ENTR4800 Class 1 - Introduction to Social Entrepreneurship and Social Enterprise
Introduction to Social Entrepreneurship
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Transcript of Introduction to Social Entrepreneurship
SOCIAL ENTREPRENEURSHIPAn Introductory Workshop
What challenge do you want to badly solve?
DIMENSIONS OF SOCIAL ENTREPRENEURSHIP
SOCIAL ENTREPRENEURSHIP Social enterprise involves a financially sustainable
earned-income activity that addresses a social problem. Why financially sustainable? Sustain the social impact Reduce donor dependence and everything negative
about that (unpredictability) Social enterprises are not ordinary business enterprises.
WHAT MAKES SOCIAL ENTERPRISES DIFFERENT FROM BUSINESS ENTERPRISES?
MULTIPLE BOTTOM LINES
FIVE LIFE FORCES OF A SOCIAL ENTERPRISE
SOCIAL ENTERPRISE MODEL
SOCIAL ENTERPRISE MODEL
Impact• What is the desired
future reality of the enterprise?
STRATEGIC PLANNING PROCESS (MORATO, 2002)
STRATEGIC RESOURCE MANAGEMENT (MORATO, 2002)
POINTS TO PONDER
The profit of social enterprises is its level of social impact.
Good business now is all about being in the business of doing good.
What do you see happening in your community in the future?
Opportunity• What will be the
specific product/ service?
COMMUNITY ASSETS
Labor – human resource, skills of community members Natural resource – land, water, environment Social asset – “bayanihan”, “damayan” Build – infrastructure, road, village hall Service – public agencies/services, day care, health and
education units Capital Economic assets
COMMUNITY ASSETS Asset Mapping Collecting an inventory of all the good things about your
community Ranking the most valued aspects of your community What community assets are useful for your social
enterprise? How will the community assets be preserved?
RECOGNIZING OPPORTUNITIES
RECOGNIZING OPPORTUNITIES Four Characteristics of Opportunity It is attractive to customers. It will work in your business environment. It can be executed in the window of opportunity that
exists. You have resources and skills to create the business, or
you know someone who does or who might want to work with you.
PRODUCT DEVELOPMENT
What is your big idea? What do you specifically offer?
Model• How will the
business earn?
“Bright lights cast dark shadows when shone from only one direction.”
SYSTEMS THINKING
A way of understanding reality that emphasizes the relationships among a system’s parts, rather than the parts themselves
Can help you design smart, enduring solutions to problems
Gives a more accurate picture of reality to work with the system’s natural forces to achieve the desired results
STAKEHOLDER ANALYSIS Definition of a Stakeholder (Oxford, 2010) A person with an interest or concern in something,
especially a business Denoting a type of organization or system in which all
the members or participants are seen as having an interest in its success
STAKEHOLDERS ANALYSIS Stakeholders in a Social Enterprise Primary Stakeholder (Marginalized Sector) Customers and Consumers Employees of Social Enterprise Investors in the Social Enterprise Suppliers Community Members Government or the Public Sector
STAKEHOLDER ANALYSIS Primary Stakeholder A sector, community or group usually involving the
marginalized sectors of the society who may or may not own/control the enterprise (Dacanay, 2004)
Stockholders Individuals. Families, clans who own capital and invest
such in business (Dacanay, 2004)
STAKEHOLDER ANALYSIS Customers and Consumers (Oxford, 2010) Customers are persons or organizations who pay for the
product or service Consumer are persons or organizations who use the
product or service of the social enterprise
STAKEHOLDER ANALYSIS
VALUE CHAIN
SUPPLY CHAIN
INDICATORS OF A GOOD BUSINESS MODEL
FOUR PRACTICES OF INNOVATIVE ORGANIZATIONS (BORNSTEIN, 2007)
Institutionalize Listening Pay attention to the Exceptional Design Real Solutions for Real People Focus on the Human Qualities
How will your business earn?
Market• Who is the target
customer of the product/service?
WHAT MAKES YOU UNIQUE?
MARKETING MIX
MARKETING MIX
What is your target market?
SOCIAL ENTERPRISE MODEL
SIX QUALITIES OF SUCCESSFUL SOCIAL ENTREPRENEURS (BORNSTEIN, 2007)
Willingness to Self-Correct Willingness to Share Credit Willingness to Break Free of Established Structures Willingness to Cross Disciplinary Boundaries Willingness to Work Quietly Strong Ethical Impetus
THANK YOU.