EXECUTIVE SUMMARY

SOCIAL BUSINESS ENTREPRISE in Bangladesh is characterized as a

highly competitive and highly regulated sector. With a good number of
opponents already in operation and a few more in the pipeline, the market
is becoming increasingly competitive by the day.
With the global slowdown in the face of rising competition are constantly
looking for ways to develop their market and product offers to remain
ahead of others. A significant amount of regulation by Bangladesh law
prevents the scope of introducing newer products into the market and
thereby restricts an enterprise ability to outperform others with a
diversified product range.
This report takes a look at the current DEVELOPMENT OF AN IDEA
TO MAKE A SOCIAL BUSINESS ENTREPRISE to lead the way of A
SOCIAL BUSINESS ENTREPRISE in Bangladesh.

TABLE OF CONTENTS
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NO.

NAME OF THE CONTENTS

PAGE

1.1

INTRODUCTION

11

1.2

METHODOLOGY

12

1.3

WHAT IS A SOCIAL ENTERPRENEURSHIP

12

DEVELOPING A SOCIAL BUSINESS

12

2.1

Keeping on top of the money

12

2.1.1

Bank account

13

2.1.2

Cash book

13

2.1.3

Sales invoice file

13

2.1.4

Purchase invoice file

13

2.2

Why Social Enterprise

13

2.3

Controlling finances

14

2.4

What do we need the money for

14

2.5

Amount of finance

14

2.6

Legal structure

14

2.7

HOW TO DEVELOP A SOCIAL ENTREPRENEURSHIP BUSINESS

15

2.7.1

THE DREAMING PROCESS

15

2.7.1.1

Making Money

16

2.7.1.2

Making a Difference

17

2.7.1.3

Making it Work

17

2.7.1.4

Making the Magic

17

2.7.2

THE EXPLORATION PROCESS

18

2.7.2.1

Segmentation

18

2.7.2.2

Targeting

18

2.7.2.3

Positioning

19
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2.7.3

THE STARTING UP PROCESS

19

2.7.3.1

Market research

19

2.7.3.2

Understanding market forces

20

2.7.3.3

From idea to reality

20

2.7.4

THE GROWING PROCESS

21

2.7.4.1

There are good reasons for growing your social enterprise

21

2.7.4.2

There are wrong reasons for growing A social enterprise

21

2.8

TYPES OF SOCCIAL BUSINESS

22

2.9

CORPORATE SOCIAL RESPONSIBILITY:

22

DEVELOPING A SOCIAL BUSINESS

23

3.1.1

ABOUT OUR IDEAS

23

3.1.2

Our Approach

23

3.1.3

REQUIREMENT TO MAKE A COMPUTER & TECHNOLOGY

CENTER

23

3.1.3.1

Computers and Software

24

3.1.3.2

Updated Computers

24

3.1.3.3

Good Teachers

24

3.1.3.4

Business Model

24

3.1.4

Mission

26

3.1.5

Vision

26

3.1.6

Hardware servicing

26

3.1.7

Lab Facilities

26

3.1.8

Perfect features

27

3.1.9

Training Programmes

28

3.1.10

SEMINAR FOR OUTSOURCING

28
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3.1.11

SEMINAR TOPICES

29

3.1.12

SCOPE

29

LIMITATIONS

30

FACING PROBLEMS

31

RECOMMANDATION

31

6.1

Find a mentor

31

6.2

Use your support networks

31

6.3

Dont stop learning

31

6.4

Visit other organizations

32

6.5

Take care of yourself

32

7.

CONCLUSIONS

32

8.

REFERENCES

32

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6 | Page

DEVELOPMENT OF AN IDEA TO MAKE

A SOCIAL BUSINESS ENTREPRISE
1.1 INTRODUCTION:
Social enterprise is an exciting and fast-growing sector and movement both in Bangladesh and
around the world. More and more people want to do business and do well at the same time, and this is
what social enterprise is all about.
Setting up a social enterprise or changing an organization from a charity, public sector or private
business into a successful social enterprise can be a daunting, exhilarating and challenging experience.
But its one that the BDs successful social enterprise leaders will tell you they are very glad they had.
You can sometimes feel alone on the journey and thats why its vital to learn from the experiences of
those who have gone before you.
Social enterprises have some unique challenges. For example in a social enterprise you dont just have
to worry about keeping the customer satisfied. You have to satisfy your social ambitions too whether
that means serving a community, protecting the environment or solving a social problem.
This assignment has been prepared as a requirement of BBA program. The report on
DEVELOPMENT OF AN IDEA TO MAKE A SOCIAL BUSINESS ENTREPRISE. is initiated as
part of learning, which is a BBA degree requirement of the department of MANAGEMENT STUDIES,
Jahangirnagar University.
Since the BBA program is an integrated, practical and theoretical method of learning, the students of
this program are required to have practical exposure in any kind of business organization as last term of
this course.

1.2 METHODOLOGY:
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In the organization part, much information has been collected from different published articles,
journals, brochures, web sites and previous internship report. All the information incorporated in this
report has been collected both from the primary sources and as well as from the secondary sources.
The primary data relating to problems involved in social Entrepreneurship practice and suggestions to
remove the same were collected on the basis of a questionnaire by interviewing 24 randomly selected
personnel such as Directors of the Entrepreneurship as the internal part of management and the
Auditors as the external group.
The secondary data were collected through an extensive literature survey on the subject. The study has
identified some major problems in social Entrepreneurship practice of the country.
1.3 WHAT IS A SOCIAL ENTERPRENEURSHIP?
Social enterprises are businesses that trade for a specific social, environmental or cultural purpose. Like
all businesses, social enterprises operate in commercial markets, generating a profit from their trade.
However, unlike other businesses, social enterprises exist to fulfill their overriding and specific social
purpose and this is at the heart of every social enterprise, driving everything it does. Around the world
social enterprises have lots of different kinds of social, environmental and cultural purposes, reflecting
the diverse needs and interests of the communities they work in. This guide focuses on social
enterprises in Australia that provide employment for people who are excluded from the labor market.
Of course, many of the principles will also be useful for other social enterprises.
2 DEVELOPING A SOCIAL BUSINESS (FINANCIAL ASPECTS & STARTING):
2.1 Keeping on top of the money:
Success or failure very often comes down to how well a social entrepreneur manages their money.
Some of this is very simple, but very important to get right. Setting up a new enterprise means that,
whether you like it or not, youre going to have to get intimately involved in finance. So, when starting
out there are a few basic things you must quickly get in place:
2.1.1

Bank account:

You may well want to think about using a bank with a social mission (see above) as the supply-chains
of social enterprises are often helpful in maximizing their positive social impact.
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2.1.2

Cash book:

It is a vital piece of financial record-keeping detailing all of the payments into and out of your
businesss bank account.
2.1.3

Sales invoice file:

It is the place where you can keep all the invoices that you send out to customers/funders.
2.1.4

Purchase invoice file:

Where you keep all the invoices you receive from others asking for payment.\
2.2 Why Social Enterprise?
One of the first things you will need is, of course, a business plan. Before you start to plan your venture
in detail, you first need to ask yourself whether your idea has legs. There will be some hard thinking
to do before you invest lots of time, money and energy into something. Ask yourself:

What is I trying to achieve and is a business the way to do it?

What will my business do?
Who wants to buy my product or service?
How will the business operate?
Who will benefit?
Can I explain my business simply and concisely?
What is the long-term purpose of the business?
Why do I want to create this business?
What will my business are known for?
Whats it going to look like in five years?

2.3 Controlling finances:

Once you have the basics set up, youll then have to start managing your finances. You have a number
of important financial control processes at your disposal and while you need to understand how these
processes work, you should think about hiring a freelance book keeper to do this for you. Otherwise,
having a friendly accountant on your Board or somewhere in your support network can make a world
of difference. It can save you a huge amount of time and money.
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2.4 What do we need the money for?

Different circumstances and needs lend themselves to different types of finance. For example, social
enterprises often use grant funding to start up new income-generating activities and then look for nongrant finance as the enterprise develops to become more self-sufficient. Commercial finance is often
called for when a specific financial need has arisen or long term planning requires financial sources
beyond grants and generated income. Examples include purchasing property, managing ongoing cash
needs, funding a growth in operations and renovating a building.
2.5 Amount of finance:
How much finance you need will also affect your options as some finance providers have limits on
what they will lend or give. Grants vary in size depending on the grant maker. Commercial banks often
dont consider loans for less than 10,000 but can consider much larger sums. Equity finance tends to
start at even larger sums, typically 250,000 or higher, although some providers might make smaller
investments.
2.6 Legal structure:
The legal status of your organization may affect the forms of finance you can use. For example, many
social enterprises are registered as companies limited by guarantee, a legal form that does not allow
companies to raise equity through issuing shares.

2.7 HOW TO DEVELOP A SOCIAL ENTREPRENEURSHIP BUSINESS:

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2.7.1

THE DREAMING PROCESS:

THERE ARE FOUR STEPS HERE TO DEVELOPING THE PROCESS.

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2.7.1.1 Making Money:

Questions to ask:

You might have a great idea, but will anyone really pay for what you want to do?
Will enough people pay enough for your product to cover your costs?
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2.7.1.2 Making a Difference: Questions to ask:

How do you know that your social enterprise idea will make a difference?
Have you consulted with training providers, Job Services Australia providers and most
importantly, the people you want to create jobs for, about whether they want to work in a social

enterprise?
How many jobs, training opportunities or work experience placements can you realistically

create?
If the idea is for a very small business, is it really worth it to create only a small number of

jobs?
Why will this kind of social enterprise be suitable for the people you want to employ?
Have you thought about what kind of training or qualifications people will need to work in your

business?
What kind of work environment will your social enterprise have, and is this suitable for people
who may need extra support with work?

2.7.1.3 Making it Work: Questions to ask:

What do you know about the industry your social enterprise would operate in?
Is there likely to be a lot of technical expertise required and will this be expensive or time

consuming?
Do you have contacts, partners or networks in the industry, or any other natural advantage?

2.7.1.4 Making the Magic: Questions to ask:

Do you want to run this type of business?
Are you realistic about your capabilities?
Are you prepared for the long haul?
Do you find change exciting?
Can you motivate and lead others?
Have you got the drive and self-belief to keep going in the face of adversity?
2.7.2

THE EXPLORATION PROCESS:

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While the Dreaming stage needs only limited resources, Exploring is much more intensive in terms of
staff time, research costs and investigation of the feasibility of your social enterprise idea.
The exploration stage should not be rushed. You might find yourself getting impatient, or youre Board
or funders may be putting pressure on you to get the enterprise started, but it is important to manage
your own expectations, and those of others. Its easy to start a social enterprise that subsequently fails,
but its much harder to start a social enterprise that is successful and sustainable in the long term. There
are three steps involved in defining your market:
2.7.2.1 Segmentation
Understand who the potential customers for your goods or services are and categories them into logical
groupings. This should be based on understanding what people want, how they behave and what their
attitudes are.
Be aware that there may be more than one market for your products, depending on your business. For
example, you may be able to sell your products to other businesses or social enterprises, as well as
direct to the public.
2.7.2.2 Targeting:
Pick one of the groupings in each of your markets as the customers you want to focus on exclusively.
This will be based on your capabilities and your social objectives.

2.7.2.3 Positioning:
Determine how you would like your product or service to be perceived by your target customers. Your
position should answer the question of why customers would buy from you instead of other
competitors (i.e. how you are different).
2.7.3

THE STARTING UP PROCESS:

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2.7.3.1 Market research:

Your social enterprise needs to be based firmly on market reality and there is no better way to do this
than getting out there and doing market research. Primary research includes talking to customers,
observing the competition and potential customers and testing your product with real customers.
Secondary research includes information from trade journals, competitors price lists and literature,
government reports, surveys and questionnaires, and the internet.
You should do as much market research as you can, particularly as much of it can be done quickly and
cheaply. Build up as much knowledge by answering the following questions:
What will you have to do to sell to these customers?
Why will customers buy from you?
How many potential customers are there for your product?
How will you reach them?
What potential share of the market can you expect to get?
What price should you sell your product or service at?
2.7.3.2 Understanding market forces:
Now that you have done some research and got to know your market in more detail, you need to think
about the broader forces that will affect your social enterprise. This will help you understand how your
social enterprise will be affected by a whole range of factors that you may not have thought about so
far.
One popular way of analyzing these factors is to use a model developed by Michael Porter, known as
the Five Forces model1. According to this model, there are Five Forces which affect any business
in any given industry. These are shown below, along with some key questions that you should work
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through for your own situation. The answers to these questions will help you build a better
understanding of your market.
2.7.3.3 From idea to reality:
At this stage all your research and planning will be tested in real life and one thing is guaranteed
There will be surprises along the way. One of the keys to making the start-up phase successful is being
flexible and adaptable, changing your plans and actions in response to the reality of your market, your
customers and your staff and trainees.
It often takes three or four years to reach full financial viability. During this time, you will need to be
constantly revisiting and revising your business plan to take account of the dynamic and fluid
environment that is the real world!
Starting up any business involves a constant juggling act balancing limited time and money with the
pressure to get your products out of the door. For social enterprises in the employment creation field,
this is made even more complicated by the need to recruit and support a workforce that will almost
certainly have additional needs compared to other businesses. Its important to keep focused on both
your financial and social goals. As before, to help with this, we have organized this section according to
the pieces of the puzzle of social enterprise development.

2.7.4

THE GROWING PROCESS:

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There
is no right or wrong answer to whether you should grow or not and there is no right time to go for
growth. Every social enterprise is different and you will need to decide for yourself if, when and how
you want to grow your business. Here are some things to think about.
2.7.4.1 There are good reasons for growing your social enterprise:
You can create more jobs and training opportunities for people excluded from the labor market.
You might be able to achieve economies of scale for example, by negotiating better deals with

suppliers for bigger orders, or by reducing the relative costs of management overheads
You may not have good evidence of your social impact for a few years.
You may want to consolidate your position in your market before you risk taking on too much
customer service can suffer if there are too many customers and not enough focus on operations.

2.7.4.2 There are wrong reasons for growing A social enterprise:

Working in a new location or with a new customer or staff base may be quite different to what youre
used to. Jeopardizing your core, successful operations by spreading yourself too thin or taking on
markets that are not well understood is a real possibility.

You might not have access to funding to grow.

You might want to build up some reserves to protect the core enterprise, instead of putting

everything into growth.

Your social purpose and/or relationship with your beneficiaries may be best suited to a small

operation.
2.8 TYPES OF SOCCIAL BUSINESS:
2.8.1 Type I: Focuses on businesses dealing with social objectives only. Eg. The product produced is
2.8.2

for the benefit of the poor.

Type II: Can take up any profitable business so long as it is owned by the poor and the
disadvantaged, who can gain through receiving direct dividends or by some indirect benefits.
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Eg. The product could be produced by the poor but exported to an international market while
net profits would go towards workers benefits.
(Wikipedia: Social Business SOCIAL BUSINESS)

2.9 CORPORATE SOCIAL RESPONSIBILITY: (A Corporate world without pollution)

CSR refers to a business practice that involves participating in initiatives that benefit society. Liz Maw,
CEO of nonprofit organization Net Impact, noted that CSR is becoming more main stream as forwardthinking companies embed sustainability into the core of their business operations to create shared
value for business and society. "Sustainability isn't just important for people and the planet, but also is
vital for business success," said Maw, whose company connects students and professionals who want to
use business skills to do social good. "Communities are grappling with problems that are global in
scope and structurally multifaceted Ebola, persistent poverty, climate change. The business case for
engaging in corporate social responsibility is clear and unmistakable. Billions are at stake if fast and
large-scale action is not taken." As consumers' awareness about global social issues continues to grow,
so does the importance these customers place on CSR when choosing where to shop.

DEVELOPING A SOCIAL BUSINESS:

From the beginning of the assignment we tried to find out a good business policy, which will be social
helpful, will maintain CSR, will be profitable, and will have the scope to increase the market place. So
as our thinking we got an idea. Our idea is to make a computer and technology center. It is social, it
maintains CSR, it must be profitable, and it has got the scope to increase the marketplace.
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3.1.1

ABOUT OUR IDEAS:

A Computer Institute is an institute that provides one kind of training experience on Web Development,
Hardware, and Network Technology. Experienced trainers and excellent facilities make your best future
in computer education. It provides one kind of training experience on Web Development, Hardware,
and Network Technology. Experienced trainers and excellent facilities make best future in computer
education.
3.1.2

Our Approach:

Our approach can be found in our thinking, our performance, and most importantly, in our delivery to
our clients. We believe in building long- term relationships with our clients, based on a mutual
understanding of our high standards of service and professionalism. Every business entity has its
unique set of requirements and these requirements are met promptly and efficiently by our unparalleled
methodologies, knowledge and execution.
3.1.3

REQUIREMENT TO MAKE A COMPUTER & TECHNOLOGY CENTER:

With the computer being an everyday item nowadays, it is now a must that everyone knows how to use
it. With that fact, one can conclude that a computer training center is a very lucrative business
opportunity. Setting up a computer training center is not a daunting task once you have become aware
of what you need to prepare. The requirements for a computer training center are not as complicated as
you might think. Here are the important things to consider when starting a computer training center.

3.1.3.1 Computers and Software:

You would need at least 10 personal computer units in order to start a computer training center. The
number of computers actually varies according to the space you have available, as well as your budget.
Aside from computers, you need to have the necessary software in which your students will come to
learn about.
3.1.3.2 Updated Computers:
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The computers should also be up to date, with the latest processors and operating system as much as
possible. To avoid legal troubles and to protect your reputation as a businessman, make sure to use
genuine and licensed software only. It would do you no good to use pirated programs even if they may
be cheaper and easier to procure.
3.1.3.3 Good Teachers:
Teaching is a talent, not a skill that is learned at school. Teachers can only be called as such if they get
their points across to their audience, and if the students learn enough to acquire new skill. In a
computer training center, the knowledge level of your students range from the ignorant to those with
background but wish to learn more. Because of this, you need good teachers that have the skill to deal
with different kinds of students. You wont need to look for a professional degree in a computer
training center, although it can be a plus. Anyone can become a teacher in a computer training center,
just as long as they have the necessary knowledge in what they will be teaching. When hiring a teacher,
make sure to have him or her perform a teaching demo so you can judge the applicants actual
capability to teach and help the students of your center.
3.1.3.4 Business Model:
Finally but most importantly the type of finance you raise must be suited to your business model. It is
important to consider things such as the stage of development of the enterprise; the market in which it
operates; the management and capacity of the enterprise to carry out its strategy; and the enterprises
self-sufficiency and/or the sustainability of grant funding.

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3.1.4

Mission:

We describe our mission in a short form TIF= THE FUTURE IS BUILT FROM TODAY.

3.1.5

T= The Future- We believe great results come from careful planning.

I= IS BUILT- Our ambitious goals are built by initiative, quality service and productivity.
F= FROM TODAY- The foundation of achievement lies in the future have be prepared from
today.
Vision:

We describe our mission in a short form BIT= BELIEVE IN CHANGING THE WORLD.

B= BELIEVE
I= IN CHANGING
T= THE WORLD

We believe that we can make a revolution in the technologic development in our country.
3.1.6

Hardware servicing:

We offer a full range of IT services whether you are looking for a partner to manage your entire IT
network or servicing your home PC. We will offer outside and in-house repairs and services. We are a
leading IT solution provider, delivering end-to-end solutions for our clients: Networking (Windows,
Netware & Linux), system integration, printer servicing and maintenance, hardware and software sales,
PC sales, Laptops, network server sales and support.
3.1.7

Lab Facilities:

We have numbers of well-decorated labs to provide you uninterrupted connection on study. There are
enough new PC with internet connections for practical work and use. Using projector machine makes
class more attentive. Have 24 hour standby auto generator to ensure electricity supply. We are ensuring
well decorated and dreamy environment which will always help to rev-up mind during class hours. The
labs are specious with flood and natural light. The smoothing color of the walls and lights will help to
set mind. The labs are fully air conditioned. Comfortable chairs are flexible to give support during long
class hours.

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3.1.8

Perfe

ct features:
Computer Training
Selling computer
Assembling computer
Repairing computer
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3.1.9

Selling computer accessories

Library facilities
Cyber center
Outsourcing activity
Providing broadband line
Computer services
Mailing, scanning, printing
Training Programmes:
Web Development
Web Design
Outsourcing Training
Advance Joomla and Template Design
Graphics Design
Networking
Hardware
Auto Cad
Microsoft Office

3.1.10 SEMINAR FOR OUTSOURCING:

Our Computer Training Institute will organize a specialized seminar on Outsourcing on every Friday
which is playing an important role to make a successful Freelancer. This seminar will help
viewers/listeners to make money by using internet technology. More over this seminar will create
social awareness to the audience about the technology and its effectiveness in our personal, social,
educational and professional life.

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3.1.11

SEM
INAR TOPICES:
According to rating of world freelancing associations, Bangladesh is now on the 3rd position in the
online earning or freelancing sector. So we know how to make it happened. And it is time to make this
sector even wider than ever so each of our youth can earn money as a freelancer outsourcer. Also we
can show the way to other countries how they can do it too. This seminar will focus how a person can
earn unlimited amount of money without doing office, without seating in an official desk just sitting in
home with a computer and an internet connection. We will discuss the following:

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3.1.12

What is Outsourcing?
How do you earn?
Secure Payment methods?
How does a freelancer get job
How do you bid to get job?
What does a freelancer do after getting a Job?
How do you communicate with your buyer?
Which kind of works you do?
Brief on Web Development?
SCOPE:
Computers and computer programs are among the most wonderful tools available-as long
as you know how to use them. If you don't, you quickly learn the true meaning of
frustration. And let's face it. But if you're intimately familiar with one or more software
packages, then you can transform the virtually flummoxed into virtual wizards with a
computer-training business. This is a hot field- according to the International Data
Corporation, the worldwide market for technical computer training is nearing the $28
billion mark, with an annual average of $8,200 spent for information systems staff
training and $3,000 per person spent on general staff training. You can specialize in the
software program or programs you know best; in a field you're familiar with like law or
medicine; or, if you've got a broad base of software smart.

You can work one-on- one with individual clients--from tots to seniors--or train a roomful
of employees at a time for corporations. The advantages to this business are that you're
out and about, working with lots of different people; helping folks overcome computerphobia is always rewarding; and because you have to keep up with ever-changing
technology and software updates, you've got the best excuse in the world for buying new
computer goodies on a regular basis.

You should know inside and out at least one software package, commonly used by the
mass computer market or by a particular industry. But it's not enough to be a software
egghead- you'll also need the ability to communicate your knowledge to others. Other
must-haves are the patience to help clients conquer computer-phobia and the
communication skills to transfer your enthusiasm and techniques to your pupils. The

Market your clients can be private individuals or corporate types who want to make their
employees computer-literate. To get the business from private parties, establish
relationships with computer retailers and ask them to refer customers to you. Place ads in
local newspapers and the Yellow Pages. Solicit companies and corporations through
direct-mail campaigns and network at professional, civic and trade organizations. Place
ads in industry journals and other publications. Another excellent technique is to get
certified or licensed from software manufacturers or vendors who will then refer
customers to you.
4

LIMITATIONS:
1) Shortage & limitation of money.
2) Improper & unfavorable law system.
3) Market expansion rate.
4) Public awareness about the social Business.
5) Technical difficulties.
6) Deference between services provides and demand.
7) High Cost of the product.
8) Shortage of technical teacher and proper guideline.
9) Bank loan systems difficulties.
10) Competitive market

FACING PROBLEMS:

One of the hardest things about being a social entrepreneur is that you can quickly get
tired, lonely and lost if you dont have a strong support network around you. With this in
mind, it is worth, very early on, giving some serious thought to your own support needs.

6 RECOMMANDATION:
6.1 Find a mentor:

A mentor acts as a valuable guide who can help you create solutions to issues in your
developing venture. Your mentor should also help you to believe in yourself and boost
your confidence. They should ask questions and challenge, while providing guidance and
encouragement. Time with your mentor allows you to explore new ideas, think aloud
and gives you a chance to look more closely at your own development and skills.

6.2 Use your support networks:

Not all networking is about building the business, some should be about sustaining you as
the person whos holding the business together so never underestimate the importance
of maintaining strong support networks. A group of supporters people who believe in
you and what you are doing is important for you. This is not only for the leverage this
group can provide, but also for the psychological benefit of knowing you have a group of
fellow believers behind you.

6.3 Dont stop learning:

The desire and ability to learn has been identified as a key feature of successful social
entrepreneurs. This doesnt necessarily mean formal learning but the desire to find out
new information, develop new skills and look at things in new ways. To do this requires
an investment of time. However, in the early days of a new venture, time is the one thing
you might feel you dont have. But whatever you do, dont neglect your own learning
needs.

6.4 Visit other organizations:

Speak to people who have built businesses. Attend lectures and events, go to an evening
class do all you can.

6.5 Take care of yourself:

Being a social entrepreneur can be tough, challenging, time-consuming and stressful so

its very important that you look after yourself and that you dont neglect your close
relationships and your holidays! The last thing your new enterprise needs is for you to
burn out you dont need to suffer to be successful.

7. CONCLUSIONS:

Now a days business organization like social business is turning to a profitable business.
They are just thinking about their own interest. But it cant be the fact. Developing the
human resource has to be the first and foremost motto of a social enterprise. Here, social
interest must be greater than individual interest. At last we have to focused on how
encouraged interested and energetic we are to develop a social business like a computer
and technology center in Bangladesh.

8. REFERENCES:

www.businessnewsdaily.com/5499-examples-socially-responsible-businesses.html
www.canadabusiness.ca/eng/page/4337/
www.forbes.com/sites/danschawbel/2011/10/13/how-to-build-a-social-business/
www.macleans.ca/canada-top-50-socially-responsible-corporations-2013/
www.muhammadyunus.org/index.php/social-business/social-business

www.causecapitalism.com/5-ways-to-create-a-socially-responsible-profitablecompany

www.en.m.wikipedia.org/wiki/Social.business