Download - Social entrepreneur
Social Entrepreneurship Policy & Approach
Dr. Madhura M ChatrapathyVirtual Session
University Of Southern CaliforniaSchool of Social Work
at Los Angeles & Orange County
November 22, 2011 9.30 -11 PM IST
Entrepreneuring
dreaming_doing_daring
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.
In a world ofdwindling public resources and growing social challenges, mission-driven entrepreneurship is more important than ever before.
Social Enterprise - the Context
- Rupert Scofield
“ It is not the strongest species that survive nor the most intelligent, but the ones most responsive to change”.
- Charles Darwin
RESPONSIVE to CHANGE
Social enterprise in the context of welfare reform policies
Social Enterprise has come to be a common response in advanced countries to problems like, – structural unemployment– government budget deficits– inadequacy of traditional social policies– need for more active social integration measures
Approach to social enterprise development often defers because of differences in the earlier welfare approach and the change policies or welfare reforms
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.
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
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
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 ‘thecommunity’ as a vital resource and
a site for intervention.
Social Enterprise
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.
The triple bottom line
The double bottom line delicate balance between mission & money
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 National Center for Social Entrepreneurs,
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
The Enterprise Approach
To empower people to make choices based on informed decision making processes with ownership of action and consequent reward and risk
Key Attributes in Enterprise Approach
ASCENT
Opportunity, Resource, Risk, Reward
Over
Despair, Sympathy, Support, Subsistence
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
Key Attributes in Enterprise Approach
Access to Exposure – Learning Opportunities
Dignity in the treatment of
‘beneficiaries’ - artisans or producers as Entrepreneurs
Key Attributes in Enterprise Approach
ASCENT
Strategies focus on empowerment of producer groups
Transfer of governance and ownership
NGO in facilitator’s role
Athani to Dusseldorff
Now lets view a film
saga of transforming artisans to entrepreneurs
GROUP ENTERPRISE
A tool in steering grassroots men and women from ‘vulnerable state or low income’ cross roads to entrepreneurial mainstream
GROUP ENTERPRISE
• An Enterprise Owned and Managed by a Group of Like Minded People (an affinity group) to achieve common entrepreneurial goal
• An entity of Micro Enterprises and/or Potential Micro Entrepreneurs created to profitably carry out one or all of the business operations
ADVANTAGES
Enhances risk bearing ability Efficient utilisation of productive resources Enhanced adoption of Technology Enhanced capacity for capital absorption - build up Synergy of operations Higher production capacity
Contd.
Reach out to distance marketsAccess to alternative marketsScope for developing brand imageHigher bargaining power - negotiation strengthBest of Corporate and Social Organisations (Have the cake and eat it too)
ADVANTAGES
Self Help Groups usually saving & credit groups
Financial EnablerConfidence Builder self - confidence is critical to entrepreneurial initiativesSafety Net for the highly vulnerable people
PROVIDEA sense of self worth, self reliance and identityPeer and community supportNetwork of mentors and counselorsLarger resource
Enabling policies on Self Help Groups in India
ToeHoldToeHoldARTISANSARTISANS
CollaborativeCollaborative
SHGs
REGULAR WEEKLY
MEETINGS
INFO SHARING PROBLEMSOLVING
SAVING & CREDIT
CAPACITY BUILDING
SKILL DESIGN
& MARKET MATCH
PRODUCTION&
DELIVERY
PROFIT SHARING
MPOWERMENT
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
• Funding by NLDP UNDP ** Tech support by CLRI.
•Infrastructure : Government of Karnataka•CORE FOCUS - ECONOMIC EMPOWERMENT /
BUILD OPERATE TRANSFER•The BUSINESS MODEL & SOCIAL PROCESSES were designed and implemented by ASCENT.
•The outcome of this intense joint effort is a Group Enterprise - ToeHold Artisans Collaborative (TAC).
ASCENT initiative Project EnterPrice - transforming artisans to entrepreneurs
Jan 1999 - Dec 2002)
OWNERS CLUB
Nearly 200 women in 15 SHGs
What about men ?
CO-PRENEURS
www.toeholdindia.com
ToeHold Artisans Collaborative
BANGALORE TAC MARKETING
OFFICE
TAC OPERATIONS UNIT
ASCENT
Decentralised Production
Centralised Marketing
www.toeholdindia.com
The Challenge
THEN NOWLow 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
Continued Support Government of India and Karnataka
Sectoral Development of LeatherMarket Development Assistance to Small Business – participation International FairsSupport Artisans Development –Capacity Building & Exposure VisitsTechnology Upgradation / Modernisation
Under various schemes
International Trade Fairs
GDS Düsseldorf
Buyers interacting with artisans GDS 2007 at Dusseldorf
Students, Sadashiv & Savita Harale, and Intl. fashion designer Cathreen Willems
THE ENTERPRISE MODELFRONT 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 VALUESVALUE PROPOSITION
A FINE BALANCE
New Machinery Addition at CFC, Athani
Stitching Machine
Clicking MachineStamping Machine
Design Development Workshop
technical support by Central Leather Research Institute (Govt)
Leaders at discussion with by Prof. Rajkumar Phatate
10,000 pairs exported to Korea
Hollywood Star
Cameron Diaz
Owns TeoHold Sandals!
EXCELLENCEEXCELLENCE EXPORTEXPORT
exporter from backward area in Karnatakaexporter from backward area in Karnataka
By Federation of Karnataka of Chambers of Commerce &
Industries
AWARD 2006AWARD 2006
Launch of
ToeHold enters the portals of prestigious Indian School of
Business240 MBA students were taught ToeHold Business Model developed by ASCENT on August 17-18, 2009
ToeHold Case Study presented to Masters in Social Work Students of USC, Cal
at TISS Mumbai
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
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
www.ascentasia.org
Thank you
Entrepreneuring
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