Entrepreneurs

and
Social Entrepreneurship
- Somebody who organizes, manages, and assumes the
risks of a business/enterprise or community business.
He/she is a member of certain type of community. Studies
reveal that entrepreneurs are self confident. They are
optimistic; they believe in the possibility of change or
mastery of the environment, through themselves.

- Entrepreneurs are dynamic leaders. They are creative,

innovative, versatile, flexible, and receptive to the
changes in their dealings with the environment. They
accomplish things through initiative and resourcefulness.
Habits & Traits common to
Entrepreneurs. If you’re an
entrepreneur, you must be….
A good administrator
A good leader
A good planner
A good negotiator
A good communicator
A good decision-maker
A good follower
 An entrepreneur is Also….
Aggressive  Industrious
Competitive  Innovative
Customer-oriented  Optimistic
Determined  Patient
Disciplined  Productive
Efficient  Reputable
Enthusiastic  Resilient
Energetic  Resourceful
Flexible  Self-confident
Happy  Self-motivated
Hardworking  Self-reliant
Healthy  Tactful
Helpful  Tenacious
Humble  Versatile
Trustworthy  Thrifty
Visionary  Creative
Social Entrepreneurship
Peter Druckers ( 1986) states that
entrepreneurship is a result-oriented
attitude.
An Entrepreneur must have strong values
to accomplish what society needs and that
a value-driven innovator who enhances
society should be as equally important as
the entrepreneur who enhances economic
growth.
Social entrepreneurship often requires the
involvement or support of business and
government in education, health, security,
housing, as well as a myriad of other social
needs.
Social entrepreneurs are hunter-gatherers of our
culture. They look around, see where the food is,
and go to get it. The skills of teaching, sensing,
hunting, and harvesting are very much alive in
the entrepreneur. They don’t change themselves
to fit their environment..instead, they use the
environment to meet their needs.
People who start their own business, or
entrepreneurs, are strange breed. They
will give up almost anything to have the
right to make their own choices,
decisions, opportunities, and mistakes
even when they know that many of those
choices and decisions may turn out to be
bad ones.
Stages of Growth of Community- based
Enterprises (Haugh, 2003)

To get out of poverty means to move up the

continuum and Eventually achieve a certain
degree of financial stability or success. Not
all the poor can completely be alleviated
from poverty. Nevertheless, here is a stage
model of community Enterprise Creation
and Development that can gradually build
up the poor people’s capacity to manage
and establish a viable enterprise.
 Stage Behaviors and Actions
Problem Identification Recognition of a “felt need” within a
community- one or more persons
perceive that a need/opportunity exist in
the community. This might arise from
different sources such as experience,
local knowledge, formal analysis,
suggestions, action from local people, or
intervention by local authority.

Idea Articulation The idea is verbalized and people begin

to talk about it informally. Possibilities
for action are suggested. Alternative ways
of developing the idea to benefit the
community are discussed. Tacit
knowledge is drawn on to focus ideas.
The threads of a network begin to take
shape ideas are discussed with others
outside of the community, e. g.,
community development workers,
sources of business advice, and those
working in communities facing similar
changes.
Community Idea The community takes ownership of the
idea, actively sharing information.
Ownership Formal meetings begin to take place. A
decision is made to act together as a
community group ( internationality).
The vision/purpose/mission of the
community enterprise is determined.
The first documents for the community
enterprise are created,
e, g,. Minutes of meeting

Community Gathering of human, physical, financial

and technological resources. People and
Mobilization organizations are mobilized. A tailor-
made network is formed. Alternative
ideas are evaluated. Additional
documentation created,
e,g,. A feasibility study. Bank account
opened.
Community Action The enterprise is created as a legally
identifiable organization (bounderies).
Contracts are arranged with providers of
resources (Exchange).
Decisions on responsibilities and
allocation of tasks are made. Any
Training necessary to turn the idea into
practice is organize and implemented.
Control and accountability measures are
established. Professionalization of roles,
Responsibilities, structures, procedures,
and management.
Financing arrange: entirely funder-
dependent; mixed finance( a combination
of funding source, and revenue
generation) ; financially sustainable
(revenue generation).

Community Reflection Collection of performance indicators,

outcomes evaluated and fed back to
stakeholders. Decisions made concerning
future direction of enterprise. Recycling
and re-deployment of resources.
Magna Carta for Small Enterprises
Republic Act No. 6977, otherwise known as
the Magna Carta for Small Enterprises, is an
Act to promote, develop, and assist small and
medium enterprises through the creation of a
Small and Medium Enterprise Development
Council and establishment of a Small
Business Guarantee and Finance Corporation,
the mandatory allocation of credit resources
to small enterprises and the rationalization of
government assistance program and agencies
concerned with the development of SMEs.
Small-Medium Enterprise Skills and
Management Training Program
The program provides continuing training
of would-be small and medium business
entrepreneurs to improve and develop the
production processes and to conduct a
forum for the exchange of experiences
among small and medium entrepreneurs
with experts and consultants from private
and government agencies.
SME Skills and Management Trainings that can be effectively
transferred to the community through Seminar-Workshop
Projects of CWTS/LTS;

1. For SME Skills Training Programs

 Food processing
 Meat and fish processing
 Wine and vinegar processing
 Skills upgrading on knitting, leather craft, shell craft, ceramics, coco midrib,
etc.
 Bamboo furniture and craft
 Poultry-raising
 Speed sewing
 Salt-making
 Basic carpentry training
 Basketry
 Embroidery
 Stuffed toy training
 Candle-making
2. For the SME Management Training Programs
 Simplified bookkeeping
 Financial management
 Business management
 Marketing management
 Production management
 Strategic management
 Product costing and pricing
 Basic exporting
 Symposium on livelihood projects
 Starting a small business
 Values formation seminar
 Team-building
 Leadership training programs
 Advertising and promotion
 Entrepreneurship development seminar
3. Part-time Business Opportunities
 Mail order/mailing services
 Catalog sales
 Freelance writing
 Garage sale service
 Recycling
 Pet sitting
 Child care
 Tutoring service
 Handicrafts
 Repair service
 Janitor service
 Balloon delivery
 Pet grooming
 Parking lot stripping
Controlling your Enterprise

- Managing a small business requires using management

principles as in a large organization- planning, organizing,
directing, controlling and staffing.
 A. Planning- The planning function of looking into the
future often gets lost in the strenuous day-to-day operation
of a small business.
 B. Organizing- deals with decision-making and how to
use resources to get objectives accomplished.
 C. Directing- is the leader’s job. It involves guiding;
effective directing comes from good listeners.
 D. Controlling- is the setting procedures to stay on top of
progress. It is concerned with the many ways to keep an
eye on how the business is doing.
 E. Staffing- staffing your business with competent people
is critical to work efficiency and establishing good
customer relationship.