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SOCIAL ENTERPRISE POWERPOINT
- 1. University of Westminster WBS Social Enterprise – Our Journey Adnan Karim Justina Norbutaite Farheen Chadee Faisal Khan W144337951 W1441183w146664901 W1440091
- 2. Contents 1. Literature Review 2. Introduction 3. Activities 4. Challenges 5. Overcoming challenges 6. Reflection
- 3. Literature Review What is a social enterprise? Earned income strategies (Dees, 1998) Delivering public services (Di Domenico et al, 2009) Profit-centric firms in public welfare areas (Kanter and Purrington, 1998) Social conscience (Harding, 2010) Community driven enterprises (Williams, 2007) Definition debate (Teasdale, 2011) International perspectives (Kerlin, 2010)
- 4. Literature Review What is a social enterprise? (2) “Businesses with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners” (Martin, 2004, p61)
- 5. Literature Review Regular enterprise vs social enterprise Profit (Simon 1959; Baumol 1968; Demetz 1983) Regular Enterprise Social Enterprise Benefit society (Dart, 2004) Member fees, government funding, grants, user fees and donations (Di Maggio and Anheir, 1990) Shareholder equity (Dart, 2004)
- 6. Introduction Handicap International Emergencies Land Mines Rehabilitation Health Inclusion Disability rights
- 7. Introduction Debate Mate Communication Deprived Communities Workshops
- 8. Introduction Fikay Fashion Ethical Employment – Education – Social reinvestment 30 Bricks to buildings
- 9. Introduction Made in Marylebone Opportunities for Vulnerable Women Networks
- 12. Challenges Handicap International Lack of Awareness Financing from Banks
- 13. Challenges Fikay Fashion Social Goals Supply Chain Issues
- 14. Challenges Made in Marylebone Employee Skills Human Resource Management (Borzaga and Solari , 2004) (Borzaga and Solari , 2004)
- 15. Overcoming Challenges Government funds Financial Management skills Training and objective setting Debate Mate - Previous teaching experience Fikay Fashion – establish local relationships Handicap Intl. – increase advertising
- 17. Reflection Make a difference Inspire those around us change peoples lives
- 18. Thank you for listening Any questions?
- 19. References Baumol, W. (1968). Entrepreneurship in Economic Theory. The American Economic Review, 58(2), 64-71 [online] Available from: http://www.jstor.org/stable/pdf/1831798.pdf?acceptTC=true/ [Accessed 4 March 2015]. Borzaga, C. and Solari, L. (2004). Management challenges for social enterprises. In Borzaga, C, and Defourney, J (Eds). The emergence of social enterprise (pp. 1-28). London, UK: Routledge, Taylor and Francis. CHURCH ARMY (2015) Made in Marylebone. [Online] Available from: http://www.churcharmy.org.uk/Groups/242124/Church_Army/Microsites/Made_in_Marylebone/Made_in_Marylebone.aspx [Accessed: 10th March 2015]. Dart, R. (2004). The Legitimacy of Social Enterprise. Nonprofit Management and Leadership, 14(4), 411-424 [online] Available from: http://onlinelibrary.wiley.com/doi/10.1002/nml.43/epdf. [Accessed 3 March 2015]. Demetz, H. (1983). Structure of Ownership and the Theory of the Firm. Journal of Law and Economics, 26(2), 375-390 [online] Available from: http://www.rwi.uzh.ch/lehreforschung/alphabetisch/weberr/archiv/FS08/unterlagen/unterlagenLE/aufsaetze/TheStructureofOwnershipandtheTheoryoftheFirm.pdf. [Accessed 13 March 2015]. Dees, J. (1998) Enterprising Nonprofits. Harvard Business Review, 76(1) 55–67 [online] Available from: http://www.uic.edu/sph/phtpg/Content/Reading%20Room/Articles/Dees%20Enterprising%20Nonprofits.pdf. [Accessed 10 March 2015]. Di Domenico M, Tracey P. and Haugh H (2009) Social Economy Involvement in Public Service Delivery: Community Engagement and Accountability. Regional Studies 43(7), 981–992 [online] Available from: http://www.tandfonline.com/doi/pdf/10.1080/00343400701874180. [Accessed 20 March 2015]. Di Maggio P. and Anheier H. (1990) A Sociological Conceptualization of Non-profit Organizations and Sectors. Annual Review of Sociology 16(1) 37–59 [online] Available from: http://download.springer.com/static/pdf/277/bfm%253A978-1-4615-0131-2%252F1.pdf?auth66=1427051468_949a8cbc7edb1bba40866619de4c502b&ext=.pdf [Accessed 20 March 2015]. Debate Mate,. (2015) UK Staff. [Online] Available from: http://www.debatemate.com/pages/8925. [Accessed: 16th March 2015]. Fikay (2015). Fikay.co.uk/about-us [online] Fikay. Available from: https://www.fikay.co.uk/about-us [Accessed 2 March 2015] Handicap International (2008) Our story. [Online] Available from: http://www.handicap-international.org.uk/resources/slideshows/history_slideshow [Accessed: 21 March 2015].
- 20. References Harding, R. (2010). Hidden Social Enterprises: Why We Need to Look Again at the Numbers. London: Delta/IFF Research. Kanter, R. and Purrington, C. (1998) Lockheed Martin IMS: Making a Contribution and a Profit. Harvard Business School Case 399–018. Kerlin, A. (2010). A Comparative Analysis of the Global Emergence of Social Enterprise. Voluntas 21(2) 162–179. [online] Available from: http://www.beitberl.ac.il/centers/ISERC/articles/Documents/Kerlin.pdf [Accessed 6 March 2015] Simon, H. (1959). Theories of Decision-Making in Economics and Behavioral Science. The American Economic Review, 49(3), 253-283 [online] Available from: http://pages.stern.nyu.edu/~dbackus/Exotic/1Time%20and%20risk/Simon%20AER%2059.pdf [Accessed 10 March 2015]. Teasdale, S. (2012). What’s in a Name? Making Sense of Social Enterprise Discourses. Public Policy and Administration, 27(2), 99-119 [online] Available from: http://ppa.sagepub.com/content/27/2/99.full.pdf+html [Accessed 11 March 2015]. Williams, C. (2007). De-linking Enterprise Culture from Capitalism and its Public Policy Implications. Public Policy and Administration 22(4), 461–474. [online] Available from: http://www.sagepub.com/ridleyduff/Student%20resources/Online%20journal%20readings/Chapter%201/Article%20-%20Williams,%20C.%20%282007%29%20De- linking%20Enterprise%20Culture%20from%20Capitalism.PDF [Accessed 19 March 2015].
Editor's Notes
- Adnan
- Adnan
- Adnan The purpose of this section is to provide a literature review, outlining the main differences between a social enterprise and a regular enterprise. The term social enterprise has been attributed to a spectrum of phenomena. It has been used to discuss earned income strategies adopted by non-profit organisations Dees (1998); firms partaking in voluntary activity, delivering public services (Di Domenico et al, 2009); democratically organised firms electing a composite of social and economic goals, profit-centric companies operating in public welfare areas Kanter and Purrington (1998), or attaining a social conscience Harding (2010); and community-driven enterprises addressing social issues (Williams, 2007). Teasdale (2011) argues there is an ongoing debate as to what the sound definition of a social enterprise is, with existing academic literature failing to suffice. According to Kerlin (2010) this discourse could be explained by the different international perspectives applied to the definition of a social enterprise.
- Adnan Despite an array of definitions, many scholars previously discussed above are in collective agreement that a social enterprise entails a business with primarily social objectives whose surpluses are reinvested for that reason, through a direct exchange of goods or services provided. Thus a social enterprise can be loosely defined as: “Businesses with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners” (Martin, 2004, p61)
- Adnan In the case of a Social Enterprise, various authors detail notable differences between a Social Enterprise and that of a regular Enterprise. Aforementioned previously in the literature review, the first main distinction highlighted is that the primary objective of a social enterprise differs from that of a regular enterprise. Prominent scholars in the field of economic literature (Simon 1959; Baumol 1968; Demetz 1983) contests that the central objective for a regular enterprise is to maximise profit. By contrast, researchers such as Dart (2004) suggest the principle objective of a social enterprise is to benefit society, thus overweighting the mission of the firm as opposed to profit. In that vein, a social enterprise in theory consists of two bottom lines, namely, profit and social returns. The second major difference noted by Di Maggio and Anheir (1990) is the source of funding of a Social Enterprise. In his study he claims social enterprises typically attain income through the following: member fees, government funding, grants, user fees and donations. However, regular businesses as opposed to having donators, contain shareholders which expect equity in the business as a result of investment (Dart, 2004). It may be noted that although there are several differences between a social enterprise and a regular enterprise, similarities remain in business theory which is not mutually exclusive to either enterprise.
- Justina I would like to begin by introducing you with the social enterprises that we’ve visited. So the first one is called the Handicap International, which is an independent aid organisation working in situations of poverty and exclusion, conflict and disaster. They work alongside disabled and vulnerable people in over 60 countries worldwide. Handicap International Uk raises money from the general public, schools, groups, corporates, trusts and institutional funders to support Handicap International’s work worldwide. Operated by their partner UK-med, the UKIETR is a register of UK-based medical and health professionals who will deploy, when requested, to sudden-onset disasters such as earthquakes. The UKIETR also has a field hospital ready for rapid deployment operated by their other partner, Save The Children. This innovative project means that the medical team and hospital can deploy to a disaster soon after it happens. It means that patient care includes not just surgery, but also rehabilitation including the provision of essential equipment such as wheelchairs and orthotics, psychosocial support, and onward referral. What this social enterprise does is, they take action in situations of poverty and exclusion, conflict and disaster: EMERGENCIES (such as a humanitarian disaster, which can take many forms-earthquakes, floods, tsunami or conflict). LANDMINES AND CLUSTER MUNITIONS (they are indiscriminate weapons that continue to injure people and kill civilians in countries all around the world. These weapons can lie dormant for many years, claiming victims long after a conflict has ended. So Handicap International works on all levels to help mine victims and their communities lead normal life, as far as possible. REHABILITATION - for people injured as a result of war or natural disasters, who suffer from congenital impairments such as club foot or who are affected by disabling diseases such as polio, rehabilitation is the first step towards regaining independence. HEALTH - whether through the prevention of disabling diseases, creating local health services, or providing psychological support, all their actions serve one purpose: to ensure that every man, woman, and child has access to good quality healthcare. INCLUSION - this means that they work with disabled people to promote inclusion in education sport and cultural activities, access to employment, and lobbying governments to ensure equal opportunities for people with disabilities. DISABILITY RIGHTS - there are an estimated one billion disabled people worldwide, 80% of whom live in developing countries. Disabled people are commonly the poorest of the poor in society, experiencing social exclusion and discrimination at all levels. WHERE THEY WORK: Africa, Asia, Central and South America, Middle East, Russia and Central Asia, South East Europe.
- Justina Is an educational social enterprise based in London that teaches debating in inner-city schools across the UK in areas of high child poverty. Debating is used to develop confidence and communication skills in young people with the aim of improving social mobility. It also runs programmes overseas in Nepal, Israel/Palestine, Jamaica, Rwanda, Dubai and the USA. Debate Mate aims to tackle educational disadvantage in some of Britain’s most deprived communities. It does this by recruiting, training and placing university students to run extra-curricular debate workshops in schools with above average Free School Meals.
- Justina Is a multi-award winning adventure inspired fashion brand with a mission to make a positive impact internationally. Fikay works with 50 partners in Cambodia, Rwanda and Uganda to turn waste cement bags into fashion accessories. From every product sold, bricks are donated towards schools.
- Justina It is a social enterprise working with vulnerable women to make tasty, fresh and healthy food that sustains the local business community. Much in Marylebone takes a new approach to helping homeless for all sorts of reasons: unemployed, domestic violence, mental illness, spiralling events. Whatever their story, they aim for the same ending: self-esteem, employment and independent living.
- Farheen For each visit, we have followed the same step. Book an interview Several call and email were sent on the 1st week explaining the reason why we want an interview and how it will help us in our project. Prepare the visit We had prepared questions to ask in each company. We thought that it would be interesting to know more about the organization, to understand how the social enterprise works, to observe the differences between a social enterprise and a profit making company. Moreover, before the visit, we obviously did some research about each organization. Visit We decided to start our interview by introducing ourselves and the objectives of our project. The interview were very interactive, we have decided to record the whole interview to make sure that any information were not missing. Summary of the findings Once we had our entire visit done, each of us focus on one social enterprise. We wrote a summary to all the group members with the script and some research. Comparing Together we decided to talk about each enterprises; the social aim or the way their finance their project. Moreover, by comparing each summary, it gave a clear understanding of a social enterprise and helps us raise limitation and recommendation.
- Faisal CHALLENGES There are various problems and challenges associated with running a social enterprise company, finance being a core problem. Finance is vital to the success of any firm, whether it is a profit making company or a non-profit company staff need high quality communication skills and teaching skills in order to assist students on a peer to peer basis
- Faisal CHALLENGES Because social enterprises are a new form, traditional bankers and funding institutions find them difficult to analyse and interpret, thus reluctant to finance the company Established in France the social enterprise lacked sufficient marketing to enhance the awareness of the company within the UK
- Faisal CHALLENGES social goals can threaten to overwhelm the business bottom line; such increasing social responsibilities make it more difficult to succeed in the marketplace company manufactures their goods in Cambodia
- Faisal CHALLENGES According to Borzaga and Solari (2004) Service organisations rely heavily on the expertise, skill and motivation of employee.
- Faisal The following recommendations have been devised to alleviate the problems identified for social enterprises: In the light of a lack of finance social enterprises have the ability to seek out grants from the government To ensure financial problems are identified and solved earlier social enterprises should employ staff with financial management skills, which would also help preserve and generate revenue. To ensure employees have high quality skills firms need to continuously develop training and objective setting In the hope of recruiting employees with both sound communication and teaching skills, Debate Mate should recruit from a pool of candidates typically having experience of teaching. Fikay fashion should try to Establish local relationships as well as implement the use of Just in Time methods to ensure operational efficiency. Handicap International has a lack of awareness in the UK therefore the firm should emphasise marketing through both online and offline forms of media.
- Adnan We all collectively agreed that these where the three most developed skills during the project. Written communication was developed throughout in tailoring E-mails contacting prospective interviewees, oral communication was developed in the sense that we had to conduct interviews and clarify questions, extend questions and get as much information as we can from respondents. Negotiation skills were vastly improved as we made numerous phone calls and dispatched lots of e-mails trying to persuade social enterprises to take us on (we achieved a 100% success rate) Decision making skills were present throughout the whole task. From deciding which firms to visit, at what time and what location. Delegating tasks was also an important process in terms of decision making, ensuring we stick to deadlines.
- Adnan The greatest lesson taught to us during this experience
- Adnan