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Współpraca administracji publicznej i przedsiębiorstw społecznych – mit czy realna szansa?
Jak przekonać administrację publiczną, zwłaszcza szczebla lokalnego do wspierania rozwoju ekonomii społecznej ? Jakich argumentów użyć, żeby unaocznić korzyści z rozwoju ekonomii społecznej? Jakiego wsparcia rzeczywiście potrzebują przedsiębiorstwa społeczne ? O czym trzeba pamiętać uruchamiając nowy społeczny biznes?
To tylko kilka pytań na jakie odpowiedzi szukali partnerzy projektu “Rozwój przedsiębiorczości społecznych w Basenie Morza Bałtyckiego” przygotowując “Rekomendacje dla Administracji Publicznej w zakresie wspierania rozwoju przedsiębiorstw społecznych” oraz “Rekomendacje dla nowych przedsiębiorstw społecznych w zakresie tworzenia ścieżki rozwoju”, do zapoznania się z którymi serdecznie zapraszamy.
Prace nad rekomendacjami prowadzono w 6 krajach nadbałtyckich, tj. w Polsce, Danii, Szwecji, Finlandii, Łotwie i Litwie, stworzenie pełnego dokumentu zostało poprzedzone badaniami ankietowymi wśród przedstawicieli sektora ekonomii społecznej, wywiadami fokusowymi z ekspertami oraz pogłębiona analizą krajowych i europejskich dokumentów strategicznych. W pełnej wersji publikacji dostępnej w języku anghielskim możecie Państwo znaleźć krótką analizę sytuacji przedsiębiorstw społecznych w każdym z wymienionych krajów oraz rekomendacje zarówno dla jednostek administracji publicznej i przedsiębiorstw społecznych dotyczące tego jak efektywnie można rozwijać, wzmacniać i promować przedsiębiorstwa społeczne.
Poniżej zapraszamy Państwa do zapoznania się ze skróconą wersją w języku polskim obejmującą same rekomendacje, mamy jednak nadzieję, że zapoznanie się z tym materiałem zachęci czytelników do sięgnięcia po pełną wersję publikacji.
Rekomendacje można pobrać tutaj: Rekomendacje
European Social Enterprise Monitor (ESEM)
THE HAGUE (Euclid Network) – We are proud to announce the official launch of the inauguralEuropean Social Enterprise Monitor (ESEM) report at the European Commission’s European Social Economy Summit #EUSES, held virtually in Mannheim on 26th May 2021. The Monitor aims to close the current gaps in data, knowledge, awareness and understanding of social enterprise on both national and European levels.
Building a Successful Social Venture:
Building a Successful Social Venture: A Guide for Social Entrepreneurs is a new book by Eric Carlson and James Koch both from Leavey School of Business at Santa Clara University in USA.
The book is one of the first on creating and running a social enterprise, which combine theoretical discussions with existing cases from around the world, an in that way it can be very for people who want to start, sustain, and grow social ventures on a longer term.
Since 2003 Eric Carlson’s and James Koch’s has been working with and mentored morethan 800 aspiring social entrepreneurs at the Global Social Benefit Institute (GSBI), cofounded by Koch at Santa Clara University’s Miller Center for Social Entrepreneurship. The experiences from this work is the basis for Building a Successful Social Venture.
First part of the describes a bottom-up approach to social change, a focus on base-of-the-pyramid markets, and a specific approach to business planning developed by the GSBI.
Second part of the book presents the seven elements of the GSBI business planning process
Third part of the book describes how to executing it.
Second part of the book presents the seven elements of the GSBI business planning process
Third part of the book describes how to executing it.
The book presents several social enterprise cases to show how organizations have realized different elements of the plan. As early versions of the book were used in both undergraduate and MBA, the book also includes a number of useful checklists and exercises.
This book is for both students, social entrepreneurs, and the field researchers, who wants to learn more about social enterprise business models and how to advance social progress and create a more just and sustainable world.
More about the book here
“Building Social Business” – Muhammad Yunus
What is social business? And how is it different from Social Enterprise?
The term “social business” in European literature has no distinction between social enterprise and social business – they use the term interchangeably. For our purposes we have chosen to make a distinction between social enterprise and social business: the business model that Muhammad Yunus has actively promoted and exemplified in his social entrepreneurial career.
This business model when observed at first glance may seem either extremely altruistic or a pipe-dream for the capitalist minded individual. That may be true, but when you look at the empire, yes empire, the Grameen Group (Muhammed Yunus’ companies born from his original company Grameen Bank based on micro-finance) now counts an impressive 21 social business ventures to its family.
It is true that the social business model is designed with poorer countries in mind, where profit seeking initiatives only create barriers for goods and services that could otherwise be accessible (with some ingenuity) to these populations. Even so, there are poor segments in otherwise rich countries, and this business model if applied with the intent it was created for, can progressively function as a tool to eradicate poverty.
As for the definition, the best source is the original source. Below are the key concepts as described in “Building Social Business: The New Kind of Capitalism that Serves Humanity’s Most Pressing Needs” by Muhammad Yunus
Glossary of terms
Non-loss: A distinction from non-profit organizations: The aim for a social business is to have no loss, but can still make a profit.
Non-dividend: shareholders at no time receive a return on investment. What the investor put into the business will be returned at no extra increase of inflation or interest. 20.000 ISK today will be the same in 10 years’ time.
Investor owned: the social business must have individuals or organizations that take on the role of investor with purely social good as their motive (as above they do not receive any return over and above their original investment). The reason here is aligned more so with investors in a profit seeking business (which is investor owned), as opposed to an NGO (which is board controlled).
Definitions
Social business: a non-loss, non-dividend, investor owned organization, where 100% of it‘s resources are for social good. All surplus (profit) is reinvested into the business, eg, 100% is for profit social. There are two distinct types of social businesses.
Type 1: non-loss, non-dividend, investor owned. It solves a social problem & is owned by investors who reinvest their profits in expanding & improving the business. The investors do not earn a profit or dividend and can take out the original investment over time, but dollar for dollar.
Type 2: A profit-making company owned by poor people, either directly or through a trust that is dedicated to a predefined social cause. Profits go to alleviating poverty.
The Principles of social businesses:
1) The business objective is to overcome poverty, or one or more problems (such as education, health, technology access, and environment) that threaten people and society- not to maximize profit.
2) The company will attain financial & economic sustainability
3) Investors get back only their investment amount. No dividend is given beyond the return of the original investment.
4) When the investment amount is paid back, profit stays with the company for expansion and improvement.
5) The company will be environmentally conscious
6) The workforce gets market wage with better-than-standard working conditions
7) Do it with joy!!!
Educational materials of “Social entrepreneurship development in the Baltic Sea region” – Business model
[fusion_text]One of the aims of the project “Social entrepreneurship development in the Baltic Sea region” is to promote availability of social entrepreneurship education. With the help of various educational materials, the project seeks to promote social entrepreneurship education at Baltic Sea region.
Despite the fact that the resulting materials are non-formal educational tool, the project partners hope that this will be an important help for those who want to improve their knowledge in the field of social entrepreneurship.
Educational material about business model, the role of social media and the general prerequisites for starting a social business. English version here [PDF]
Współpraca administracji publicznej i przedsiębiorstw społecznych – mit czy realna szansa?
Jak przekonać administrację publiczną, zwłaszcza szczebla lokalnego do wspierania rozwoju ekonomii społecznej ? Jakich argumentów użyć, żeby unaocznić korzyści z rozwoju ekonomii społecznej? Jakiego wsparcia rzeczywiście potrzebują przedsiębiorstwa społeczne ? O czym trzeba pamiętać uruchamiając nowy społeczny biznes?
To tylko kilka pytań na jakie odpowiedzi szukali partnerzy projektu “Rozwój przedsiębiorczości społecznych w Basenie Morza Bałtyckiego” przygotowując “Rekomendacje dla Administracji Publicznej w zakresie wspierania rozwoju przedsiębiorstw społecznych” oraz “Rekomendacje dla nowych przedsiębiorstw społecznych w zakresie tworzenia ścieżki rozwoju”, do zapoznania się z którymi serdecznie zapraszamy.
Prace nad rekomendacjami prowadzono w 6 krajach nadbałtyckich, tj. w Polsce, Danii, Szwecji, Finlandii, Łotwie i Litwie, stworzenie pełnego dokumentu zostało poprzedzone badaniami ankietowymi wśród przedstawicieli sektora ekonomii społecznej, wywiadami fokusowymi z ekspertami oraz pogłębiona analizą krajowych i europejskich dokumentów strategicznych. W pełnej wersji publikacji dostępnej w języku anghielskim możecie Państwo znaleźć krótką analizę sytuacji przedsiębiorstw społecznych w każdym z wymienionych krajów oraz rekomendacje zarówno dla jednostek administracji publicznej i przedsiębiorstw społecznych dotyczące tego jak efektywnie można rozwijać, wzmacniać i promować przedsiębiorstwa społeczne.
Poniżej zapraszamy Państwa do zapoznania się ze skróconą wersją w języku polskim obejmującą same rekomendacje, mamy jednak nadzieję, że zapoznanie się z tym materiałem zachęci czytelników do sięgnięcia po pełną wersję publikacji.
Rekomendacje można pobrać tutaj: Rekomendacje
European Social Enterprise Monitor (ESEM)
THE HAGUE (Euclid Network) – We are proud to announce the official launch of the inauguralEuropean Social Enterprise Monitor (ESEM) report at the European Commission’s European Social Economy Summit #EUSES, held virtually in Mannheim on 26th May 2021. The Monitor aims to close the current gaps in data, knowledge, awareness and understanding of social enterprise on both national and European levels.
Building a Successful Social Venture:
Building a Successful Social Venture: A Guide for Social Entrepreneurs is a new book by Eric Carlson and James Koch both from Leavey School of Business at Santa Clara University in USA.
The book is one of the first on creating and running a social enterprise, which combine theoretical discussions with existing cases from around the world, an in that way it can be very for people who want to start, sustain, and grow social ventures on a longer term.
Since 2003 Eric Carlson’s and James Koch’s has been working with and mentored morethan 800 aspiring social entrepreneurs at the Global Social Benefit Institute (GSBI), cofounded by Koch at Santa Clara University’s Miller Center for Social Entrepreneurship. The experiences from this work is the basis for Building a Successful Social Venture.
First part of the describes a bottom-up approach to social change, a focus on base-of-the-pyramid markets, and a specific approach to business planning developed by the GSBI.
Second part of the book presents the seven elements of the GSBI business planning process
Third part of the book describes how to executing it.
Second part of the book presents the seven elements of the GSBI business planning process
Third part of the book describes how to executing it.
The book presents several social enterprise cases to show how organizations have realized different elements of the plan. As early versions of the book were used in both undergraduate and MBA, the book also includes a number of useful checklists and exercises.
This book is for both students, social entrepreneurs, and the field researchers, who wants to learn more about social enterprise business models and how to advance social progress and create a more just and sustainable world.
More about the book here
“Building Social Business” – Muhammad Yunus
What is social business? And how is it different from Social Enterprise?
The term “social business” in European literature has no distinction between social enterprise and social business – they use the term interchangeably. For our purposes we have chosen to make a distinction between social enterprise and social business: the business model that Muhammad Yunus has actively promoted and exemplified in his social entrepreneurial career.
This business model when observed at first glance may seem either extremely altruistic or a pipe-dream for the capitalist minded individual. That may be true, but when you look at the empire, yes empire, the Grameen Group (Muhammed Yunus’ companies born from his original company Grameen Bank based on micro-finance) now counts an impressive 21 social business ventures to its family.
It is true that the social business model is designed with poorer countries in mind, where profit seeking initiatives only create barriers for goods and services that could otherwise be accessible (with some ingenuity) to these populations. Even so, there are poor segments in otherwise rich countries, and this business model if applied with the intent it was created for, can progressively function as a tool to eradicate poverty.
As for the definition, the best source is the original source. Below are the key concepts as described in “Building Social Business: The New Kind of Capitalism that Serves Humanity’s Most Pressing Needs” by Muhammad Yunus
Glossary of terms
Non-loss: A distinction from non-profit organizations: The aim for a social business is to have no loss, but can still make a profit.
Non-dividend: shareholders at no time receive a return on investment. What the investor put into the business will be returned at no extra increase of inflation or interest. 20.000 ISK today will be the same in 10 years’ time.
Investor owned: the social business must have individuals or organizations that take on the role of investor with purely social good as their motive (as above they do not receive any return over and above their original investment). The reason here is aligned more so with investors in a profit seeking business (which is investor owned), as opposed to an NGO (which is board controlled).
Definitions
Social business: a non-loss, non-dividend, investor owned organization, where 100% of it‘s resources are for social good. All surplus (profit) is reinvested into the business, eg, 100% is for profit social. There are two distinct types of social businesses.
Type 1: non-loss, non-dividend, investor owned. It solves a social problem & is owned by investors who reinvest their profits in expanding & improving the business. The investors do not earn a profit or dividend and can take out the original investment over time, but dollar for dollar.
Type 2: A profit-making company owned by poor people, either directly or through a trust that is dedicated to a predefined social cause. Profits go to alleviating poverty.
The Principles of social businesses:
1) The business objective is to overcome poverty, or one or more problems (such as education, health, technology access, and environment) that threaten people and society- not to maximize profit.
2) The company will attain financial & economic sustainability
3) Investors get back only their investment amount. No dividend is given beyond the return of the original investment.
4) When the investment amount is paid back, profit stays with the company for expansion and improvement.
5) The company will be environmentally conscious
6) The workforce gets market wage with better-than-standard working conditions
7) Do it with joy!!!
Educational materials of “Social entrepreneurship development in the Baltic Sea region” – Business model
[fusion_text]One of the aims of the project “Social entrepreneurship development in the Baltic Sea region” is to promote availability of social entrepreneurship education. With the help of various educational materials, the project seeks to promote social entrepreneurship education at Baltic Sea region.
Despite the fact that the resulting materials are non-formal educational tool, the project partners hope that this will be an important help for those who want to improve their knowledge in the field of social entrepreneurship.
Educational material about business model, the role of social media and the general prerequisites for starting a social business. English version here [PDF]
Współpraca administracji publicznej i przedsiębiorstw społecznych – mit czy realna szansa?
Jak przekonać administrację publiczną, zwłaszcza szczebla lokalnego do wspierania rozwoju ekonomii społecznej ? Jakich argumentów użyć, żeby unaocznić korzyści z rozwoju ekonomii społecznej? Jakiego wsparcia rzeczywiście potrzebują przedsiębiorstwa społeczne ? O czym trzeba pamiętać uruchamiając nowy społeczny biznes?
To tylko kilka pytań na jakie odpowiedzi szukali partnerzy projektu “Rozwój przedsiębiorczości społecznych w Basenie Morza Bałtyckiego” przygotowując “Rekomendacje dla Administracji Publicznej w zakresie wspierania rozwoju przedsiębiorstw społecznych” oraz “Rekomendacje dla nowych przedsiębiorstw społecznych w zakresie tworzenia ścieżki rozwoju”, do zapoznania się z którymi serdecznie zapraszamy.
Prace nad rekomendacjami prowadzono w 6 krajach nadbałtyckich, tj. w Polsce, Danii, Szwecji, Finlandii, Łotwie i Litwie, stworzenie pełnego dokumentu zostało poprzedzone badaniami ankietowymi wśród przedstawicieli sektora ekonomii społecznej, wywiadami fokusowymi z ekspertami oraz pogłębiona analizą krajowych i europejskich dokumentów strategicznych. W pełnej wersji publikacji dostępnej w języku anghielskim możecie Państwo znaleźć krótką analizę sytuacji przedsiębiorstw społecznych w każdym z wymienionych krajów oraz rekomendacje zarówno dla jednostek administracji publicznej i przedsiębiorstw społecznych dotyczące tego jak efektywnie można rozwijać, wzmacniać i promować przedsiębiorstwa społeczne.
Poniżej zapraszamy Państwa do zapoznania się ze skróconą wersją w języku polskim obejmującą same rekomendacje, mamy jednak nadzieję, że zapoznanie się z tym materiałem zachęci czytelników do sięgnięcia po pełną wersję publikacji.
Rekomendacje można pobrać tutaj: Rekomendacje
European Social Enterprise Monitor (ESEM)
THE HAGUE (Euclid Network) – We are proud to announce the official launch of the inauguralEuropean Social Enterprise Monitor (ESEM) report at the European Commission’s European Social Economy Summit #EUSES, held virtually in Mannheim on 26th May 2021. The Monitor aims to close the current gaps in data, knowledge, awareness and understanding of social enterprise on both national and European levels.
Building a Successful Social Venture:
Building a Successful Social Venture: A Guide for Social Entrepreneurs is a new book by Eric Carlson and James Koch both from Leavey School of Business at Santa Clara University in USA.
The book is one of the first on creating and running a social enterprise, which combine theoretical discussions with existing cases from around the world, an in that way it can be very for people who want to start, sustain, and grow social ventures on a longer term.
Since 2003 Eric Carlson’s and James Koch’s has been working with and mentored morethan 800 aspiring social entrepreneurs at the Global Social Benefit Institute (GSBI), cofounded by Koch at Santa Clara University’s Miller Center for Social Entrepreneurship. The experiences from this work is the basis for Building a Successful Social Venture.
First part of the describes a bottom-up approach to social change, a focus on base-of-the-pyramid markets, and a specific approach to business planning developed by the GSBI.
Second part of the book presents the seven elements of the GSBI business planning process
Third part of the book describes how to executing it.
Second part of the book presents the seven elements of the GSBI business planning process
Third part of the book describes how to executing it.
The book presents several social enterprise cases to show how organizations have realized different elements of the plan. As early versions of the book were used in both undergraduate and MBA, the book also includes a number of useful checklists and exercises.
This book is for both students, social entrepreneurs, and the field researchers, who wants to learn more about social enterprise business models and how to advance social progress and create a more just and sustainable world.
More about the book here
“Building Social Business” – Muhammad Yunus
What is social business? And how is it different from Social Enterprise?
The term “social business” in European literature has no distinction between social enterprise and social business – they use the term interchangeably. For our purposes we have chosen to make a distinction between social enterprise and social business: the business model that Muhammad Yunus has actively promoted and exemplified in his social entrepreneurial career.
This business model when observed at first glance may seem either extremely altruistic or a pipe-dream for the capitalist minded individual. That may be true, but when you look at the empire, yes empire, the Grameen Group (Muhammed Yunus’ companies born from his original company Grameen Bank based on micro-finance) now counts an impressive 21 social business ventures to its family.
It is true that the social business model is designed with poorer countries in mind, where profit seeking initiatives only create barriers for goods and services that could otherwise be accessible (with some ingenuity) to these populations. Even so, there are poor segments in otherwise rich countries, and this business model if applied with the intent it was created for, can progressively function as a tool to eradicate poverty.
As for the definition, the best source is the original source. Below are the key concepts as described in “Building Social Business: The New Kind of Capitalism that Serves Humanity’s Most Pressing Needs” by Muhammad Yunus
Glossary of terms
Non-loss: A distinction from non-profit organizations: The aim for a social business is to have no loss, but can still make a profit.
Non-dividend: shareholders at no time receive a return on investment. What the investor put into the business will be returned at no extra increase of inflation or interest. 20.000 ISK today will be the same in 10 years’ time.
Investor owned: the social business must have individuals or organizations that take on the role of investor with purely social good as their motive (as above they do not receive any return over and above their original investment). The reason here is aligned more so with investors in a profit seeking business (which is investor owned), as opposed to an NGO (which is board controlled).
Definitions
Social business: a non-loss, non-dividend, investor owned organization, where 100% of it‘s resources are for social good. All surplus (profit) is reinvested into the business, eg, 100% is for profit social. There are two distinct types of social businesses.
Type 1: non-loss, non-dividend, investor owned. It solves a social problem & is owned by investors who reinvest their profits in expanding & improving the business. The investors do not earn a profit or dividend and can take out the original investment over time, but dollar for dollar.
Type 2: A profit-making company owned by poor people, either directly or through a trust that is dedicated to a predefined social cause. Profits go to alleviating poverty.
The Principles of social businesses:
1) The business objective is to overcome poverty, or one or more problems (such as education, health, technology access, and environment) that threaten people and society- not to maximize profit.
2) The company will attain financial & economic sustainability
3) Investors get back only their investment amount. No dividend is given beyond the return of the original investment.
4) When the investment amount is paid back, profit stays with the company for expansion and improvement.
5) The company will be environmentally conscious
6) The workforce gets market wage with better-than-standard working conditions
7) Do it with joy!!!
Educational materials of “Social entrepreneurship development in the Baltic Sea region” – Business model
[fusion_text]One of the aims of the project “Social entrepreneurship development in the Baltic Sea region” is to promote availability of social entrepreneurship education. With the help of various educational materials, the project seeks to promote social entrepreneurship education at Baltic Sea region.
Despite the fact that the resulting materials are non-formal educational tool, the project partners hope that this will be an important help for those who want to improve their knowledge in the field of social entrepreneurship.
Educational material about business model, the role of social media and the general prerequisites for starting a social business. English version here [PDF]
