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Discovering & Creating Social Entrepreneur Opportunities 2016
Discovering & Creating Social Entrepreneur Opportunities 2016
entrepreneurship
Faculty Member
SESSION 2
Discovering & Creating
SOCIAL ENTREPRENEURSHIP
Opportunities
CASE DISCUSSION
Social Entrepreneurship
READING SESSION
OBJECTIVES
Social Entrepreneurship
What is
OPPORTUNITIES?
Step of Opportunities in
Grameen Bank
Experience?
OPPORTUNITIES in
GRAMEEN
Identify the
Opportunity
that can
create
social value
Gather
resources &
bear all the
risk
Reassess
the
opportunity
continually
CONCEPTUAL
DEFINITIONS
Opportunity...
Came along the way or we chose?
DISCOVERY
VIEW
MOUNTAIN
CLIMBING
CREATION
VIEW
MOUNTAIN
BUILDING
DISCOVERY
VIEW
MOUNTAIN
CLIMBING
MOUNTAIN
BUILDING
CREATION
VIEW
If it is based on your
passion? What social
opportunity do you see &
what will you do.
15 minutes of thinking &
SHARE
In Fact DATA
433
Nascent entrepreneurs
<10%
35%
45%
20%
Social Entrepreneurship
Summary of FINDINGS
DISCOVERY
VIEW
CREATION
VIEW
Social Entrepreneurship
7 of DRUCKERS Source of
Innovative Opportunity
Unexpected
occurences
Incongruities
(reality vs
dream)
Process needs
(improvement
when all
available)
Changes in
industry
Demographic
changes
Changes in
perception
New
knowledge
Experts Said!
Opportunities are not knocking the door......, rather they have to be
conceived, developed, and refined in dynamic, creative and thoughtful
process.
GUCLU, DEES, & ANDERSON
...., SE might follow a very similar track in which
idea find champions, vv, in which solutions find
resources, if true, the most effective SE is one who
simply ties the the stream together and stands aside
GUCLU, DEES, & ANDERSON
Attributes SE to Market & Government Failures
MONLLOR
Market Failures
Imperfect
information
Monopoly
power
Public goods
Externalities
Flawed-pricing
mechanism
Government
Failures
Pursuit of selfinterest by
politicians
Short-term
solutions
Imperfect
information
Intrucing New
Improves
Strategy /
Method
Reaching New
Market,
Serving an
Unmet Need
Tapping into a
new source of
supply / labor
Establishing a
New
Industrial /
Organizational
Structure
Framing New
Terms of
Engagement
Developing
new Funding
Structures
How to Differentiate
SE & Not SE
Focus
Context
Stakehol
der
PHASE 1
IDEA RECOGNITION
Social Needs
Social Assets
PHASE 2
PHASE 3
Opportunity
Assessment
Opportunity
Pattern
Recognition
Social Assets
Pattern
Recognition
Social Value
Potential
Market
Potential
Sustainabilit
y Potential
Strategic
alignment
(mission)
Achievable
outcomes
Alliance
Organizatio
nal benefit
User need
User desire
Funder
interest
Market
share
Capital
need
Organizatio
nal
capability
Organizatio
nal
capacity
Income
potential