What is a Social Enterprise?
Non-Profit Social Enterprise         product/ service          revenue model              Core Characteristics:           ...
For Profit Social Enterprise?         product/ service          revenue model               Core Characteristics:         ...
Enterprise With A Conscience         product/ service          revenue model              Core Characteristics:           ...
What is a Social Enterprise?
Social Entrepreneurship in China• Still VERY early days for social entrepreneurship in China  •Low public awareness  •Lack...
Social Entrepreneurship in ChinaWho are China’s Social Entrepreneurs? • Young Entrepreneurs                            • M...
Opportunity for Social Enterprises in China
SE OpportunitiesWhat are the models that have succeeded? Health / Wellness     Organic Farm         Elderly care     Clean...
Health & WellnessProblems of health and wellness:1. Lifestyles growing more sedimentary2. Food Quality issues3. Stress4. P...
EnvironmentChina’s economic growth has a cost to the environment•Water pollution – more than 95% of China’s water is not d...
Elderly35.0%                   % of Population Over 60 Years Old in China                                                 ...
Migration / UrbanizationOver 400m people have moved to city in last 20 years, & another 400m will move• When moving from r...
Technology and Social  Enterprise in China
To ensure that the service gap can be filled, thesolution must possess the following traits:   1. Enable Improved Quality ...
Leveraging InfrastructureWith existing physical infrastructure built, and staff who already understand the localneeds, and...
Building CapacityUnderstanding and addressing the human capacity gap that exists within thecommunity service arena, this p...
Increase Resource EfficiencyLeveraging the data management functions of the Community Tablet , communitymanagers will be a...
Be ScalableAs an integrated product, with a laser like focus, scalability from a single districtacross China’s provinces w...
联系方式Richard Brubaker创始人和执行董事rich@collectiveresponsibility.org
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Technology and Social Entrepreneurship

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

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Technology and Social Entrepreneurship

  1. 1. What is a Social Enterprise?
  2. 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, andProfit 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. 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. 4. Enterprise With A Conscience product/ service revenue model Core Characteristics: • Exist because a market opportunity exists • Primary stakeholders include founders, investors, and clientsProfit 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. 5. What is a Social Enterprise?
  6. 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. 7. Social Entrepreneurship in ChinaWho 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. 8. Opportunity for Social Enterprises in China
  9. 9. SE OpportunitiesWhat are the models that have succeeded? Health / Wellness Organic Farm Elderly care Cleantech Education Children’s products Green products Environment
  10. 10. Health & WellnessProblems of health and wellness:1. Lifestyles growing more sedimentary2. Food Quality issues3. Stress4. PollutionTarget 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. 11. EnvironmentChina’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 dioxideTarget markets:• In home water treatment / air purification• Organic foods• Overseas real estate
  12. 12. Elderly35.0% % of Population Over 60 Years Old in China 31.1% • In 2010, 21% of Shanghai’s 18 million full30.0% 23.4% 26.4% 27.5% 28.7% time residents were over the age of 6025.0%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. 13. Migration / UrbanizationOver 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/ servicesPotential opportunities for Social Enterprise:1. Provide a product or service that helps migrants integrate into new setting or help maintain ties to old2. Offer critical services (healthcare, education, & finance) to migrants outside the system3. Development of new products targeted towards this improving quality of life for group
  14. 14. Technology and Social Enterprise in China
  15. 15. To ensure that the service gap can be filled, thesolution 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. 16. Leveraging InfrastructureWith existing physical infrastructure built, and staff who already understand the localneeds, and are already trusted within the communities they serve, street committeesand 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. 17. Building CapacityUnderstanding and addressing the human capacity gap that exists within thecommunity 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. 18. Increase Resource EfficiencyLeveraging the data management functions of the Community Tablet , communitymanagers will be able to better allocate the resources that they have, and thusremove inefficiencies that would otherwise reduce their ability to manage tasks anddeliver 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. 19. Be ScalableAs an integrated product, with a laser like focus, scalability from a single districtacross China’s provinces will come exponentially, but without the inefficientprocesses of a similar brick and mortar application • Investments in server capacity • Local partnership acquisition and training • Natural Integration and extension of services
  20. 20. 联系方式Richard Brubaker创始人和执行董事rich@collectiveresponsibility.org

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