In this presentation, given to attendees of the International Strategic Technology Alliance, I spoke about the opportunity of tech focused social enterprises in China.

1. What is a Social Enterprise?

2. Non-Profit Social Enterprise
product/ service
revenue model Core Characteristics:
• Exist because an issue of society, environment, or
economy exists
• Primary stakeholders include founders, Donors, and
Profit Social
Impact beneficiaries, and government agencies
• Secondary stakeholders are media
• Has non-for-profit business model
• CAN make a profit, but cannot distribute.
Event/ grant/ • Any profits must plowback into organization
fundraising
revenue model
• Founders / Investors CANNOT take dividends
• All assets are societies, and cannot be re-
distributed
Examples:
• China Red Cross , Poverty Alleviation Foundation,
YMCA, HandsOn Shanghai, Huadan, Sunrise
Library, 1KG

3. For Profit Social Enterprise?
product/ service
revenue model Core Characteristics:
• Exist because an issue of society, environment, or
economy exists
• Primary stakeholders include founders, investors,
Profit Social
Impact clients and society
• Clients may be society
• Secondary stakeholders are partners, government
agencies, and media
Event/ grant/ • Has a for profit business model
fundraising
revenue model • High percentage of profits are traditionally plowed
back into organization
• Founders / Investors CAN take dividends
Examples:
• Shokay, Wobabybasics, Greenovate, Carbon Seal,
Ecodesign fair, Qiangxiu

4. Enterprise With A Conscience
product/ service
revenue model Core Characteristics:
• Exist because a market opportunity exists
• Primary stakeholders include founders, investors,
and clients
Profit Social
Impact • Secondary stakeholders are partners, government
agencies, and media
• Has a for profit business model
• Profits and assets can be distributed
Event/ grant/
fundraising
• Firm must create profits to sustain itself
revenue model • Legal and accounting regulations are clear
• Tax benefit only enjoyed through external
donations
Examples:
• Bambu Home, Shanghai Organics, Naked Retreat,

5. What is a Social Enterprise?

6. Social Entrepreneurship in China
• Still VERY early days for social entrepreneurship in China
•Low public awareness
•Lacking clarity of definitions and models
•No regulatory / tax support
•Maturity of services very low
• BUT.. Passion is HIGH!.. And growing
•University team competitions see active participation
•Foundation/ Corporate competitions are increasing
•Increased attention by media

7. Social Entrepreneurship in China
Who are China’s Social Entrepreneurs?
• Young Entrepreneurs • Mid-career Professionals
• 20 – 25 Years old • 35 – 50 Years old
• Fresh graduates with 2 years of work • Significant work experience
experience • Searching for way to give back to
• Highly passionate / Lacking the world
management skills • Plans will often be thought out,
• Seeking to “save the world” and often supported financially for
• Plans are often fluid, with very difficult a “safe” period
startup period

8. Opportunity for Social
Enterprises in China

9. SE Opportunities
What are the models that have succeeded?
Health / Wellness Organic Farm Elderly care Cleantech
Education Children’s products Green products Environment

10. Health & Wellness
Problems of health and wellness:
1. Lifestyles growing more sedimentary
2. Food Quality issues
3. Stress
4. Pollution
Target markets:
• Luxury market - ecotravel, organic clothing, and retreats
• Middle class – Elderly centre, organic foods and fat camps
• BOP market – HIV/ Aids Training, nutritional biscuits and
affordable eye care for rural students

11. Environment
China’s economic growth has a cost to the environment
•Water pollution – more than 95% of China’s water is not drinkable
•Air Pollution – 16 of the world’s 20 cities with the worst air are in China
•Carbon emissions – China is now #1 emitter of carbon dioxide
Target markets:
• In home water treatment / air purification
• Organic foods
• Overseas real estate

12. Elderly
35.0% % of Population Over 60 Years Old in China
31.1%
• In 2010, 21% of Shanghai’s 18 million full
30.0%
23.4%
26.4%
27.5%
28.7%
time residents were over the age of 60
25.0%
20.0% 16.7%
19.6%
• Multiple districts have more then 25%
14.8%
15.0% 12.3%
10.0% 10.8%
10.0%
5.0%
• By 2050, China will have more than 440
0.0% million people older than 60, 31% of the
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
population
Target markets:
• Luxury market – Full service retirement facility, organic foods, travel, & lifestyle
• Middle class – Elderly centre, family services, clubs & activities
• BOP market – Affordable healthcare

13. Migration / Urbanization
Over 400m people have moved to city in last 20 years, & another 400m will move
• When moving from rural parts of China, to urban, traditional communities are being lost.
• Migrant children need to be educated
• Migrants experience discrimination and locked out of economies/ services
Potential opportunities for Social Enterprise:
1. Provide a product or service that helps migrants integrate into new setting or help maintain ties to old
2. Offer critical services (healthcare, education, & finance) to migrants outside the system
3. Development of new products targeted towards this improving quality of life for group

14. Technology and Social
Enterprise in China

15. To ensure that the service gap can be filled, the
solution must possess the following traits:
1. Enable Improved Quality of Services
2. Build Capacity within Local Community Workers
3. Increase Resource Efficiency
4. Be Scalable

16. Leveraging Infrastructure
With existing physical infrastructure built, and staff who already understand the local
needs, and are already trusted within the communities they serve, street committees
and elderly care facilities will be our primary channel partners
• Street Committee:
Already charged with overseeing the social conditions of its residents, and begin providing
services to elderly (and other needy) in the area, partnering with, and training, street
committee employees will be critical to the success of the platform
• Elderly Care Facilities
Leveraged by the city to provide services to the location community (medical treatment
and meals on wheels), and knowing that these centers have the highest trained staff in
the industry, we will partner with these facilities to help support our rollout, training, and
implementation

17. Building Capacity
Understanding and addressing the human capacity gap that exists within the
community service arena, this product would overcome inconsistencies by:
• Increasing Quality of Workers:
As users of the tablet, community workers will receive training in using the technology,
but in areas of community building and management necessary to fully maximize the
power of the tablet, that would otherwise be unavailable to them.
• Improving Reach of service
With the tablet, community workers will be able to reduce the amount of time it takes to
reach site (route planning) as well as the time it takes on site (simple menu entry) so that
more visits per day can be achieved
• Increasing Service Quality & Impact:
Through a single visit, community workers would be able to assess the mental/ physical
state of clients, allow clients to order services (meals, cleaning, etc) in real time, and put
in work orders for other services (maintenance) as needed in a single visit

18. Increase Resource Efficiency
Leveraging the data management functions of the Community Tablet , community
managers will be able to better allocate the resources that they have, and thus
remove inefficiencies that would otherwise reduce their ability to manage tasks and
deliver a quality level of service
• Resource Allocation
Leveraging the tablet, and the features of the software, community organizations will be
able to train and assign staff in a new, more efficient manner. Both before and after the
visit
• Knowledge gathering:
Using the tablet, gathering and reporting critical knowledge to community managers will
be greatly improved through the user menu systems, information sharing capabilities, and
task assignment
• Worker Data Management:
With the tablet, and the supporting databases, workers will be able to better access and
manage data on site (access to historical records) and allocate information to relevant
departments (social workers, meal providers, etc) to ensure follow up

19. Be Scalable
As an integrated product, with a laser like focus, scalability from a single district
across China’s provinces will come exponentially, but without the inefficient
processes of a similar brick and mortar application
• Investments in server capacity
• Local partnership acquisition and training
• Natural Integration and extension of services

20. 联系方式
Richard Brubaker
创始人和执行董事
rich@collectiveresponsibility.org