SlideShare ist ein Scribd-Unternehmen logo
1 von 21
Downloaden Sie, um offline zu lesen
social Entrepreneurship
 Social entrepreneurship is the activity of establishing

new business ventures to achieve social change. The
business utilises creativity and innovation to bring
social, financial, service, educational or other
community benefits.
 Social enterprises are not charities or welfare agencies.

They are private businesses established by entrepreneurs
with an emphasis on human values rather than just profit.
These businesses focus on working with and enhancing the
social capital within the community by encouraging
participation, inclusion and utilising a bottom-up approach
to achieve social change.
Three core elements:
I. Created to provide benefits for a community.
II. Creates opportunities so people can help themselves
as well as others.
III. Utilises sound commercial business practices to
ensure its sustainability i.e. the business will
naturally uphold and encourage environmental
sustainability as well as ethical considerations.
 Ambitious:

Social entrepreneurs tackle major social issues,
from increasing the college enrollment rate of lowincome students to fighting poverty. They operate
in all kinds of organizations: innovative nonprofits,
social-purpose ventures, and hybrid organizations
that mix elements of nonprofit and for-profit
organizations.
 Mission driven:
Generating social value —not wealth—is the
central criterion of a successful social
entrepreneur. While wealth creation may be part
of the process, it is not an end in itself. Promoting
systemic social change is the real objective.
 Strategic:

Like business entrepreneurs, social entrepreneurs see and
act upon what others miss: opportunities to improve
systems, create solutions and invent new approaches that
create social value. And like the best business
entrepreneurs, social entrepreneurs are intensely focused
and hard-driving in their pursuit of a social vision.
 Resourceful:
Because social entrepreneurs operate within a social
context rather than the business world, they have limited
access to capital and traditional market support systems.
As a result, social entrepreneurs must be skilled at
mobilizing human, financial and political resources.
 Results oriented:
Social entrepreneurs are driven to produce measurable
returns. These results transform existing realities, open up
new pathways for the marginalized and disadvantaged, and
unlock society’s potential to effect social change
social Entrepreneurship
 Social and environmental problems may be what motivate

social entrepreneurs but they don’t focus people on the
“problem.” Instead, they engage others and create
excitement around new solutions, usually in the form of a
product or service. They talk “value propositions” not
mission statements.
 Elnor Rozenrot of Innosight Ventures said in the very first
interview that 90% of successful ventures start out with the
wrong business plan. The ones that succeed, therefore,
must alter course. “It takes a combination of hardheadedness, humility, and courage to stop and say, ‘This
isn’t working’ or ‘Our assumptions were wrong,’ particularly
when your funding is contingent on carrying out a
preauthorized plan. However, the entrepreneur’s
inclination to self-correct stems from the attachment to a
goal rather than to a particular approach or plan”
 Social entrepreneurs know exactly how their solution

benefits people or the environment and they measure
their success by their impact, not by their good
intention.
 They know the difference between outputs (which
measure your effort) and outcomes (which measure
the impact of your effort). They measure outcomes so
they can know and show the real difference they’re
making.
 “There is no limit to what you can achieve if you don’t
care who gets the credit. One of the best examples is as
following
 David Kuria of Kenya, Founder of IkoToilet. Kuria built

hygienic and affordable toilets for the 1 million
slumdwellers of Kibera (a district of Nairobi, Kenya)
but found that government regulations would make it
difficult to expand his efforts. So he put the City
Council of Nairobi’s logo on all Ikotoilets he
constructed, which made people feel like the
government was responding to their needs. The
government was happy to take the credit and became
very supportive of Kuria’s Ikotoilet, lifting barriers for
expansion.
 Whereas businesses find systematic ways to generate

profit, social entrepreneurs find systematic ways to create
change. They find formulas for change (also known as
change models) that can be repeatable and scalable. This
allows them to focus on the essentials and bring change to
as many people as possible.
 They know solutions does not lead automatically to
outcome, so you need to establish and validate the change
models.
 The word “entrepreneur” comes from French, originally
meaning “to take into one’s own hands.” Excellent social
entrepreneurs, therefore, do not depend on traditional
avenues for creating social impact (e.g. government,
religious institutions) and blaze their own paths for
creating impact.
 Social entrepreneurs know social change is complex

and much more difficult than getting people to buy
your can of soda. It often requires behavior and/or
system change. To achieve that type of impact, you
need understanding, empathy and collaboration.
Social entrepreneurs succeed when they include
others in the design, production, distribution and
evaluation of their solutions.
 The vast majority of social entrepreneurs have to bootstrap

their way to success. So you don’t start with “business
plans.” You start by creatively leveraging your assets, which
include people, skills, resources, organizations and
networks. When you can demonstrate some success or
achieve impact with what you already have, you can then
convince others to help you scale.
 “one of the primary functions of the social entrepreneur is
to serve as a kind of social alchemist: to create new social
compounds; to gather people’s ideas, experiences, skills,
and resources in configurations that society is not naturally
aligned to produce”
 Small change is easy. Big change is hard. To have

meaningful impact on a problem, you need long-term
thinking. That means thinking about how solutions
can last, how ventures can sustain, and how outcomes
can scale. This is what differentiates short-term
projects from long-lasting ventures.
 Highly-successful Social entrepreneurs aren’t fueled by

a drive to become famous or build a fortune, but a
desire to restore justice in society, to address social
problems. And this motivation comes down to a clear
sense of what is right and what is wrong. This “ethical
impetus” is not only evident in the work of successful
social entrepreneurs, but also in how they live their
lives.
 Amul – Founded in 1946, Amul was established initially as

a reaction to unfair milk trade practices in India, inspiring
local and marginalized farmers to form cooperatives
independent from trade cartels. With the notable help of
Tribhuvandas Patel and Verghese Kurien, the Amul
cooperative model became so successful that it was
eventually replicated all over India in 1965.
Amul has since:
 Produced excellent value for money food products for

customers
 Created a lucrative source of income for local dairy farmers
in India
 U.K. Community Action Network (CAN)
 The Stanford Business School Social Entrepreneurship








initiative
Canadian Centre for Social Entrepreneurship
Social and Enterprise Development Innovations
(SEDI)
The Israeli Greenhouse for Social Entrepreneurship
International Institute of Social Entrepreneurship
Management (India)
Inter-American Development Bank
The Initiative on Social Enterprise – Harvard Business
School
Characteristics of a Social Entrepreneur are
 Not bound by sector norms or traditions
 Not confined by barriers that stand in the way of their
goals
 Develop new models and pioneer new approaches to
enable them to overcome obstacles
 Take innovative approaches to solve social issues
 Transform communities through strategic
partnerships
 Persons who value compassion, justice, equality,








and liberty
Innovators
Achievement oriented
Independent
Inner-directed
Tolerant of risk
Tolerant of ambiguity
“… a path breaker with a powerful idea, who combines
visionary and real world problem-solving creativity,
has a strong ethical fibre..”
“ ..combines street pragmatism with professional skills..”
“ they see opportunities where others only see empty
buildings, unemployable people and unvalued
resources”
“..Radical thinking is what makes social entrepreneurs
different from simply ‘good’ people.”
“they make markets work for people, not the other way
around, and gain strength from a wide network of
alliances”
“they can ‘boundary ride’ between the various political
rhetoric and social paradigms to enthuse all sectors of
society”
Social entrepreneurship is about
1. Develop solutions
2. Measures outcome
3. Establish change Models
4. Practice inclusion
5. Leverage the assets
6. Think long term
THANK YOU

Weitere ähnliche Inhalte

Was ist angesagt?

Social enterpreneurship ppt
Social enterpreneurship pptSocial enterpreneurship ppt
Social enterpreneurship pptDaxesh Kanani
 
Introduction to Social Entrepreneurship
Introduction to Social EntrepreneurshipIntroduction to Social Entrepreneurship
Introduction to Social EntrepreneurshipKevin dela Cruz
 
Social entrepreneurship research paper
Social entrepreneurship research paperSocial entrepreneurship research paper
Social entrepreneurship research paperBUEntrepreneurship
 
Social Entrepreneurship in India
Social Entrepreneurship in India Social Entrepreneurship in India
Social Entrepreneurship in India Anubha Rastogi
 
Lecture 6 Social Entrepreneurship
Lecture 6   Social EntrepreneurshipLecture 6   Social Entrepreneurship
Lecture 6 Social EntrepreneurshipJames Carr
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social EntrepreneurshipCarl Abugan
 
Five Stages of Social Entrepreneurship
Five Stages of Social EntrepreneurshipFive Stages of Social Entrepreneurship
Five Stages of Social EntrepreneurshipYutakaTanabe
 
Definition social entrepreneurship
Definition social entrepreneurshipDefinition social entrepreneurship
Definition social entrepreneurshipmalena_r
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social EntrepreneurshipOmar de Silva
 
Social Enterprise: Key Concepts
Social Enterprise: Key ConceptsSocial Enterprise: Key Concepts
Social Enterprise: Key ConceptsJodie Mitchell
 

Was ist angesagt? (20)

Social enterpreneurship ppt
Social enterpreneurship pptSocial enterpreneurship ppt
Social enterpreneurship ppt
 
Introduction to Social Entrepreneurship
Introduction to Social EntrepreneurshipIntroduction to Social Entrepreneurship
Introduction to Social Entrepreneurship
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social Entrepreneurship
 
Social entrepreneurship
Social  entrepreneurshipSocial  entrepreneurship
Social entrepreneurship
 
Social entrepreneurship
Social entrepreneurshipSocial entrepreneurship
Social entrepreneurship
 
Social entrepreneurship research paper
Social entrepreneurship research paperSocial entrepreneurship research paper
Social entrepreneurship research paper
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social Entrepreneurship
 
Social Entrepreneurship in India
Social Entrepreneurship in India Social Entrepreneurship in India
Social Entrepreneurship in India
 
Lecture 6 Social Entrepreneurship
Lecture 6   Social EntrepreneurshipLecture 6   Social Entrepreneurship
Lecture 6 Social Entrepreneurship
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social Entrepreneurship
 
Social entrepreneurship
Social entrepreneurshipSocial entrepreneurship
Social entrepreneurship
 
Five Stages of Social Entrepreneurship
Five Stages of Social EntrepreneurshipFive Stages of Social Entrepreneurship
Five Stages of Social Entrepreneurship
 
Basics of Social Enterprise
Basics of Social Enterprise Basics of Social Enterprise
Basics of Social Enterprise
 
Definition social entrepreneurship
Definition social entrepreneurshipDefinition social entrepreneurship
Definition social entrepreneurship
 
Marketing Plan 4 a Social Enterprise
Marketing Plan 4 a Social EnterpriseMarketing Plan 4 a Social Enterprise
Marketing Plan 4 a Social Enterprise
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social Entrepreneurship
 
Social Entrepreneurship
Social EntrepreneurshipSocial Entrepreneurship
Social Entrepreneurship
 
Social Enterprise: Key Concepts
Social Enterprise: Key ConceptsSocial Enterprise: Key Concepts
Social Enterprise: Key Concepts
 
Introduction to Social business
Introduction to Social businessIntroduction to Social business
Introduction to Social business
 
Entrepreneurship
EntrepreneurshipEntrepreneurship
Entrepreneurship
 

Andere mochten auch

Social entrepreneurship topic 1
Social entrepreneurship topic 1Social entrepreneurship topic 1
Social entrepreneurship topic 1Anis Amira
 
What is an Intrapreneur?
What is an Intrapreneur? What is an Intrapreneur?
What is an Intrapreneur? Vocoli
 
Social entrepreneurship verses Business Entrepreneurship
Social entrepreneurship verses Business EntrepreneurshipSocial entrepreneurship verses Business Entrepreneurship
Social entrepreneurship verses Business EntrepreneurshipFRANCIS BUKENYA
 
Social n economic role
Social n economic roleSocial n economic role
Social n economic roleSarath Nair
 
The role of creativity in entrepreneurship
The role of creativity in entrepreneurshipThe role of creativity in entrepreneurship
The role of creativity in entrepreneurshipHammad Hashmi
 
Presentation on Social Entrepreneurship-BrownSchool-18November2010
Presentation on Social Entrepreneurship-BrownSchool-18November2010Presentation on Social Entrepreneurship-BrownSchool-18November2010
Presentation on Social Entrepreneurship-BrownSchool-18November2010intelijazz
 
Catalyzing Innovation and Social Change through Social Entrepreneurship
Catalyzing Innovation and Social Change through Social EntrepreneurshipCatalyzing Innovation and Social Change through Social Entrepreneurship
Catalyzing Innovation and Social Change through Social EntrepreneurshipEdward Erasmus
 
Keusahawanan sosial
Keusahawanan sosialKeusahawanan sosial
Keusahawanan sosialFatin Azma
 
Opportunities for Social Entrepreneurs in Education Sector
Opportunities for Social Entrepreneurs in Education SectorOpportunities for Social Entrepreneurs in Education Sector
Opportunities for Social Entrepreneurs in Education SectorDEEPAK DODDAMANI
 
Bringing innovation, creativity and entrepreneurship education to humanities ...
Bringing innovation, creativity and entrepreneurship education to humanities ...Bringing innovation, creativity and entrepreneurship education to humanities ...
Bringing innovation, creativity and entrepreneurship education to humanities ...Social Care Ireland
 
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...
An introduction to Social Entrepreneurship   workshop presented by Stephen Ca...An introduction to Social Entrepreneurship   workshop presented by Stephen Ca...
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...Stephen Carrick-Davies
 
Social Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa Center
Social Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa CenterSocial Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa Center
Social Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa CenterVikasa International Center
 
What role does business play in society
What role does business play in societyWhat role does business play in society
What role does business play in societyCollege
 

Andere mochten auch (20)

Social entrepreneurship topic 1
Social entrepreneurship topic 1Social entrepreneurship topic 1
Social entrepreneurship topic 1
 
Intrapreneurship
Intrapreneurship Intrapreneurship
Intrapreneurship
 
Intrapreneurship
IntrapreneurshipIntrapreneurship
Intrapreneurship
 
What is an Intrapreneur?
What is an Intrapreneur? What is an Intrapreneur?
What is an Intrapreneur?
 
Social entrepreneurship
Social entrepreneurshipSocial entrepreneurship
Social entrepreneurship
 
Social entrepreneurship verses Business Entrepreneurship
Social entrepreneurship verses Business EntrepreneurshipSocial entrepreneurship verses Business Entrepreneurship
Social entrepreneurship verses Business Entrepreneurship
 
Social n economic role
Social n economic roleSocial n economic role
Social n economic role
 
Economic Development and Entrepreneurship
Economic Development and EntrepreneurshipEconomic Development and Entrepreneurship
Economic Development and Entrepreneurship
 
Entrepreneurship
EntrepreneurshipEntrepreneurship
Entrepreneurship
 
The role of creativity in entrepreneurship
The role of creativity in entrepreneurshipThe role of creativity in entrepreneurship
The role of creativity in entrepreneurship
 
Presentation on Social Entrepreneurship-BrownSchool-18November2010
Presentation on Social Entrepreneurship-BrownSchool-18November2010Presentation on Social Entrepreneurship-BrownSchool-18November2010
Presentation on Social Entrepreneurship-BrownSchool-18November2010
 
Catalyzing Innovation and Social Change through Social Entrepreneurship
Catalyzing Innovation and Social Change through Social EntrepreneurshipCatalyzing Innovation and Social Change through Social Entrepreneurship
Catalyzing Innovation and Social Change through Social Entrepreneurship
 
Keusahawanan sosial
Keusahawanan sosialKeusahawanan sosial
Keusahawanan sosial
 
Opportunities for Social Entrepreneurs in Education Sector
Opportunities for Social Entrepreneurs in Education SectorOpportunities for Social Entrepreneurs in Education Sector
Opportunities for Social Entrepreneurs in Education Sector
 
Bringing innovation, creativity and entrepreneurship education to humanities ...
Bringing innovation, creativity and entrepreneurship education to humanities ...Bringing innovation, creativity and entrepreneurship education to humanities ...
Bringing innovation, creativity and entrepreneurship education to humanities ...
 
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...
An introduction to Social Entrepreneurship   workshop presented by Stephen Ca...An introduction to Social Entrepreneurship   workshop presented by Stephen Ca...
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...
 
Social Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa Center
Social Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa CenterSocial Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa Center
Social Entrepreneurship Ideas| Social Entrepreneurship Network – Vikasa Center
 
Entrepreneurship and economic development
Entrepreneurship and economic developmentEntrepreneurship and economic development
Entrepreneurship and economic development
 
Malaysian Startup and Social Entrepreneurship Ecosystem Report 2016
Malaysian Startup and Social Entrepreneurship Ecosystem Report 2016Malaysian Startup and Social Entrepreneurship Ecosystem Report 2016
Malaysian Startup and Social Entrepreneurship Ecosystem Report 2016
 
What role does business play in society
What role does business play in societyWhat role does business play in society
What role does business play in society
 

Ähnlich wie social Entrepreneurship

Doing Good Work
Doing Good WorkDoing Good Work
Doing Good Workltorjman
 
Social entrepreneurs and social development
Social entrepreneurs and social developmentSocial entrepreneurs and social development
Social entrepreneurs and social developmentTapasya123
 
Social Enterpreneurships and Social Development
Social Enterpreneurships and Social DevelopmentSocial Enterpreneurships and Social Development
Social Enterpreneurships and Social Developmentprofessionalpanorama
 
What is a social entrepreneurship
What is a social entrepreneurshipWhat is a social entrepreneurship
What is a social entrepreneurshipDavid Suchanek
 
Module 5 social enterprise - a key integration and progression tool
Module 5   social enterprise - a key integration and progression toolModule 5   social enterprise - a key integration and progression tool
Module 5 social enterprise - a key integration and progression toolcaniceconsulting
 
Module 5 social enterprise - a key integration and progression tool
Module 5   social enterprise - a key integration and progression toolModule 5   social enterprise - a key integration and progression tool
Module 5 social enterprise - a key integration and progression toolcaniceconsulting
 
More than Simply "Doing Good" A Definition of 'Changemaker'
More than Simply "Doing Good" A Definition of 'Changemaker'More than Simply "Doing Good" A Definition of 'Changemaker'
More than Simply "Doing Good" A Definition of 'Changemaker'Stephen Maud
 
A conceptual study of social entrepreneurship
A conceptual study of social entrepreneurshipA conceptual study of social entrepreneurship
A conceptual study of social entrepreneurshipdeshwal852
 
Building Social Business By Muhammad Yunus
Building Social Business By Muhammad YunusBuilding Social Business By Muhammad Yunus
Building Social Business By Muhammad YunusLiz Hernandez
 
The social community
The social communityThe social community
The social communityRobin Low
 
Chapter 2. Social Entrepreneurship.pptx
Chapter 2. Social Entrepreneurship.pptxChapter 2. Social Entrepreneurship.pptx
Chapter 2. Social Entrepreneurship.pptxsitiamaliya2
 
presentation2-161106094644.pptx
presentation2-161106094644.pptxpresentation2-161106094644.pptx
presentation2-161106094644.pptxVaishnaviKamble21
 
social entrepreneurship.pptx
social entrepreneurship.pptxsocial entrepreneurship.pptx
social entrepreneurship.pptxHaripriyaJ17
 
Chapter 2 Social Entrepreneurship.pptx
Chapter 2 Social Entrepreneurship.pptxChapter 2 Social Entrepreneurship.pptx
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
 
Africa nazarene presentation
Africa nazarene presentationAfrica nazarene presentation
Africa nazarene presentationPaul Kanyi
 

Ähnlich wie social Entrepreneurship (20)

Doing Good Work
Doing Good WorkDoing Good Work
Doing Good Work
 
Social entrepreneurs and social development
Social entrepreneurs and social developmentSocial entrepreneurs and social development
Social entrepreneurs and social development
 
Social Enterpreneurships and Social Development
Social Enterpreneurships and Social DevelopmentSocial Enterpreneurships and Social Development
Social Enterpreneurships and Social Development
 
What is a social entrepreneurship
What is a social entrepreneurshipWhat is a social entrepreneurship
What is a social entrepreneurship
 
Module 5 social enterprise - a key integration and progression tool
Module 5   social enterprise - a key integration and progression toolModule 5   social enterprise - a key integration and progression tool
Module 5 social enterprise - a key integration and progression tool
 
social entrepreneurshil
social entrepreneurshilsocial entrepreneurshil
social entrepreneurshil
 
Module 5 social enterprise - a key integration and progression tool
Module 5   social enterprise - a key integration and progression toolModule 5   social enterprise - a key integration and progression tool
Module 5 social enterprise - a key integration and progression tool
 
More than Simply "Doing Good" A Definition of 'Changemaker'
More than Simply "Doing Good" A Definition of 'Changemaker'More than Simply "Doing Good" A Definition of 'Changemaker'
More than Simply "Doing Good" A Definition of 'Changemaker'
 
Presentation2
Presentation2Presentation2
Presentation2
 
A conceptual study of social entrepreneurship
A conceptual study of social entrepreneurshipA conceptual study of social entrepreneurship
A conceptual study of social entrepreneurship
 
Building Social Business By Muhammad Yunus
Building Social Business By Muhammad YunusBuilding Social Business By Muhammad Yunus
Building Social Business By Muhammad Yunus
 
Social entrepreneurship
Social entrepreneurshipSocial entrepreneurship
Social entrepreneurship
 
The social community
The social communityThe social community
The social community
 
Chapter 2. Social Entrepreneurship.pptx
Chapter 2. Social Entrepreneurship.pptxChapter 2. Social Entrepreneurship.pptx
Chapter 2. Social Entrepreneurship.pptx
 
presentation2-161106094644.pptx
presentation2-161106094644.pptxpresentation2-161106094644.pptx
presentation2-161106094644.pptx
 
social entrepreneurship.pptx
social entrepreneurship.pptxsocial entrepreneurship.pptx
social entrepreneurship.pptx
 
Chapter 2 Social Entrepreneurship.pptx
Chapter 2 Social Entrepreneurship.pptxChapter 2 Social Entrepreneurship.pptx
Chapter 2 Social Entrepreneurship.pptx
 
Social entrepreneurship
Social entrepreneurshipSocial entrepreneurship
Social entrepreneurship
 
ENTERPRENEURSHIP
ENTERPRENEURSHIPENTERPRENEURSHIP
ENTERPRENEURSHIP
 
Africa nazarene presentation
Africa nazarene presentationAfrica nazarene presentation
Africa nazarene presentation
 

Mehr von Sunny Gandhi

Offensive defensive strategy, key success factor, strategic group mapping
Offensive defensive strategy, key success factor, strategic group mappingOffensive defensive strategy, key success factor, strategic group mapping
Offensive defensive strategy, key success factor, strategic group mappingSunny Gandhi
 
Export of readymade garment from surat
Export of readymade garment from suratExport of readymade garment from surat
Export of readymade garment from suratSunny Gandhi
 
to measure the Impact of sales promotion on personal care products vs consume...
to measure the Impact of sales promotion on personal care products vs consume...to measure the Impact of sales promotion on personal care products vs consume...
to measure the Impact of sales promotion on personal care products vs consume...Sunny Gandhi
 
The dish end pvt ltd- a industrial dispute case
The dish end pvt ltd- a industrial dispute caseThe dish end pvt ltd- a industrial dispute case
The dish end pvt ltd- a industrial dispute caseSunny Gandhi
 
incentives to SSI( small sector industry) and MSME
incentives to SSI( small sector industry) and MSMEincentives to SSI( small sector industry) and MSME
incentives to SSI( small sector industry) and MSMESunny Gandhi
 
CASE STUDY ON DABBAWALA SYSTEM OF MUMBAI
CASE STUDY ON DABBAWALA SYSTEM OF MUMBAICASE STUDY ON DABBAWALA SYSTEM OF MUMBAI
CASE STUDY ON DABBAWALA SYSTEM OF MUMBAISunny Gandhi
 
data mining and data warehousing
data mining and data warehousingdata mining and data warehousing
data mining and data warehousingSunny Gandhi
 
cadbury vs nestle, a marketing project
cadbury vs nestle, a marketing projectcadbury vs nestle, a marketing project
cadbury vs nestle, a marketing projectSunny Gandhi
 
how to convey bad news
how to convey bad newshow to convey bad news
how to convey bad newsSunny Gandhi
 
leadership Qualities of narayan murthy
leadership Qualities of narayan murthyleadership Qualities of narayan murthy
leadership Qualities of narayan murthySunny Gandhi
 
Demand forecasting by time series analysis
Demand forecasting by time series analysisDemand forecasting by time series analysis
Demand forecasting by time series analysisSunny Gandhi
 
how to conduct effective meetings by Sani Gandhi
how to conduct effective meetings by Sani Gandhihow to conduct effective meetings by Sani Gandhi
how to conduct effective meetings by Sani GandhiSunny Gandhi
 
a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...
a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...
a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...Sunny Gandhi
 
A project report on consumer perception towards GSRTC (st gujarat)
A project report on consumer perception towards GSRTC (st gujarat)A project report on consumer perception towards GSRTC (st gujarat)
A project report on consumer perception towards GSRTC (st gujarat)Sunny Gandhi
 
JAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENT
JAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENTJAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENT
JAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENTSunny Gandhi
 
4p's of marketing of Horlicks- A marketing management project
4p's of marketing of Horlicks- A marketing management project4p's of marketing of Horlicks- A marketing management project
4p's of marketing of Horlicks- A marketing management projectSunny Gandhi
 
SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...
SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...
SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...Sunny Gandhi
 

Mehr von Sunny Gandhi (20)

Offensive defensive strategy, key success factor, strategic group mapping
Offensive defensive strategy, key success factor, strategic group mappingOffensive defensive strategy, key success factor, strategic group mapping
Offensive defensive strategy, key success factor, strategic group mapping
 
Export of readymade garment from surat
Export of readymade garment from suratExport of readymade garment from surat
Export of readymade garment from surat
 
to measure the Impact of sales promotion on personal care products vs consume...
to measure the Impact of sales promotion on personal care products vs consume...to measure the Impact of sales promotion on personal care products vs consume...
to measure the Impact of sales promotion on personal care products vs consume...
 
Apka chotu
Apka chotuApka chotu
Apka chotu
 
Whitelabel atm
Whitelabel atmWhitelabel atm
Whitelabel atm
 
The dish end pvt ltd- a industrial dispute case
The dish end pvt ltd- a industrial dispute caseThe dish end pvt ltd- a industrial dispute case
The dish end pvt ltd- a industrial dispute case
 
incentives to SSI( small sector industry) and MSME
incentives to SSI( small sector industry) and MSMEincentives to SSI( small sector industry) and MSME
incentives to SSI( small sector industry) and MSME
 
CASE STUDY ON DABBAWALA SYSTEM OF MUMBAI
CASE STUDY ON DABBAWALA SYSTEM OF MUMBAICASE STUDY ON DABBAWALA SYSTEM OF MUMBAI
CASE STUDY ON DABBAWALA SYSTEM OF MUMBAI
 
data mining and data warehousing
data mining and data warehousingdata mining and data warehousing
data mining and data warehousing
 
cadbury vs nestle, a marketing project
cadbury vs nestle, a marketing projectcadbury vs nestle, a marketing project
cadbury vs nestle, a marketing project
 
how to convey bad news
how to convey bad newshow to convey bad news
how to convey bad news
 
leadership Qualities of narayan murthy
leadership Qualities of narayan murthyleadership Qualities of narayan murthy
leadership Qualities of narayan murthy
 
Demand forecasting by time series analysis
Demand forecasting by time series analysisDemand forecasting by time series analysis
Demand forecasting by time series analysis
 
cash flow
cash flow cash flow
cash flow
 
how to conduct effective meetings by Sani Gandhi
how to conduct effective meetings by Sani Gandhihow to conduct effective meetings by Sani Gandhi
how to conduct effective meetings by Sani Gandhi
 
a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...
a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...
a Questionnaire on gsrtc,( consumer perception towards GSRTC of people of sac...
 
A project report on consumer perception towards GSRTC (st gujarat)
A project report on consumer perception towards GSRTC (st gujarat)A project report on consumer perception towards GSRTC (st gujarat)
A project report on consumer perception towards GSRTC (st gujarat)
 
JAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENT
JAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENTJAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENT
JAPANESE CONTRIBUTION TO PRODUCTION (OPERATION) MANAGEMENT
 
4p's of marketing of Horlicks- A marketing management project
4p's of marketing of Horlicks- A marketing management project4p's of marketing of Horlicks- A marketing management project
4p's of marketing of Horlicks- A marketing management project
 
SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...
SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...
SERVICE DIFFERNTIATING OF LIC AND BAJAJ ALLIANZ - a comparision on 7p's of se...
 

Kürzlich hochgeladen

Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 

Kürzlich hochgeladen (20)

Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 

social Entrepreneurship

  • 2.  Social entrepreneurship is the activity of establishing new business ventures to achieve social change. The business utilises creativity and innovation to bring social, financial, service, educational or other community benefits.  Social enterprises are not charities or welfare agencies. They are private businesses established by entrepreneurs with an emphasis on human values rather than just profit. These businesses focus on working with and enhancing the social capital within the community by encouraging participation, inclusion and utilising a bottom-up approach to achieve social change.
  • 3. Three core elements: I. Created to provide benefits for a community. II. Creates opportunities so people can help themselves as well as others. III. Utilises sound commercial business practices to ensure its sustainability i.e. the business will naturally uphold and encourage environmental sustainability as well as ethical considerations.
  • 4.  Ambitious: Social entrepreneurs tackle major social issues, from increasing the college enrollment rate of lowincome students to fighting poverty. They operate in all kinds of organizations: innovative nonprofits, social-purpose ventures, and hybrid organizations that mix elements of nonprofit and for-profit organizations.  Mission driven: Generating social value —not wealth—is the central criterion of a successful social entrepreneur. While wealth creation may be part of the process, it is not an end in itself. Promoting systemic social change is the real objective.
  • 5.  Strategic: Like business entrepreneurs, social entrepreneurs see and act upon what others miss: opportunities to improve systems, create solutions and invent new approaches that create social value. And like the best business entrepreneurs, social entrepreneurs are intensely focused and hard-driving in their pursuit of a social vision.  Resourceful: Because social entrepreneurs operate within a social context rather than the business world, they have limited access to capital and traditional market support systems. As a result, social entrepreneurs must be skilled at mobilizing human, financial and political resources.  Results oriented: Social entrepreneurs are driven to produce measurable returns. These results transform existing realities, open up new pathways for the marginalized and disadvantaged, and unlock society’s potential to effect social change
  • 7.  Social and environmental problems may be what motivate social entrepreneurs but they don’t focus people on the “problem.” Instead, they engage others and create excitement around new solutions, usually in the form of a product or service. They talk “value propositions” not mission statements.  Elnor Rozenrot of Innosight Ventures said in the very first interview that 90% of successful ventures start out with the wrong business plan. The ones that succeed, therefore, must alter course. “It takes a combination of hardheadedness, humility, and courage to stop and say, ‘This isn’t working’ or ‘Our assumptions were wrong,’ particularly when your funding is contingent on carrying out a preauthorized plan. However, the entrepreneur’s inclination to self-correct stems from the attachment to a goal rather than to a particular approach or plan”
  • 8.  Social entrepreneurs know exactly how their solution benefits people or the environment and they measure their success by their impact, not by their good intention.  They know the difference between outputs (which measure your effort) and outcomes (which measure the impact of your effort). They measure outcomes so they can know and show the real difference they’re making.  “There is no limit to what you can achieve if you don’t care who gets the credit. One of the best examples is as following
  • 9.  David Kuria of Kenya, Founder of IkoToilet. Kuria built hygienic and affordable toilets for the 1 million slumdwellers of Kibera (a district of Nairobi, Kenya) but found that government regulations would make it difficult to expand his efforts. So he put the City Council of Nairobi’s logo on all Ikotoilets he constructed, which made people feel like the government was responding to their needs. The government was happy to take the credit and became very supportive of Kuria’s Ikotoilet, lifting barriers for expansion.
  • 10.  Whereas businesses find systematic ways to generate profit, social entrepreneurs find systematic ways to create change. They find formulas for change (also known as change models) that can be repeatable and scalable. This allows them to focus on the essentials and bring change to as many people as possible.  They know solutions does not lead automatically to outcome, so you need to establish and validate the change models.  The word “entrepreneur” comes from French, originally meaning “to take into one’s own hands.” Excellent social entrepreneurs, therefore, do not depend on traditional avenues for creating social impact (e.g. government, religious institutions) and blaze their own paths for creating impact.
  • 11.  Social entrepreneurs know social change is complex and much more difficult than getting people to buy your can of soda. It often requires behavior and/or system change. To achieve that type of impact, you need understanding, empathy and collaboration. Social entrepreneurs succeed when they include others in the design, production, distribution and evaluation of their solutions.
  • 12.  The vast majority of social entrepreneurs have to bootstrap their way to success. So you don’t start with “business plans.” You start by creatively leveraging your assets, which include people, skills, resources, organizations and networks. When you can demonstrate some success or achieve impact with what you already have, you can then convince others to help you scale.  “one of the primary functions of the social entrepreneur is to serve as a kind of social alchemist: to create new social compounds; to gather people’s ideas, experiences, skills, and resources in configurations that society is not naturally aligned to produce”
  • 13.  Small change is easy. Big change is hard. To have meaningful impact on a problem, you need long-term thinking. That means thinking about how solutions can last, how ventures can sustain, and how outcomes can scale. This is what differentiates short-term projects from long-lasting ventures.
  • 14.  Highly-successful Social entrepreneurs aren’t fueled by a drive to become famous or build a fortune, but a desire to restore justice in society, to address social problems. And this motivation comes down to a clear sense of what is right and what is wrong. This “ethical impetus” is not only evident in the work of successful social entrepreneurs, but also in how they live their lives.
  • 15.  Amul – Founded in 1946, Amul was established initially as a reaction to unfair milk trade practices in India, inspiring local and marginalized farmers to form cooperatives independent from trade cartels. With the notable help of Tribhuvandas Patel and Verghese Kurien, the Amul cooperative model became so successful that it was eventually replicated all over India in 1965. Amul has since:  Produced excellent value for money food products for customers  Created a lucrative source of income for local dairy farmers in India
  • 16.  U.K. Community Action Network (CAN)  The Stanford Business School Social Entrepreneurship       initiative Canadian Centre for Social Entrepreneurship Social and Enterprise Development Innovations (SEDI) The Israeli Greenhouse for Social Entrepreneurship International Institute of Social Entrepreneurship Management (India) Inter-American Development Bank The Initiative on Social Enterprise – Harvard Business School
  • 17. Characteristics of a Social Entrepreneur are  Not bound by sector norms or traditions  Not confined by barriers that stand in the way of their goals  Develop new models and pioneer new approaches to enable them to overcome obstacles  Take innovative approaches to solve social issues  Transform communities through strategic partnerships
  • 18.  Persons who value compassion, justice, equality,       and liberty Innovators Achievement oriented Independent Inner-directed Tolerant of risk Tolerant of ambiguity
  • 19. “… a path breaker with a powerful idea, who combines visionary and real world problem-solving creativity, has a strong ethical fibre..” “ ..combines street pragmatism with professional skills..” “ they see opportunities where others only see empty buildings, unemployable people and unvalued resources” “..Radical thinking is what makes social entrepreneurs different from simply ‘good’ people.” “they make markets work for people, not the other way around, and gain strength from a wide network of alliances” “they can ‘boundary ride’ between the various political rhetoric and social paradigms to enthuse all sectors of society”
  • 20. Social entrepreneurship is about 1. Develop solutions 2. Measures outcome 3. Establish change Models 4. Practice inclusion 5. Leverage the assets 6. Think long term