19-May-24

PROJECT MANAGEMENT &

ENTREPRENEURSHIP
(KHU802)
UNIT - 5
Social Entrepreneurship

By: Vijay Katta

Vijay Katta 1

Social Entrepreneurship
.
• Social entrepreneurship is all about recognizing the social problems and
achieving a social change by employing entrepreneurial principles,
processes and operations.

• It is all about making a research to completely define a particular social

problem and then organizing, creating and managing a social venture to attain
the desired change.

• The change may or may not include a thorough elimination of a social

problem.

• It may be a lifetime process focusing

Vijay Katta
on the improvement of the existing
2
circumstances.

1
 19-May-24

Social Entrepreneurship
• While a general and common business entrepreneurship means taking
a lead to open up a new business or diversifying the existing business.

• Social entrepreneurship mainly focuses on creating social capital

without measuring the performance in profit or return in
monetary terms.

Vijay Katta 3

Social Entrepreneurship
• . The entrepreneurs in this field are associated with non-profit sectors and
organizations.
• But this does not eliminate the need of making profit.
• After all entrepreneurs need capital to carry on with the process and bring a
positive change in the society.
• Along with social problems, social entrepreneurship also focuses on
• Environmental problems,
• Child Rights foundations,
• Plants for treatment of waste products and
• Women empowerment foundations are few examples of social ventures
Social entrepreneurs can be those individuals who are associated with non-
profit and non-government organizations that raise funds through
community events and activities. Vijay Katta 4

2
 19-May-24

Examples of Social Entrepreneurship

•. In the modern world, there are several well known social entrepreneurs who
have contributed a lot towards the society.
• The founder and manager of Grameen Bank, Muhammad Yunus is a
contemporary social entrepreneur who has been awarded a Nobel Peace Prize
for his venture in the year 2006.
• The venture has been continuously growing and benefiting a large section of
the society.
• Rang De, established in the year 2008 by Ramakrishna and Smita Ram is
another brilliant example of a non-profit social enterprise.
• It is an online platform from where rural and urban poor people in India can
access micro-credits with an interest rate of as low as 2 percent per annum.
Lenders from all across the country can directly lend money to borrowers,
track investments and receive regular
Vijay payments
Katta online. 5

Examples of Social Entrepreneurship

• . The George Foundation is one more nationally recognized social enterprise.
• The Women’s Empowerment Program creates awareness among women by
providing them
• education,
• vocational training,
• cooperative farming,
• business development and
• savings planning.
• By employing the principles of social entrepreneurship, these organizations
are addressing the social problems and bringing a positive change in the
society.

Vijay Katta 6

3
 19-May-24

Examples of Social Entrepreneurship

• There are several other organizations that are considered as a positive
changemakers in the society.
• Echoing Green, The Canadian Social Entrepreneurship Foundation,
• Schwab Foundation for Social Entrepreneurship,
• The Skoll Foundation,
• NIKA Water Company,
• Newman’s Own and
• Ashoka:
Innovators for the Public are such organization that aim for bringing social
change and continuously improving the existing conditions in the society.

Vijay Katta 7

History of Social Entrepreneurship

. • Social entrepreneurship is a kind of entrepreneurship initiative that aims at
taking up a social problem for bringing about a transformation in the
same.
• The person who takes up the challenge is called a social entrepreneur and
he / she uses principle of entrepreneurship with the intent of creating
social capital and not being essentially profit centered.
• The aim of social entrepreneurship is to promote the cause of social
and environmental goals that have an impact in either in the present
or the times to come.
• Such entrepreneurs are generally a part of or associated in some way with
some non profit organisations (NGO’s).
• Although profit making is also as aspect of this concept but it may not be
the sole purpose of the organisation.
Vijay Katta 8

4
 19-May-24

History of Social Entrepreneurship

•. Social entrepreneurship is relatively a new term. It came in to notice just
a few decades ago. But its usage can be found throughout the history.
• In fact, there were several entrepreneurs who established social enterprises to
eliminate social problems or bring positive change in the society.
• Vinoba Bhave, the founder of India’s Land Gift Movement,
• Robert Owen, the founder of cooperative movement and
• Florence Nightingale, founder of first nursing school and developer of
modern nursing practices might be included in this category.
• They had established such foundations and organizations in 19th century that
is much before the concept of Social Entrepreneurship used in management.

https://en.wikipedia.org/wiki/Vinoba_Bhave
Vijay Katta 9

History of Social Entrepreneurship

•. There were entrepreneurs during nineteenth and twentieth centuries who
made efforts to eradicate social evils.
• Apart from this, there are many societies and organizations that work for
child rights, women empowerment, save environment, save trees, treatment
of waste products, etc.
• Apart from addressing the social issues, social entrepreneurship also includes
recognition and addressing the environmental problems and financial issues
for rural and urban poor.
In fact, all big brands and companies are adopting the concept of social
entrepreneurship and trying to address the issues in our society by opening
schools in far flung areas, educating women for family planning, making it
possible for farmers and poor individuals to access low interest credits,
establishing plants for waste treatment,Vijayplanting
Katta trees and going green. 10

5
 19-May-24

Who is a Social Entrepreneur ?

• Social entrepreneurs operate with an aim of changing the face of society.
• Be it health, sanitation, education, they are present everywhere.
• There are people even who work on bringing about change in the modern
innovations because their impact has been detrimental to human life.
• They thus work towards improving systems, creating new solutions, laying
down fair practices.
• Some of the very famous people who inspire others to take up social
entrepreneurship are:

Vijay Katta 11

Who is a Social Entrepreneur ?

Vinobha Bhave: is a prominent figure in Indian modern history and was the
founder and leader of the Land gift movement that helped reallocate land to
untouchables.
Maria Montessori: a pioneer in education. Developed the Montessori
approach to early education in children.
Florence nightingale: she laid the foundation for the first school of nurses and
worked to improve the hospital conditions.
Margaret Sanger: She was the founder and Leader of the planned parent hood
federation of America, championed the family planning system around the
world.
Susan B Anthony: was the Co-Founder of the first women’s temperance
movement and a prominent American civil rights leader for women’s rights in
the 19th century. Vijay Katta 12

6
 19-May-24

Who is a Social Entrepreneur ?

• Advantages of a social enterprise that are entrepreneur specific

1. Social entrepreneurs find it easier to raise capital. There are huge incentives
and schemes from the government for the same. since the investment industry
here is ethical, it is easier to raise capital at below market rates.
2. Marketing and promotion for these organisations is also very easy. Since a
social problem is being tackled with a solution, it is easier to attract attention of
the people and media. The degree of publicity often depends on the degree of
uniqueness of the solution.
3. It is easier to garner support from likeminded individuals since there is a
social side to the enterprise. It is also easier to get people onboard at lower
salaries than compared to other industry.
Vijay Katta 13

Who is a Social Entrepreneur ?

Similarly there are advantages that are specific to the environment, society
and the people concerned. Some of them are as under:
1. Services in whichever section they may be offered are customized better
to suit the needs of the individual or the problem. This is also designed in
harmony with all other systems like the environment, society or the
people.
2. Cost effectiveness is another advantage of a social enterprise. The
solutions offered by these organisations in the form of either products or
services are reasonable than compared to the same service provided by a
profit making organisation. No wonder basic amenities like healthcare,
education etc have become very affordable to people world over with the help
of these institutions. Micro finance, for example, today caters not to the poor
but to the poorest!
Vijay Katta 14

7
 19-May-24

Successful Social Models

Business Model
A business model is a structure, design or framework that a business
follows to bring value to its customers and clients.
There are at least three measures of the success of a business model.
1.Its ability to generate profit for its owners,
2. Its ability to generate positive change in the world, and
3. Its ability to achieve a balance of profit and positive change.

The first approach applies to traditional for-profit companies; the second

approach applies to traditional charities; and the third approach (a balance
between profit and positive change) applies to social enterprises.

Vijay Katta 15

Successful Social Models

Social Business Model
• A social business model is a structure, design or framework that a
social business follows in order to bring about a positive change
while maintaining healthy financial returns.

Vijay Katta 16

8
 19-May-24

Successful Social Models

• In 2012 Wolfgang Grassi (aka W. Grassi) identified nine types of
social business models.
• He began his analysis with three factors guiding any social business:
• The mission,
• The type of integration, and
• The target population.
• He then explored the way in which these three factors intersected
with the three traditional categories of business (for-profit, not-for-
profit and hybrids) to generate the nine specific types of social
business models that any social enterprise could adopt.

Vijay Katta 17

Wolfgang Grassi (aka W. Grassi)

identified nine types of social business models.
1. The Entrepreneur Support Model
2. The Market Intermediary Model
3. The Employment Model
4. The Fee-for-Service Model
5. The Low-income Client Model
6. The Cooperative Model
7. The Market Linkage Model
8. The Service Subsidization Model
9. The Organizational Support Model
Vijay Katta 18

9
 19-May-24

Nine types of social business models.

1. The Entrepreneur Support Model
• This model of social enterprise (SE) sells business support services directly
to the entrepreneurs in its target population.

• In other words, this type of SE helps entrepreneurs get their businesses off
the ground.

• Support can come in the form of consulting services, training, micro

financing or technical support.

• Organizations that belong to this category may include economic

development organizations, business development service
organizations and micro financers.
Vijay Katta 19

Nine types of social business models.

2. The Market Intermediary Model
• This type of SE generally helps their clients by marketing or selling
their clients’ products or services for them.
• For example, an organization that helps struggling small farmers by
marketing and to sell their crops for them would belong to this
category.

Vijay Katta 20

10
 19-May-24

Successful Social Models

3. The Employment Model

• This type of SE provides their clients with job opportunities and job training.

• Revenue generated by those jobs pays for the SEs expenses and flows back
into the services provided for those in need.

• Many youth and disabilities organizations adopt this model.

Vijay Katta 21

Nine types of social business models.

4. The Fee-for-Service Model
• The fee-for-service model is one of the most commonly adopted SE
business models.
• The SE charges the customer directly for the socially beneficial
services it provides.
• Many hospitals, schools, museums and membership organizations use
the fee-for-service model to a greater or less degree.

Vijay Katta 22

11
 19-May-24

Nine types of social business models.

5. The Low-income Client Model
• SEs in this category generally offer social services directly (as in the
fee-for-service model) while focusing on low-income clients.

• Hospitals and healthcare programs that offer their healthcare services

to low-income patients often adopt this model.

Vijay Katta 23

Successful Social Models

6. The Cooperative Model
• This is one of the most widely recognized categories of SE.

• The cooperative is generally a fee-based membership organization that

provides member services to a group that shares a common need or goal.

• The cooperative is owned and operated by its members, who both run the
cooperative and receive the benefits of its success.

• Two of the most well-known types of cooperative include credit unions and
employee-owned businesses.
.

Vijay Katta 24

12
 19-May-24

Nine types of social business models.

7. The Market Linkage Model
• SEs that serve as brokers for their clients often adopt this model.
• These SEs focus on building relationships and otherwise connecting
their clients with markets for their clients’ products and services.
• However, unlike SEs adopting the market intermediary model, these
SEs generally do not market or sell their clients’ products and services
for them.
• Many trade associations adopt the market linkage model.

Vijay Katta 25

Nine types of social business models.

8. The Service Subsidization Model
• This type of SE funds social programs by selling products or services in the
marketplace.
• Service subsidization is one of the most common SE models, as almost any SE
can adopt it.
• Service subsidization SEs integrate their internal business with external social
programs.
• For example, a law firm may use the revenue generated from the firm’s regular
law practice to fund a social program that provides free law services to those
in need.
• The firm may run the program out of their own offices and may provide the
free law services themselves.

Vijay Katta 26

13
 19-May-24

Nine types of social business models.

9. The Organizational Support Model
• This type of SE, like a service subsidization organization, sells
products or services to fund social programs.
• However, the social programs they fund are part of a separate, parent
organization.
• In other words, an organizational support SE raises funds for a parent
non-profit that, in turn, runs the social programs the SE wishes to
support.

Vijay Katta 27

Social business Model Categories (1)

Business category How it works Examples Key success factors

Entrepreneur Sells business support to its target Microfinance organizations, Appropriate training for
support population. consulting, or tech support the entrepreneur

Supply cooperatives like fair Low start-up costs, allows

Market Provide services to clients to help
trade, agriculture, and handicraft clients to stay and work in
intermediary them access markets.
organizations their community

Provide employment opportunities

Disabilities or youth Job training,
and job training to clients and then
Employment organizations providing work appropriateness and
sells its products or services on the
opportunities in landscape, cafes commercial viability
market.

Selling social services or products Membership organizations, Establishing the

Fee-
directly to clients or a third-party museums, and clinics, solar appropriate fee structure
forservice/product
payer lamps, microfinance vis a vis the benefits
Vijay Katta 28

14
 19-May-24

Social business Model Categories (2)

Business
How it works Examples Key success factors
category
Healthcare Creative distribution systems,
Similar to fee-for-service: offering services
Low-income (prescriptions, lower production and marketing
to clients but focuses on providing access to
client eyeglasses), utility costs, high operating
those who couldn’t otherwise afford it.
programs efficiencies

Bulk purchasing,
Provides members with benefits through collective bargaining Members have common
Cooperative
collective services. (union), agricultural interests/needs
coops, credit unions
Import-export, market
Market Facilitates trade relationships between Does not sell clients’ products
research, and broker
linkage clients and the external market but connects clients to markets
services
Sells products or services to an external Can leverage tangible assets
Consulting, counseling,
Service market to help fund other social programs. (buildings, employees) or
employment training,
subsidization The business activities and social programs intangible (expertise, network,
etc.
overlap Vijay Katta methodologies) 29

Social Business Model THEMES

Business How it works Key success factors
THEME
Education Provides additional or improved educational Quality of service, demand by
opportunities or advocates for it beneficiaries, WTP of interest
groups
Environment Provides or advocates environmental improvement in Measurable improvement, WTP of
exchange for donations, payments or grants interest groups
Poverty Provides products or services to the poor, similar to low Products or services offer relief and
income client are demanded, cross-subsidization
or like low income client

Disabled or Usually self-help groups, advocacy groups or Members have common interest,
disadvantaged employment creation WTP of interest groups
people
Disaster relief Usually government and donations funded quick help Fast response, efficient processes,
Vijay Katta ability to mobilize funds30

15
 19-May-24

Question/Answer

Vijay Katta 31

What does the concept of "social enterprise"?

Social enterprise, a segment of society or solving a problem that affects the whole
developed to non-profit, innovative, impressive ideas. Social entrepreneurs, like
non-governmental organizations, are basically organizations that have a socially
motivated purpose but that achieve this goal, based on the company's ability to do
business, knowledge and experience, and target sustainability, efficiency and
effectiveness.
What is the difference between commercial enterprises and social
enterprises?
A commercial enterprises’ primary goal is to increase its profit. Other objectives of
the company come from profitability. However, the main aim of a social enterprise
is to provide the social benefits that it is aiming to achieve and to complete it with
profitability. The performances of commercial enterprises are typically measured
by financial returns. Social entrepreneurs often pursue a specific opportunity, and
both social and economic goals are adopted Vijay Katta
together. 32

16
 19-May-24

Marketing Management for Social Ventures

Vijay Katta 33

Marketing Management for Social Ventures

“[marketing is] the proactive identification and exploitation of opportunities for
acquiring and retaining profitable customers through innovative approaches,
through risk management, resource leveraging and value creation”.
Based on the definition provided by Morris et al. (2002) seven dimensions are
considered to be fundamental in EM .
It is important to clarify that the dimensions are not mutually exclusive, but rather
complementary (Morris et al. 2002).

(1) Opportunity-driven refers to the ongoing identification of opportunities and

actions. Shaw (2004) suggests that organizations that consistently practice EM are
better positioned when it comes to identification and exploitation of opportunities,
compared to those organizations that do not practice EM “[opportunities represent
unnoticed market positions that are sources of sustainable profit potential”
(Morris et al. 2002, p.6). Vijay Katta 34

17
 19-May-24

Marketing Management for Social Ventures

(2) Proactiveness is based on the premise that, by not assuming the external
environment as given, but rather as a source of opportunities the firm can
influence its environment and therefore become less vulnerable to external factors
(Morris et al. 2002). In this respect, proactiveness refers to the steady search for
new approaches in order to gain competitive advantages through constant
improvement. In a similar direction Yang and Gabrielsson (2017) point out that
the focus of proactiveness in EM should be to anticipate future needs.
(3) Customer intensity refers to the proximity and the level of interaction the
firm has with its customers. “EM incorporates the need for creative approaches to
customer acquisition, retention and development” (Morris et al. 2002, p.7). EM
therefore encourages an intimate and personal type of relationships with
customers that can result in emotional links between the brand and the customer
(Yang & Gabrielsson, 2017).
Vijay Katta 35

Marketing Management for Social Ventures

(4) Innovation-focused refers to the ability to generate a constant flow of
commercially viable ideas; by commercially viable meaning that the ideas have
an economic market potential (Morris et al. 2002). Innovation is not limited to
products or services but also includes technologies, processes and new
approaches (Yang & Gabrielsson, 2017). As explained by Morris et al. (2001,
p.40) innovation emerges out of the relationship between internal organizational
environment of the venture and external environmental conditions that surround
the venture’s environment.
(5) Risk management refers to calculated management of risks. The approach to
risk management in EM consists of identifying risk factors in order to mitigate
them or share them in creative ways (Morris et al. 2002). This can be achieved by
allocation of resources and decision making; for example, collaborations,
outsourcing operations, working with extreme users.
Vijay Katta 36

18
 19-May-24

Marketing Management for Social Ventures

(6) Value creation according to Morris et al. (2002) consists on the continuous
discovery of new sources of value and ways to deliver this value to the
customers. Under the lenses of EM the creation of value is conceived as a
requirement for the transaction to take place, meaning that every decision
should be oriented towards enhancing the value experienced by the customer
(Morris et al. 2002). Yang and Gabrielsson (2017) suggests that given the
dynamic and competitive market conditions, the value offer needs to be
continually refined in close interaction with the customer.

Vijay Katta 37

Risk Management in Social Enterprises

. 1. Obtaining finance
• Most entrepreneurs require some sort of funding when they start their entrepreneurial
projects.

• Whether they plan to obtain their funding from a private lender or a bank, the fact of
the matter is that starting a business involves overcoming many costs.

• The problem with social entrepreneurship is that the business models don’t often turn
over massive profits.

• This, coupled with the fact that social entrepreneurship is widely misunderstood,
makes lenders wary of lending large amounts to social entrepreneurs.
• Being constantly rejected by lenders can be extremely disheartening.

• That is why it is so important to have a solid business plan and a dependable way in
which you plan to turn over profits. Vijay Katta 38

19
 19-May-24

Risk Management in Social Enterprises

2. Backlash
• If you are fighting for a certain cause, in many cases, there will be people
fighting against it.
• The more controversial your cause, the more backlash you can expect to
get.
• Even though social entrepreneurs are known for being selfless and aim to
help people and communities in need, they often experience rather harsh
backlash and criticism.
• In the day of social media, backlash can be never-ceasing and can take a
toll on your mental health.
• It is essential to be aware of any existing social justice groups and if you
would be stepping on anyone’s toes with your intended projects.
Vijay Katta 39

Risk Management in Social Enterprises

3. Not focusing on profit
• Many social entrepreneurs are so caught up in their cause that they do not
focus on creating a profit.
• However, making a profit is very important when it comes to satisfying
your investors, maintaining a successful business, as well as putting food
on your table.
• If the cause is really your main priority, remember that the more profit you
make, the more you will be able to put back into your business and the
more financial freedom you’ll have.
• More profit also means that you’ll be able to hire employees, and you
know what they say; many hands make light work.

Vijay Katta 40

20
 19-May-24

Risk Management in Social Enterprises

4. Burnout
• Burnout is a genuine risk for social justice entrepreneurs.

• Because they often put their heart and soul into their work, social
entrepreneurs work themselves to the bone and work long hours.

• Like with all types of entrepreneurs, there are no set working hours, so
entrepreneurs find their personal lives and their work lives amalgamating.

• It is very important to ensure that you maintain a healthy work/life balance

to avoid burnout which can affect both your physical and mental health.

Vijay Katta 41

Risk Management in Social Enterprises

5. Lack of public knowledge
• Although social entrepreneurship is growing and expanding, the majority of the general
public do not have a clear idea of what social entrepreneurship is exactly.

• This can make it difficult for your cause to gain support, and support from the general
public and local communities is often imperative to your success as a social
entrepreneur.

• The lack of information both online and offline can lead to misconceptions.

• Only through education and spreading information will the public be knowledgeable
about social entrepreneurs and the work that they do.

Vijay Katta 42

21
 19-May-24

Risk Management in Social Enterprises

6. Not many success cases
Unfortunately, when looking for role models and success cases in the field of
social entrepreneurship, there are not many to choose from, so you have
minimal business models to use as templates. This also affects your likeliness
to get a loan as lenders like to see examples of similar, successful companies.
This is why business models such as franchises find it so easy to obtain loans,
as there are many examples of successful cases.

Vijay Katta 43

Risk Management in Social Enterprises

7. Not having a substantial support structure
• Having a support structure and entities that you can turn to for help
and advice is very important for the success of any business.
• Because social entrepreneurship is still relatively new, there are not
many support structures or even regulations in place for businesses
that fall into the social entrepreneurship sphere.
• Tax incentives in the UK are not yet regulated, and this can definitely
cause some confusion for social entrepreneurs.

Vijay Katta 44

22
 19-May-24

Risk Management in Social Enterprises

8. Marketing

• Marketing a social business definitely comes with its challenges.

• Unfortunately, many social entrepreneurs do not put enough emphasis on

effective marketing and may not have the resources, time or funds to put
into marketing, which could act as a massive risk and challenge.

Vijay Katta 45

Risk Management in Social Enterprises

How to eliminate risks as a social entrepreneur
When you look at the risks involved in becoming a social entrepreneur, it can
be disheartening, but there are ways to minimize these risks, including:
• Speak to any successful social entrepreneurs that you know of. Their
advice and guidance will be very valuable to you and may guide you on the
best route to take with your venture.
• Come up with a detailed business plan that covers everything you plan to
do with your project.
• Focus on effective marketing that engages with the public and informs
them of your social business. The more public knowledge out there, the
better!
• Priorities making profits.
Vijay Katta 46

23
 19-May-24

Legal Framework for Social Ventures

Incorporating your social venture
• Your social venture must carefully consider the current legal environment
and existing legal structures and requirements associated with for-profit,
not-for-profit, registered charities and co-operative corporations.
• You will need to hire qualified legal counsel to assist with the process, and
should choose a firm that is knowledgeable and experienced with either
social enterprises and/or social-purpose businesses, depending on your
situation.
• Your organization you should ask the following key questions:
What is the underlying nature and intent of the profit-making activities of
your operation? What will your operation’s profit be used for?

Vijay Katta 47

Legal Framework for Social Ventures

Social business
• If you expect that there will be a broad range of profit-making activities to
generate levels of profit that are similar to traditional businesses or slightly
less (due to your social or environmental commitments), then you will
likely choose a for-profit organization structure and become a social-
purpose business

Vijay Katta 48

24
 19-May-24

Legal Framework for Social Ventures

Social enterprise
• If, in the course of achieving a social mission, your organization generates
profits through profit-making activities which meet the definition of
“related business” (as determined by the CRA), you will likely choose to
be a social enterprise in a registered charity legal structure.
• “Related businesses” are defined as activities related to or ancillary to the
charitable objects but can also be unrelated activities as long as
substantially all (more than 90%) of the persons employed in the profitable
activity are volunteers and not remunerated.
• For example, a storefront operated by a charity and staffed by its
volunteers, selling donated goods may be considered a related business.

Vijay Katta 49

Legal Framework for Social Ventures

• Social enterprises outside “related business” in a charity
• If your organization is an innovative social enterprise that wants to scale beyond the limits
set by “related business,” grants and donations, you will likely rule out a registered
charity structure and consider the not-for-profit organizational structure (“NFP”).
• NFPs can engage in profit-making activities provided that the activities are compatible
with the not-for-profit objects of the NFP and the profits are used exclusively for
promoting its stated goals. Indicators that an NFP may be operating an impermissible
profit-making business include the following:
• 1. Operation in a normal commercial manner
• 2. Goods and services are not restricted to members and their guests
• 3. Operation on a profit basis rather than a cost-recovery basis
• 4. The business is operated in competition with taxable entities carrying on the same
business.

Vijay Katta 50

25
 19-May-24

Legal Framework for Social Ventures

What legal structure should you choose?
• Today, there is no right or wrong answer to whether you should establish
your social venture as a not-for-profit social enterprise (stand-alone or part of
a registered charity), a for-profit social-purpose business, or a co-operative.

• In the current legal environment, social entrepreneurs need to work with legal
counsel, their boards and advisors to determine which legal structure works
best for their situation.

• Where possible, you can then add ancillary agreements and processes to
make the structure work better for your organization and your stakeholders.

Vijay Katta 51

26