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Social entrepreneur

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Social entrepreneur

  1. 1. Social Entrepreneurship Policy & Approach Dr. Madhura M Chatrapathy Virtual Session University Of Southern California School of Social Work at Los Angeles & Orange County November 22, 2011 9.30 -11 PM IST Entrepreneuring dreaming_doing_daring
  2. 2. ASCENT is a NOT-FOR-PROFIT SOCIAL ENTERPRISE committed to develop and FOSTER CHANGE MAKERS. … fostering an entrepreneurial culture A NETWORKING ORGANISATION working with strong cross-sector networks, partners, associates and volunteers to evolve INNOVATIVE SOLUTIONS to development challenges. Engaged in CAPACITY BUILDING , Studies & Exploration, Consultancy Support and Projects – all in the sphere of entrepreneurship . Acknowledged INNOVATOR AND THOUGHT LEADER in spheres of entrepreneurship, ECONOMIC EMPOWERMENT , enabling mechanisms, gender mainstreaming and enterprise projects in ASIA AND AFRICA.
  3. 3. In a world of dwindling public resources and growing social challenges , mission-driven entrepreneurship is more important than ever before . Social Enterprise - the Context - Rupert Scofield
  4. 4. “ It is not the strongest species that survive nor the most intelligent, but the ones most responsive to change”. - Charles Darwin RESPONSIVE to CHANGE
  5. 5. Social enterprise in the context of welfare reform policies <ul><li>Social Enterprise has come to be a common response in advanced countries to problems like, </li></ul><ul><ul><li>structural unemployment </li></ul></ul><ul><ul><li>government budget deficits </li></ul></ul><ul><ul><li>inadequacy of traditional social policies </li></ul></ul><ul><ul><li>need for more active social integration measures </li></ul></ul><ul><li>Approach to social enterprise development often defers because of differences in the earlier welfare approach and the change policies or welfare reforms </li></ul>
  6. 6. Every day Amul collects 447,000 litres of milk from 2.12 million farmers (many not literate), converts the milk into branded, packaged products, and delivers goods worth Rs.6 crore (Rs. 60 million ) to over 500,000 retail outlets across the country . Pro Co-operative Movement policy of Indian Government Gujarat Cooperative Milk Marketing Federation (Rs. 22 billion) enterprise .
  7. 7. Popularly known as Lijjat , is an Indian Women’s cooperative involved in manufacturing of various fast moving consumer goods. Started in 1959 with a seed capital of Rs. 80, Lijjat has an annual turnover of around Rs. 650 crore (Rs.65 million), with Rs. 2.9 million in exports (as of 2010). It involves around 42,000 people. Lijjat is headquartered in Mumbai and has 67 branches and 35 divisions all over India Shri Mahila Griha Udyog Lijjat Papad
  8. 8. Many governments both in developing & advanced countries have come forward to partner themselves with private / community initiatives in the providing services , rather than themselves being primary service providers. PUBLIC - PRIVATE PARTNERSHIP
  9. 9. Social Entrepreneurship A social entrepreneur recognizes a social problem and uses entrepreneurial priciples to organise, create and manage a venture to achieve social change. While a business entrepreneur typically measures performance in profit and return , a social entrepreneur focuses on creating social capital. Social entrepreneur lays emphasis on ‘the community’ as a vital resource and a site for intervention.
  10. 10. Social Enterprise <ul><li>Social enterprises do business delivering on financial, social and environmental performance targets is often referred to as triple bottom line . It could be that the profit from the business is used to support related social aims or the business accomplishes the social aim through its operations. </li></ul>
  11. 11. The triple bottom line
  12. 12. The double bottom line delicate balance between mission & money <ul><li>Social Entrepreneurship is an organization’s ability to “take their strengths and capacity and match them to an opportunity they see in the marketplace — an opportunity that both meets their mission and provides financial stability — this is what we call the double bottom line” Mary Birchard </li></ul><ul><li>National Center for Social Entrepreneurs, </li></ul>
  13. 13. Welfare to Empowerment Dependency to Self Reliance or Interdependency Social Work to Social Entrepreneurship Option that meets the mission and provides the financial stability & sustainability
  14. 14. The Enterprise Approach To empower people to make choices based on informed decision making processes with ownership of action and consequent reward and risk
  15. 15. Key Attributes in Enterprise Approach ASCENT Opportunity, Resource, Risk, Reward Over Despair, Sympathy, Support, Subsistence
  16. 16. Key Attributes in Enterprise Approach Ownership of operations, reward and risk by the producer groups Profit sharers and not mere wage earners ! Business strategies leading social strategies
  17. 17. Key Attributes in Enterprise Approach Access to Exposure – Learning Opportunities Dignity in the treatment of ‘beneficiaries’ - artisans or producers as Entrepreneurs
  18. 18. Key Attributes in Enterprise Approach ASCENT Strategies focus on empowerment of producer groups Transfer of governance and ownership NGO in facilitator’s role
  19. 19. Athani to Dusseldorff Now lets view a film saga of transforming artisans to entrepreneurs
  20. 22. GROUP ENTERPRISE A tool in steering grassroots men and women from ‘vulnerable state or low income’ cross roads to entrepreneurial mainstream
  21. 23. GROUP ENTERPRISE <ul><li>An Enterprise Owned and Managed by a Group of Like Minded People (an affinity group) to achieve common entrepreneurial goal </li></ul><ul><li>An entity of Micro Enterprises and/or Potential Micro Entrepreneurs created to profitably carry out one or all of the business operations </li></ul>
  22. 24. ADVANTAGES <ul><li>Enhances risk bearing ability </li></ul><ul><li>Efficient utilisation of productive resources </li></ul><ul><li>Enhanced adoption of Technology </li></ul><ul><li>Enhanced capacity for capital absorption - build up </li></ul><ul><li>Synergy of operations </li></ul><ul><li>Higher production capacity </li></ul>
  23. 25. Contd. <ul><li>Reach out to distance markets </li></ul><ul><li>Access to alternative markets </li></ul><ul><li>Scope for developing brand image </li></ul><ul><li>Higher bargaining power - negotiation strength </li></ul><ul><li>Best of Corporate and Social Organisations (Have the cake and eat it too) </li></ul>ADVANTAGES
  24. 26. Self Help Groups usually saving & credit groups <ul><li>Financial Enabler </li></ul><ul><li>Confidence Builder self - confidence is critical to entrepreneurial initiatives </li></ul><ul><li>Safety Net for the highly vulnerable people </li></ul><ul><li>PROVIDE </li></ul><ul><li>A sense of self worth, self reliance and identity </li></ul><ul><li>Peer and community support </li></ul><ul><li>Network of mentors and counselors </li></ul><ul><li>Larger resource </li></ul>Enabling policies on Self Help Groups in India
  25. 27. ToeHold ARTISANS Collaborative SHGs REGULAR WEEKLY MEETINGS INFO SHARING PROBLEM SOLVING SAVING & CREDIT CAPACITY BUILDING SKILL DESIGN & MARKET MATCH PRODUCTION & DELIVERY PROFIT SHARING M POWERMENT
  26. 28. BANGALORE Athani is the heartland of handcrafted footwear in Karnataka The distinct variety of ethnic footwear is popular by the generic misnomer Kolhapuri !!! 700 km
  27. 29. <ul><li>Funding by NLDP UNDP ** Tech support by CLRI. </li></ul><ul><ul><li>Infrastructure : Government of Karnataka </li></ul></ul><ul><ul><li>CORE FOCUS - ECONOMIC EMPOWERMENT / </li></ul></ul><ul><li>B UILD O PERATE T RANSFER </li></ul><ul><ul><li>The BUSINESS MODEL & SOCIAL PROCESSES were designed and implemented by ASCENT. </li></ul></ul><ul><ul><li>The outcome of this intense joint effort is a Group Enterprise - ToeHold Artisans Collaborative (TAC). </li></ul></ul>ASCENT initiative Project EnterPrice - transforming artisans to entrepreneurs Jan 1999 - Dec 2002)
  28. 30. <ul><li>www.toeholdindia.com </li></ul>OWNERS CLUB Nearly 200 women in 15 SHGs What about men ? CO-PRENEURS
  29. 31. ToeHold Artisans Collaborative <ul><li>www.toeholdindia.com </li></ul>BANGALORE TAC MARKETING OFFICE TAC OPERATIONS UNIT ASCENT Decentralised Production Centralised Marketing The Challenge
  30. 32. THEN NOW Low self esteem and resignation to fate Higher self esteem and confidence to change own destiny Women not seen much in public,no mobility Women on the move, with great mobility Improvement of quality of life through grants and aids – scope limited, periodic in puts, very marginal improvement Improvement quality of life through self help, scope continuous and unlimited, sustainable and substantive
  31. 33. Continued Support Government of India and Karnataka <ul><li>Sectoral Development of Leather </li></ul><ul><li>Market Development Assistance to Small Business – participation International Fairs </li></ul><ul><li>Support Artisans Development –Capacity Building & Exposure Visits </li></ul><ul><li>Technology Upgradation / Modernisation </li></ul>Under various schemes
  32. 34. International Trade Fairs
  33. 35. GDS Düsseldorf
  34. 36. Buyers interacting with artisans GDS 2007 at Dusseldorf Students, Sadashiv & Savita Harale, and Intl. fashion designer Cathreen Willems
  35. 37. THE ENTERPRISE MODEL FRONT END BACK END BUSINESS ENTERPRISE SOCIAL ENTERPRISE BUSINESS STRATEGY BUSINESS RESULTS CUSTOMER BUSINESS MODEL ARTISAN HUMAN GROUPS SOCIAL STRATEGY HUMAN DEVELOPMENT BUSINESS PARTNERS SUPPORT NETWORKS DEVELOPMENT VALUES VALUE PROPOSITION A FINE BALANCE
  36. 38. New Machinery Addition at CFC, Athani Stitching Machine Clicking Machine Stamping Machine
  37. 39. Design Development Workshop technical support by Central Leather Research Institute (Govt)
  38. 40. Leaders at discussion with by Prof. Rajkumar Phatate
  39. 41. 10,000 pairs exported to Korea
  40. 42. Hollywood Star Cameron Diaz Owns TeoHold Sandals !
  41. 43. EXCELLENCE EXPORT exporter from backward area in Karnataka By Federation of Karnataka of Chambers of Commerce & Industries AWARD 2006
  42. 44. Launch of
  43. 45. ToeHold enters the portals of prestigious Indian School of Business 240 MBA students were taught ToeHold Business Model developed by ASCENT on August 17-18, 2009
  44. 46. ToeHold Case Study presented to Masters in Social Work Students of USC, Cal at TISS Mumbai
  45. 47. Social Work Curriculum need to add social enterprise dimension; not ‘instead of’ but as a mandate of value addition and response to challenge of double bottom line – mission & money Some management schools & universities in India offer social entrepreneurship PG Diploma and also a PG Diploma in not-for -profit organization management. Social Work professionals are also increasingly in demand for CSR, social entrepreneurship education will help integrate social work & social entrepreneurship Social Entrepreneurship
  46. 48. Social Entrepreneurship is beyond being just a profession. Social entrepreneurs are true change makers . A spirited entrepreneur , an enterprise with social goals and an enabling eco-system can only be created by the stake holders like the university, the community, the business and the government in an integrated manner . Social Entrepreneurship
  47. 49. www.ascentasia.org Thank you [email_address] Entrepreneuring dreaming_doing_daring +919845179617

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