Module IV

1
 Entrepreneurship
• Entrepreneurship is the capacity and
willingness to develop, organize and manage
a business venture along with any of its risks
in order to make a profit.
• The best example of entrepreneurship is the
starting of a new business venture.
• The entrepreneurs are often known as a source
of new ideas or innovators, and bring new
ideas in the market by replacing old with a
new invention.
2
“Entrepreneurship”, defined by Gries and Naudé
as:
“The resource, process and state of being
through and in which individuals utilize positive
opportunities in the market by creating and
growing new business firms.”

3
• Social entrepreneurship is a new, innovative
business venture that influences change.
• Social entrepreneurs have a specific cause they
care about, and they develop a business model
around making a positive impact.
• The main goal is to create lasting social
change through business.
Eg. Grameen Bank

4
According to David Bornstein and Susan Davis in their
book
“Social Entrepreneurship: What Everyone Needs to
Know”
social entrepreneurship is:

“A process by which citizens build or transform

institutions to advance solutions to social problems, such
as poverty, illness, illiteracy, environmental destruction,
human rights abuses and corruption, in order to make
life better for many.”

5
• Greg Dees, who is often referred to as the
father of social entrepreneurship education
explains that
• “Social Entrepreneurs create public value,
pursue new opportunities, innovate and adapt,
act boldly, leverage resources they don’t
control, and exhibit a strong sense of
accountability.”

6
• Like entrepreneurs, social entrepreneurs aim to
create a sustainable business that lasts.
• However, while an entrepreneur aims to
maximize profits, a social entrepreneur’s
primary concern is impact.
• For example, some experts may consider
Florence Nightingale, who created the first
nursing school in 1860 and thus reformed the
healthcare industry, a social entrepreneur.

7
Characteristics of successful social entrepreneurs are:
COMMUNITY DRIVEN

• Successful social entrepreneurs are passionate leaders of change. They are not
satisfied by the status quo and do not believe that the way things have always been
done is the way things should remain. A desire to improve the lives of their peers
and their community is a characteristic that encourages social entrepreneurs to
continue their work.

CREATIVE AND INNOVATIVE

• Social entrepreneurs look at situations differently than the average person. Where
some people might think of problems as something that cannot be solved, social
entrepreneurs see problems as an opportunity to get creative. They take that
problem and innovate in order to come up with a new product, service, or
approach to overcoming the obstacle.

8
BUSINESS SAVVY
• A successful social entrepreneur does not just have a good idea — they also have the
practical business knowledge to turn that idea into a reality. A social entrepreneur’s
solution considers market demand and research, finances, resources, and the restrictions
and opportunities in their community and country.

THEY KNOW HOW TO NETWORK

• Social entrepreneurs know they are not alone when creating their innovation. The success
of projects depends not just on a single strong leader, but the team working with that
innovator.

DETERMINATION

• Determination is needed for entrepreneurs and social entrepreneurs alike. Social

entrepreneurship is about taking smart risks — and sometimes facing failure as a result.
But successful social entrepreneurs know that failure is a necessary step in success.
9
 Entrepreneur Social entrepreneur

Build a Build a sustainable and

Objective sustainable socially impactful
business business

Motive Financially driven Mission-driven

Individual
Focus Social groups
consumers
Link to social issues Indirect Direct

Competitive with Collaborative with

Competition/collaboration
related businesses related businesses

Based on Based on sustainable

Success
sustainable profits social impact

10
Scrap Now:
• Scrap now is the first and only online portal in India were
you can sell all your electronic scrap which are occupying
your space for cash.

• The collected scrap is send to the factory and are processed

in systematic manner which is as per safety norms and all
the scraps are recycled through different methods.

• People can sell the scrap on scrapnow.in and can

contribute for a safer planet to live in.

11
The Kabadiwala:
• The Kabadiwala.com works on the sector of waste
management and organizing the waste sector to improve
the clean environment.

• There is no way to track the household waste materials

and its productive use of the City.

• TheKabadiwala.com is a doorstep service intends to help

out people to sell their household junks like Newspaper,
iron, plastic books, copies, metal etc. and get paid for it.

12
13
 Types of Social Entrepreneurs

Community Social Entrepreneur:

• Community social entrepreneurs are small-
scale changemakers.
• A community social entrepreneur can be a
young individual teaching underprivileged
kids in a town, a group of college students
running sanitation and plantation drives in a
city or one or more organizations working for
social good.
14
• Anything from an effort to build a community garden
in an affluent suburb to the organization of a
volunteer fire department in a poverty-stricken rural
area can fall under the umbrella of a social
entrepreneurs community project.

15
2. Non-Profit Social Entrepreneur:
• These social entrepreneurs believe in
reinvesting profits.
• Along with the initial cost, they put their
profits into the cause.
• For instance, if the initial project was to
educate kids from underprivileged
backgrounds and they received more funds
than required to facilitate the initiative, they
will utilize the surplus to educate women and
expand their portfolio.
16
3. Transformational Social Entrepreneur:
• Transformational social entrepreneurs are
more like running an organization where you
hire skilled people, think of newer ways to
stay relevant in the market, follow the
guidelines issued by governments and do
everything that an enterprise does.
• Some examples of transformational social
entrepreneurship are CRY (Child Rights and
You), Goonj and JusTea.

17
Global Social Entrepreneur: Global social
entrepreneurs think on a larger scale and focus on
changes required at the global level. They put social
responsibility above profits.
• They usually collaborate with organizations working
on similar causes in specific regions/countries.
• One of the most relevant examples of this type of
social entrepreneurship is the
“Make A Wish Foundation. Headquartered in Phoenix,
Arizona, it actively works in around 50 countries,
fulfilling the wishes of critically ill children .”
Bill & Melinda Gates Foundation
18
 Why social entrepreneurship….?

• Act as a change agent for the society

• Looks for an opportunities that other missed
out
• Improve the systems
• Inventing the new approaches to the problems
• Creating Solutions to change society for better

19
Bill Drayton-
• In 1980, Drayton established the non-profit
organization known as Ashoka.
• This organization identifies, enlists, and supports
major social entrepreneurs in order to create a
worldwide team of “changemakers”.
• Ashoka’s impact is both multifaceted and far-
reaching, spanning many levels of change in many
nations across the globe.
• “Ashoka’s impact is both multifaceted and far-reaching,
spanning many levels of change in many nations across
the globe.”

20
21
Blake Mycoskie

• TOMS, a US-based footwear brand, is an example of

real-time social entrepreneurship.
• In 2006, TOMS popularized the one-for-one model
that many social-entrepreneurial businesses later
replicated.
• For every pair of shoes they sold, the company donated
a pair to one who could not afford it.
• This strategy supported their ability to run a successful
business by selling a product to people who could
afford it nd directly impacting change in communities
where there was a need by providing new shoes.
22
3) Muhammad Yunus-
Yunus established the Grameen Bank in the country of
Bangladesh in 1983.
Objective of Grameen Bank was to provide small loans to
those living in poverty so that they would be able to become
financially self-sufficient.
4) Jeffrey Hollender
• Jeffrey Hollender founded Seventh Generation, a company
specializing in the production of eco-friendly household
cleaning products and personal hygiene products, in the
late 80’s.
• Along with developing products that were free of harsh
chemicals, the company also decided to donate 10 percent
of its profits to non-profit organizations and businesses
that are dedicated to social and environmental causes. 23
5) Jacqueline Novogratz
• In 2001, with the help of Rockefeller Foundation, the
Cisco Systems Foundation, and several other
philanthropists, Novogratz created her company
“Acumen”.
• Previously named the Acumen Fund, uses patient, or
long-term capital to help fund businesses who have a
focus on providing solutions to social issues.

24
6) Tom Szaky
• Szaky used investment money provided by venture
capitalist Suman Sinha to start selling his own
homemade fertilizer.
• In order to build his business, Szaky took his worm
waste fertilizer to major business such as Walmart
and Home Depot, where he was able to convince
them to sell his products.
• Later his small business venture turn into a multi-
million dollar company known as TerraCycle.

25
7) Scott Harrison-
• Scott Harrison has become one of the most successful
social entrepreneurs through his non-profit
organization known as charity: water.
• Charity: water began after Harrison decided that he
was spiritually unsatisfied and made a journey to
West Africa with an organization called Mercy Ships.

26
8) Willie Smits
• Willie Smits, a former microbiologist working in Indonesia,
never intended on becoming a social entrepreneur.
• It wasn’t until he had an encounter in Indonesia with a baby
Orangutan who was left to die in a trash heap that he
decided he needed to change the world.
• This Orangutan, which he named Uce, sparked the
beginnings of Borneo Orangutan Survival Foundation, a
foundation dedicated to helping abandoned apes that were
at risk for being harmed.
• Along with helping Orangutans and other apes, Smits’
foundation also helps to teach local people the importance
of sustainable farming methods, reforestation, and
preserving the forest areas that already exist.
27
 Examples of Social Entrepreneurs
• Anshu Gupta, Founder of Goonj: Anshu, a media professional, wanted to provide
proper clothing to the underprivileged. He started collecting old clothes to upcycle
them and distribute them among the poor.
• Santosh Parulekar, Founder of Pipal Tree: Focusing on one of the most underrated
segments, jobs in rural India, this organization is the best example of social
entrepreneurship. Pipal Tree was established to help youth from rural India find
suitable jobs.
• Urvashi Sahni, Founder and CEO of SHEF (Study Hall Education
Foundation): Set up to educate girls in rural India, SHEF has transformed more than
1,000 schools, trained tens of thousands of teachers and impacted nearly 5 million
students’ lives in UP and Rajasthan.
• Harish Hande, CEO and Founder, Selco: India’s first solar funding program, Selco
aims to provide sustainable energy in the country’s rural areas.
• Trilochan Sastry, Founder of ADR (Association for Democratic
Reforms): Trilochan, a professor at the Indian Institute of Management,Bangalore,
began his journey as a social entrepreneur by filing a PIL against some political
leaders in Delhi High Court. He formed ADR in 1999, which now reviews election
procedures to strengthen democracy in India. 28
The process of social entrepreneurship
 Impact of Social Entrepreneurship
• Employment Opportunities
• Improving health and Well-being
• Protecting the environment
• Supporting agriculture and allied activities
• Empowering and uplifting women
• Promoting education and literacy
• Financial Growth
• Supporting other social enterprises and organizations
• Supporting vulnerable children and young persons
• Providing affordable housing

* Social enterprises can create social impacts in any way they can through
the 17 Social Development Goals (SDGs) set by the United Nations. 30
 Millennnials and Social Enterpreneurship

• Millennials, often described as those born between 1981

and 1996, have shown a strong inclination towards social
entrepreneurship.
• This generation tends to prioritize purpose-driven work
and seeks to address societal and environmental issues
through innovative business models

31
• Shiza Shahid is a Pakistani social entrepreneur, social
activist, investor, and educator. She is the co-founder and
former CEO of the non-profit Malala Fund, which promotes
education for every girl.

• Abby Falik is an award-winning social entrepreneur and the

Founder & CEO of Global Citizen Year.

32
The relationship between millennials and social
entrepreneurship is symbiotic, marked by mutual
influence and alignment of values.

• Values Alignment
• Digital Natives
• Innovation and Creativity
• Collaborative and Networked Approach
• Desire for Meaningful Work
• Global Perspective
33
 Values Alignment

• Millennials, as a generation, tend to prioritize purpose

and social impact in their careers and purchasing
decisions.
• Social entrepreneurship resonates with these values as
it combines business principles with a commitment to
addressing societal and environmental challenges.
• This alignment fosters a natural affinity between
millennials and social entrepreneurship.

34
 Digital Natives

• Millennials grew up during the rapid expansion of

digital technology and social media platforms.
• This digital fluency enables them to leverage online
tools and networks to promote their social ventures,
engage with stakeholders, and amplify their impact.
• Social media, in particular, provides a powerful
platform for storytelling, community-building, and
crowdfunding, which are essential elements of many
social enterprises.

35
 Innovation and Creativity

• Millennials are known for their innovation and creativity.

• They often approach problems with fresh perspectives
and are willing to challenge conventional business
models.
• Social entrepreneurship offers millennials an opportunity
to apply their creativity to tackle complex social and
environmental issues through innovative solutions and
business models.

36
 Collaborative and Networked Approach

• Millennials tend to value collaboration and

interconnectedness.
• Social entrepreneurship encourages partnerships and
collaboration across sectors, including government,
nonprofit organizations, corporations, and academia.
• Millennials are adept at forming networks and
collaborating with diverse stakeholders to drive
collective action and create systemic change.

37
 Desire for Meaningful Work

• Many millennials seek meaningful work that allows

them to make a positive difference in the world.
• Social entrepreneurship provides a pathway for
millennials to align their professional ambitions with
their personal values.
• By building businesses that address social and
environmental challenges, millennials can derive a
sense of purpose and fulfillment from their work.

38
 Global Perspective

• Millennials are more globally minded than previous

generations, thanks in part to increased access to
information and global interconnectedness.
• Social entrepreneurship often involves addressing issues
that transcend national boundaries, such as poverty,
climate change, and healthcare disparities.
• Millennials are uniquely positioned to tackle these global
challenges by leveraging their cultural awareness,
empathy, and willingness to collaborate across borders.

39
 Social Impact

• Social impact refers to the effect of an

organization's actions on the well-being of
individuals and communities.
• It encompasses both intentional efforts to
create positive change and the unintended
consequences of business operations.

40
Social impact can manifest in various forms,
including
• Economic empowerment
• Environmental sustainability
• Improved education
• Enhanced healthcare access
• Reduced inequality

41
 Why is Social Impact important?

• No matter how small the effort is, social impact

impacts everyone in many ways we may not realize.
• When one component of society thrives, many other
aspects of their lives will flourish.
• Other lifeforms on Earth can also have the chance to
thrive.
• Social impact creates opportunities that are otherwise
unavailable to the minorities or underprivileged.

42
 Application of Social Impact

• Social Enterprises
• Corporate Social Responsibility
• Impact Investing
• Nonprofit Organizations
• Philanthropy
• Community Development

43
 Social Enterprises

• Providing access to clean energy in

underserved communities.
• Offering employment opportunities and skills
training for marginalized populations.
• Creating sustainable and ethically sourced
products.

44
 Corporate Social Responsibility (CSR)

• Investing in community development projects such as

infrastructure improvements, education, and
healthcare.
• Implementing sustainable business practices to
reduce environmental impact.
• Supporting employee volunteerism and charitable
giving.

45
 Impact Investing

• Investing in affordable housing projects to address

homelessness and housing insecurity.
• Funding sustainable agriculture initiatives to promote
food security and rural development.
• Supporting social enterprises and startups that
address social issues.

46
 Non-profit Organizations

• Providing essential services such as healthcare,

education, and disaster relief.
• Advocating for policy changes to address systemic
issues such as poverty, inequality, and environmental
degradation.
• Mobilizing volunteers and community resources to
support vulnerable populations.

47
 Philanthropy

• Funding research and innovation in areas such as

healthcare, renewable energy, and education.
• Providing grants and scholarships to support
underserved communities and individuals.
• Supporting advocacy efforts and nonprofit
organizations working to address systemic issues.

48
 Community Development

• Building community gardens and urban green spaces

to promote food security and environmental
sustainability.
• Establishing cooperative businesses and microfinance
programs to empower local entrepreneurs.
• Organizing neighborhood clean-up efforts and
revitalization projects to improve living conditions
and community well-being.

49
 Social innovation

• Social innovation refers to the process of developing and

implementing novel solutions to address social and
environmental challenges.
• Unlike traditional innovation, which primarily focuses
on technological advancements or product development,
social innovation places a central emphasis on creating
positive societal impact and promoting social change.

50
 Key Aspects of Social Innovation

• Problem Identification – Root Cause

• Innovative Solutions – Community Driven
Approaches
• Collaboration – With Stakeholders
• User-Centered Design
• Measurable Impact

51
• Telemedicine platforms that provide remote
medical consultations and healthcare services
to patients with limited mobility access to
healthcare services.
• Mobile health (mHealth) apps that enable
individuals to monitor their health, access
medical information, and receive health-
related reminders.
• Community health worker programs that train
and deploy local residents to provide
healthcare services, health education, and
preventive care in rural or marginalized areas.
52
 Education
• Low-cost or free online educational platforms that
provide interactive learning materials, tutorials, and
courses to learners worldwide.
• Alternative education models such as Montessori schools,
charter schools, and community-based learning centers
that offer innovative approaches to teaching and
personalized learning.
• Education technology (EdTech) solutions that leverage
digital tools, gamification, and adaptive learning
algorithms to support student engagement and academic
achievement.

53
 Sustainable Development
• Circular economy initiatives that promote resource
efficiency, waste reduction, and recycling by
redesigning products, materials, and business models.
• Green energy projects such as solar power, wind
farms, and microgrids that provide clean and
renewable energy sources to communities while
reducing reliance on fossil fuels.
• Climate adaptation and resilience strategies that help
communities prepare for and mitigate the impacts of
climate change, including extreme weather events,
sea-level rise, and water scarcity.
54
 Community Development
• Social enterprises and cooperatives that
provide employment opportunities, skills
training, and economic empowerment to
disadvantaged individuals and communities.
• Social impact investing and community
finance models that channel capital to
underserved communities, small businesses,
and social enterprises to stimulate economic
growth and social progress.

55
 Humanitarian Aid and Disaster Relief

• Humanitarian technology solutions such as drones,

satellite imagery, and mobile apps that support disaster
mapping, search and rescue operations, and delivery of
aid supplies in remote or inaccessible areas.
• Cash transfer programs that provide financial assistance
to disaster-affected households, enabling them to meet
their immediate needs, rebuild their lives, and restore
their livelihoods.
• Community-based disaster preparedness and risk
reduction initiatives that empower local communities to
identify hazards, develop evacuation plans, and build
disaster-resistant infrastructure and shelters. 56
 Examples of Social Innovations

1. Clean Water Projects in Developing Nations : These

projects are designed to provide access to safe and
reliable drinking water for people living in poverty-
stricken areas who lack access to basic amenities.
2. Mobile Banking and Financial Services in India
3. Crowdfunding Platforms to Support Social Causes
4. Digital Education Programs Across the Globe

57
 Social Enterprise
• A social enterprise is an organization with a prime
motive to do social work.
• It aims to maximize profits and use the money to fund
various social programs. Nevertheless, its primary
goal is to create a social impact.
• Social Enterprise is about the BUSINESS
MODEL.
• Social enterprise is a business — whether operated
by a for-profit or nonprofit — that has a double
bottom line of both maximizing social and
financial return.
58
• Founded in 2015, Change Please is a social enterprise
which aims to end homelessness through selling great
tasting coffee.

Profits and donations are used to

train people experiencing
homelessness to become baristas,
supporting them with everything
they need to turn their lives
around.

59
• HippoRoller .

60
61
 Challenges in starting/managing social
enterprise
1.Raising funds
2.Building and following a ground up business plan
3.Investing in the right people
4.Process Management & Planning for Growth
5.Balancing the vision with business

62
 Design Thinking
• Tim Brown’s, “Design thinking can be described as a
discipline that uses the designer’s sensibility and methods
to match people’s needs with what is technologically
feasible and what a viable business strategy can convert
into customer value and market opportunity”.

• Design Thinking is a comprehensive customer-oriented

innovation approach that aims to generate and develop
creative business ideas or entire business models.

63
 Empathise and
understand

What is Keep personal

Design assumptions and
preconceives ideas aside
Thinking ?
Problems are redefined
for the purpose of
innovating alternative
strategies and solutions.
Stanford Design thinking model

Empathize Define

Prototype Ideate

Test
 Engage –
talk to users

How to Observe –see their

world
empathize
Immerse –
put yourself
in users’
shoes
 Define: What is a problem statement?
• Why is a problem statement needed?
• A properly articulated problem statement talks about the user's need in a
clear and simple language. If the problem statement is expressed
accurately and clearly the design thinkers find it easier to create a
product to suit the user's needs. Design thinking practitioners come up
with designs / solutions on the basis of the problem statement.
• What can go wrong if we begin with an incorrect problem statement…
• If we come up with a wrong problem statement the solution/product will
not be effective.

“If I were given one hour to save the planet, I would spend 59
minutes defining the problem and one minute resolving it,” -
Albert Einstein
 IDEATION
• Generate as many ideas as the group
can…
• ….irrespective of probability,
practicality and possibility.

• Finally, shortlist the practical,

innovative and the best ideas.
 What is a prototype?
A prototype is a simple model of an idea or a solution that has been proposed
for a given problem statement.

Design Thinking teams share the prototype with

end users to quickly test or validate their ideas
without getting into actual implementation phases.

How does a prototype help?

A protype helps to quickly get answers to the following
questions:
• Do the users think that the prototype can scale up to an actual
product/service that can solve their challenges?
• Do they think it is all wrong and will not serve their purpose?
• What changes would the users suggest in the prototype?
 Simple to Elaborate prototypes

Simple Average Elaborate

(Low-fidelity) (Medium-fidelity) (High-fidelity)
Sketch, paper cut-out, Detailed storyboards or Wireframes, functional
high level process flow, sketches, paper / had prototypes, etc.
schematic diagram, short crafted models, detailed
skit process flow, detailed
diagram
 CONDUCT A USER TEST

It is a good idea to do the testing in a

natural environment where the users Inform the user about the
would use the prototype. Try to prototype and testing but do
recreate the real life setting where the not share the details
users are likely to use the product.

Try not to disrupt the user’s

interaction with the
Let it be free flowing where
prototype. Resist the urge to
users can talk about the
correct the user. User
experience
mistakes are learning
opportunities.
• Ask follow up questions

72
 Methods for Testing

2. I LIKE, I WISH, WHAT IF

I LIKE I WISH WHAT IF

 Design Thinking Example
• Naandi Foundation’s Example
• In the city of Hyderabad in India, Naandi Foundation’s
community water treatment plant provides safe water. However,
villagers still use free water which is not safe for consumption
and makes people sick. The villagers use unsafe water not
because of affordability issues or accessibility issues, but
because of the flaws in the overall design of the system.
• The problem is that the womenfolk cannot bring the heavy
containers of water back to their homes from the plant. Such
problems can be solved by design thinking process. Consider it
as an exercise to think of ideas how this problem faced by the
villagers can be solved by design thinking methodology.
74
• Phase 1 “Understand“ (Understanding the Problem): Naandi Foundation
needs to understand the real problem people are facing and try to find out
the cause of not taking water from them.

• Phase 2 “Observe“: Detailed research and on-site observations should be

carried out on people’s need/problem. Numerous methods can be used for
this, such as interviews, written surveys, observations with recordings
through photos or even videos. The results will give clarification of the
general conditions, the exact problem and a comprehensive understanding
of the people and their needs and behaviour.

• Phase 3 “Point-of-View“ (Define the problem): After the observations, the

findings should be summarized in a clearly defined question.

75
• Phase 4 “Ideate“ (Finding and selecting ideas): It is the phase where actual
brainstorming process takes place. Ideas can be generated to make water
transportation easy and less expensive. Design of the container can be changed.
Availability can be made when male members are free. Water can be provided in
the container of different sizes.

• Phase 5 “Prototype“ (Develop the prototype): In this very important phase, ideas
should be visualized as quickly as possible, made tangible, sketched, designed,
modelled/simulated. The ideas can be analysed in order to identify weak points,
and a selection decision can be made on the basis of an idea evaluation.

• Phase 6 “Test“: In this final phase, the ideas are to be further developed and
tested through further experiments and feedback. It is a good idea to do the
testing in a natural environment where the users would use the prototype. Try to
recreate the real life setting where the users are likely to use the product. 76
Intrapreneurs are individuals who are tasked
with creating new and innovative products
within an already-established business.

77
• Ken Kutaragi created the Sony
PlayStation when he wanted to improve his
daughter’s Nintendo.
• Ken Kutaragi is the intrapreneur behind the
launch of the first Sony's PlayStation in
December 1994 in Japan.
• It eventually became the first “computer
entertainment platform” to ship over 100
million units, in a decade.

78
Intrapreneurs Entrepreneurs
An Insider Outsider

Benefit a company Benefit an industry

Use company resources in pursuit of Works for themselves and seeks external
their project resources and support in pursuit of their
project.

Work independently within their Work independently outside the company

company

Share the reward of their risk with their Share the reward of their risk with
company themselves

79
• A social intrapreneur is an employee within an
institution, be it corporate, public or non-
profit, that starts initiatives that focuses on
social or environmental impact while
maintaining and moving the institution’s goals
and mission forward.

80
• Tamara DiCaprio, Senior Director of
Environmental Sustainability for Microsoft,
DiCaprio is the chief architect responsible for
designing and managing the company's new
carbon neutral policy.
• Susie Lonie Creator of the M-PESA, money
transfer service
• Vodafone India extended the mobile money service, M-
Pesa to merchants and retailers with M-Pesa Pay, a
digital payment system that enables them to receive
payments from their customers without any exchange of
cash.
81
 Scaling up social enterprises
• Scaling up means expanding your social
enterprise within the same market or geography,
by increasing your capacity, resources, or
operations.
• For example, you might open more branches,
hire more staff, or serve more customers.
• Scaling up can help you achieve economies of
scale, enhance your brand recognition, and
deepen your impact in your target community.
82
Strategies for Effective Scaling

• Clarify Your Impact Model: Clarity on impact is essential

to ensure that scaling doesn't dilute the organization's
mission.
• Develop a Scalable Business Model: A sustainable and
scalable business model is the foundation of successful
scaling. This model should consider revenue streams, cost
structures, and potential growth bottlenecks.
• Invest in Infrastructure: As social enterprises grow, they
need robust systems and infrastructure to support their
operations efficiently. This includes investing in technology,
logistics, human resources, and supply chains. Effective
infrastructure can help prevent operational challenges as the
organization expands.
83
• Build Strong Partnerships: Collaboration is a
powerful tool for scaling.
• Social enterprises can partner with
governments, NGOs, other social enterprises,
and the private sector to leverage their
resources, expertise, and networks.
• Partnerships can facilitate access to new
markets, funding sources, and knowledge.

84
• Engage Stakeholders: Engaging stakeholders,
including beneficiaries, local communities, and
employees, is crucial for successful scaling. It ensures
that the organization remains aligned with its mission
and understands the evolving needs and expectations
of those it serves.
• Monitor and Evaluate Impact: Scaling without
adequate impact measurement can be
counterproductive. Social enterprises should invest in
robust monitoring and evaluation systems to track
their impact accurately. This data helps in making
informed decisions, improving programs, and
reporting results to stakeholders.
85
• Seek Appropriate Funding: To scale effectively,
social enterprises may need additional funding. They
should explore various funding sources, including
impact investors, grants, loans, and crowdfunding.

• Pilot and Test: Before full-scale expansion, consider

piloting new initiatives or entering new markets on a
smaller scale.
• Pilots allow organizations to learn, iterate, and refine
their strategies without risking the entire enterprise.

86
• Adapt to Local Contexts: When scaling
internationally or within diverse regions, it's essential
to adapt programs and approaches to local contexts.
What works in one place may not work in another,
and cultural sensitivity is crucial.
• Be Patient and Resilient: Scaling is a challenging
journey filled with ups and downs. It's vital for social
enterprises to remain patient, resilient, and adaptable
as they encounter obstacles and learn from failures.
By adhering to these strategies and principles, social
enterprises can effectively navigate the complexities of
expansion while staying true to their mission.

87
Social Entrepreneurship- Funding

• Grants and donations: from organizations,

governments, or individuals.
• Revenue and fees: from selling products, services, or
subscriptions to their customers or beneficiaries. Profits
can be reinvested into their social mission.
• Loans and debt: Loans and debt from banks,
microfinance institutions, or impact investors
• Equity and investment
• Crowdfunding and campaigns: Funding for social
enterprises can also come from crowdfunding and
campaigns from online platforms, communities, or
events. 88
 Measurement of impact & effectiveness of
Social Enterprise
Impact measurement helps organizations answer the
following questions:
• Do our direct beneficiaries/customers feel that our
work is benefitting them?
• Do our stakeholders believe we are taking the
right steps to ensure long-term impact?

89
• Impact measurement is an organization-level analysis
to ensure there is progress being made towards the
organization’s mission.

• Social impact measurement is a process for

measuring positive social changes due to an
organization’s actions.

• Social impact can be determined with Social Return

on Investment (SROI)

90
 WHAT IS SROI ANALYSIS

• Social Return on Investment (SROI) measures the

social, environmental, and economic value created by
a business or project.

• SROI considers both the financial returns generated

by an investment and the social and ecological
outcomes it produces.

91
Social Return on Investment (SROI) Methodology

1. Establishing Scope and Identifying Stakeholders:

• The first stage involves identifying the scope of the
investment and all the stakeholders affected by it.
• This includes the investors, the business or project,
and the broader community.
• By understanding the stakeholders involved, it
becomes easier to assess the impact of the investment
on different groups.

92
2. Mapping Outcomes:
• This involves listing the changes brought about by
the investment, whether they're good (like better
health or a cleaner environment) or bad.
• These outcomes can range from economic benefits,
such as income generation, to social and
environmental changes, such as improved health or
reduced carbon emissions.
• By mapping out these outcomes, investors can gain a
holistic view of the impact created.

93
3. Evidencing outcomes and then availability:
• Once the outcomes are identified, the next stage is to
gather evidence to support their existence and
availability.
• This involves collecting data, conducting surveys,
and using other research methods to validate the
outcomes.
• It is essential to have robust evidence to accurately
demonstrate the investment's impact.

94
4. Establishing impact:
• After gathering evidence, the next step is to develop
the impact of the investment.
• This involves analyzing the data collected and
assessing how much the asset has contributed to the
desired outcomes.
• By establishing impact, investors can understand the
effectiveness of their investments in creating social
and environmental change.

95
5. Calculating SROI:
• At this stage SROI is calculated by dividing the total
social and environmental value created by the
investment by the financial cost of the investment.
• Here, all the values assigned to the outcomes are
added up and compared to the investment's cost.
• The result is the SROI ratio, which shows how much
social and environmental value is created for every
Rupee spent.

96
• The formula for the social return on investment
calculation is as follows:

• SROI = (SIV – IIA) / (IIA x 100%)

• For the purposes of this formula, SIV stands for

Social Impact Value, and IIA stands for Initial
Investment Amount.

97
• This calculation provides investors with a clear
understanding of the financial return on their
investment and the broader social and environmental
benefits generated.
• It enables investors to make informed decisions and
prioritize investments with the most significant
positive impact.

98
6. Reporting and embedding:
• The final stage is communicating the SROI results to
stakeholders, including investors, business or project
leaders, and the broader community.
• By reporting the findings, investors can demonstrate
their commitment to social and environmental impact
and build trust with stakeholders.

99
SROI ANALYSIS

100
 Social Impact Investing
• Impact investing is an direct or indirect
investment strategy that seeks to generate
financial returns while also creating a positive
social or environmental impact.
• Investors who follow impact investing
consider a company’s commitment to CSR
responsibility or the duty to positively serve
society as a whole.

101
Impact investments span includes industries:
• Healthcare
• Education
• Energy, especially clean and renewable energy
• Agriculture

102
Socially Responsible Investing (SRI)
• Eliminating or selecting investments according to
specific ethical guidelines.
• For example, SRI investors may avoid investing in
companies that are involved in producing or selling
alcohol, tobacco, or firearms.

• When focused on environmental causes, SRI may be

known as green investing.

103
The Gates Foundation
• One of the most well-known impact investment funds is
the Bill & Melinda Gates Foundation, launched by the
celebrated Windows pioneer with a total endowment of
over $67 million.
• While most of the Gates Foundation is engaged in
philanthropy, it also has a strategic investment fund.
• The fund has over $2.5 billion under management,
which is invested in ventures that align with the
Foundation's goals of improving health, education, and
gender equality.
• The strategic investment fund supports "organizations
or projects that benefit the world's poorest and are often
overlooked by traditional investors. 104
1. It helps investors be a part of social change
2. It offers a stable balance of risk and reward
3. It provides investors with a sense of moral
satisfaction
4. It gives high returns

105
Why Impact investing

106
107
• Traditional investments are typically made without regard
to social impact.
• Philanthropic contributions are generally made without
consideration of financial returns.
• Impact investing incorporates “both/and” thinking,
represents a spectrum of both financial returns and
potential for social impact.
• While there are clearly many investment opportunities that
prioritize impact over returns, and many that prioritize
financial returns over impact.
• There are a growing number of people that believe there
are opportunities to invest in funds, organizations, and
companies with the potential to provide attractive financial
returns that grow in lock-step with their impact, the upper
right quadrant of the upper right quadrant . 108
109
John Elkington, a British entrepreneur, 1994,

• Businesses should measure success not only in terms

of financial gain but also in terms of the positive
impact they have on society and the environment.

110
 How to Measure the Triple Bottom Line

• Measuring Profit
• Measuring People
• Measuring Planet

111
TBL framework provides the following opportunities
for organizations:
• New ways to generate revenue and profits, such as
attracting new customers who want to lessen their
own impact on the environment.
• A healthier work environment for employees.
• An improved standing in surrounding communities .

112
• Lower energy consumption and costs.
• Higher employee retention rates and an
increased ability to attract new hires.
• Enhanced brand perception and reputation that
can lead to higher sales.
• Improved productivity and reduced operating
costs through operational efficiencies.
• Increased transparency and accountability in
business operations, potentially attracting new
investors.

113
 Apple is committed to being carbon
neutral by 2030.
They prioritize the wellbeing of their
Apple
owe employees and hold their suppliers
to the same high standards of labor,
human rights, health and safety.

P&G sees sustainability as the best way to

improve lives.
Procter & They’re committed to pursuing net-zero
Gamble environmental impact by 2040 and
improve livelihoods across their entire
supply chain.

114
115
 SHARING ECONOMY
• The sharing economy involves individuals
sharing goods and services with strangers,
often through a third party's digital network.
• Sharing economies allow individuals and
groups to make money from underused assets.
• In a sharing economy, idle assets such as
parked cars and spare bedrooms can be rented
out when not in use.

116
117
118
• https://youtu.be/AQa3kUJPEko

119
 Gift Economy
• A gift economy is an economic system based on gift-
giving, in which goods or services get exchanged
with no expectation of remuneration, or reciprocity.

• A gift economy or gift culture is an economic model,

where goods are not sold, but they are given away,
without an explicit agreement or immediate or future
rewards.

120
 Characteristics of Gift Economy
• Community interdependence: Gift economies aim to
create a social bond between gift givers and receivers.
This economic system builds strong social relationships
between different communities, in which informal,
reciprocal gift-giving ensures no one in any community
is alone.
• Delayed reciprocity: Because gift economies run on the
idea that you should expect nothing in return, gift-giving
exchanges often get delayed.
• Indirect gift-giving: In gift cultures, exchanging gifts is
not limited to two people; it’s broadened to the entire
community. For example, you may give a gift to
someone who’s never given one to you, or vice versa. 121
• Intangible or spiritual rewards: Gift economies are
dependent on a type of sacred economics. Your
altruism gets rewarded with good karma, honor, or a
feeling of well-being instead of money or valuables.
• Relaxed tracking: In the gift economy, keeping too
close an eye on the value of each gift exchange and
expecting future rewards of the same value goes
against the spirit of the gift system.
• No exchange for capital goods or saving to
increase personal wealth

122
Examples of Gift Economy
• Donating blood: A blood donation given on a volunteer basis is a
form of gift-giving in a gift economy. When you donate blood, you
expect nothing in return, but you still receive a feeling of well-
being and social belonging for giving to a stranger.
• Koha: Koha is a custom of the Maori people in New Zealand,
which involves visitors donating or giving gifts such as food,
valuable items, or money to a tribal meeting house to support the
cost of hosting a community gathering.
• Information gift economies: These gift economies give out
information freely and accept public collaboration in an open-
source format.
• Potlatch: In a potlatch, a leader strengthens their community bond
by giving away valuables to their supporters and gets rewarded
with attribution of honor, respect, and social status. Indigenous
cultures of the Pacific Northwest practice potlatch rituals.
123
 Challenges of Gift Economy
Less community connection:
• Gift economies make sense in small villages where people live
their entire lives within the same community of people.
• In the modern world, you may not know your neighbors, and
more relationships come and go. It’s easier to get what you
need from a market economy, where you pay a stranger to
receive goods or services.
Higher chance of exploitation:
• It can be harder to create a sense of an interdependent
community in a large city.
Market economies are too popular:
• It’s challenging for gift economies to overcome the strength
and popularity of market economies.
124
 Paid forward Model
• The simplest way to define “pay it forward”
is that when someone does something for
you, instead of paying that person back
directly, you pass it on to another person
instead.
• You scratch my back, and I’ll scratch yours.
But if you scratch my back, am I any more
likely to scratch someone else’s?

125
• Researchers Wayne E. Baker, a professor at the Ross
School of Business at the University of Michigan,
and Innovation Places’ Nathaniel Bulkley, focuses on
Paying it forward.

• Paying it forward, means people’s motivations are

driven by “positive affect:
‘You help me, and I feel grateful, so I pay it forward by
helping a third party.”

126
Paid Forward Model

127
 Social entrepreneurship as a career

1. Making the educated youths employable

2. Healthcare- affordability
3. Urban and Rural Sanitation
4. Making use of renewable sources of power
5. Nutrition and Food for the poor
6. Affordable housing
7. Agriculture

128
Thank you

129