Introduction - about social entrepreneurship
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 1 – Creating social change by successful entrepreneurship Social busin...szpinter
Module 1 - Creating social change by successful entrepreneurship Social business canvas
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
FINANCING AGENCY FOR SOCIAL ENTREPRENEURSHIP: CREATING COLLABORATIVE HYBRID F...OECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players. T
The economic development unit held a webinar January 16th on how various country offices and individuals in CARE are developing and applying private sector engagement strategies. We heard from the PSE Director at CARE Bangladesh, the PSE Coordinator at CARE Vietnam, the PSE advisor for CARE UK, and a PSE Specialist in the Asia Regional Management Unit on their experiences, successes and the challenges of developing and implementing PSE Strategies at the country and regional levels. Some key questions the presentation addressed were: How can CARE strategically engage the private sector? Should CARE target domestic or international companies? How does CARE balance the tension between raising funds and achieving impact?
The aim of this High-Level Capacity Building Seminar is have an international exchange of information on inclusive entrepreneurship actions across the European Union and on how the European Union Structural Funds can be used to support actions that combine entrepreneurship promotion and social inclusion.
Presentation at our Members' Meeting July 2013 including Salford Innovation Park, Port Salford and the University of Salford's Centre for Social Business.
Private sector has taken a much larger role in development interventions that ever before. This presentation outlines the Monitoring and Evaluation systems used by the International Finance Corporation and the Multilateral Guarantees Agency (MIGA) as well as how the Independent Evaluation Group assesses the effectiveness of these systems. Main messages of this presentation are:
- Private Sector operations have specific data gathering advantage/disadvantage based on their business model
- M&E systems should adopt to the business practices to be effective and efficient
- M&E can influence learning, quality of work and outcome
Module 1 – Creating social change by successful entrepreneurship Social busin...szpinter
Module 1 - Creating social change by successful entrepreneurship Social business canvas
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
FINANCING AGENCY FOR SOCIAL ENTREPRENEURSHIP: CREATING COLLABORATIVE HYBRID F...OECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players. T
The economic development unit held a webinar January 16th on how various country offices and individuals in CARE are developing and applying private sector engagement strategies. We heard from the PSE Director at CARE Bangladesh, the PSE Coordinator at CARE Vietnam, the PSE advisor for CARE UK, and a PSE Specialist in the Asia Regional Management Unit on their experiences, successes and the challenges of developing and implementing PSE Strategies at the country and regional levels. Some key questions the presentation addressed were: How can CARE strategically engage the private sector? Should CARE target domestic or international companies? How does CARE balance the tension between raising funds and achieving impact?
The aim of this High-Level Capacity Building Seminar is have an international exchange of information on inclusive entrepreneurship actions across the European Union and on how the European Union Structural Funds can be used to support actions that combine entrepreneurship promotion and social inclusion.
Presentation at our Members' Meeting July 2013 including Salford Innovation Park, Port Salford and the University of Salford's Centre for Social Business.
Private sector has taken a much larger role in development interventions that ever before. This presentation outlines the Monitoring and Evaluation systems used by the International Finance Corporation and the Multilateral Guarantees Agency (MIGA) as well as how the Independent Evaluation Group assesses the effectiveness of these systems. Main messages of this presentation are:
- Private Sector operations have specific data gathering advantage/disadvantage based on their business model
- M&E systems should adopt to the business practices to be effective and efficient
- M&E can influence learning, quality of work and outcome
The key ingredients of schemes fostering entrepreneurs' networksOECD CFE
The aim of this High-Level Capacity Building Seminar is have an international exchange of information on inclusive entrepreneurship actions across the European Union and on how the European Union Structural Funds can be used to support actions that combine entrepreneurship promotion and social inclusion.
Creating markets for social enterprises: the potential of Corporate Social ...OECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players.
The French Law on Social and Solidarity EconomyOECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players.
Dr. Bruce Byiers, ECDPM
Development and the Private Sector Meeting
Ministry of Foreign Affairs and Ministry of Employment and the Economy
14-15 February 2013, Helsinki
Bruce Byiers gave a presentation at this meeting as keynote speaker.
Taking the Social Enterprise Route to Sustainable Development.pdfMr. Business Magazine
Let’s find out more on Taking the Social Enterprise Route to Sustainable Development:
1. Understanding Social Enterprises
2. Benefits of Social Enterprises for the World's Future
3. Why Social Enterprises Over Traditional Businesses?
4. Government Initiatives to Promote Social Entrepreneurship Among Youngsters
Social entrepreneurship and traditional business entrepreneurship are two different approaches to starting and running a business. While both types of entrepreneurship aim to be successful and make a positive impact, they differ in their objectives, strategies, and focus.
This article will explore the differences between social entrepreneurship and traditional business entrepreneurship to provide a better understanding of each concept.
The key ingredients of schemes fostering entrepreneurs' networksOECD CFE
The aim of this High-Level Capacity Building Seminar is have an international exchange of information on inclusive entrepreneurship actions across the European Union and on how the European Union Structural Funds can be used to support actions that combine entrepreneurship promotion and social inclusion.
Creating markets for social enterprises: the potential of Corporate Social ...OECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players.
The French Law on Social and Solidarity EconomyOECD CFE
The capacity building seminar will gather the main stakeholders who are concerned with building conducive ecosystems for social enterprises: policy makers and administrators, networks of social enterprises and social economy actors, social finance players.
Dr. Bruce Byiers, ECDPM
Development and the Private Sector Meeting
Ministry of Foreign Affairs and Ministry of Employment and the Economy
14-15 February 2013, Helsinki
Bruce Byiers gave a presentation at this meeting as keynote speaker.
Taking the Social Enterprise Route to Sustainable Development.pdfMr. Business Magazine
Let’s find out more on Taking the Social Enterprise Route to Sustainable Development:
1. Understanding Social Enterprises
2. Benefits of Social Enterprises for the World's Future
3. Why Social Enterprises Over Traditional Businesses?
4. Government Initiatives to Promote Social Entrepreneurship Among Youngsters
Social entrepreneurship and traditional business entrepreneurship are two different approaches to starting and running a business. While both types of entrepreneurship aim to be successful and make a positive impact, they differ in their objectives, strategies, and focus.
This article will explore the differences between social entrepreneurship and traditional business entrepreneurship to provide a better understanding of each concept.
Let’s find out the 5 Steps to Building a Social Enterprise:
1: Identify a Social Issue
2: Develop a Sustainable Business Model
3: Build a Strong Network
4: Measure and Communicate Impact
5: Seek Funding and Investment
Social enterprise is a powerful tool for generating and sustaining social value
Social innovation can be accelerated when social enterprises come together to increase the impact and effectiveness of the field
A robust social enterprise field helps high-performing social enterprises to be developed and resourced for growth and longevity
It is incumbent upon funders, investors, government and the public to encourage robust social enterprise through policies and practices that provide a supportive environment
[Overview] Barriers and Opportunities at the Base of the Pyramid - The Role o...Dragoș Tuță
As part of its mandate to guide and define the role of the private sector in poverty reduction and inclusive development, the UNDP Istanbul International Center for Private Sector in Development (IICPSD) produced the “Barriers and Opportunities at the Base of the Pyramid” foundational report. Developed by an interdisciplinary team of 18 leading poverty experts, the report leverages an ecological approach to understanding barriers to poverty reduction. The report presents poverty as a complex web of accumulating and interacting disadvantages facing people living in poverty, which in turn, sustain and perpetuate a life of socioeconomic exclusion. The barriers are clustered into five broad categories: Early Developmental Barriers, Health Barriers, Skill Barriers, Social Barriers, and Decision-making Barriers.
Jungles of the definition - Social EnterpriseMindaugas Danys
How to define social enterprise and when to define it? Local perspective in the Baltic states. Before definition we need awareness, advocacy and more of social innovation and social initiatives everywhere. The presentation delivered in Riga, November: www.sefriga.lv
Module 3.1 - Sales and pipeline managementszpinter
Module 3.1 - Sales and pipeline management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 3.2 - International sales
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 6 - Basical knowledge on intellectual property protection in social e...szpinter
Module 6 - Basical knowledge on intellectual property protection in social enterprises
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 5.2 - Financial sustainability
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 5.1 - Managing finances and increasing profitabilityszpinter
Module 5.1 - Managing finances and increasing profitability
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 4.3 - Human Resources management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 4.2 - Performance management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 4.1 - Operation management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 2.1 - Situation analysis and marketing information sourcesszpinter
Module 2.1 - Situation analysis and marketing information sources
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 2.1 - Marketing mix 2
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 2.1 - Marketing mix 1
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 2.1 - Market targeting and segmentationszpinter
Module 2.1 - Market targeting and segmentation
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Introduction to marketing
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
How to Build a Diversified Investment Portfolio.pdfTrims Creators
Building a diversified investment portfolio is a fundamental strategy to manage risk and optimize returns. For both novice and experienced investors, diversification offers a pathway to a more stable and resilient financial future. Here’s an in-depth guide on how to create and maintain a well-diversified investment portfolio.
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
Textile Chemical Brochure - Tradeasia (1).pdfjeffmilton96
Explore Tradeasia’s brochure for eco-friendly textile chemicals. Enhance your textile production with high-quality, sustainable solutions for superior fabric quality.
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
2. Definition – European Comission, 2011
Social enterprises are
• Those for who the social or societal objective of the common good is
the reason for the commercial activity, often in the form of a high level
of social innovation
• Those whose profits are mainly reinvested to achieve this social
objective
• Those where the method of organisation or the ownership system
reflects the enterprise's mission, using democratic or participatory
principles or focusing on social justice
3. Social Enterprises break the cycle of poverty
Social enterprises’ primary goal is to solve critical social problems by conducting professional entrepreneurial
activities.
Main characteristics:
Social enterprises generate both financial and social returns.
Rather than depending on donations to reach their impact goals, these small and growing
businesses reinvest their income into solutions to critical social problems.
They are self-sustaining and scalable.
4. TRADITIO
NAL
NONPROF
TTS OR
CSOS
NONPROFIT
S OR
CHARITIES
WITH
EARNED
INCOME
STRATEGIE
S
SOCIAL
ENTERPRI
SES
FOR PROFIT
COMPANIES
WITH CSE OR
SOCIAL IMPACT
INCORPORATED
AS PART OF
THEIR CORE
BUSINESS
FOR-
PROFIT
COMPANI
ES
Social first-
social
objectives
constitute the
mission and
supersede
financial
objectives -
usually
funded with
donor
funding.
Earned income
activities usually
tied to the
mission
activities and
designed to
generate
income for the
organization.
Pursue both social
and financial goals;
can be nonprofit or
for profit
organizations; and
should be
sustainable.
.Financial first-
financial objectives
superseded social
objectives- and
social impact is
designed through
CSR Programs or
tied to the value
chain to the
company.
Purely for-profit
companies that
base performance
on profit.
Position of social enterprises
5. UNIVERSE OF THE SOCIAL ENTERPRISE ECOSYSTEM
Social enterprises
Traditional donor
organizations
Intermediaries,
incubators, catalysts
Financing
organizations
Governmental
sector
Consumer market
Corporations
6. SOCIAL ENTERPRISES – SOCIAL
ENTREPRENEURS
Financing strategy
Leadership skills
Entrepreneurial competencies
Expertise: business, market, social
Time
Business model
Team
Sales
Communication
Social impact
management
Cooperation
Scaling strategy
7. INTERMEDIARIES – INCUBATORS –
CATALYSTS
Igniting sector growth by
sharing best practices
Early-stage support for social entrepreneurs to
promote a culture of innovation
A long-term approach to enterprise
development that ensures adequate
seed funding, capacity
strengthening, strategic business
advising, and opportunities to make
professional connections
An emphasis on scalability and
sustainability through investment-ready
business models
A healthy mix of financial,
intellectual, and social
capital leveraged from both
the private and public sectors
8. GOVERNMENT – REGULATIONS
Awareness raising
for the sector
Clear strategy to support strengthening of the field
Supporting regulations:
tax benefits, public procurementProviding with financing mechanisms
Following the recommendations
and best practices of EU and
developed EU countries
9. FINANCING ORGANIZATIONS
Diverse financing tools
according to the development
stage of the organization
(grant, loan, investment)
Patient financing
Also hybrid models, if needed,
including both, „impact first” and
„return first” approaches (combining
various kind of financing tools,
cooperation of financiers)
10. TRADITIONAL DONOR ORGANIZATIONS
Being open for hybrid financing
Shifting from traditional
donor activities towards
venture philanthropy
Supporting the acquisition
of assets and skills
needed to start an
enterprise
Supporting the
operations of catalyst
and incubators
11. CORPORATIONS
Providing with seed money for
the sector from CSR budget
Shifting from traditional donor activities towards venture philanthropy
Incorporating social enterprises into the value chain or
supply chain of the company
Leveraging business
expertise through
volunteer activity of
employees
12. CONSUMER MARKET
Feedback on products and
services of social
enterprises especially in
the local community
Choosing and
recommending
products/ services of
social enterprises
Conscious purchasing
13. 13
Marketin
g
Enterprise
Readiness
Product &
Market
Financial
How can we
reach our target
market?
When can we
have break -
even? What is
the financial
potential?
Business Plan
ENTERPRISE DEVELOPMENT PROCESS
Acquire a methodology, build capacity within your enterprise and minimize risk.
Operations &
Management
How do we
manage this?
What resources
and systems do we
need?
What are we
offering?
What is the market
potential?
What is our
vision? What
capacity and
resources do we
have?