samforse – a self ... · the impact of social enterprises and standardized metrics for assessing...

TEXTEINFÜGEN| 1

SAMforSE – A Self-Assessment Manual for Social EntrepreneursOr: How can you know if your company or organization is doing well and what works?

EditedbySiemensStiftung

www.empowering-people-network.org

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Part 1 The Self-Assessment ManualIntroduction Page 4Mission&Vision Page 5FinancialResources Page 7Organization Page 9Marketing&Sales Page 11ValueChainIntegration&Networking Page 13Innovation Page 15Scaling Page 16RiskManagement Page 17Ethics&Accountability Page 18Social&EnvironmentalImpact 0ImpactAssessment Page 22OverallAssessment Page 24

Part 2 Help & Support

Help&Support Page 25ApplicationForm Page 27Terms&Conditions Page 30DataProtection Page 30

Imprint Page 31

Contents

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Part 1:The Self-Assessment Manual

4

SAMforSE – A Self-Assessment Manual for Social EntrepreneursOr: How can you know if your company or organization is doing well and what works?

Thesearefamiliarquestionsaskedbymanyforward-thinkingsocialentrepreneurs.Thoughthequestionisquitesimple,theanswerisoftencomplexandinfluencedbymanyfactors.

Thebuzzissteadilyincreasingabouttoolsthatmeasuretheimpactofsocialenterprisesandstandardizedmetricsforassessingsocial,economic,andenvironmentalimpact.However,therearecurrentlynoeasilyapplicabletoolsforsocialentrepreneurstomeasuretheirbusinessesinthisway.

SAMforSEisatoolspecificallydevelopedfortheneedsofsocialentrepreneurs.Itisgearedtowardtheecosystemandbusinessmodelofsocialenterprises.Ithasbeendevelopedforsocialentrepreneurslookingforquickinsightsabout,amongotherthings,theirorganization’svaluecreationandsocialperformance.Itisadiagnostictoolforyourownenter-prise.

Thetoolisdesignedtohelpidentifyyourstrengthsandsuccessesbutalsotohighlightareaswherethereisroomforimprovementwhenitcomestosustainingsuccessovertime.

Thetoolfocusesoninsightsandplanningratherthanrelyingonsomegeneralstrategiesthatyourenterpriseisgrowingorscalingintherightdirection,orachievingimpactbyim-provingthelivesofcustomers.

Pleasenote:outstandingresultsinseveralareasofevaluationdonotguaranteethatyourorganizationwillbeanautomaticsuccess.SAMforSEisthefirststepinacomplexevaluationprocessandprovidesanearlyglimpseintothedevelopmentofyourbusiness.

ByapplyingSAMforSE,weareconfidentyouwillgaindeeperinsightsandconcreterecommendationsforyourbusiness.WealsoofferadditionalpracticalsupportforyourbusinessuponcompletionofSAMforSE:

– Informationwhereyoucanfindprofessionalbusinesscoachingandsupport

– Linkstotutorialsandwebinarsaboutsocialentrepreneurshipbusinessmodels

– Opportunitiestoapplyforapersonalcoachingprogramconductedbyabusinessdevelopmentserviceprovider,orforbusinessdevelopmentworkshopsorganizedbySiemensStiftung.ThecostsofacoachoraworkshopwillbecoveredbySiemensStiftungwithnoadditionalcharge.

Or,forfurtherbackgroundinformationreadthenewstudy“ABackgroundPaperonthePerformanceandImpactofSocialEnterprises"withinterestingcasestudieswrittenbyProf.WolfgangHeinandProf.RobertKappel.(see:www.empowering-people-network.org;www.SAMforSE.org)

How to use SAMforSE

1. Theself-assessmentmanualconsistsofsomeintroductoryremarks,elevenquestionnairesfromdifferentevaluationareasforassessingyourbusinessandorganization,anoverallassessment,andanappendixwithpracticaladviceforadditionalsupport.

Theevaluationareasforyourself-assessmentare:Mission&Vision,FinancialResources,Organization,Marketing&Sales,ValueChainIntegration&Networking,Innovation,Scaling,RiskManagement,Ethics&Accountability,SocialandEnvironmentalImpact,andImpactAssessment.

2. Tostart,pleasehavealookattheintroductorynotes.

3. Next,makeanhonestassessmentofyourbusinessororganizationbasedonthepromptsineachevaluationarea.Baseyourassessmentonhoweachpromptappliestoyourbusinessororganization:isthisa“strong”area,anareathatyouare“tracking,”oranareathat“needsimprovement”?

Yourdataaresafe.Pleasereadthechapter"Terms&

Conditions"and"DataProtection".Remember:thetoolworksbestifyougivehonestinput.

4. Foreachprompt,givethreepointsfora“strong”response,twopointsfora“tracking”response,andonepointfora“needsimprovement”response.Recordthepointsforeachpromptinthe“score”columnontherightsideofthegrid.

5. Attheendofeachquestionnaire,addtheresultsofallyouranswersandputyourfinalnumberinthecorrespon-dingspotontherankingscale.

6. Aftercompletingalltheindividualquestionnaires,addupallyourresultsinthefinal,overallgrid.Areyousatisfiedwithyourresults,oristheresomeroomforimprovement?Ifyouseesomeareasyou’dliketoworkon,pleasehavealookatthesectionHelp&Supportonthewebsite"www.SAMforSE.org",whichcontainsinformationaboutadditionalsupportandopportunitiestoapplyforapersonalcoachingprogramorabusinessdevelopmentworkshop.

Siemens Stiftung developed SAMforSE in cooperation with the German Institute of Global and Area Studies (GIGA), with Prof. Wolfgang Hein and Prof. Robert Kappel, and is supported by Dr. Kerstin Humberg, expert in social business and global sustainability.

5

Strong(3 points)

Tracking(2 points)

Needs improvement(1 point)

Score

Motivation Weintendedtofindsolutionstosocialand/orenviron-mentalissuesthathavenotbeen(sufficiently)addressedbyanyotherpublic,private,ornon-profitorganizationsofar.

Wewantedtodosomethinggoodandhadsomeideastoimplementthisinasocialenterprise.

Westartedthebusinesstoearnalivingandtoworktowardasocialpurpose.

Mission statement

Wearticulateanenduringpurposeandcorevaluesforourprojectinamissionstatementthatiscompellingandeasytounderstand(“Wehelpwaste-pickersbecomeentrepreneurs”).

Wehavecommunicatedourgoalsandvaluesonvariousoccasionstoourclients.

Wetrytodoourjobinaconvincingway.

Vision Wehaveaclearvisionofwhatwewanttoachievewithinthenext5-10yearswithsmart(specific,measurable,realistic,andtimely)goalsthatdefinesuccess.Weregularlytrackoursocialand/orenviron-mentalachievementsagainstthesegoalsandkeyperformanceindicators(KPIs).

Wehavesomeideasofwhatwewanttoachievewithinthenext5-10years.Evalu-ationsarecertainlyusefulandimportant,buttaketoomuchtimeandmoneyifyouwanttodothemregu-larlyandsystematically.

Wehaveneverreallytakenintoconsiderationasystematicevaluationofourwork.

Market insights

Wecarryoutthoroughmarketanalysesandidentifytherootcausesofthesocialand/orenvironmentalshortcomingsonwhichourstrategicplanisfocusing.

Werealizethatmanypeoplesufferfromcertainmarketdynamics(junkfoodorun-healthyproducts),buthavenoclearideahowtodevelopaviable(business)solutiontothesechallenges.

Weprimarilyseetheneedforsurvivalinthemarketandfromtimetotimewetrytocombineeconomicopportunitieswithsocialimpact.

Response to public sector failures

Weanalyzethereasonsfortheshortcomingsornon-existenceofstateregulationsorsupportingactivitiesandtrytocooperatewithlike-mindedpublicdepartments.

Weareawarethatpublicregulationisimportantforsocialandenvironmentalprogress,butouraccesstopublicinstitutionsislimited.

Webasicallyhopethatstateinstitutionsdonotinterferewithourproject.

Coopera-tion

WeareengagedinstrategicpartnershipswithothersocialentrepreneursandNGOstomaximizethesocialandenvironmentalreachandrelevanceofourproject.

Wecollaboratewithafewclosepartnersandnetworks,butourprimarymissionistoadvanceourownenter-prise.

Weareconcentratingonourownproject,asnet-workingtakestimewithoutbringingnoticea-bleadvantages.

Mission & Vision

6

Strong(3 points)

Tracking(2 points)


Score

Business model: Vision of linking social and economic goals

Wehavetranslatedourvisionintoaneconomicallyviablebusinessmodelinresponsetothesocialand/orenviron-mentalissuesthatweaddress,allowingustogenerateastablesourceofincomewithouthavingtocompro-miseonourmission.

Wetrytofindawaythatallowsustoaddresssocialand/orenvironmentalaswellaseconomicconcerns,butwehavesomedoubtsabouttheoptimalsolution.

Wedoourbesttopursueoursocialand/orenviron-mentalgoals,butthisisnotalwayspossibleifourprojectistosurviveeco-nomically.

Total

Needs improvement(bottom5%)

Tracking minus(next20%)

Tracking (middle50%)

Tracking plus (next20%)

Outstanding (top5%)

7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Ranking scale: Insert your overall score.

The percentage indicates where you would rank within a representative peer group.

7

Financial Resources

Strong(3 points)

Tracking(2 points)


Score

Financing model

Welargelyfinanceourenter-priseoperationsthroughre-venuesfromsalesandbusinessfinancing(microfinance,debt,equityorhybridcapital)andreceiveonlyverylimitedsupportbygrantsanddona-tionsorfamilyandfriendscapital.Wehaveastableincomefromourownsales.

Wefinanceouractivitiesthroughamixofrevenues,businessfinancingandgrantsordonations.Wehavearatherlimitedincomefromoursales.

Wefinanceourenterpriseoperationsthroughgrants,donationsorCSRfundingandonlypartlythroughrevenuesfromsales.Wehavenotaccessedanybusinessfinancingyet.

Financial dependency

Wedon’tdependonexternalfundingsupport.Wefullyfinanceouroperationsthroughoursales.Inordertogroworupgradeourope-rationswemightsourceexternalfundingsupportforspecificscale-upactivities.

Wereceivefinancialsupportfromanarrayoforganiza-tions.Ourfundingsourcesareratherdiversifiedandwelimitedtheinfluenceofourfundingsources.

Wedependonfinancialcontributionsfromasmallnumberoforganizations.Ourenterpriseoperationsdependongrants/dona-tionsorCSRfundingfromlargecorporations.

Microfi-nance

Ourorganizationdoesnotusecreditfrommicro-financeinstitutionsasasourceofincome.Instead,start-upcapitalwasprovidedbytheownersandsupportersofoursocialbusiness.

Weuseourownmoneyasstartupcapital,butalsousesmallbankcreditandsomemicro-credit.

Westartwithsmallamountsoffamilymoneyandusemicro-financein-stitutionsforthecompany’sexpansion.

Growth of enterprise

Ourgrowthisbasedontwofactors:surplus(profits)achievedthroughourownsocialbusinessoperationsand(affordable)creditfromthird-partyproviderssuchassocialimpactinvestors,foundations,orbanks.

Welimitourstep-by-stepexpansionbyusingsalesandbankcredits.

Webenefitfromcontribu-tionsofcharityorganiza-tionsanddonormoney.

Finance and busi-ness culture

Thesuccessofourenterprisedependsonaclearandreli-ablebusinessculture.There-fore,wealsocooperatewithfinanceinstitutionsthatfollowthesamesocialideas.Welimitourfinancialactivi-tiestothosebanks,charityorganizations,andotherdonorsthatareinlinewiththesesocialgoals.Thisconstitutesourbasicthink-ingforsustainablefinancialdevelopment.

Ourcultureincludesmarketorientationandsocialactivi-ties.Thismeansthatweareopentofinancefrombanks,NGOs,internationalorgani-zations,andalsofromsocialactors.

Weareforcedtosurvive,andthereforeisdoesnotmatterwherethemoneyforexpansionofourbusi-nesscomesfrom.

8

Strong(3 points)

Tracking(2 points)


Score

Financial Dependency

WedonotcountonCSRfunding,butfromtimetotimeweusemoneyfromlargebusinessesiftheircontributionsareinlinewithourbusinessphilosophyandtheupgradingofouractivities.Inthiscase,CSRfundingcanbeasourceforgrowthandsocialimpact.Wearealsocautiouswithdonationsfromlargefoun-dations.

Wetrytolimittheinfluenceofbigenterprisesbecausewefeartoomuchinterven-tionanddependence.Onlyifcooperatingwiththemmighthelptheexpansionofourenterprisewithoutinterferingwithourbusinessethicsarewewillingtoengagewiththem.

Wecooperatewithlargecorporationsbecausewegetaccesstolargeamountsofmoney.

Total





Outstanding (top5%)

6 7 8 9 10 11 12 13 14 15 16 17 18



9

Organization

Strong(3 points)

Tracking(2 points)


Score

Personal leadership

Ourcompanyhasgoodleadershipandmanagerialskills,charisma,anddeci-sionpower.Achievingthemissionofoursocialenter-prisehaspriority.

Ourorganizationisquitewell-organizedandwetrytoleadouremployeeswithpurpose.However,wehavenot(yet)definedjoint-organizationalvaluesandmanagementstandardsforourenterprise.

Ouremployeesareinterestedinthemissionofourenterprise,butwehavenoalignedunder-standingofourvaluesandsocialenterpriseconcept.

Legal form Weknowalllegaloptionsavailabletous(includingtheprosandcons)andhavefoundtheappropriatelegalformforoursocialenterprise.

Wehavechosenalegalformwithoutconsideringtheprosandconsofanyotherlegaloptionsavailabletosocialenterprises.

Sofarwehavepaidlittleattentiontolegalformsassuch.

Talent Weattractandretaintherighttalentbymeansofcoachingandmentoring.Wealwaysseekemployeeswhoareawareofsocialproblems.

Wetrainouremployeesonthejobandteachthemaboutsocialproblemsaswegoalong.

Newemployeesarehiredbychanceandwedonotrequireanycompetenceconcerningsocialbusinesstopics.

Operational set-up1

Wehaveadevelopedinternalorganization,competentstaff,andgoodhumanresourcepolicies.Weofferofasus-tainableincomeanduseplan-ningmethodsandmanage-mentstrategiesforsustainablebusinessdevelopmentfo-cusedonsocialpurposes.Wefosteraholisticperspec-tiveontheentirevaluechainofourbusiness.

Wehaveateamthatkeepstheorganizationrunningbutconsiderssocialenterprise-relatedissuesaspotentiallyadditionalcosts.Thebusi-nessunitsdonothaveaholisticperspectiveontheentirevaluechain.

Ourenterprisedoesnotpaymuchattentiontoope-rationalandorganizationalaspects;ourteamdoesnotfocusonsocialenter-priseissuesanddoesnotsufficientlyregarditselfasdependentontheentirevaluechain.

1 Thiscouldincludehumanresourcesmanagement;operationalunits;relationshipbetweenadministration,development, production,andsales.2 Comprisingbothmindsetsandbehaviors

10

Capability building2

Weregularlyengageindiscussionsandlearningactivitiesrelatedtotheso-cialand/orenvironmentalconcernsthatwedealwith.Inaddition,weareactivelybuildingouremployees’capabilitiesthroughtrainingandcoachingprograms.

Weengageindiscussionsandactivitiesrelatedtothesocialand/orenvironmentalconcernsthatwedealwith,whileouremployeesbuildtheircapabilitiesonthejob.

Ouremployeeshavelimi-tedknowledgeaboutthesocialand/orenvironmen-talconcernsthatweareconfrontedwith.Wealsohavenoparticulartrainingorcoachingprogramtobuildtheircapabilities.

Total





Outstanding (top5%)

5 6 7 8 9 10 11 12 13 14 15

Strong(3 points)

Tracking(2 points)


Score



11

Strong(3 points)

Tracking(2 points)


Score

Customer segments

Weknowexactlywhoourcustomersareandhaveastrongunderstandingoftheirspecificchallengesandneeds.Inordertobettersatisfytheseneeds,wehavegroupedourcustomersintodistinctsegmentswithcom-monneeds,behaviors,andcertainattributes.Wefostermutualunderstanding.

Wehavegoodcontacttoourcustomers,andinsomecasesthishasbeenestab-lishedoverthelong-term.Theselong-termcontactsandcontractsmeanweknowhowtodealwiththeirdemands.Weadaptourmarketingstrategiestochangingdemands.

Wehavenoclearunder-standingofwhoourcu-stomersare.Wearenotsureabouttheirspecificneeds.

Value proposi-tion

Wehaveabundleofproductsand/orservicesinplacethatcreatevalueforourcusto-mersordifferentcustomersegments,astheysolvetheirspecificsocialand/orenvironmentalproblemsandsatisfytheirneedsascustomers.Weactivelyco-operateandexchangeideasonhowtobetteradapttotheneedsofourclients.

Wehavespecificconceptsforhowtocreatevalueforourcustomers.Weofferourproducts/servicestoourcustomers.

Wedonothavespecificconceptsforhowtodealwiththedemandsofourcustomers.

Channels Inordertodeliverourvalueproposition,weareinregularcontactwithourcustomers(ortargetbene-ficiaries)throughvariouscommunication,distribution,andsaleschannels.Wehavedevelopedtherightmixofdirectandindirectchan-nelsbasedondeepmarket/customerinsights.

Weareinsteadycontactwithourcustomersandcommunicateregularly.Wehavedevelopedcommu-nication,distribution,andsaleschannels.

Wereacttothedemandsofourcustomersandusewell-establishedchannelsofdistributionandsales.Wedonotcommunicateonaregularbasis.

Customer relation-ship

Wetrytoeducatecustomersonoursocialproductsandserviceofferingsinthelargersociety.Wealsoproactivelyleveragepartnershipsandlong-termrelationships(e.g.,withgovernment,non-pro-fits,customers,academics)toovercomepurchasingbar-riers.Werespondtocusto-merneedsandidentifyanddevelopsolutionstocapturesocialtrends.

Weengageineducationaleventstargetedatcusto-mersorthegreatersocietyonanadhocbasis,butwedonottakeadvantageofpartnershipstosupportthemarketingandsalesofourproductand/orserviceoffer-ings.

Wedonotengageincu-stomereducationanddonotconsiderexternalpartnershipsasawaytosupportthesalesandmarketingofourproductand/orserviceofferings.

Marketing & Sales

12

Strong(3 points)

Tracking(2 points)


Score

Promotion of social or ecological attributes

Formarketingandsalespurposes,weproactivelyidentifyandcommunicatethe“social”or“ecological”attributesofourproductsand/orserviceofferings.

Wemarketanumberofrele-vantproductsand/orserviceofferingsbasedonsocial/ecologicalattributes.

Thoughweareoperatingasocialenterprise,wedonotuse“social”or“ecolo-gical”attributesformar-keting.

Branding Inordercapturethebenefitsofthemarketandtopositionourselvesinthatmarket,wecreatedastrongbrandforourorganizationaswellasourproductandserviceofferingsthatisrecognizedandvaluedbyourcustomers.

Westartedtothinkaboutourpositioninginthemar-ketandbrandnamesforourproductsand/orserviceofferings.

Wehavenoideawhatexactlybrandingisaboutandhowwecouldpositi-onourselvesinthemar-ket.

Total





Outstanding (top5%)

6 7 8 9 10 11 12 13 14 15 16 17 18



13

Strong(3 points)

Tracking(2 points)


Score

Reasons for Inte-gration in global or regio-nal value chains

Byintegratingintoaglobalorregionalvaluechainwecangetaccesstomarkets,ideas,knowledge,tech-nology,managerialandorganizationalcompetencefromtheoutside,andcanbenefitbycooperatingwithothervaluechainpartners.Throughvaluechaininte-grationwecanraiseourcompetitivenessinthelocalmarket,andbettersolvesocialand/orenvironmentalproblemswhichcouldnotbetackledbyusaloneorwithoutinternationalcoo-peration.

Weusethevaluechainsandnetworksinordertopar-ticipateinbroadeningthescopeofouractivities.

Westartedthinkingaboutvaluechainintegration,buthavesofardonenoconcreteactivities.

Vertical integra-tion and position in the value chain

Wefocusouractivitiesonstrengtheningourroleinthevaluechainandtrytobethekeyplayerthatgovernsthevaluechaininsupportofouroperationstofostersocialimpact:inclusivegrowth(e.g.,jobsforthedisadvantagedand/orahealthyenvironment).

Wefocusonourvaluechaintolearnandseewhetherourenterprisecanbenefit.

Wetriedtobetterinte-grateouroperations,butdonothaveanyinfluenceonvaluechaingover-nance.

Local chains

Weareakeyplayerinourlocalvaluechain.Wesetbusinessandsocialstandards;weorganizeandgovernthechainfromproductiontoconsumption(marketplace),thequalityofproductsand/orservices,andtheenviron-mentalandsocialnorms.Wealsotrytoexpandourmarketingactivitiesbeyondlocalmarketsbycollaborationswith,forexample,super-marketchainsintheregion.

Westartedtoexpandouractivitiesalongthevaluechainbyorganizingtheforwardlinkages(buyingparts,collectingparts)andcooperatingwithpartnersthatadapttooursocialandenvironmentalstandards.

Wecollaboratewithotherstakeholdersinourvaluechain,butwithouttryingtosetanysocialand/orenvironmentalstandardsornorms.

Value Chain Integration and Networking

14

Strong(3 points)

Tracking(2 points)


Score

Horizontal chains

Weareinregularcontactwithresearchinstitutionsand/oruniversitiesthatengageinresearchthatisrelevanttoourmissionand(social)busi-nessactivities.Weexchangeviewswithresearchersandarewillingtoinvestinresearchthatmakesadifferenceand/orkeepsusaheadofourcompetitors.Weusecoope-rationwithresearchinordertoidentifynewproducts,brandnames,etc.andtostayontopinacompetitivemarket.

Fromtimetotimewetakeadvantageoftheexpertisefromuniversitiesandresearchinstitutions.

Wehavenocontacttoanyacademicexpertsorresearchinstitutions.Forus,thisistoocostlyandwebelievethatwedonotbenefitfromthiskindofcooperation.

Coopera-tion/ networks

Wecooperatewithlocaladministrations,localcommunitiesandothersocialentrepreneursorNGOstofostersocialandenvironmentalstandardsinoursector.Weareadrivingforceforthesenetworks.Weusethesenetworksinordertofosterlocalconsciousnessandlocalinnovation.

WeareengagedinsomecooperationwithlocalcommunitiesandNGOstogetaccesstomarketinfor-mation.Wearewellcon-nected,butnotakeyplayerinanyofthesenetworks.

Wearenotengagedinanyparticularcommunityorcivilsocietynetwork/organization.

Total





Outstanding (top5%)

5 6 7 8 9 10 11 12 13 14 15



15

Strong(3 points)

Tracking(2 points)


Score

Anticipa-tion

Wearefullyawareofemergingtrendsandneedsinoursocialbusinessfieldandaimtoincorporatetherespectiveinsightsintothedesignandengineeringforthenextgenerationproductsandservices.

Weconsiderandintegrateemergingtrendsandneedsinoursocialbusinessfieldonlyonanad-hocbasis(inotherwords,iftheoppor-tunitypresentsitself,thenwetakeit).

Weusuallydonotconsi-deranytrendsorneedsthatareemergingamongourcustomersorthelargersociety.

Co- creation

Weactivelyinvolveexternalpartnerstobetterachieveourbusinessvisionandmission(e.g.,productdevelopment,replication,scaling).

Weengageinone-offdis-cussionswithpotentialpart-ners(suchaswhentheyapproachus),butdonotactivelypursuepartnerships.

Sofar,wehavenotpercei-vedanyparticularvaluefrompartnershipswithotherorganizationsinthepu-blic,social,orprivatesec-tor.

Diversifica-tion

Weactivelytrytoexpandandgrowoursocialbusiness.Thismightmeandiversifica-tionofourproductorser-viceofferings,geographicexpansion(intermsofmarketreach),and/ornewpartnerships.

Wewouldbeinterestedintheexpansionofourcur-rentactivities(e.g.,throughscalinganddiversificationefforts)ifanopportunitycameup,butdonotactivelyseeksuchanopportunity.

Wearenotreallyintere-stedinfurthergrowthofouractivitiesthroughgeogra-phicexpansionorscalingactivities,andthereisnoparticularneedforscale.

Innovation

Total





Outstanding (top5%)

3 4 5 6 7 8 9



16

Strong(3 points)

Tracking(2 points)


Score

Scaling of business activities

Expandingthescaleofourbusinessintermsofmarketsandproductioncapacitieslocally,nationally,andinter-nationallyconstitutesanessentialpartofourbusi-nessconcept.

Wehavecautiouslyusedscalingopportunitiesinafewinstances,expandingourbusinessattheoriginalloca-tionorwithintheregion.

Sofar,scaling-upourbusinesshasnotbeenanoption.

Replication Wehavefrequentlyseizedopportunitiestoreplicateouractivitiesinotherloca-tionsastheeasiestwayofscaling-up.

Wehavereplicatedourbusinessmodelinafewplacesclosetoouroriginallocation.

Wearejustconcentratingondoingagoodjobatouroriginallocation.

Internatio-nal expan-sion

Weareexpandingouractivi-tiesintoothercountriesandactivelyinvolvelocalpart-nersthroughstrategicpart-nerships,suchassub-con-tractingandfranchisesystems.Wetrytoraisefinancingfromlocalsourcesaswellasfromcooperationwithcharities.

Webelievethatourcurrentorganizationalset-upworkswellforus,butwearenotsurehowtoorganizeinter-nationalexpansionandwhetherthatwillbebenefi-cialtoourbusiness.

Wedonottakeinternatio-nalexpansionintoconside-ration.

Value creation

Werecognizepotentials,seizeopportunities,anddelivervalueforcustomersandsocietyingeneralthroughourscalingactivities.

Occasionallywerecognizeopportunitiesofscaling-upourbusiness,butrarelyusethispathfordeliveringadditionalvalue.

Weneitherrecognizenordeliveradditionalvaluebymeansofscaling.

Scaling

Total





Outstanding (top5%)

4 5 6 7 8 9 10 11 12



17

Strong(3 points)

Tracking(2 points)


Score

Operational risk manage-ment

Weregularlyanalyzeandidentifypotentialrisksthatcouldaffectouroperations,suchassupplychaindisrup-tions,environmentalrisks,orfluctuationsinsalesandinputprices.Wehaveacom-prehensivemitigationplaninplaceforsiteandenter-priserisks.

Wefocusonafewmajor(most-likely)operationalrisks–withlittlesystematicriskanalysis.Wehavemitigationplansinplaceonlyformajorrisksandupdatethemonlywhenwefeelthatitmightbebetter.

Wedonothaveanysyste-maticalapproachinplacetoanalyze,identify,and/ormitigatemajoroperati-onalrisks.Wemanageriskeventsastheyhappenonanad-hocbasis.

Reputation risk manage-ment

Weactivelyconsiderourstakeholders’expectationstowardourorganization,andwearepreparedtoavoidlaborandcommunityproblemsbyhaving(forexample)anenvironmental,safety,andhealthprogramandbyactivelyconsideringtheirexpectationsoftheorganization.

Weengagesuppliers,em-ployees,andcommunitiesinthediscussionofoperationalriskmitigation,butwehavenoorfewtargetsoractionplansinplacetomanagetheirexpectations.

Werarelyengageinstake-holdermanagement(sup-plier,community,emplo-yees),andifso,itisdonewithlimitedstrategicfocusandresources.

Value preserva-tion

Throughoperationalriskmanagement,weaimtopre-servethevalueofoursocialenterprise.

Werecognizethevalueofoperationalriskmanage-ment,butwearenotsurehowtopursueasuccessfulriskmanagementstrategy.

Wethinkthecostsofope-rationalriskmanagementarehigherthanthepoten-tialreturns.

Risk Management

Total





Outstanding (top5%)

3 4 5 6 7 8 9



18

Strong(3 points)

Tracking(2 points)


Score

Ethics and responsibi-lity

Wefoundedasocialenter-priseinresponsetoconvic-tionsonmoralstandardsregardingproperandimproperconductandtheirimplica-tionsonsocialresponsibility.Asasocialenterprisewefocusonclearethicalstan-dardswhichweregularlydiscussinlike-mindednet-works.

Ethicalconsiderationsplayedarolewhensettingupourbusiness,butwefinditdifficulttotranslatethemintorealactivitiesexpress-ingsocialresponsibility.

Atthebeginning,ethicalconsiderationshavetoremaininthebackground.Ourfirstpriorityistomakeourbusinessecono-micallyviable.

Ethics and employees

Weconsiderouremployeesaspartnerswhoarestrivingforthesamemission;there-fore,werespectandaddresstheirpersonalneeds(suchasfairwages,healthservices,child-care,etc.).

Intermsofworkingstan-dards,wetrytodoourbesttomeetalllabornormsinourcountry.However,duetofinancialconstraints,wecannotmeetthemall.

Theeconomicviabilityand/orsuccessofourenterprisehastoppriority,asthiswillcreateadditio-naljobsandensuretheproductionofvaluableproductsand/orservicesinthelongrun.Therefore,deliberateattentiontotheneedsofemployeescan-notbeguaranteedatthebeginning.

Ethics and business partners

Respectfulinteractionswithbusinesspartnersareessen-tial,andwecooperateonlywithorganizationsthatpresentahighlevelofsocialresponsibility.

Wetrytoworkwithbusi-nesspartnerswhoshareourgoals,butsometimesitisdifficulttorejectsupportfromlargesponsorsifwedependontheirfinancialcontributions.

Sometimesonehastobetoughwhenitcomestobusinesspartners,butduetofinancialconstraints,wecannotalwaysaffordtobeselective.

Accounta-bility: To whom am I accounta-ble?

Whatissociallyresponsibledoesnotdependonlyonourpersonalconvictions.Wefeelaccountabletothepeoplethatweserveaswellasthewidercommunity.

Wealwaystrytogetfeed-backfromourpartners,customersandthosewhowesupportwithourenter-prisetomakesureweknowtheirneedsandmeettheirexpectations.

Wearebasicallyaccounta-bletoourcustomerswhoexpectustoproducequa-lityproductsand/orser-vicesforagoodprice.

Ethics & Accountability

19

Total





Outstanding (top5%)

5 6 7 8 9 10 11 12 13 14 15

Strong(3 points)

Tracking(2 points)


Score

Ethics and ability to change

Ifweencounterseriousethicalissues,wearereadytoadjustour(social)busi-nessapproachimmediately.

Discussionswithpartnerssometimesremindusthatwecoulddoevenbetterintermsofsocialresponsibility,butthisrarelyleadstochangesinouroperationsoroverallapproach.

Weconsiderchangesinouroperationsoroverallapproachwhenconfron-tedwithseriouseconomicproblems.



20

Strong(3 points)

Tracking(2 points)


Score

Products and services

Weofferproductsand/orservicestolow-incomeorotherwisedisadvantagedconsumergroupsanduseourincome/revenueprimarilytoadvanceourmission.Wearecommittedtothelong-termimpactofourproductsand/orserviceofferings.

Wesellproductsand/orservicesandhopethattheyimprovethelivesofourintendedbeneficiaries.

Wesellproductsand/orservices,butdonotknowwhetherornotwereachourintendedbeneficiari-es;nordowefullyunder-standtheimpactofouroperations.

Customers Wecontributetohumandevelopmentbygivingpeopleanexpandedchoice:ourcustomersbenefitfromthemarket-basedsolutionsthatwehavecreatedinresponsetotheirsocialand/orenvironmentalconcerns.

Oursocialenterpriseservesourcustomerswithproductsand/orservices,butwedonotknowmuchaboutthecorrespondingimpact.

Wedonotknowforsurewhetherornotwereallyreachourcustomers.

Employ-ment and income

Oursocialenterprisecreatesemploymentandincomeopportunitiesforbothskilledandunskilledworkers.Wehavebuiltmomentumandenthusiasmaroundthesocialand/orenvironmentalissuesthatweaimtoaddress,andouremployeesbenefitfromtrainingprogramsthatimprovetheircapabilities.

Wehavecreatedgoodwork-ingconditionsforourem-ployees,butwehavenotbeenabletoofferimportantsocialbenefitsandtrainingprograms.

Employmentandincomecreationhavenotbeenamongtheforemostob-jectivesofourbusiness.

Community/ society

Inadditiontotheeconomicvaluethatweproducethroughoursocialenterprise,ourorganizationcreatessocialvalueforthewidercommunity.Wecontributetoproductivityenhance-mentandoveralleconomicgrowth–andthuscontri-butetopeople’ssustainablelivelihoods.

Weprovideproductsandincomeopportunitiestomanypeople,butdonotknowalotaboutthewiderimpactthatwehaveonthecommunitiesthatweserve.

Wedonotknowhowourorganizationaffectsthewidercommunity.

Environ-ment

Oursocialenterpriseprimarilyaimstosolveasocialissue,buttakesenvironmentalissuesandconsequencesseriouslyandfactorsthemintodecisionmaking.

Weareawareoftheenviron-mentalimpactofouractivi-ties,butwedonotfullyunderstandhowtoimproveit.

Wearenotawareoftheenvironmentalimpactthatourbusinessactivi-tiesmighthave.

Social and Environmental Impact

21

Strong(3 points)

Tracking(2 points)


Score

Future impact potential

Oursocialbusinessactivitieshavecontinuouslyexpandedandhaveinitiatedadeepchangeindealingwiththesocialandenvironmentalissuesinoursociety.Wehavealsoexpandedouractivities(toadditionalregionsorcountries,forexample).Weconsiderourselves“changemakers”withabroadreachandimpact.

Oursocialbusinessactivitieshaveshownsomeprovenpositivesocialand/orenviron-mentaloutcomes,butwehavenotyetmanagedtoexpandourreachandrele-vance.

Wehavestabilizedourso-cialbusiness,butdespitepositiveoutcomes,wearefarfromanyscalingorre-plicationeffort.

Total





Outstanding (top5%)

6 7 8 9 10 11 12 13 14 15 16 17 18



22

Strong(3 points)

Tracking(2 points)


Score

Logic model2

Wehaveaclearlogicmodel(or‘theoryofchange’)forhowthesocialand/orenvironmentalvaluethatweaimtoaccomplishwillbecreated.Thislogicmodelinformsourorganization’simpactvaluechain.

Weunderstandthediffe-rencebetweeninputs,outputs,outcomes,andimpact,butlackaconvincinglogicmodelthatexplainswhywearedoingwhatwearedoingorhowweshouldrunoursocialenterprise.

Whenitcomestoimpactassessment,wedonotyetdifferentiatebetweeninputs,outputs,outco-mes,andimpact.

Strategic goals and target setting

Inlinewithourmission,vision,andstrategicpriorities,wehavedefinedclearannualtargetsforbothoutputs(resultsthatcanbemeasured)andoutcomes(changestothesocialsystems).

Wehaveamission,vision,andstrategicprioritiesthataffectourchoiceofinputs(whatisputintotheventure),andactivities(theventure’sprimaryactivities).However,ourstrategicprioritiesdonotyettranslateintomea-surablegoalsortargets.

Wealwaystrytodoourbestandthereforedonotlimitourselveswithpredefinedstrategicgoalsorshort-termtargets.

Assess-ment design

Weknowthebroadrangeofavailableassessmentmethods,tools,andresources,aswellastheirpurposes,strengthsandweaknesses.Basedonthisunderstand-ing,wehavedeveloped/chosenanassessmentdesignthatfitsbestwithourassessmentobjectivesandresources.

Wearewellawareofthebroadrangeofdifferentassessmentmethodsandtools.However,aswedonotfullyunderstandtheirdifferentpurposes,strengths,andweaknesses,wehavenotyetdeveloped/chosenanappropriateassessmentdesign.Wethereforedonotyetsystematicallyassesstheimpactofourwork.

Wehavenotyetsyste-maticallyconsideredappropriateassessmentmethodsandtoolsthatfitwithourassessmentobjectivesandresources.

Metrics and key perfor-mance indicators (KPIs)

Despitethefactthatsocialvaluecannotalwaysbemeasuredinquantitativeterms,wehavedefinedasetofmetricsthatallowfortechnicallysoundandusefulmeasurementsinlinewithourownand/orinvestors’requirements.Inlinewiththesemetrics,wehavecreatedasetofoutputin-dicatorsthatcanbetrackedrelativelyeasyovertime.

Weknowwhattypeofout-putsandoutcomeswearelookingforandunderstandtheimportanceofmetricsforperformancemanage-ment.However,wehavenotyetmanagedtodefineasetofmetricsandKPIsthatmeetourownand/orinvestors’reportingandassessmentrequirements(e.g.,intermsofpracticalityoravailableresources).

Thesocialand/orenviron-mentalvalue(orchange)thatweaimtoaccomplishcannotbemeasuredortracked.

Impact Assessment1

1 Thegoalofsocial/environmentalimpactassessmentistodriveimprovementsthatincreasethevalueofprogramstothe peopletheyserve.Socialimpactassessmenthelpsorganizationsplanbetter,implementmoreeffectively,andsuccessfully bringinitiativestoscale.Assessmentalsofacilitatesaccountability,supportsstakeholdercommunication,andhelpsguide theallocationofscarceresources.

2 Thekeynotionofthelogicmodel(theimpactvaluechain)istodifferentiateoutputsfromoutcomesandimpacts.Outputs areresultsthatasocialenterprisecanmeasureorassessdirectly.Outcomesaretheultimatechangesthatoneistryingto makeintheworld.

23

Learning- driven approach

Weundertakeourimpactassessmentswithaspiritofinquiry,notofjudgement.Ourapproachcapturescriticalinformationatallstagesandinrealtime–comprisingbothexpectation‘failures’andsuccesses.Itconsidersunintendedconse-quences(bothpositiveandnegative)andenvironmentalinfluencesthatenhanceorundermineaprogram’ssuccess.

Wearewellawarethatlearningfromfailurescanbeasimportantasgeneratinginsightsfromsuccesses.However,westruggletounderstandun-intendedconsequencesandincorporatetheselessonslearnedintoourstrategicplanning,decision-making,andoperations.

Weusuallystarttoassessoutcomeswhensome-thinggoeswrongorcer-tainbusinessactivitiescometoanend.

Total





Outstanding (top5%)

5 6 7 8 9 10 11 12 13 14 15

Strong(3 points)

Tracking(2 points)


Score



24

Overall Assessment

Characteristics1

Needs improvement

2 Tracking

minus

3 Tracking

4 Tracking

plus

5 Outstanding Comment

Mission & Vision

Financial Resources

Organization

Marketing & Sales

Value Chain Integration & Networking

Innovation

Scaling

Risk Management

Ethics & Accountability

Social & Environmental Impact

Impact Assessment

Overall Assessment

25

Part 2:Help & Support

26

SAMforSE – Help & Support

Ifyoudecideaftercompletingtheself-assessmentthatyouneedadditionalsupport,youarewelcometoconsiderthefollowingoptions:

– Applyforavouchervaluedat2,000€foranativepersonalbusinessdevelopmentcoach.Pleasenotethatwearerequiredtoaskforsomepersonalinformationfortheapplication.(See:www.SAMforSE.org)

– Viewrecommendedtutorialsthatwehavecompiledonavarietyoftopicsfocusingonhowtoadvanceyourbusiness.

(See:www.SAMforSE.org)

– Refertoourlistofinstitutionsthatofferwebinarsonbusinessdevelopment.


– Wehavealsocompiledalistofon-siteorganizationsandinstitutionswhereyoucaninquireaboutfunding,advice,andsupport.


– WriteanemailtoSiemensStiftungandmentionyouareinterestedintakingpartinoneofour"empoweringpeople.Onsite"trainingswithprofessionaltrainers(giventhattrainingsontopicsthatfityourindividualdemandareofferedinyourregion).

([email protected] [email protected] orseewww.empowering-people-network.org)

– Readourbackgroundpaperwithinterestingcasestudiesandrecommendationsforself-help,writtenbyWolfgangHeinandRobertKappelfromtheGermanInstituteofGlobalandAreaStudies(GIGA).

(See:www.empowering-people-network.org;www.SAMforSE.org)

SAMforSE Voucher-Program

Youcanapplyforavoucherinthisform.Forfurtherdetails,pleaseseetheTermsandConditions.Ifyouhaveanyquestions,justsendusanemailorfax+4989540487–440.

1. ApplicantPleaseenteradescriptionofyourselfandallowustopublishyourname,yourcountry,andyourmailaddress.IfavailablepleasealsoinserttheURLofyourwebsite.

Personal information

Formofaddress*

Mr. Ms.

Title

FirstName*

LastName*

Company/Institution*

FoundingyearofyourCompany/Startofactivities*

Position

Contact information

Street*

Country*

Zip*

City*

Phone

Fax

Email*

Website

Skype

2. Your Social Enterprise

Titleofyourproductorservice*

Shortdescriptionoftheproductorservice*Backgroundinformation&SocialImpact*

Briefly explain the background of your product/service e.g. what is the problem you are trying to solve? How would you describe the social impact that your product/service can have on people suffering because of this problem?

Descriptionoftargetgroups*

What groups benefit from your product/service? Please differentiate between benefitting target groups such as customers/users or e.g. people being employed

Developmentstageofproduct/service*

Ready-to-Implement/Implementedin(pilot)projectSerialProduction/frequentlyused

Pleasestatethecountryorregionwhereitisused:

3. Your Enterprise

Describeyourbusinessmodel:*

OperativeCostCalculation(preferredin$):

Revenue Costs Profit(Material/HumanResourcesetc.)

2014

2015

2016

Financial resources *

Whatareyourcurrentsourcesofincome/funds?*Whatwill/shouldbeyoursourcesofincome/fundsinthelongrun?*Whichfundingpartners/organizationdoyouhaveaccesstoforappropriatefundingandinwhichperiodsofyourbusiness?*

Market and Customers *

Doyousellordonateorsellanddonate

yourproduct/servicetoyourtargetgroup?

Canyourcustomersaffordtobuyyourproduct/services?Ifnot,doyouoranotherpartner/institutionprovidefinancialsupportprograms?*

Whoareyourdirectcustomersorbeneficiaries(e.g.individuals,households,organizations,institutions)?*

Howmanycustomersdoyouhave?*

Aretheresimilarproducts/servicesavailableonthemarket?Ifyes,whatistheinnovativeapproachofyourproduct/servicethatdifferentiatesyourproduct/service?*Specific requirement *

Pleasedescribewhatisrequiredfortheimplementationoftheproductorservice(machine,land,equipment,materials,organization,overheadcostsetc.)*

4. TeamDescribeyourteaminviewofqualification,experienceandmotivation.

Name

Position

Experience

Qualification

5. Problem – Needs of ImprovementPleasedescribeyourmainneedsofimprovement.Whatareyourrequirementsonabusinessdevelopmentserviceprovider?CanyoulistoneormoreevaluationareasofSAMforSEwhereyouwouldliketogethelpandsupport?*

Haveyoueverdoneaself-assessmentorevaluationbefore?yesno

AfterfinishingSAMforSEdoyouthinkthatyouknowmoreaboutyourstrengthsandaswellaboutthefieldsforimprovement?

yesno

WhichtutorialofferedintheSAMforSE“Help&Support”sectionwasmosthelpfulforyou?

Doyouhaveanyexperiencewithbusinesstrainingsandbusinesscoachings?

yesno

Howdidyouhearaboutthe“SAMforSEVoucher-Program”?

I/weagreewiththeTermsandConditionsofthe“SAMforSEVoucher-Program”aspublishedonthewebsite.*

Please send your application and your overall assessment

By mail to: SiemensStiftung"empoweringpeople.Network"Kaiserstraße1680801MunichGermany

By e-mail to: (Andattachthescannedapplicationandoverallassessment)[email protected]@siemens-stiftung.org

By fax to: +4989540487440

Thefieldsmarkedwith*aremandatory.

Terms & Conditions of the SAMforSE Voucher-Program

BelowyoucanfindtheTerms&Conditionsoftheapplicationfora“SAMforSEVoucher”.

The“SAMforSEVoucher”isaddressedtoanysocialenterprisefromanyregionintheworld.Onepersonoroneteamofthesocialenterpriseisallowedtosubmitoneapplication.

Submitting social enterprise should fulfill the following criteria

• Thesocial enterprisedevelopsproducts/servicewhichhavethepotentialofsocialimpactforpeopleindevelopingandemergingcountries.

• Thesocial enterprisedevelopsservicesorproductswhicharealreadysuccessfullyimplementedtoimprovebasicsupplyindevelopingoremergingcountries.

• Thesocial enterprisehasastrongfocusonjobcreation.

• Thesocial enterprisefollowsvaluessuchasfairness,socialresponsibilityandself-sustainability.

YoursocialenterpriseshouldhaveafocusontechnicalproductsandservicesinthecategoriesWater&WasteWater,Energy,Food&Agriculture,WasteManagement,Healthcare,Sheltering,EducationandInformation&Communicationinordertofulfilbasicneedsofpeopleindevelopingandemergingcountries.

Allintellectualpropertieswillremainwiththeapplyingsocialenterprise.SiemensStiftungassumesnoliabilityforkeepingtheentriesconfidential.Consequently,applicantsinterestedinsecuringtheirintellectualproper-tiesshouldnotsubmitentrypriortofilingpatentapplicationsinthecoun-triesforwhichtheyintendtoprotecttheirintellectualproperty.

ApplicationispossibleviatheformprovidedintheSAMforSEbrochureoronwww.SAMforSE.org.Allrequesteddatamustbedelivered.Submittedapplicationsareconsideredfinal.ApplicationsshouldbesubmittedinEnglishorSpanish.

TheVouchermustbeusedforabusinessdevelopmentserviceproviderwhowillberecommendedbySiemensStiftung.

ApplicationscanbesubmittedfromApril15thuntilJune 15th.

Anyrecoursetocourtsoflawisexcluded.

Ifyouneedfurtherinformation,pleasecontactusdirectlyatempowering-people-network@siemens-stiftung.org

The Siemens Stiftung about data protection

Theprotectionofpersonaldataisanimportantmatterforus.Consequently,weconductourbusinessactivitiesincompliancewithapplicablelegalprovisionsontheprotectionofpersonaldataanddatasecurity.Theinfor-mationoutlinedbelowwillhelpyouunderstandhowwecollectdata,howwehandlesuchdataandtowhomwemakeitavailable,ifrequired.

General information

1. Personal data

Wedonotcollectanypersonaldata(forexample,names,addresses,telephonenumbersoremailaddresses),unlessyouvoluntarilyprovideuswithsuchdata(forexample,byregisteringortakingpartinsurveysandvoting),youhavegenerallyagreedonit,orifthecorrespondinglegalprovisionsontheprotectionofyourdataallowtheuseofsuchdata.

2. Purpose

Weusethepersonaldataprovidedbyyoutorespondtoyourinquiriesorgrantyouaccesstospecificinformationoroffers.

Furthermore, it may be required

• thatwestoreandprocessyourpersonaldatainordertobeabletobetteraddressyourrequirementsortoimproveouroffers;or

• thatwe(orathirdpartybyourorder)usethepersonaldatatoinformyouabouttheoffersoftheSiemensStiftungorconductonlinesurveysinordertobettercomplywiththeresponsibilitiesandchallengesofourusers.

Ofcourse,wewillprocessyourdataonlyforsuchpurposesifyouhavegivenusyourconsentorifapplicableregulationspermitsuchprocessing.Inaddition,ifyoudonotwishtoprovideyourpersonaldataforthepurposesmentionedabove,inparticulartoimproveourofferwewillbehappytocomplywithyourrequestifyouhavenotifiedus,[email protected].

Wewillneithersellyourpersonaldatatothirdpartiesnormarkettheminanyotherway.

3. Use for a specific purpose

TheSiemensStiftungwillonlycollect,processandusethepersonaldataprovidedbyyouforthepurposeswhichyouwereexplicitlynotifiedaboutwithinthescopeofthisdataprotectionadvice,exceptwhenthecollec-tion,processingoruseofsuchdata

• ismadeforanotherpurposewhichisindirectconnectionwiththeini-tialpurposeforwhichthepersonaldatahadbeencollected,

• isrequiredtoprepare,negotiateandfulfilthecontractconcludedwithyou,

• isrequiredduetolegalobligationsorofficialorjudicialorder,

• isrequiredtoconstituteortoprotectlegalclaimsortoavertclaims,or

• isrequiredtoavoidmisuseoranyillegalactivity(forexample,deliberateattacksonthesystemsoftheSiemensStiftung)inordertoensuredatasecurity.

Imprint

SAMforSE–ASelf-EvaluationManualforSocialEntrepreneursAprojectbySiemensStiftungincooperationwiththeGermanInstituteofGlobalandAreaStudies(GIGA)

Editor:SiemensStiftungProjectManagement:Dr.BeateGrotehans,SiemensStiftung

Text:Dr.BeateGrotehans,Prof.WolfgangHein(GIGA),Prof.RobertKappel(GIGA)Support:Dr.KerstinHumberg/Yunel,Berlin

Copy-Editing:MatthewPaulZuvela,Bonn;SusanneJohn/Libra-Text,MunichGraficDesign:Surface,GesellschaftfürGestaltungmbH,Frankfurt/BerlinPrint:reproduktdigital,Munich

www.empowering-people-network.orgwww.SAMforSE.org

©2016SiemensStiftung,Munich.Allrightsreserved.

Siemens StiftungKaiserstraße16D-80801Munich

Tel:+4989540487-314www.empowering-people-network.orgwww.siemens-stiftung.org

samforse – a self ... · the impact of social enterprises and standardized metrics for assessing...

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