Ecc 231 M5

MODULE IN
SOCIAL ENTREPRENEURSHIP
ECC 231
Entrepreneurship, Human Resources Development and

Marketing
School of Accountancy, Management, Computing and

Information Studies
SCHOOL
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INSERT RELATED PICTURE HERE ECC 231
COURSE LEARNING OUTCOMES

At the end of the course, the
entrepreneurial Louisians are expected to:
1. Relate SLU’s Core values of Christian
spirit, Competence, Creativity and
Social involvement as they respond to
social issues through entrepreneurial
activities.
2. Explain the role of social
entrepreneurship in answering to
today’s social issues.
3. Validate their personal entrepreneurial
competencies in responding to
society’s social concerns.
4. Apply principles, strategies, tools and
techniques in identifying and
evaluating new social opportunities
and new product ideas that respond to
current pressing social challenges.
SOCIAL 5. Plan and defend a simple social
enterprise plan to demonstrate their
ENTREPRENEURSHIP competence in applying the
management functions (planning,
organizing, organizing, leading, and
controlling), and in integrating the
major functional areas (marketing,
production operations, finance, and
human resource management) in the
area of social entrepreneurship.
means, electronic, mechanical, photocopying, recording, or otherwise of any part of this document, without the prior written permission of SLU, is strictly prohibited. 1
Saint Louis University is committed to the practice of sound
environmental stewardship through the continual
improvement of its environmental performance, effective
management of its environmental impacts and compliance
with relevant environmental legislation. This is consistent
with the CICM promotion of social justice, sustainable peace,
and environmental protection. SLU shall continue tom
involve its stakeholders in environmental issues and the
effects of their activities
SLU Environmental statement
COURSE INTRODUCTION
Welcome Louisian Social Entrepreneurs!
Social Entrepreneurship (SE) simply put is doing business with a mission. It is an

enterprise that addresses social problems to achieve social progress. SE is a young
and growing academic discipline that came about during the 80s and 90s. As
such, theories and models are still evolving to enrich the literature on SE. SE has
emerged to fill a societal need for a business that primarily caters to the good of
the humanity, and profit objective takes a second place to sustain operations. Its
reason for existence is positive social and environmental impacts, unlike the
traditional businesses. Hence, this course shall teach learners what and how SE is
different from other kinds of businesses, yet operates the same other companies
which apply entrepreneurship principles, processes and operations. This course
shall motivate you learners to acquire a socially conscious mindset and the
possibility of venturing into a SE undertaking
This module serves as a reference to ensure that the learners enrolled in
the course Social Entrepreneurship will be guided on the course
activities, intended learning outcomes, and course requirements.
The content of this module is a compilation from different sources (mostly research
articles) by Lorraine Ngaosi
Study Schedule Course Requirements
The table below shows the course requirements and schedule of course activities.
Follow the schedule of course activities, remind yourself of deadlines. Read in advance. Try
to anticipate possible conflicts between your personal schedule and the course schedule,
and make the appropriate adjustments. It is important to prepare in advance any
assignment that may be due within the given deadline. Observe deadlines. Inform the
facilitator in advance about any unavoidable delays.
Midterm coverage: Module 1, module 2, and module 3.
Final coverage: Module 4 and Module 5
WEEK Topic learning outcomes activities

Module 1 Social Entrepreneurship: an overview
Unit 1 Social Entrepreneurship introduction
1. Relate the significance of SLU’s Engage: Know their personal vision.
core values in social 6/16/2021
entrepreneurship Explore: The concepts of social
2. Understand the concepts of social entrepreneurship; Social impact of SE
entrepreneurship and analyze its Explain: read journal articles; view
relevance to you as BS videos
entrepreneurship learners Elaborate: Social enterprise digest:
3. Integrate the differences between Evaluate: Learning matrix. 6/30/2021
social entrepreneurship and
business entrepreneurship
Unit 2 Role and importance of Social
entrepreneurship
1. Discuss the social impact of social
entrepreneurship to the social
welfare
Module 2 Social Entrepreneurs
1. Understand who are the social Engage: probe presence of social

entrepreneurs. entrepreneurs. 20 points. 6/19/2021
2. Identify the characteristics of social Explain: Read journal articles; view
entrepreneurs video
Elaborate: Social entrepreneur profile.
Evaluate: Social entrepreneurship
learning matrix. 6/30/2021
Module 3 Sustainability Goals
1. Identify the sustainability Explain: Read materials on
development goals sustainability
2. Related the sustainability to SE Elaborate: relationship between
sustainability goals and SE.
Evaluate:
Create a group power point
presentation on the sustainability
goals. 6/28, 2021
Module 4 Opportunity recognition
1. Understand sources of opportunities Engage: Social Problem ideation.
2. Recognize social opportunities 7/6/2021
Explain: Read journal articles
Elaborate: Social enterprises
Opportunity chart
Evaluate: Social opportunities
(due: July 10, 2021)
Module 5 Social enterprise development
Unit 1 Social Enterprise
1. Understand the concept of social Engage: list of social enterprises.
enterprises 7/12/2021
2. Deduce the difference between
social enterprise and NPOs Explain: read journals, view videos
3. Understand the tools in social
impact measurement Elaborate: reflection
4. Critique the social impact of a
social venture Evaluate: Create a social
Unit 2 Social enterprise plan entrepreneurs plan (final output)
1. Design a simple social enterprise Social enterprise group pitch.
plan that integrates the marketing, July 20, 2021
production, and finance plans of
an enterprise.
Term Examination Dates

Midterms July 2-3, 2021
Finals July 24 & 26, 2021
Note to ponder:
To comprehend knowledge in this new, interesting, and specialized field of

entrepreneurship is to read vast journal articles that will present evidences of its principles
and concepts. New as it is, hence, we rely on the evidences brought about by research.
Therefore, the content of this module are literatures review and research results extracted
directly from several previous research conducted. The key is READ, if unable to
comprehend in your first read, then read again.
May you find the course enlightening, hence eventually start and operate a social
enterprise.
Module 5: The Social enterprise development

Unit 1: Social enterprise
Learning outcomes:
At the end of Unit 1, you should have achieved the following topic learning outcomes:
1. Understand the concept of social enterprises
2. Deduce the difference between social enterprise and NPOs
3. Understand the tools in social impact measurement
4. Critique the social impact of a social venture
PREASSESSMENT
Engage activity: social enterprise digest (group work)
Identify 10 existing successful social enterprises then briefly support why you think they are
successful. Present using table format: 20 points. Due: July 12, 2021
Successful social enterprises Why you think it is successful

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Social enterprises are seen to be for-profit entities that quest for a social mission.
Year Author definition Cited by

1994 Dees Social enterprises are private organizations Mair & Marti, 2006
dedicated to solving social problems, serving
the disadvantaged and providing socially
important goods that were not, in their
judgment, adequately provided by public
agencies or private markets. These
organizations have pursued goals that could not
be measured simply by profit generation,
market penetration, or voter support.
2004 Haugh Social enterprises trade for a social purpose. Mair & Marti, 2006
and They combine innovation, entrepreneurship and
Tracey social purpose and seek to eb financially
sustainable by generating revenue from trading.
Their social mission prioritizes social benefits
above financial profits, and if and when a
surplus is made, this is used to further the social
aims of the beneficiary group or community,
and not distributed to those with a controlling
interest in the enterprise.
Social enterprises, which are hybrid organizations ( Battilana & Lee, 2014; Park & Bae,
2020; Murphy & Coombes, 2009; Thorton et al., 2012 as cited by Wry & York, 2017 ), are for
entrepreneurs who are inclined to a commit to a social purpose than most of the
entrepreneurs (Sorensen & Neville, 2014). Further, the social enterprises which are societal
responses to unsolved social problems are now given a remarkable role as an innovative
and creative community- based solutions that result to social value (Bucaciuc, 2015; Daud
et al.,2020; Gjorevska, 2021; Żur, 2015; Haugh, 2005 as cited by Petrovskaya & Mirakyan,
2016 ). As such, social enterprises could be an answer to critical social problems (Daud et
al., 2020; Wry & York, 2017).
NON-PROFIT ORGANIZATIONS
◦ Why study NPOs

◦ Nonprofit organizations occupy an important niche in many market
economies (Ben-ner and Hoomissen).
◦ 1.5 million organizations were registered with the IRS (2016)
◦ 5.4% of the country’s GDP and it accounted for 9.2% of all salaries and wages
(2013)
◦ estimated ten percent of the U.S. population, or about 10 million people, are
employed
◦ In non-profit research, managerial topics are prominently present, but their
economic foundations (the economics of management or ‘managerial
economics’) are often ignored or neglected (Jegers)
◦ The situation for managerial economic textbooks dealing with non-profit
organizations is somewhat surprisingly, their number was exactly zero (Jegers)
Professor Henry Hansmann
o An economist lawyer (Yale University)
o wrote the “the role of non-profit enterprise”, most citated in non-profit
research
o He argues that the non-distributive constraint makes the non-profit the
efficient solution to contract failure
o Contract failure is the core in the assessment of non-profit role.
o Distributive constraint means a profit can be made but can’t be distributed to
those in control of the organization
WHAT IS NON-PROFIT ORGANIZATIONS?
• Non-distribution of net earnings to owners or those in control of the organization.

• an organization whose founders are not entitled to (a part of ) the organization’s profits,
a condition traditionally called the non-distribution constraint (Hansmann 1987 as cited
by Jegers, M)
o Purely economics based definition
◦ Two aspects of the Hansmann definition are crucial in an economic analysis:

o organizational objectives; and
o incentive mechanisms with the ensuing efficiency consequences.
• Nonprofit organizations are organized for a public or mutual benefit other than
generating profit for owners or investors (Salamon 1999, as cited by Tury).
• A non-profit organization should be formal, private, self-governing, voluntary (in
membership and participation), and should satisfy the non- distribution constraint
(Salamon and Anheier, 1992, cited by Jegers)
• Needless to say, a large number of non-profit organizations lean on volunteers, but
surely not all of them
• an organization that is self-governing, institutionally separate from government, non-
compulsory, and that meets the non-distribution constraint (United Nations 2003)
• A body of individuals who associate for any of the three purpose:
◦ To perform public tasks that have been delegated to them by the state;
◦ To perform public tasks for which there is a demand that neither the state nor
for-profit organizations are willing to fulfill;
◦ To influence the direction of policy in the state, the for-profit, or other non-
profit organizations
• Economists posit that nonprofit organizations perform activities that the for-profit
and/or the government sectors do not do well, and, accordingly, view nonprofit
organizations as correctives to certain market and government failures.
(Hall, 1987 as cited by Ben-ner and Hoomisen)
SOCIAL IMPACT MEASUREMENT
The triple bottom line (TBL) is a framework or theory that recommends that companies
commit to focus on social and environmental concerns just as they do on profits. The TBL
posits that instead of one bottom line, there should be three: profit, people, and the
planet. (Will Kenton, Investopedia.com)
three bottom lines are:
1. Profit: The traditional measure of corporate profit—the profit and loss (P&L) account.
2. People: Measures how socially responsible an organization has been throughout its
operations.
3. The Planet: Measures how environmentally responsible a firm has been.
Unit 2: The social enterprise plan
Learning outcomes:
At the end of Unit 2, you should have achieved the following topic learning outcomes:
1. Design a simple social enterprise plan that integrates the marketing, production,
and finance plans of an enterprise.
2. Present your social enterprise plan using a lean business model canvas
What is lean business model canvas?
The lean business model canvas was developed by Ash Maurya, through adaptation of
the business model canvas which was developed by Alexander Osterwalder. Maurya
added the elements problem, solution, unfair advantage, and key metrics to the original
business model canvas.
The following are the strengths and weaknesses of the lean model canvas as summarized
by lean canvas @ https://bmtoolbox.net/tools/lean-canvas/
Strengths
• Focus on the problem-solution fit
• Includes measuring the success
• Reflects lean startup mindset: Build-measure-learn
• Unfair advantage helps to differentiate in the market
• Easy to understand the elements and the structure
Weakness
• Partners and value exchange between different actors is not visible
• Defining the unfair advantage can set barriers in a to early stage of the development of
the idea
• No team or cultural aspects (only within resources)
• Missing building blocks for special usage, such as sustainable business models
How to use it
Steps in crafting your lean business canvas as specified @
https://bmtoolbox.net/tools/lean-canvas/
Define your user

Before you get started the main question is: Do you have a problem worth solving? If so the
first step is to brainstorm who could be your customer or user: define 2-3 specific and small
customer groups. Customers are those who pay for your products. In comparison to the
business model canvas, the Lean Canvas is designed to focus on one customer group.
Therefor create a separate Lean Canvas for every customer group.
Create Solutions
Based on the identified problems, ideate and define a solution to every problem: list the
three most important features for a solution.
Define your Unique Value Proposition

The Unique Value Proposition is a clear message that describes the advantages of your
offer, what makes you different and distinguishes you from the competition.
Think about the Channels

What are the channels you want to use to reach your customer? Define inbound channels
that lead customers to your offer like SEO, white papers, blogs, social media – and
outbound channels like ads, calls, fairs and conventions. BE CREATIVE!
Pricing
Define the revenue streams and the prices for your offer. The pricing is part of your offer
and needs to be designed and tested. Use different business model patterns as a source
for inspiration.
Key Metrics
To understand if your idea and your business work well define key metrics as indicators to
measure your success. For the beginning, key metrics are the activities of a user that help
the business grow (e.g. number of registrations, number of prospects, etc.)
Costs
List the most important costs for your offer. This might influence the pricing.
Unfair Advantage
As a last step, define your Unfair Advantage: what makes you unique that is not easily
copied? E.g. reputation, unique brand experience, unique partnerships that lead to an
offer that cannot be copied.
Similarly Steve Mullen presented a somewhat different way to go over the stages. Here is a
quick explainer of each Lean Canvas block (and in the order to go through them): STEVE
MULLEN
1. Problem
Each customer segment (CS) you are thinking to work with will have a set of problems that
they need solving. In this box try listing the one to three high priority problems that you CS
has. Without a problem to solve, you don’t have a product/service to offer.
2. Customer Segments
The problem and Customer Segments can be viewed as intrinsically connected — without
a CS in mind you can’t think of their problems, and vise versa.
3. Unique Value Proposition

In the middle of the canvas is the UVP. A value proposition is a promise of value to be
delivered. It’s the primary reason a prospect should buy from you. A way to get your head
around this is to think about why are you different and why should your CS buy/invest time
in you.
Further reading: Useful Value Proposition Examples (and How to Create a Good One)
4. Solution
Finding a solution to the problem is the golden egg! You’re not going to get this right off
the first bat — it’s OK, as that’s what Lean is all about. What you need to do is Get Out The
Building — a phrase coined by the godfather of Lean Startup, Steve Blanks. And what
Blank’s here is that the solution is not in your office, it’s out there in the streets. So go
interview your customer segment, ask them questions, and take those learnings.
Remember the Lean Startup is validated learning through a continual Build — Measure —
Learn feedback loop.
5. Channels
Channels are ways for you to reach your CS. And remember that in the initial stages it’s
important not to think about scale but to focus on learning. With that in mind try to think
about which channels will give you enough access to your CS at the same time give you
enough learning. Channels can be email, social, CPC ads, blogs, articles, trade shows,
radio & TV, webinars etc. and BTW you don’t have to be on all of them, just where your CS
is.
6. Revenue Streams
How you price your business will depend on the type of model it is, however, it’s quite
common for startups to lower their cost, even offer it for free to gain traction, however, this
can pose a few problems. The key being it actually delays/avoids validation. Getting
people to sign up for something for free is a lot different than asking them to pay. There is
also the idea of perceived value.
Further reading: Simple pricing strategies for your products or services, the lean way!
7. Cost Structure
Here you should list all the operational costs for taking this business to market. How much
will it cost to build / landing page? What is your burn rate — your total monthly running
costs? How much will it cost to interview your customer segment? How much do market
research papers cost? etc. You can then use these costs and potential revenue streams to
calculate a rough break-even point.
8. Key Metrics
Every business, no matter what industry or size, will have some key metrics that are used to
monitor performance. The best way to help with this is to visualise a funnel top down that
flows from the large open top, through multiple stages to the narrow end. A good model to
help with this is Dave McClure’s ARRRR (aka Pirate Metrics) .
Further reading: Startup Metrics for Pirates
9. Unfair Advantage
This is the most difficult to block to answer. However, do try to think about this as having an
unfair advantage can help when it comes seeking partners & investors. Here is a great
definition of unfair advantage: “The only real competitive advantage is that which cannot
be copied and cannot be bought.” — Jason Cohen. Unfair advantage can be insider
information, a dream team, getting expert endorsements, existing customers etc. So rather
than think about adding something like “commitment and passion” as an unfair
advantage (because it is not), think about what you have that no one else can buy.
A lean business model canvas @ https://leanstack.com/leancanvas
*Social entrepreneurship deals with solving social issues, hence I choose to require you to
use lean model canvas than the business model canvas as lean canvas focus on problem
and solution.
However for your social enterprise concept, use this canvas. For your to create your model
canvas, be guided by the concepts of the business model canvas and the lean model
canvas.
Vision-mission statement
Social problem Solution Unique value Beneficiaries Customer Impact

proposition (the group who segment (key
will be metrics)
benefited)
Key partners Channels
Cost Financial Sustainability
ACTIVITIES
Explain Activity: visit

https://www.youtube.com/watch?v=2nW9lg-fenY
https://medium.com/@steve_mullen/an-introduction-to-lean-canvas-5c17c469d3e0
https://blog.leanstack.com/why-lean-canvas-vs-business-model-canvas-af62c0f250f0
https://bmtoolbox.net/tools/lean-canvas/
https://canvanizer.com/new/lean-canvas
Elaborate: visit videos and have a reflection on the relevance of the triple bottom line to
social enterprises.
https://www.youtube.com/watch?v=2f5m-jBf81Q
https://www.youtube.com/watch?v=x9WvCJ3oOL0
Evaluate: Create a social entrepreneurs plan (final output). 50 POINTS. July 20, 2021
Social enterprise group pitch. 100 POINTS. July 20, 2021
Develop a new business idea that solves a societal problem taking into
consideration the sustainable development goals. Pitch your idea guided by the lean
model canvas indicated above. Likewise, prepare a written output as your social
enterprise plan.
The objective of a your business pitch is to get potential investors to invest in your
social enterprise idea. Hence, you assume that we, your listeners, are your potential
investors so be able to entice us to invest in your business idea.
You have a total of 10 minutes (or less) to present the key features of your business
using the parts of the lean model canvas. Hence, the slides for presentation shall follow
the following contents (read the description indicated in this module):
• Vision-mission statement
• Social problem
• indicate data that such is a problem—meaning support it with a data
from PSA, or DOH, or news, or research. So, if the business is food for
diabetics then present data that there is a rising number of diabetic
people.
• Solution (business description)
Give a description of the business idea.
• Social value proposition
• Beneficiaries
• Customer segment
• Channels
• Key impacts
• Key partners
• Financial
*Note that time is limited so prioritize what you will emphasize in your pitch. Other
important information will be detailed in the written output.
Prepared by :
Lorraine Ngaosi
Mobile no: 09185553360
Messenger account: Lorraine Ngaosi
Email account: lbngaosi@slu.edu.ph
COURSE GUIDE
REF SAMCIS-BSE-BA-ECC 231

I. Course Title: SOCIAL ENTREPRENEURSHIP
II. Course Overview
This course shall teach learners the what and how social entrepreneurship is
different from other kinds of businesses, yet operates the same other companies
which apply entrepreneurship principles, processes and operations. This course
shall motivate learners to acquire a socially conscious mindset and the possibility
of venturing into a SE undertaking
Towards the ends of the term, the learners are tasked to pitch their innovative idea
using the lean model canvass.
III. Course Study Guide
As we face the new normal, we are challenged by not letting to have face to face
classroom set up but this challenge should be looked at as a way to further enhance our
learning. This social entrepreneurship module is designed for us as a class to able to work
and learn together using technology and still have the benefits of a classroom
atmosphere.
The following guides and house rules will help you further to be on track and successfully
achieve the aims for this course:
1. Schedule and manage your time to read and understand every part of the module.
Read it over and over until you understand the point. Please note that due to the
problems on erratic internet connections and to be able to cooperate with the
government in observing the ECQ protocols, this online course will be delivered
asynchronously.
2. Study how you can manage to do the activities of this course in consideration of
your other modules from other courses. Be very conscious with the study schedule.
Post it on a conspicuous place so that you can always see. Do not ask your course
facilitator about questions that are already answered in the guide.
3. Keep abreast of important announcements, discussions, and other class activities.
Regularly check the STREAM page for possible announcements.
4. In doing your tasks, read and understand the instructions provided. Target the
highest standards, not the low standards in doing your assigned tasks. I know you
can.
5. You are free to browse and read the different materials even prior to doing the tasks
in each unit of the module. However, you need to ensure that you will not miss any
part of the module and you will not miss to accomplish every activity in every unit as
scheduled.
6. All course discussions will be conducted using Google Meet. If you will be using
mobile app of Google Meet, stay logged in so you can engage in the discussion
anytime and anywhere. If you are using the desktop app, regularly log in to stay in
the discussion.
7. All the discussions are academic discussions, which mean that the relevant
academic conventions apply.
a. Your post should be composed of complete and grammatically correct
sentences. Do not use abbreviations and acronyms unless these are introduced
in the readings, and do not write in text-speak. Avoid writing in all caps.
b. post appropriate and well-thought rejoinders. Avoid merely approving or
disapproving with your classmates and course facilitators. You need to support
your inputs in the discussions from reliable information and resources. Do not post
uninformed opinions.
c. Read and analyze the contributions made by your classmates in the discussion
forums. Respond appropriately and courteously. Always use proper language.
d. Be polite and respectful arguing a point and in defending your opinions. Do not
be rude and do not make remarks that may be construed as a personal attack.
Refer to ideas/statements, not the person. Remember that the objective of
academic discussion is to develop your critical and analytical thinking skills apart
from contributing to the wealth of knowledge.
e. Do not post lengthy contributions. Stick to the point. Be clear what your main
point is and express it as concisely as possible. Do not let the discussion stray.
f. Quote your sources in the online discussion by mentioning the last name of the
author and the year. No need to use a particular style.
g. Protect your privacy. Ponder before you post. If you wish to share something
private, do it by email or private chat.
8. Do not plagiarize and do not patch write. Patchwriting is still a form or plagiarism. It
refers to the act of making small changes and substitutions to copied source
material (Merriam-Webster, 2020).
9. Follow the schedule of course activities. Always remind yourself of deadlines. Read
in advance. Try to anticipate possible conflicts between your personal schedule and
the course schedule, and make the appropriate adjustments. Try your best to inform
through any means your course facilitator for any unavoidable delays or "absences"
or "silences" of more than a week's duration or other concerns.
10. Note that our Google Classroom is a virtual learning environment, not a social
networking site. Use your legal name and recent and appropriate ID photo on your
profile page for proper identification.
11. Lastly, you are the learner; hence, you do the module on your own. Your family
members and friends at home will support you but the activities must be done by
you. As Louisan, we always need to demonstrate our core values of competence,
creativity, social involvement and Christian spirit.
IV. Evaluation
To pass the course, you must:

1. Read all course readings and do all the prescribed activities
2. Submit the final project (social enterprise idea pitch)
3. Do the prelim, midterm and final Examination
A. Formative Assessment
1. You are required to answer pre-assessment, self-assessment activities, and reflection
questions .
2. The reflection questions are designed to help you to critically analyze the course
readings for better understanding.
3. The completeness of your answers to the self- assessment activities, and reflection
questions will still be checked and will still be part of your grade completion. Hence,
activities must be left unanswered.
4. In doing your formative assessment activities, you can always ask the help of your
family.
5. The activities are required so you can take it anytime within the scheduled days
assigned for each module.
B. Summative Assessment
Examinations: periodical evaluation (prelim, midterm and final)
Activities embedded in your module.
Final project: social enterprise idea pitch with lean model canvas
V. Study Schedule: (see posted in Module 0).
VI. Technological Tools

To be able to accomplish all the tasks in this course, you will be needing the
following software applications: Word Processing, Presentation, Publication, and
Spreadsheet. All materials and activities will be facilitated through Google Suite
Applications particularly, Google Forms, Google Hangouts, Google Meet, and
Google Doc. These are all available in the Google Suite package subscribed by
Saint Louis University for you.
Grading System
Midterm Grade
CS (activities -module 1-3) =70%
Examination =30%
Total 100%
Tentative Final Grade (TFG)

CS (activities, module 4-5; final output) =70%
Examination =30%
Total 100%
Final Grade= Prelim + Midterm + TFG

3
Prepared by:
LORRAINE B. NGAOSI
Course Facilitator
09185553360
Messenger Account: Lorraine Ngaosi
Email ad: lbngaosi@slu.edu.ph
SOCIAL ENTERPRISE RUBRIC
Criteria Excellent Proficient Sufficient Deficient TOT

20 10 5 3 AL
Unique Value The idea fully The idea addresses The idea Idea is not
proposition addresses an an identified addresses some practical in the
-matches social identified problem problem. parts of the market; key
problems that has a larger Specific key features identified features of the
-key features of social implication. of the product fit the problem product does not
the product Multiple key problem match the social
features of the problem.
product fit the
problem
Customer 20 10 5 3
Segments The idea is perfect Idea is designed for Idea designed is Unable to figure
for the target a well- defined without a well- out who is the
market target user defined target target
market/ user market/user for
the idea
Marketing 10 8 5 3
-Channels Extensive research Specific channels of Limited channel Unclear channel
-Customer on channels of distribution. of distribution. of distribution and
relations distribution. Display Presents how to Limited plans to no specific and
specific and create customer attract, keep alternative
alternative relationship and grow channels.
channels. customer No clear plan on
Shows in depth attracting,
plan to attract, keeping and
keep and grow growing
market. customers
Key metrics 10 8 5 3
- Presented an General list of key With missing list of Incomplete list of
intensive list of key metrics key metrics key metrics
metrics
10 8 5 3
Key partners Present detailed list Presents general list There are missing Unclear networks
of key partners of key partners list of networks
Beneficiary 10 8 5 3
Beneficiaries are General resources Data about beneficiaries are
thoroughly about beneficiaries beneficiaries are un identified
researched, and are available available but not
are fitted to the reliable
idea.
Financial 10 8 5 3
-Revenue stream Clear Has an Has a general Limited
-Cost stream understanding of understanding of the understanding understanding on
the profit stream. profit stream. Pricing of the profit the revenue
Set specific pricing strategies are set. Set stream. General stream.
strategies. a general list of costs. pricing strategies
Presents a detailed There are missing
critical list of costs. list of costs.
10 8 5 3
Motivation/prese Presenters exhibit Presenter manifests Presenter was Presenter was
ntation mastery of their enthusiasm and able to establish hardly able to
business concept elicits interest from rapport with the keep the attention
through their tone the audience audience of the audience
of voice, posture,
rapport, and
audience
engagement
TOTAL

Ecc 231 M5

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MODULE IN

Entrepreneurship, Human Resources Development and

School of Accountancy, Management, Computing and

COURSE LEARNING OUTCOMES

Welcome Louisian Social Entrepreneurs!

Social Entrepreneurship (SE) simply put is doing business with a mission. It is an

Study Schedule Course Requirements

WEEK Topic learning outcomes activities

1. Understand who are the social Engage: probe presence of social

Term Examination Dates

To comprehend knowledge in this new, interesting, and specialized field of

Module 5: The Social enterprise development

Successful social enterprises Why you think it is successful

Year Author definition Cited by

◦ Why study NPOs

WHAT IS NON-PROFIT ORGANIZATIONS?

• Non-distribution of net earnings to owners or those in control of the organization.

◦ Two aspects of the Hansmann definition are crucial in an economic analysis:

SOCIAL IMPACT MEASUREMENT

three bottom lines are:

Unit 2: The social enterprise plan

What is lean business model canvas?

Define your user

Define your Unique Value Proposition

Think about the Channels

3. Unique Value Proposition

A lean business model canvas @ https://leanstack.com/leancanvas

Social problem Solution Unique value Beneficiaries Customer Impact

Key partners Channels

Cost Financial Sustainability

Explain Activity: visit

REF SAMCIS-BSE-BA-ECC 231

II. Course Overview

III. Course Study Guide

To pass the course, you must:

V. Study Schedule: (see posted in Module 0).

VI. Technological Tools

Tentative Final Grade (TFG)

Final Grade= Prelim + Midterm + TFG

Criteria Excellent Proficient Sufficient Deficient TOT

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