ENT 314 - Social Entrepreneurship

Author:
Stephanie A. Follante-Palconit

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Welcome Message

Why social entrepreneurship? Have you asked yourself? The reason

why you take up social entrepreneurship, and the reason why it has evolved in
the past decades is that there are still huge parts of the human population
without basic human needs, given all the commercial entrepreneurship there.
Nutrition, sanitation, education, basic health, and information, which most of the
citizens of the world consider as self-evident, are still unreachable to over a
billion people in this century.

Understanding these social issues we are dealing with entails co-

developing solutions with the community; developing goods and services in
places that are not currently served by the markets; constructing sustainable
business models for these products and services while upholding the social
purpose.

This module aims to share with you the collective human knowledge
generated from many attempts, failures, and achievements. The aim is not for
you to understand, copy, and paste these approaches, but to discuss them,
appreciate them and apply them in the real world.

Faculty Information:

Name: DAN PROTACIO PACOY, MBA

Email: danprotacio.pacoy@usep.edu.ph
Contact Number: 0922 873 0297
Office: College of Business Administration Accreditation Room
Consultation Hours: Monday-Friday 1:00 – 3:00 PM

Getting help

For academic concerns (College/Adviser – Dr. Karl Campos)

For administrative concerns (College Dean – Dr. Gilbert M. Gordo)
For UVE concerns (KMD – kmd@usep.edu.ph)
For health and wellness concerns (UAGC, HSD and OSAS – see website)

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TABLE OF CONTENTS

CONTENTS PAGE

Cover page ………………………………… 1

Welcome Message ………………………………… 2

Table of Contents ………………………………… 3

USeP Vision, Mission and Goals ………………….. 4

USeP Graduate Attributes ………………………… 5

USeP Core Values ……………………………….... 5

Course Overview ………………………………… 6

Course Assessment ……………………………….. 7

Course Map ………………………………… 8

Module 1 Overview ………………………………… 9

The Lessons ………………………………… 10-13

Module 2 Overview ………………………………….

The Lessons ………………………………………….

References …………………………….. 34

UNIVERSITY OF SOUTHEASTERN PHILIPPINES

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VISION

Premier Research University in the ASEAN.

MISSION

USeP shall produce world-class graduates and relevant research and

extension through quality education and sustainable resource management.

GOALS

At the end of the plan period, the University of Southeastern Philippines

(USeP) aims to achieve five comprehensive and primary goals:

1. Recognized ASEAN Research University

2. ASEAN Competitive Graduates and Professionals
3. Vibrant Research Community
4. Proactive Research-based Economic Empowering
Extension Services
5. Capacity for Innovative Resource Generation

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INSTITUTIONAL GRADUATE ATTRIBUTES

LEADERSHIP SKILLS

Creates and inspires positive changes in the organization; exercises

responsibility with integrity and accountability in the practice of one’s
profession or vocation.

CRITICAL AND ANALYTICAL THINKING SKILLS

Demonstrates creativity, innovativeness, and intellectual curiosity in

optimizing available resources to develop new knowledge, methods,
processes, systems, and value-added technologies.

SERVICE ORIENTED

Demonstrates concern for others, practices professional ethics, honesty, and

exemplifies socio-cultural, environmental concern, and sustainability.

LIFELONG LEARNING

Demonstrates enthusiasm and passion for continuous personal and

professional development.

PROFESSIONAL COMPETENCE

Demonstrates proficiency and flexibility in the area of specialization and in

conveying information in accordance with global standards.

CORE VALUES OF THE UNIVERSITY

UNITY
STEWARDSHIP
EXCELLENCE
PROFESSIONALISM

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THE COURSE OVERVIEW

COURSE TITLE : Social Entrepreneurship

CREDIT : 3 Units
SEMESTER : First Semester
TIME FRAME : 18 weeks (54 hours)
COURSE DESCRIPTION : Social Entrepreneurship examines the practice of
cultivating successful mission-driven for-profit and
non-profit ventures in which organizations strive to
advance social change through innovative
solutions. This course is designed for students
who want to explore social enterprise start-ups.
Students will learn the requisite knowledge and
skills to develop their business feasibility plan that
explores starting a new social venture, nonprofit,
or commercial enterprise.
COURSE OUTCOMES :  To provide students with a knowledge of the
concepts, opportunities, and challenges of
social entrepreneurship
 To demonstrate the role of social
entrepreneurship in creating innovative
responses to critical social needs
 To engage in a collaborative learning process
to develop a better understanding of the
context and domain of social
entrepreneurship

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COURSE ASSESSMENT

Learning Evidence and Measurement Rubrics

Learning Evidence: LE2: Concept Idea

Area to Assess Expected Satisfactory Acceptable Unacceptable
(4 pts) (3pts) (2pts) (1 pt)
Business Idea The business The business Business idea The business
idea is well idea is mostly lacks thought, idea is not well
thought out, well thought out, and somewhat thought out, and
original, needed, and improves the improves the does not improve
and improves the lives of others but lives of others but the lives of
lives of others. not necessarily not needed, or others, is not
needed or not original. needed, or not
original. appropriate.
Target Community Students have Students have Students have A target market is
researched and chosen a target done a little not provided.
chosen a target market that is research or have
community well appropriate for only chosen a
suited for their but not target market that
business to necessarily the is somewhat
succeed; best suited for suited for their
students can their business. business to
identify the succeed.
industry e.g.
competitors,
suppliers,
collaborators, etc
Social Venture Concept Students have Students have Students have Concept,
given a detailed given a basic shown little effort product, or
description of description of in describing their service(s) are not
their concept, their concept, concept, product, described.
product, or product or or service(s), or
service(s), service(s), not included the
including the including the prices.
prices (with prices
detailed (responses given
responses to to questions)
price questions).

Learning Evidence: LE3: Social Business Model Canvas

Area to Assess Very Satisfactory Acceptable Unacceptable
(3pts) (2pts) (1 pt)
Product Idea Well thought out, A creative product Poorly considered
creative, and unique that is/ may be viable and presented
* Minimum Viable Product product that is viable in the market place. products that may not
to the market place. Some thought was be practical in the
Extensive thought given to the MVP market place. Little to
was put into the MVP creation of the no thought or
idea. product idea. consideration was put
into the MVP idea.
Value Proposition Specific customer Specific customer Vague specific
problems cited, and problems cited, and customer problems
* Customer's problems solving needs with extensive needs with back up cited, and needs with
* Customer Needs backup data to show data to show market lack of back up data
* Key features of the product MULTIPLE market potential. Specific key to show market
* Match customers problems potential. Specific key features of the potential. Specific key
features of the product that match features of the

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Area to Assess Very Satisfactory Acceptable Unacceptable

(3pts) (2pts) (1 pt)
product that match the customers’ product that does not
the customers’ problems/needs. match the customers’
problems/needs. problems/needs.
Customer Segments A clear understanding Clear understanding Clear understanding
of specific customers of specific customers of specific customers
* Most important customer in MULTIPLE with potential size of missing potential size
* Archetypes markets. Specific market. Specific of market. General
* Job we are doing for the business model business model missing business
customer archetypes for each archetypes for model archetypes for
market. Multiple jobs customer. Complete customer. Missing or
we are handling for understanding of the to general of an
the customer specific job we are handling understanding of the
to the market. for the customer job we are handling
for the customer.
Customer Relationships In depth three part Three part plan to Missing steps to
plan to attract, keep attract, keep and attract, keep and
* How to attract customer and grow customers grow customers with grow the customer.
* How to keep customer with specific specific benchmarks. Missing
* How to grow customer benchmarks. Specific Clear understanding understanding of
understanding of the of the complete needed relationship
complete customer customer relationship with customer.
relationship needs. needs.
Revenue Streams Clear understanding Clear understanding A general
of the profit stream for of the profit stream for understanding of the
* How do we make money the product/service in the product/service. A profit stream for the
* Revenue Model MULTIPLE markets. complete revenue product/service. A
* Pricing tactics A complete revenue model based on partial revenue model
model based on customer segments. based on customer
MULTIPLE customer Specific pricing tactics segments. General
segments. Specific for customer pricing tactics for
pricing tactics for segment. customer segment.
each customer
segment.
Key Partners An extensive list of A complete list of key Incomplete of missing
key partners, partners, suppliers, list of key partners,
* Key Partners suppliers, resources resources required of suppliers, resources
* Key Suppliers required of each key each key partner. Key required of each key
* Resource from partners and partner. Key partners partners expected partner. Key partners
suppliers expected return from return from your side expected return
* What are we giving key your side of the of the venture. missing or to general,
partners venture with monetary from your side of the
value venture.
Key Resources Complete list of Complete list of General list of
resources needed resources needed resources needed
* Financial with citations for with citations for without citations for
* Physical connecting with the connecting with the connecting with the
* Intellectual property resources, and sorted resources, and sorted resources, and
* Human resources by prioritization by by prioritization. missing prioritization.
* Other MULTIPLE markets.
Cost Structure Explanation of critical Explanation of critical Missing or general
costs for costs for critical costs for
* Critical Costs product/service with product/service with product/service
* Fixed Costs sources for sources. Complete without sources. In-
* Variable Costs MULTIPLE markets. spreadsheet with complete
Complete detailed fixed and spreadsheet with
spreadsheet with variable for a start-up detailed fixed and
detailed fixed and or in house resource variable for a start-up
variable for a start-up requirement.

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Area to Assess Very Satisfactory Acceptable Unacceptable

(3pts) (2pts) (1 pt)
or in house resource or in house resource
requirement by requirement.
MARKET.

Grading System

Assessment
Grade Source (Score or Rubric Grade) Percentage of Final Grade
Item
LE1 Individual Assignment 40%
LE2 Presentation 30%
LE3 Final Paper 30%

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The Course Map

SOCIAL ENTREPRENEURSHIP

Module 1 Module 2
Defining Social Entrepreneurship and Sustaining Social Venture and its
its Ecosystem Impact

Lesson 4: Funding your social

Lesson 1: Overview of Social venture
Entrepreneurship
Lesson 5: Structuring your social
Lesson 2: Mapping the Social change ventures and
Entrepreneurship other organization
Ecosystem considerations

Lesson 3: Assessing social Lesson 6: Evaluating outcomes

change opportunities and measuring impact.
and designing social
change venture Lesson 7: Managing Social
Venture’s Impact
Sustainability

Outcome: Students are adept on

social entrepreneurship,
and can readily responds
innovatively on critical
social needs.

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Module 1

Defining Social Entrepreneurship and its Ecosystem

Module Overview:

This module is designed to help you create social ventures to address your
chosen social challenge. The word social here is used to refer to both social
and environmental challenges. Hence, we will get to know what is social
entrepreneurship, and its difference with traditional activism, social work and
charity, and difference from other forms of entrepreneurship.

Module Outcomes:

Upon finishing this module, you are expected of the following:

 To define and understand what is social entrepreneurship and how it

affects vulnerable society;

 To examine social entrepreneurship revolving schools of thought;

 To learn about different systems focusing on social entrepreneurship

and the different networks and resources for venture start-up;

 To learn how to identify possible opportunities and address challenges

in a social venture start-up.

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Lesson 1
Overview of Social Entrepreneurship

Learning Outcomes:
 What is social entrepreneurship compare with commercial enterprises,
traditional nonprofit service providers, and social activism
 Discuss terms, concepts, and models in the field of social
entrepreneurship
 Examine various ways social entrepreneurship has been defined in the
different schools of thought – social enterprise vs. social innovation.

Time Frame: 1-2 sessions

Introduction

Social entrepreneurship is an emerging area of study when today's

generation of graduates and young people challenge the values, jobs, and
governance practices of previous generations. How are we still in poverty? How
do we pollute and deplete our highly limited natural resources? Both academics
and experts are already bringing a 'can do' mentality to solving the social and
environmental issues that have endured for decades to come.

Let’s Get Started!

With the occurrence of this pandemic, the
environmental degradation, pollution, corruption, limited
access to health services or education, and many more, who
gets affected? Who are those very vulnerable to these
circumstances? What do you think are the causes of their
vulnerability?

Let’s Think About it!

The root causes of the most urgent problems of society are complicated,
contextual, and multifaceted, and it would be a gross simplification to assume
that one person would fix all the root causes. However, the lack of recognition
of the status quo has contributed to numerous significant societal
improvements and developments over time. Systematic questioning and
analyzing why things are the way they are today, combined with tools and
expertise to examine, devise and apply potential solutions, may make it easier
for us to take the first step in making improvements.

When you dream about a society that works differently from what you
know now, there is a social entrepreneur in you.

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Let’s Explore!
Social entrepreneurship is a method in which efficient,
creative, and sustainable approaches to social and
environmental problems are developed. A social
entrepreneur is a person who creates and introduces an
initiative, product, or service that increases the well-being of
vulnerable people and communities. A social enterprise is an
organization (either non-profit or non-profit) that is founded
to tackle a social or environmental problem, that streamlines
its activities and supply chain to optimize social impact and
reduce the use of capital, and that uses a viable, replicable and potentially
scalable business model.
According to Parkinson & Howorth (2008), social entrepreneurship is not
a recent trend but has been developed as a philosophy in the cultural, social,
and economic agendas of multinational institutions, governments, businesses,
academics, and third-sector organizations, in the last decades.
From the beginning of human civilization, social activists have been
introducing successful and groundbreaking social initiatives. Nevertheless, it is
only recently that the theory and research of social entrepreneurship have
advanced and its language and methods have been incorporated into general
education and continuing vocational education. Attention to social
entrepreneurship started to
grow at the turn of the
Suggested Reading: millennium as prominent
The 10 Greatest Social Entrepreneurs of All Silicon Valley businessmen
Time (https://bit.ly/2DxgFbQ) started to devote their skills
and energy to solving social
problems.
Two of the traditional concepts of social entrepreneurship and social
entrepreneurship are defined by Dees (1998) which play as agents of reform
in the social sector by:
 Adopt a goal to build and preserve social interest (not just
private interest)
 Recognizing and unceasingly seeking fresh ways to fulfill the
purpose
 Participation in a cycle of constant creativity, adaptation, and
learning
 to behave boldly without being constrained by the means
currently at hand,
 Exhibiting a heightened level of responsibility to the voting
districts represented and the results obtained

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Why Is Social Entrepreneurship Different from Commercial

Entrepreneurship?
Several schools of thought turn to the positive social consequences of
some form of entrepreneurship. When a creative and innovative individual or
organization creates a solely commercial product — let 's start by developing a
cell phone for use in emerging markets — is it not social? Won't it offer benefits
to society, such as improved connectivity, access to knowledge, job
development, and many others? The response is yes, besides, most
commercial businesses create the kind of meaningful social improvements that
are required for sustainable growth!
To illustrate, social entrepreneurship applies for undertakings and
programs addressing disadvantaged communities, which reduce the disparity
between those that have access to social services and those that do not (Figure
1). Although commercial entrepreneurship often responds to business demand,
social entrepreneurship often addresses market failure. While financial benefit
is the bottom line of a commercial enterprise, the social value of a sustainable
enterprise is the bottom line.

Figure 1Targeting access to underserved populations to (a) shift the distribution of the population curve, (b)
shift the tail to narrow the gap, or (c) both.

You may have observed that the terms social enterprise, social venture,
and social start-up are often used interchangeably to describe to a company
whose main goal or commodity promotes social and/or environmental well-
being and functions on a financially sustainable model (Table 1). In this module,
we should stick to the word social venture and emphasize the fact that it is up
to you to build a whole different paradigm of social change — an innovation, a
program within an established entity, a new organization, or a venture.

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Basic Skills Needed for Social Entrepreneurship?

Many of the skills required to create a social venture are somewhat close
to those needed to launch a commercial enterprise. These include the
implementation of corporate structure, business planning, finance, marketing,
project management, human resource management, advertising, stakeholder
engagement, and the creation of mutual relationships. In addition to these
practical management skills, social entrepreneurs will also be able to recognize
the challenge they are attempting to address by gathering information on the
nature of the targeted community, current challenges and structures, and
previous efforts to solve the issue and why they have failed.

Table 1 Terminology

Different Schools of Thought on Social Entrepreneurship:

 The Social Innovation School of Thought – The school reflects on the
creative approach of the social entrepreneur and their impact on society.
In this school, social entrepreneurs are described as individuals who
creatively change the system of production to convert economic capital
from lower to higher yields of society (Dees & Anderson, 2006).

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 The Social Enterprise School of Thought – Under this category, social

enterprises are independent and free from any philanthropy and
subsidies from the government to support their operation and social
mission (Noruzi, Westover, & Rahimi, 2010). Within the Social
Enterprise School of Thought, the main subject of the study is the
enterprise, described as an entrepreneurial, non-profit enterprise that
generates revenue while serving a social mission. Under the Social
Enterprise School of Thought, this study identified two subdivisions: the
Western School of Thought and the Asian School of Social Enterprise.
For Asia, a social entrepreneur must generate revenue to sustain its
operations financially, but the replicability and scalability factors are only
desirable, not mandatory. In the West, the three elements of revenue,
replicability, and scalability are a must for any venture to be considered
social entrepreneurship (Bravo, 2016).

Elements of Social Entrepreneurship

Success in terms of
impact

Simultaneous economic
and social values

Motivation based on
systematic change

Social mission as a
raison d'etre

The four elements that characterize the nature of social

entrepreneurship are: (1) the social mission and the development of social
capital as a core aspect. (2) Motivation based on improving the systemic
dynamics that give rise to the issue that the entrepreneur needs to address —
visualized as an incentive for social change. (3) A paradigm for creating social
and economic interest. (4) Progress focused on social benefit metrics and not
on financial results. Both components work in a concentric way, where the
social mission is at the heart of entrepreneurship and supports its raison d'être
and grows before the level of its performance metrics is achieved.

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Differences Between Traditional Companies And Social Enterprises

This is important to differentiate between social entrepreneurship and

ideas produced by mainstream businesses from social enterprise, directed at
solving social and environmental problems such as corporate social
responsibility, sustainable business, shared value, or the Pyramid Foundation.

Let’s Do It!
Write down the answers to the questions below, use just one sentence
per question. It is one of the most needed qualities you'll need as a social
entrepreneur! Spend a lot of time reflecting and reading, and
then find a way to explain the thoughts straightforwardly and
succinctly.
1. Talking about the people, and experiences you've
been encountered before this moment in your life, what
would you say are among the top social problems you've
spent time talking about so far? (One bullet point or
sentence per issue. Try to restrict yourself to the 3–5 social
issues that you have most often faced.)
2. For each of the challenges you have listed, please
answer the following questions in one sentence per question:
a. What experience have you had to gain insight into this
mission throughout your life?
b. Has your experience been personal or educational,
firsthand, or by reading/study (or a combination)?
3. Think back to the unsuccessful effort to resolve one of the problems
you listed above. It might have been by you or anyone else. Describe
what you were going to do. Why wasn't it working? (2 complete
sentences)

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4. Each of us holds one or more positions in society, whether as a

student, employee, parent, or community member. As a student,
what opportunities and resources are available for you to use to help
solve one of the social issues above? (This may involve individuals,
information, activities, physical or political or financial capital, etc.)
5. When you finish this module, what new insight, experience or abilities
are you planning to learn more? Are there any goals or objectives
that you would like to achieve?
Note: Write your answer on a separate paper (either yellow lined
paper or bond paper).

Good job! You completed the

lesson. Go further as we will
discuss mapping of social
entrepreneurship ecosystem.

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Lesson 2
Mapping of Social Entrepreneurship Ecosystem

Learning Outcomes:
 Identify different types of systems focusing on social entrepreneurship
 Difference between incubators and accelerators
 Identifying possible network, and available resources for social venture
start-up
Time Frame: 1-2 sessions

Introduction

What defines social entrepreneurs from other enterprises is that, instead

of only seeking to alleviate the consequences of issues, their organizations are
attempting to fix the underlying causes. Social entrepreneurs must understand
and frequently reform the social structure that causes, and sustain challenges
in the first place to make meaningful and long-lasting reforms. This social
system encompasses all players who are part of the issue, as well as the wider
environment – the laws, policies, social norms, demographic trends, and
cultural institutions – in which the players play.

Let’s Get Started!

Imagine you are guiding a friend in trekking activity through
video calling. After hours of a long walk, you realized that he
was lost in the middle of nowhere. What would you possibly
do? How will you help your friend get out of the wilderness?
Let’s Think About It!
Based on the above activity, the friend refers to the issue (i.e.
a vulnerable community or society badly needed guidance to
develop). You, as future entrepreneurs, should think of this sector as they are
the least prioritized. However, you may not carry all the burden of upbringing
them. You may ask other stakeholders – or should I say, players, to help you.
Let’s Explore!
It can be lonely to be an entrepreneur. Although you might be
surrounded by friends most of the time, even when you are co-creating even
attracting sponsors and team leaders, there are still days where you may wake
up saying, "This is unthinkable," and nights when you go to bed with your heart
pumping and your mind spinning on the sheer pressure of all you've got. Social
entrepreneurship may be daunting! It's not easy, and you'll never feel like you
have all the answers at any point in time. Knowing that this is natural and that
others are in the same boat will help.

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Human societies are as diverse as ecosystems, with

several different forms of participants and environmental
factors. Business scholars understood the similarities
between biological and economic systems (Nelson & Winte,
1982; Rothschild, 1990; Freeman & Hannan, 1989; Aldrich,
1992). Recently, scholars in the area of strategic
management have placed more emphasis on the
connections between biological and organizational
processes, and have often introduced the term "ecosystem
strategy" to refer to an approach to directing the
organization's strategic choices (Moore, 1993; Iansiti & Levien, 2004; Adner,
2006; Davenport, Leibold, & Voelpel, 2006). Proponents of the ecosystem
framework emphasize the importance of recognizing the nature and
complexities of the large forces that the enterprise faces. This wider concept
has been used to describe the success of businesses such as Wal-Mart and
Microsoft, which have proven especially effective at defining their
environments.
The ecosystem approach diverges from the economics paradigm of the
manufacturing enterprise, which focuses on achieving comparative advantage
and increasing income while defending against potential competitors and
alternatives in a well-defined market. Within this traditional framework, the
markets are made up of producers, manufacturers, and consumers. However,
this strategy does not pay enough attention to the many other actors and
environments in the industry: the organizations producing complementary
products, the infrastructure on which the organization depends, and the various
institutions, individuals and interest groups that affect the entire industry.
Mapping on Ecosystems

To make the ecosystem change more systematic, social entrepreneurs

should draw up a map of their ecosystem that identifies all players and
environmental conditions along with the relationships between them.

 When designing an ecosystem map, social entrepreneurs need

to identify the overall expected effect of their organization, as well
as the sequence of actions that would contribute to that impact –
that is, they need to describe their philosophy of transformation.
They have to ask themselves, "What do we want to do? "How is
this outcome going to make society a safer place? "What is the
first step on the way to this change? "Why is this move going to
bring us closer to our goal? "Why do we think that this move will
lead to change?
 Social entrepreneurs must recognize the specific aspects of their
ecosystem, including players (individuals and organizations) and
environmental factors (standards, economies, legislation) that

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may or may affect their ability to generate and maintain the

expected impact of the enterprise. The difference between
players and environmental conditions is a little misleading since
they often affect each other, so it is important to look at the
landscape from all of these lenses for mapping purposes.
Who are the Players?

Biological ecosystems are made up of intricate networks of interrelated

species or teams, each of which has a role to play. A flowering plant depends
on other birds and insects to disperse the pollen. Birds and insects, in
exchange, are fed by the plant. Many birds and insects that feed on the
flowering plant, and other plants that deprive the flowering plant of the sunshine,
water, and nutrients it requires. Social ecosystems operate in almost the same
way. Social entrepreneurs receive support from certain people and
organizations, support others, avoid attacks from others, and interact with
others. Social entrepreneurs need to recognize all key actors and the positions
they perform. To keep the ecosystem- mapping exercise manageable, we
recommend dividing the players into six roles:
1. Competitors – This group involves all groups vying with the
capital agency of the social enterprise and those struggling to
support the same beneficiaries.
2. Resource Providers – Such players include economy, human,
information, networking, and technology providers, and any
brokers or intermediaries who funnel such services to those who
want them. Inadequacies and inefficiencies in this area will
severely constrain the potential of social enterprises to create
success, just as a plant would fail if it is cut off from enough
sunshine, water, or other nutrients.
3. Beneficiaries and Customers – Such players include
customers, patients, employees, and those who profit from the
efforts of social entrepreneurs. In certain cases, paying clients will
not be the sole beneficiaries – for example, where a federal
agency pays for welfare care given to low-income households. In
other instances, the ultimate beneficiary can not communicate
with the company at all.
4. Complementary Organizations and Allies – Such players are
organizations or individuals who make it harder for a social
entrepreneur to have an impact. It involves collaborators taking
crucial steps in the philosophy of reform of the social activist,
persons, and groups promoting the same goal, and people
delivering essential complementary resources. Parents, for
example, play a key role in Raising a Reader pre-school reading
initiative, which offers books for parents to read to their children.

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While deficiencies in this group are easily ignored, they can

severely hinder performance.
5. Opponents and Problem Makers – Such players add to the
obstacles that social entrepreneurs face, threaten the capacity of
organizations to accomplish and maintain their expected effect or
criticize their efforts politically. Others, such as transparent
political rivals and those most specifically responsible for the
issues in question, are easy to recognize.
6. Affected or Influential Bystanders – This is an invitation to
social entrepreneurs to think about players who do not have direct
impacts now, but who are affected and who may have an effect
on their performance. Organizations that may be affected if the
social activist fails are of special significance. Such players can
ultimately become adversaries or problem-makers. Consider how
unions could react to career skills learning plan that produces
many skilled employees who are willing to work for less than
union pay.
What are the Valuable Networks and Resources to Fund One’s Self?

 Mentors and Coaches – The people that you have now met and who
have gone through the struggle you are now facing can be an immense
source of encouragement and guidance. A mentor is a person you have
a long-term relationship with who is willing to provide you with guidance
and sometimes connects and who simply cares about your success.
Mentorship is one of the most critical tools available to you, long before
you seek to gain funding.
Coaches are like mentors, but play a shorter role in developing a
specific capacity. Coaches are also given to enable you to work on
certain tasks by competing or entering one of the different types of
spaces listed below. When you have unique skills to focus on, you may
also recruit a coach.
 Coworking Spaces – Many entrepreneurs work from their homes,
coffee shops, libraries, and other places to save on rents and to keep up
their business. Others use specific offices or receive room donation from
a corporate sponsor or another agency. The coworking room is another
way you may want to get acquainted with. The difference is that the
shared office is usually established to support entrepreneurs and their
start-ups, provide services and facilities at low costs, and provide other
services that members can profit from.
 Incubators - Incubators are places where entrepreneurs can realize
their ideas. This usually requires a physical space for start-ups to share.
Including one or more areas, supply, technical support, mentorship, and

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funding, many incubator companies provide a package. Every business

is entering and leaving the incubator at its own pace, creating an
innovative atmosphere at its different stages! You must apply and be
approved for most incubators. There are well-known incubators in the
world, serving various industries. The bulk of incubators provide
mentoring and equity support.
 Accelerators - Accelerators are much like a class in which you belong
because they usually have a predefined duration in which you join and
exit the program and have a narrower selection criterion. Although there
may be some start-ups in incubators at different levels, accelerators
typically have a curriculum that is predefined which demands that most
participants follow strict criteria. An accelerator aims to quickly expand
an established incubator rather than slowly develop it over time.
Investment capital is often available by accelerators, or, at least, by
providing networking, pitching, and showcase opportunities for the social
contractor.
 Bootcamps – Boot camps are also equipped with accelerators, but they
are not often connected inherently. The training programs are quick and
intense, which allows entrepreneurs to develop ideas and prototypes.
There are boot camps of social entrepreneurship available in many
universities and other networks worldwide. The social entrepreneurship
boot camp DUS-HUB is an example from Asia. Social entrepreneurs can
also attend general boot camps, not specialized in social organizations,
but can still provide you with an innovative rapid-fire atmosphere!
 Other Networks – Other organizations and networks around the world
are available to help create networks that bring people together into the
social entrepreneurship ecosystem. The Start-Up Europe Club is an
example from Europe. In various universities, even Alumni networks
specializing in entrepreneurship are popular. Angel networks and other
networks of investors are also a major potential tool.
o Fellowship – Fellowships are the combination of many programs
defined in various previous tools, which include gathering a group
of social entrepreneurs, providing them with mentorship, and in
most cases funding, assisting in promoting, growing, and
incubating new ideas. Fellowships have also been tested and
seen with far more mature rather than early-stage proposals.
o Events - Company meetings and conferences are an ideal place
to meet advisors, partners, and future members of the team.
There are always social impact issues at general
entrepreneurship conferences, and even if they are not, you are
likely to often meet like-minded individuals seeking to improve the

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world. They are not social entrepreneurs. In most parts of the

world, university-based conferences can be easily found using a
rapid online search. A good place to begin is to see if your
university or employer has a community of social entrepreneurs.

The research was done at Harvard Business School, Pankaj Ghemawat

draws on our environment model in a social ecosystem. Ghemawat defined
four categories of significant environmental differences to help foreign
companies recognize the locations in which they may work (Ghemawat,
2001). With the needs of social enterprises, we have changed these types.
Social entrepreneurs should focus on each category on the current situation
and future improvements. The four environmental conditions are:
1. POLITICS AND ADMINISTRATIVE STRUCTURES – This
category covers laws and guidelines as well as the political
complexities of social entrepreneurial jurisdictions. This includes
processes, procedures, and levels of corruption among
policymakers and enforcement officials.
2. GEOGRAPHY AND INFRASTRUCTURE – The category covers
not only the physical location and the facilities but also the
transportation, connectivity, and other operational criteria that
social entrepreneurs rely on. For heavily populated rural areas,
what works does not work quite as well. Treatment of HIV / AIDS
is different from treating in one or several clinics other than in the
main urban centers in a country with a large network of medical
clinics.
3. CULTURE AND SOCIAL FABRIC – This environmental situation
includes the norms and principles, main sub-groups, social
networks, and demographic patterns of local citizens. Those
conditions are less clear than infrastructure, political and
economic environments. Most institutions of microfinance target
women. The issues involved differ greatly in terms of the role of
women in economics, depending on local cultural norms.
4. ECONOMICS AND MARKETS – This climate includes the overall
economic health of the regions in which social entrepreneurs
work and pursue capital, wealth and income distribution,
economic opportunities, entrepreneurial level
of activity, and local markets (Bloom & Dees,
2008).
Let’s Do It!
Think of a certain issue that interest you much. Try to
examine its environmental conditions. Afterwards, identify
possible solutions and players to achieve your goal. Use the
framework provided.

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Possible Solution •Player:

#1 Politics and Geography and
•Player: Administrative Infrastructure
•Player:

Possible Solution •Player:

#2 Problem/Issue
•Player:

•Player:

Possible Solution •Player: Culture and Social Economics and

#3 Fabric Markets
•Player:

•Player:

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Very good! You completed the

lesson. Please proceed to Lesson
3, Assessing Social Change
Opportunities and Designing
Social Change Venture.

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Lesson 3
Assessing social change opportunities and designing social change venture

Learning Outcomes:
 Examine possible challenges and opportunities in co-creating with
communities
 Learn about business and entrepreneurship concepts and tools that help
define, assess and clarify social change venture opportunities

Time Frame: 1-2 sessions

Introduction

Your journey starts with the recognition and definition of the challenge
you face. You must spend ample time and energy to understand the problem
as much as possible before you even start talking about designing the solution.

This chapter will help you concentrate on one task to create your solution
step by step in the course of this module. First, we're going to begin by
characterizing what you're trying to change.

Let’s Get Started!

Let’s Think About It!

Let’s Explore!
We mean something about the world by the social challenge that you
want to improve which affects others. Most of the social issues do not impact
all of us equally. The most affected people are those who have already faced
multiple challenges. Climate change, for example, affects all of us, but more
than most other people living in poverty in remote rural areas. Air and water
emissions affect us all, but it is more serious than most of us that they affect
people living in urban slums. As we apply the approach of
social entrepreneurship, we begin with the social side: the
people. We try to understand who this problem affects, the
causes, the manifestations, and the actions that it should
take in their lives. You will already have an idea or plan that
you are considering implementing. And throughout this
module, you might stick to this idea! Nevertheless, once the
investigation begins, you can alter the solution. It happens
in a social entrepreneur's life very, very often. Once we find
the best match, we go through several iterations.
What are the Viewpoints of Social Entrepreneurship?

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Characterizing a social challenge consists of two points of view: seeing

the problem and seeing the opportunity. The issue you want to address is the
problem. The chance is the part you think you can change. Opportunity starts
to look at you occasionally! You will fight hard for it many times. The main
explanation for recognizing all of these things is that a social entrepreneur is
common to first see an opportunity. You could see an unexploited resource and
consider mobilizing this resource to solve a social problem. A human resource,
like young people who could voluntarily change their community or society, or
a group of women in the same village who could be mobilized to create a social
fund are examples of a resource that could be used as an opportunity. Yet even
though you strive to find a chance like an unexploited tool, you must monitor
the social effect of the social problem that you are facing.

Understanding why the problem exists and how the problem presents
itself will enable you to build the solution to the problem more aggressively. It
has to be begun with the problem — or follow the chance to the problem —
because you're hoping to change something about the planet. Knowing what is
at the center of your social enterprise, and putting it at the heart, will help ensure
that all the work you do generates the impact you are trying to achieve.
Seeing the Opportunities

Feel free to unleash the visionary as a social entrepreneur! Recognizing

the importance of a thorough understanding of why things are like they are
today does not mean that you can imagine how different they can be. It's a
good place to begin if you see how things can be better! The key idea here
is that your first question why things are not quite as expected and what
problems today are being faced by the people, and then you will be better
prepared to do what you think should be.
Understanding the Challenges

For the note, most environmental and social issues are

multidimensional. The degradation of the environment, deprivation, lack of
social protection network, and unemployment all emerge from various
causal mechanisms, which can not all be addressed by the same method.
Most aid agencies, foundations, private investors, and other funders also
look for a "silver bullet" to solve a single solution problem. If it was just that
quick! The findings are multifaceted, social and environmental and silver
bullets are not available.
A Framework For Characterizing Your Challenge

To define the challenge means to know exactly what you face. Reduce
it to a reasonable extent. You will become an expert on the topic in question:
you will be both a subject expert and an expert in the field. We will deal with the
former in this lesson and address the latter further on co-creating with the group

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in our next module. You need to be able to answer the following questions to
describe the challenge right now:

 What? What is the challenge you are narrowing in on? What are
its nature and characteristics? What consequences does it have
on people?
 Who? Who are the affected populations? What are their
characteristics? Does it affect some more than others?
 Where? What are the distribution of the challenge, its causes, and
affected populations?
 Why? What are the root causes?
 How? What are the pathways by which these causes affect these
populations?
 Dimensions:
o Magnitude versus distribution (depth versus breadth) of
the challenge
o Sources, types, and quality of the data you are using to
understand the challenge
 Prior attempts to conquer this challenge:
o What has been tried already, what has worked and what
hasn’t—And why?
How To Select Your Topic

On this junction, it would be helpful to have the following guide questions:

o What sociodemographic and geographic settings am I most
familiar with?
o What are the needs in these settings? What are people asking
for?
o What resources do I have access to, which I can mobilize in a
helpful way?
o What skills and characteristics are my strengths and
weaknesses?
o What are my passions, what drives me in life?
Subject Fields of Interest and Expertise

You do not have to be an expert on the subject when you begin. You
will mobilize experts after you select your topic to help you gather
existing knowledge and generate new information about your subject.
Indeed, the ones who are not trained in a subject always struggle with it
the most. Sometimes, being educated in a topic means you have
become accustomed to current practices-you want to question
established practices as a social entrepreneur and search for a new way!
Sociodemographic Setting

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Knowing a particular location and community is a crucial element in

building a social enterprise. This is not to suggest that unknown territory
can not flourish – on the other hand, social pioneers are only doing so,
creating new territories! It is simply to say that when you think about your
subject, a good place to start is to ask yourself where and with which
people. You will be better able to collaborate with the group to co-create
a solution if you have encountered a social or environmental issue first-
hand.
Needs-Based Framework

It's helpful to think about your own characteristics in selecting your

subject, but it isn't about you. Social entrepreneurs respond to the needs
and desires of the people for whom they work. What do you like in the
environment(s) you are exploring? Do you have some clear or second-
hand knowledge on what they really want and need?

Resource Access
Making a mental map of the tools you now have access to is another
way to refine your subject. If you work in a large organization that
provides a product or service to society, it may apply to the tasks you
evaluate the processes and resources involved in producing the product
or service. Obviously, you will also have to gather capital that you might
not have access to today until you realize the challenge. However, it is
a perfect way to start thinking about your opportunities and how you can
use them to make a meaningful difference.
Strengths and Weaknesses

The first step to become a leader is to know yourself. Although we're

diverse and our strength and weaknesses grow over time, you should
think about what you deliver by reviewing your current skills and
features. It is necessary to compare yourself so you effectively match
yourself when choosing your subject. It's all right to leave your comfort
zone and meet a task that might not be simple for you, but it's crucial to
learn about your inclination so that you can match your skills and abilities
with the people, experience, and other tools.
Motivation and Passion

What takes you through life? You certainly should follow this lead
when you wake up every morning thinking about a certain subject. Most
people don't really have one subject for which they wake up every
morning, but they have certain facets of life experience to which they
appear. Some people want to collaborate with other people. Some
people want to be in the countryside. Some people feel the most alive
when solving a tough problem with the arithmetic. Ask what your time

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would be if anything were to be done. Don't be confused if you can't think

of anything — make a list of every single option and then consider the
different choices on that list. Speak to your colleagues and mentors. You
can then review details on each alternative, weigh it against the issues
above and begin to approach your task.

Let’s Do It!
You are now responsible for defining and characterizing your challenge
at this stage. You are now ready to start build the knowledge
base on which to develop a solution. Provide only one
sentence to answer the following questions, unless stated
otherwise.
1. Describe what social challenge you will be tackling
moving forward. How does it affect people?
2. Who does it affect? Include statistics on the number
of people affected.
3. Where is the affected population? Include
information on the distribution.
4. What are the root causes, and what are the pathways by which these
causes affect this population? You can either provide a diagram here
or write it out, using up to a sentence per cause if needed. See
sample diagram below.

5. What data sources and types have you used? List at least eight
references
Note: Please put your work in a clean bond paper.

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Job well done! You are ready to

face the challenge. You can now
proceed to the Module
Assessment.

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Module Assessment

Remember your activity in Lesson 1 where you were asked of issues or

concerns that interest you much? Well, you are to introduce such a chosen
issue in this activity. You have to create an IGNITE Presentation.

So, what is an IGNITE presentation?

Well, an IGNITE presentation is a 5 minutes long
presentation with 20 slides and with the slides advancing
automatically every 15 seconds, forcing speakers to get the
point, fast. It's such a fast format that it's best thought of as a
performance, rather than a lecture. However, instead of
presenting it virtually, you have to cut out a maximum of 20
pictures (i.e. old newspapers, magazines, brochures, posters,
and other material). Arrange the pictures according to how you will (assumingly)
present it in a face-to-face discussion.

On your IGNITE presentation, every picture/slide has a corresponding

explanation. You may consider the inclusion of the following details:
 What is your chosen issue? What interests you most on this issue?
 What are the opportunities and threats of this issue?
 What are the strengths and weaknesses?
 What are your possible strategies to address the issue?
 Who can help you in addressing the issue?
 Why is there a need to address this issue?
Example:

_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________

Source: PhilStar (9/11/2018)

Paste your work on an A4 sized bond paper.

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Adner, R. (2006). Match Your Innovation Strategy to Your Innovation
Ecosystem. Harvard Business Review, 1-9.

Aldrich, H. (1992). Organizations Evolving. London: Sage Publications.

Bloom, P., & Dees, J. G. (2008). Cultivate your ecosystem. Stanford Social
Innovation Review, 47-53.

Bravo, C. (2016). Schools of Thought in the Field of Social Entrepreneurship.

World Academy of Science, Engineering and Technology International
Journal of Humanities and Social Sciences, 10(5), 1683-88.

Chahine, T. (2016). Introduction to Social Entrepreneurship. NW: CRC Press.

Davenport, T. H., Leibold, M., & Voelpel, S. (2006). Strategic Management in

the Innovation Economy. Erlangen, Germany: Publicis.

Dees, G., & Anderson, B. (2006). Framing a Theory of Social Entrepreneurship:

Building on Two Schools of Practice and Thought. Retrieved from
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/BookChapter_Dees_FramingTheoryofSE_2006.pdf

Freeman, J., & Hannan, M. T. (1989). Organizational Ecology. Cambridge, MA:

Harvard University Press.

Ghemawat, P. (2001). Distance Still Matters. Harvard Business Review.

Iansiti, M., & Levien, R. (2004). The Keystone Advantage. Harvard Business
School Press.

Moore, J. F. (1993). Predators and Prey: A New Ecology of Competition.

Harvard Business Review, 75-86.

Nelson, R. R., & Winte, S. G. (1982). An Evolutionary Theory of Economic

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Noruzi, M. R., Westover, J. H., & Rahimi, G. R. (2010). An Exploration of Social

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works.bepress.com/cgi/viewcontent.cgi?article=1025&context=jonatha
n_westover

Parkinson, C., & Howorth, C. (2008). The language of social entrepreneurs.

Entrepreneurship & Regional Development, 20(3), 285–309.
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Portales, L. (2019). Social Innovation and Social Entrepreneurship.

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030-13456-3

Rothschild, M. (1990). Bionomics: Economy as Ecosystem. New York: Henry

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