3. Very Simple Questions
• Non-Government and Non-Profit
organization are negative terms
in nature, and tells us only what
these organizations are not.
These organizations do
something very different from
either business or government.
• These organizations “product”
is neither a pair of shoes nor an
effective regulation. Its
“product” is a changed human
being.
2
4. Very Simple Questions
These organization are human-change
agents, their “product” is: a cured patient, a
child that learns, a young man or women
grown into a self-respecting adult, a
volunteer who contributes his time and
efforts, a donor that contributes donations,
an employee who loves being there and
serving; a changed human life altogether.
3
5. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
4
6. What is Social Enterprise ?
An enterprise that has social
impact as a principal component
of its activity
Non-Profit
For-Profit
Public Sector
Because of this social mission, it
is an enterprise different than a
conventional commercial entity
5
7. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
6
8. Profile of Social Entrepreneurs (1) :
Dr. Mohammad Yunus
For-Profit
• He is a Bangladeshi banker and
economist. He previously was a
professor of economics and is
famous for his successful
application of microcredit -
Grameen Bank
• Grameen Bank is a microfinance
organization and community
development bank started in
Bangladesh that makes small loans
for the poor people who have skills
that are under-utilized
• In 2006, Yunus and the bank were
jointly awarded the Nobel Peace
Prize
7
9. Profile of Social Entrepreneurs (2) :
Jeremy Hockenstein
For-Profit
• He is the founder and Chief
Executive Officer of Digital Divide
Data (DDD), before that Jeremy
was a strategy consultant at
McKinsey and Company, he holds
MBA from the Massachusetts
Institute of Technology
• (DDD) Delivers highly accurate
data-entry and digitization
services for customers while
maintaining a mission to employ
underprivileged youth and
facilitate their human development
through providing fair wages,
health care, education, and career
advancement opportunities
8
10. Profile of Social Entrepreneurs (3):
Dr. Victoria Hale
Non-Profit
• She is the founder of The Institute
for OneWorld Health, she holds
Ph.D. in Pharmaceutical Chemistry
from the University of California,
San Francisco (UCSF). She works
also as an advisor to the World
Health Organization (WHO)
• The Institute for OneWorld Health is
a nonprofit pharmaceutical
company develops safe, effective,
and affordable new medicines for
people with infectious diseases in
the developing countries
9
11. Profile of Social Entrepreneurs (4):
Zedny Team
Non-Profit
• They design and implement
intensive, comprehensive training
programs for the youth.
• The training is delivered by
professional trainers, at very
competitive prices that would help
equip them with the skills needed to
face the current global challenges
10
12. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
11
15. Social Return V.S. Economic Return
Social and/or Environmental Return
Social Enterprises walk a tightrope in
trying to balance the generation of Purely philanthropic enterprises
both social/environmental and
economic returns
To remain effective and sustainable
at the same time.
The balance between economic and
social/environmental return are
choices base on each enterprise’s Purely commercial
preference. enterprises
Economic Return
14
16. Your Strategic Choices (2) – Offering
Service Oriented
OR
Product Oriented
OR
Hybrid Enterprise
15
17. Product…Service…Hybrid
Ebannok.com Digital Divide Data (DDD)
Provides an e-commerce Delivers highly accurate data-
platform to sell the entry and digitization services
handicrafts produced in rural for customers while
communities maintaining a mission to
employ underprivileged youth
Hybrid
Enterprise
TRN
Its work involves preserving indigenous
agricultural knowledge in Thailand,
combining it with global best practices to
deliver appropriate knowledge and best
solutions using ICTs to rural communities
16
18. Your Strategic Choices (3) – Human Capital
Orientation
Volunteers Based
OR
Employees Based
17
24. Your Strategic Choices (6) – Working Sector
Culture
OR
Economic Development
OR
Education
OR
Public Health
OR
Poverty & Hunger
OR
Environment
OR
23 Hybrid
32. Putting All Together – Social Enterprise Puzzle (9 pieces)
Return Structure
Human Capital
Offering Orientation
Financing Options
Working
Value Chain Sector
Positioning
Beneficiaries Involvement
Segmentation Growth Type
Model
31
33. Remember !!
These organization are human-change
agents, their “product” is: a cured patient,
a child that learns, a young man or women
grown into a self-respecting adult, a
volunteer who contributes his time and
efforts, a donor that contributes donations,
an employee who loves being there and
serving; a changed human life altogether.
32
34. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
33
35. Social Enterprise (SE) Planning V.S.
Commercial Enterprise (CE) Planning
SE Business Planning CE Business Planning
The Problems/Opportunity The Problems/Opportunity
Mission, Vision, Values Vision, Mission, Values
Theory of Change ---
The Solution The Solution
Social Impact ---
Competition Analysis - Partnership Competition Analysis
Social Marketing Marketing
Team & HR Plan Team & HR Plan
Financial Plan & Fundraising Financial Plan
Impact Monitoring & Evaluation Impact Monitoring & Evaluation
34
36. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
35
37. The Problems/Opportunity (2)
• What cause the problem?
Develop a logical argument on the
causes that create the problem
situation.
• Why is it important, what is the
scale?
Give clear explanation why the
problem matter. What damage would
it do, what good will it prevent, what
opportunity it brings? How big is the
problem and opportunity?
36
38. The Problems/Opportunity (1)
• What is the problem?
Develop the problem statement that by providing context, problem
situation (initial) and desired situation (goal).
37
39. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
38
40. Mission, Vision, Values
• Social Enterprise Mission, is the
most critical element in Social
planning.
• The mission would give you a
sense of purpose or the reason
why your social enterprise exist.
• Why are we together?
• Why we wake up every morning?
39
41. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
40
42. Theory of Change
• Theory of Change is a way of • The basic format of any theory
thinking about how the of change can be express as…
outcomes of your activities
lead ultimately to your desired To make desirable CHANGE
social impact happen, Condition1,
Condition2, Condition(n)
• For example: must be met.
• If rural communities can sell
Or
their local handicraft produce
through an online e-commerce
If Condition1, Condition2,
platform, there will be economic
Condition(n) are met, then,
development in rural
the desirable CHANGE will
communities
happen.
41
43. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
42
44. The Solution
• What is your solution (products
or services)?
• Who are your customers?
• How is ICTs a critical and integral
component to your solution?
Check www.kiva.org
43
45. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
44
46. Social Impact
• What is your ultimate desired
social change?
• What are outcomes derived
from your planned activities?
1 2 3 4 5
Inputs Activities Outputs Outcomes Social Impact
45
47. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
46
48. Competition Analysis
• Who else are solving the
problems?
• Who are your Competitors /
Substitutes / Compliment Bodies
/ Partners?
• What can do you better or
different from them?
47
49. Partnership
• As no one can be the best at
everything, partners are needed in
order to maximize your social
impact
• Partners are people and
organizations that care about your
mission. They might be in the field
longer than you, they might have
competency that you can’t match
• What is important is to identify and
learn how to work together in order
to achieve synergy (1+1=11)
48
50. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
49
51. Social Marketing
• Any enterprise’s ultimate clients
that are critical to their survival
fall into two groups.
• Two different types of marketing
campaigns have to be designed
to satisfy the donors and to obtain
the attention of the target groups.
• Both groups have to be told
clearly of what they can expect
from your social enterprise.
50
52. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
51
53. Team & HR Plan
• What is your human resource
requirement?
• What is your advisory and
mentorship needs?
• Who are your core team?
• Self-Motivation is the Key
• Leadership is the basic
ingredient
52
54. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
53
55. Financial Plan & Fund Raising
Sponsorship
Revenues
Revenue
Sources
Donations
Membership
Fees
54
56. Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity • Competition Analysis - Partnership
• Mission, Vision, Values • Social Marketing
• Theory of Change • Team & HR Plan
• The Solution • Financial Plan & Fundraising
• Social Impact • Impact Monitoring & Evaluation
55
57. Impact Monitoring & Evaluation
• An evaluative logical model (LM) allows you to link your inputs,
outputs, activities, outcomes and goals together. For evaluation
purposes, the most important basic task is to be able to logically link
your activities, outputs, short-term outcomes, intermediate outcomes
and final goal together
Evaluative Logical Model Sample
56
