding.Quakers, of course, became a major force in the U.S. abolitionist movement as well as a key part of the

infrastructure of the Underground Railroad.

Jamie Oliver(U.K.)TV chef who campaigned to improve children's diet at school. He also trained disadvantaged young peopleto become chefs. He created a restaurant - a social enterprise - called Fifteen which employed these newlytrained youngsters. Fifteen is now a global chain of four restaurants.

Muhammad Yunus (Bangladesh)Founder of microcreditand the Grameen Bank. He was awarded the 2006 Nobel PeacePrize.Revolutionized economics by founding the Grameen Bank, or "village bank," in Bangladesh in 1976to offer "microloans" to help impoverished people attain economic self-sufficiency through self-employment,a model that has been replicated in 58 countries around the world


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Social Entrepreneur are

Ambitious:

Social entrepreneurs tackle major social issues, from increasing the collegeenrollment rate of low-income students to fighting poverty in developing countries.These entrepreneurial leaders operate in all kinds of organizations: innovativenonprofits, social purpose ventures such as for-profit community developmentbanks, and hybrid organizations that mix elements of nonprofit and for-profitorganizations.

Mission driven:

Generating social value-not wealth-is the central criterion of a successful socialentrepreneur. While wealth creation may be part of the process, it is not an end initself. Promoting systemic social change is the real objective.

Strategic:Like business entrepreneurs, social entrepreneurs see and act upon what othersmiss: opportunities to improve systems, create solutions and invent newapproaches that create social value. And like the best business entrepreneurs,social entrepreneurs are intensely focused and hard-driving-even relentless-in theirpursuit of a social vision.


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Social Entrepreneur are

Resourceful:

Because social entrepreneurs operate within a social context rather than thebusiness world, they have limited access to capital and traditional marketsupport systems. As a result, social entrepreneurs must be exceptionally

skilled at mustering and mobilizing human, financial and political resources.

Results oriented:

Ultimately, social entrepreneurs are driven to produce measurable returns.These results transform existing realities, open up new pathways for themarginalized and disadvantaged, and unlock societys potential to effect socialchange.


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Social Entrepreneurship


Social Entrepreneurship is About Innovation and Impact, Not Income

Having worked in this field for a while, I am always delighted to find that people are increasingly familiarwith the term "social entrepreneur." Too often, however, they identify social entrepreneurship withnonprofits generating earned income.

When the Schwab Foundation for Social Entrepreneurship named Linda and Millard Fuller of Habitat forHumanity and Wendy Kopp ofTeach for America, among others, as outstanding social entrepreneurs, itmust have confused many people. Both organizations are well known, but neither of them is known for itsearned income strategies. They rely heavily on grants and donations. In fact, these social entrepreneursare masterful at attracting philanthropic donations.

What makes them entrepreneurial is that each of them has pioneered creative ways of addressingsocial problems and marshaled the resources to support their work. Habitat mobilizes volunteers tobuild affordable houses for the poor. Teach for America recruits talented college graduates to teach ineconomically distressed schools. Schwab was following a view long endorsed by Bill DraytonatAshoka that social entrepreneurship is about innovation and impact, not income.

J. Gregory Dees, Adjunct Professor and Faculty Director, Duke's Fuqua School of

Business Center for the Advancement of Social Entrepreneurship (CASE)
http://www.schwabfound.org/http://www.teachforamerica.org/flash_movie.htmlhttp://www.ashoka.org/home/index.cfmhttp://www.ashoka.org/home/index.cfmhttp://www.teachforamerica.org/flash_movie.htmlhttp://www.schwabfound.org/


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Six Qualities of a SuccessfulSocial Entrepreneur

The most successful entrepreneurs were not necessarily more confident,persistent, or knowledgeable. The key difference between highly successful andaverage entrepreneur has more to do with the quality of their motivation.

Willingness to self correct

Willingness to share credit

Willingness to break free of established structure

Willingness to cross disciplinary boundaries

Willingness to work quietly

Strong Ethical Impetus

Based on the bookHow to change the worldby David Bornstein


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The Need for Social Entrepreneurship

Community needs are growing in size and diversity. Increasing numbers of elderly and the growing income gap

More nonprofits are competing for government and philanthropic funds Supporting industries like advertising

Traditional forms of funding are becoming smaller and less reliable Flag day Fund raising television challenge show

New for-profit businesses are competing with nonprofits to serve communityneeds.

Funders and donors are demanding more accountability NKF incidents and the Ren Ci trial Code of Governance for Charities and Institution of Public Characters

Where are the beggars in Singapore?


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Project Dignity

Presentation


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Dignity Kitchen

Introduction

October 2012


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Welcome to Dignity Kitchen


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Background


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Background

Conceptualize in 2006 and incorporatedin October 2010

A Food Stall Management School

First of its kind in the world

Professionally managed with socialentrepreneurial responsibilities


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Our Objectives

Creating employment opportunities for thephysically and mentally challenged and thedisadvantaged members of society

Re-skilling and upgrading of existing talent pool

Establish standard for traditional hawker food

Preserving our heritage food recipes


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Dignity Kitchen
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Just some of the newspaper clippings


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Just some of the newspaper

clippings


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J t f th li i


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THURSDAY, 10 JANUARY 2013

2 bodies to start training would-be hawkers

By Feng Zengkun, The Straits Times, 9 Jan 2013

SINGAPORE'S first official hawker training programme will start accepting students this month.

The Singapore Workforce Development Agency (WDA) has selected two organisations here to help train more than 2,000 people over the next two years to work in hawker

centres, foodcourts and other food shops.

One of them, social enterprise Project Dignity, will kick off the project this month with a module on interacting with patrons. More modules will be introduced in the next few

months on topics such as food hygiene and ways to display dishes in stalls.

Project Dignity is also hiring hawkers to teach students how to cook basic street fare. The modules - which include lessons on prata, chicken rice and noodles - will be rolled out by

June.

The modules will each last one to three days if taken full time. Each course - which comprises several modules - will cost up to $1,900 after subsidies from WDA.

Only Singaporeans and permanent residents qualify for these subsidies.

Project Dignity's executive director Koh Seng Choon said: "We will also help graduates find jobs in foodcourts, hawker centres and other food shops."

Eduquest International Institute, a training provider and the other selected organisation, is still finalising its programme but will impart skills such as table-side service, inventory

maintenance and bookkeeping.

The two training programmes are meant to help Singapore meet a projected rise in demand for skilled manpower in the food and beverage industry.

Last year, the WDA said in its call for proposals for the programmes that new attractions here such as the River Safari and International Cruise Terminal will require trained staff in

their food outlets.

It also noted a need to build "a pipeline of skilled hawkers" to fill the 10 new hawker centres to be built here in the next five years.

Some food operators, such as social enterprise NTUC Foodfare, said they would consider hiring graduates from the programmes.

NTUC Foodfare runs a chain of foodcourts, coffee shops, food kiosks, cafes and a catering service, and will manage the new Bukit Panjang hawker centre to be completed within

three years.

"We haven't had any discussions with the groups yet, but we're definitely open to seeing how we can employ their graduates," said its executive director Perry Ong.

"The only thing is that hawker stalls are typically tenanted out, so the decision to hire people will rest with the stall owners."

Mr Danny Chong, who was part of a panel appointed by the Government in 2011 to rethink how hawker centres operate, said the project could help establish a minimum quality

in Singapore's street fare, especially among younger, more inexperienced hawkers.

To find out more about the Project Dignity programme, e-mail [email protected]

A magazine feature
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A magazine feature

Also featured on television


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Also featured on television


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Our Achievements to Date100% first time pass rate for WDA Basic Food Hygiene Course

(including for the partially blind and the hearing impaired)

Trained over 102 students and 72 successfully placed them invarious organizations for two months.

Children working with Disabled program for 50 schools/colleges andover 5000 school children in Singapore and from overseas

City tour and lunch for over 25600 elderly and poor under the LunchTreat for the Elderly from 140 organisations

Received Merit Award from Singapore Central Development Councilfor notable contribution to society 2012

Awarded the SNEF Enabled Employer Award for 2011 (BestNewcomer) and 2012 (Most Notable)


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Productivity and InnovativeConcept

to be productive you need to

think out-of-the-box


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Dignity Kitchen Concept

Disabled -

HawkersTraining

Elderly andNeedy Lunch

treat

CorporateCorporate SocialResponsibilities

Corporate

involvement

MBA subjects

for hawkers

Hawker Training for

Disabled and

Challenged

School / College

social participation


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Lunch Treat for the

ElderlyOrganised city tour andfree lunch treat for the

poor and needy.


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Children Working with Disabled

Educational program for children tointeract with people with disabilities

through challenging games.


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Sharing SessionsTalks and Seminars

- schools- university

- government agencies- multi national corporation

- charities and VWO

Teachers from North Vista School

Officers from Central Central

Development Council

University Students from India

Bangladesh Government officers

General public

Officers from NUS


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Ultimate Hawker Dining Experience

Fine dining experience in a food court


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Hawker for the DayAn outreach event for corporation

and general public


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Dignity Kitchen Concept

A platform which aims to help

people of :

all races all working age almost all disabilities

. in a food court environment


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Dignity Mama Stall

For intellectually challengedyouth

A sweets and newspaper

stall to help intellectually

challenged youth

At Khoo Teck Puat Hospital

Employment for people with

disabilities


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Dignity Art Gallery

Intellectually challenged young artistsAn art gallery to display, promote and sell their artwork

and earn a living

Capitalise on his skill and abilities


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Birds Nest Project (Pilot)

Intellectually challenged (lower functional) doing highvalue work and earn a living

Capitalise on high value market demand product like

birds nest


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Airline Food Project (Pilot)

Simplified the food process so that Intellectually

challenged can manage a food stall with minimum

supervision.

Using work and method study to adapt process to help

the disadvantaged


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Dignity Micro-finance SchemeSupport for 3 to 6 months

EquipmentRental free

Daily food supply

$5 per hour allowance

Trainer Chef

Stall Start up

Chay Kway Teow at Jurong West Hawker Center on 505Jurong West Street 52

Chicken Rice at Dunman High School on No.10 Tanjong Rhu

Road

Sourcing for location

Prawn Noodle

Nasi lemak


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Productivity and InnovativeFacilities

create / modify equipment toperform the tasks


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Height Adjustable Worktop

Height is adjustable up to 6

inches to tailor to the

physically challenged

Light eight Worktop


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Lightweight Worktopfor Wheelchair Bound

Lightweight worktop for

the physically

challenged developed

from perforated paper

laminated.


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Customised Point-Of-Sales Machines

Speaking Point-of-Sales Machine for

the visually impaired; developed with

Winsor Nixdorf Pte Ltd

Braille Point-of-SalesMachine for the

visually impaired;

developed in-house


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Noodle Cooking Machine

Stroke & CerebralPalsy

- Automated noodle

cooking machine


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Productivity and InnovativeEducation

education and training requirepatience and understanding


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For the Challenged - SAMSocial

Interaction with ElderlyAbled and disabled approach

Articulate

Managing Money Float and the $30

Table settingServing customer

Promotion and Flyers

Singing & Entertainment

MobilityThe 6 practices

Smile / Glove / Scoop / Serve / Clean / Smile

Order taking

Serve and clear tables


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For the Abled MBA for hawkers

Marketing

Food Costing using ABC

Basic Accounting

Supply Chain Management

Hawker Training Program


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Hawker Training ProgramWDA WSQ wef January 2013

Dignity Kitchen Management Modules

1. Introduction to Dignity Kitchen2. Business startup & Ownership3. Basic Food Costing4. Basic Accounting5. Basic Marketing6. Stall System & Processes 7. Work Safely8. Practical Skills (Stall)

WSQ Basic Stall OperationsCore(5 units + 8 credits)(5 core modules)

1. Interact with guests

2. Process payments

3. Maintain Displays

4. Prepare Mise En Place 1

5. Follow F&B Safety & Hygiene Policies & Procedures

WSQ Basic Cuisine Preparation

(Choose 2 electives)

1. Prepare and Serve Coffee and Tea

1. Prepare Basic Indian Bread2. Prepare Basic Chinese Rice Dishes3.Prepare Basic Chinese Noodles Dishes4. Prepare Basic Chinese Desserts5. Prepare Basic Chinese Stir Fried Dishes6. Prepare Malay Noodle Dishes7. Prepare Western Speciality Meat, Poultry, Fish and Seafood Products


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Ordering in Sign Language

Hearing Impaired- Ordering coffee and

tea using sign

language

Educating the general public touse sign language to order coffee

and tea, to help hearing impaired

staff manning the beverage stall.

C


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Training a Blind Cashier

Seeing MoneyBraille on currency Method

Triangulate Diagonal Method

Width Difference Method

Comparison Method


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Productivity and TheBeneficiaries

Strength Weakness


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Beneficiaries

Physically and mentally challenged

Structured unemployed

Disadvantaged like ex-prisoners

Senior citizens and retirees

Existing food court employee / up grader


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Options after Completion

Upon graduation, Project Dignity will assists the students to seek gainfulemployment.

The student can opt to join an established food court. Opportunities includemanaging the food stall and/or (depending on the disability) performing servicefunctions. An example of service function will be like managing cashless cardsystem or cashiers role.

The students can also opt for starting up their own business, The school mayassists the students to raise the necessary funding for their start-up if required.The students can start up either individually or in partnership with otherstudents.

Upon Graduation

Work in Food Court

Service Role Kitchen Role

Start up Business

PartnershipIndividually


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Seventeenth Batch of Students

Starting in 15th April 2013


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Training Statistics ( Oct 2010 to March 2013)

Trained and qualified with BasicHygiene Certification = 134

Started own business = 4

Dropout on completion = 6

Awaiting placement = 14

Definition

Trained Completion of full training

Dropout after completion of full training

Placement continuous employment for two months


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Our Team

Teamwork, teamwork and

teamwork


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Organization Structure

Koh Seng Choon

Executive Director

Dignity Kitchen

Karen TayAdmin and

AccountManager

Marcus LimAccount Exe

Jassie KohEvent

Manager

Yeo Hiok Keat

Operation Manager

NoraOpn Exe

(Procurement)

Cheung C WOpn Exe(Process)

Manese /Foo/Quay/Chua/Neo

Service Support

Susan Ng / Wang JueLee

Training Manager

Ger/Chua/Wati/Rozali/Tony/Jayson/Peter/Lisa/Hsiao Hong/Simini Mo Mi

Assistant Trainers

Koh Seng Choon

Executive Director

Dignity Mama Stall

Wendy WongSupervisor

Jasper Yeo / Ling hui Ru / Wong Yong EnStall Assistant

Staff Strength = 32


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Organization Structure

Governance

Board ofAdvisors

Processand

FinancialControl and

Audit

Customerfeedback

through socialmedia and

feedback line


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Some of our Partners

Central Community Development Council

Movement of the Intellectually Disabled

School of the Deaf

Asian Women Welfare Association

Singapore Association for the VisuallyHandicap

Society for the Physically Disabled

Association for Persons with Special Needs

Singapore Corporation of RehabilitativeEnterprises SCORE

Assumption Pathway School


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In Conclusion


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Productivity Through Innovation

I i d P d i i


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Innovation and ProductivityWHY?

WHAT?

HOW?

make your people understand thewhy? they are doing what they are

doing..

I ti d P d ti it


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Innovation and Productivity

Expectation

Perception

DisappointmentOR / ANDSatisfaction

manage expectation no

expectation no disappointment


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Q & A

Q


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Four most common Questions asked

Are you a Christian ?

Do you have government funding ?

Are your children challenged ?

Why you do it ?


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The Challenges


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Do you have Governmentfunding?

Innovation is not FREE

D h G t


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Do you have Governmentfunding?

Key performanceindicators and

deliverables Governance is a

good thing

Ministry of Social

and Familys

Comcare Fund

R M d l


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Revenue Model

REVENUEEDUCATION

Providing hawker training to thegeneral public, supported by

Singapore WorkforceDevelopment Agency

SALES OF FOOD

Daily collection from the salesof food/drinks at the school

food stall

EVENTSOrganize education events forschool and corporation as part

of corporate socialresponsibility

STALL RENTALMonthly rental collection from

the stall operators

CONSULTANCY

The setting up andmanagement knowhow to becapitalized and provided as

consultancy implementation forboth local and oversea projects

F di


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FundingVersion 1

Initial Startup for Balestier

Market Hawker Center =

$200,000

From the Remortgage of

Office

Version 2

For the Dignity Kitchen Techview = $500,000

Version 3 ..

Dignity Kitchen Version 1


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Di it Kit h V i 2


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Located at Techview on No 1 Kaki Bukit View12 stalls

14,000 sq feet

Fully airconditioned

Seating 480

Di it Kit h V i 2


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Th Ch ll


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The Challenges

Starting up

Building the TeamCashflow plan vs Business plan

GovernancePublic company limited by guarantee / Society / Charitable Trust

Government Support

Location

View over 30 locationsBid and tender for 8 locations

SLAs Former Queenstown Police Station

Mapletrees Bukit Merah Flatted Factory Canteen

Buddhist Fellowships YHS Building Site

ACLs Ubi Industrial Building

TrainersRestaurant chef and famous hawkers

TraineesCharities/association and their policies

PerceptionBuying from the disabled

The Dignity Kitchen Story


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2006I want to be a chef said the physicallychallenged

You can either eat at the restaurant oryou can eat at the hawker center The family at Central CDC

The incident of Ryan at the shoppingcentre



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2007Idea to paper



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2007Idea to paper



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2007Meeting with Social Innovation Park

MCYS ComCare application

CDC Imagery Fund

SPRINGSingapore

MCYS

WorkforceDevelopment

Agency



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2008LocationView over 30 locations

Bid and tender for 8 locations

SLAs Former Queenstown Police Station

Mapletrees Bukit Merah Flatted Factory Canteen

YHS Building Site in Telok Blangah

ACLs Ubi Industrial Building



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2008Building the TeamOperation / Trainers - Many people withcommon objectives

Registration

Charity Status, Cost and Notary Public

Infrastructure

Used equipment is just as good

About Dignity Kitchen


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About Dignity Kitchen

August 2010

September 2012

A food co ur t and hawker

training sc hool for disabled and

disadvantaged

Our Vision


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1. Have 15 stalls in our own premises

2. Three schools in five years across the

region, after all every country has its disabledand disadvantaged.

3. Initial Public Offering on the Singapore

Stock Exchan e Catal st

Our Vision


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A Special Mention

YOUR TAKEAWAY
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YOUR TAKEAWAY

Teamwork

ManagingExpectation

Innovative

Perseverance

Productivity& Innovation =


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The Coffee Stall Business

Interaction



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Coffee / TeaSoft Drinks

Fruit JuiceSugarcaneBeerCigarettesTit bits

Cut fruitsSandwichesPopiahRojak



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Hours Worked Target Market Halal

PricingAdvertising and Promotion

Uniqueness

Range Variety Differentiation Pricing

Starting / Closing Customer Service Food Preparation

Cash Management Wastage

TrainingBasic Food HygieneScope

SalaryFull Time / Part timeCleaner

Work EnvironmentWorking hours

People Process

PolicyProduct


Understanding Coffee


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Coffee Description

kopi oh hot coffee black(sweet)

kopi oh peng ice coffee (sweet)

kopi oh kosong hot coffee (unsweetened)

kopi oh kosong peng iced coffee (unsweetened)



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Coffee Description

kopi milk coffee (sweet)

kopi peng iced milk coffee (sweet)

kopi 'c' hot coffee with evaporated milk (sweet)

kopi 'c' kosong hot coffee with evaporated milk(unsweetened)

kopi 'c' peng iced coffee with evaporated milk (sweet



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Coffee Description

kopi poh milk coffee (sweet) thin

kopi kow milk coffee (sweet) thick

kopi siew tie milk coffee less sweet

ying yang milk coffee (sweet) mixed with tea



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List of Product

Coffee / Tea Soft Drinks Fruit Juice Sugarcane Beer Cigarettes Tit bits

Cut fruits Sandwiches Popiah Rojak

Profit Margin(Descending)

1. Coffee / Tea2. Sugarcane3. Fruit Juice4. Rojak5. Popiah6. Sandwiches7. Cut fruits8.

Soft Drinks9. Tit bits10. Beer11. Cigarettes


Background Reading


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Background Reading


The Process of Social EntrepreneurshipCreating Opportunities Worthy of Serious Pursuit

Ayse Guclu, J. Gregory Dees, and Beth Battle Andersonwww.caseatduke.org/documents/seprocess.pdf

Social Entrepreneurship is About Innovation and Impact, Not IncomeJ. Gregory Dees, Adjunct Professor and Faculty Director, Duke's Fuqua School of Business

Center for the Advancement of Social Entrepreneurship (CASE)www.caseatduke.org/articles/1004/corner.htm

www.charities.gov.sg


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I the Investor&

$100 Experience

Submission

Assignment


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I the Investor - Part 1

Part 1 Submission1 A4 sheet

Invest or Not?Why did you

invest?

Part 2 SubmissionAnalysis of your

investmentdecision

No limit to thenumber of pages

Do not open the newspaper prior to submission

Submit hard copy and soft copy to Administrator :

Part 1 on Session 6 Thursday Midnight latest

Part 2 on Session 9 Saturday Midnight latest

Late submission will not be entertained



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The S$100 Experience


1. Write up the Business Investment Plan of your S$100 Experience as if you are startingout the new business and to raise the necessary funding. Presentation on Session 11Saturday by group.

2. Discussion on your S$100 Experience (sharing) on Session 11. (5 minutes)

3. Submit hard copy and soft copy to Administrator by Session 12 MIDNIGHT

4. List the names of the group and the title of the plan

5. Peer Assessment conducted for participation

6. Finalise on your accounts

7. Return your initial funding to the administrator

8. Prepare to sent money to the charity. Email the amount raised and the charity.

9. Photograph of your event

The S$100 Experience


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Requirements for theBusiness Investment Plan

1. Event organiser / Wine company / Mugmarketeer

2. On the $100 Experience

. entice interest in your plan


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Questions & AnswersMy email address: [email protected]

eMBA Nov12 Session 5 and 6

Documents

Transcript of eMBA Nov12 Session 5 and 6