Deutscher Social Entrepreneurship Monitor 2018

Deutscher Social Entrepreneurship Monitor 2018

Deutscher Social Entrepreneurship Monitor 2018 is a new report focusing on social entrepreneurship in Germany.

More and more people in Germany are choosing to become social entrepreneurs. Because of the visible global challenges, the motivation to shape society in a sustainable manner has increased in general. But what does social entrepreneurship in Germany look? And what are the common challenges, that social entrepreneurs experience? The “Social Entrepreneurship Monitor” (DSEM) tries to answer these questions.

The report was created in collaboration between Social Entrepreneurship Netzwerks Deutschland and Otto-von-Guericke-Universität Magdeburg with the support of the software giant SAP.

The DSEM report was launched on 13 February 2019 at a breakfast in the German Bundestag.
The report seeks to contribute to greater transparency and to encourage policy-makers, business and civil society decision-makers to recognize and continuously support the social entrepreneurship sector’s potential on the basis of the data collected.

The report shows, among other things, that social enterprises in Germany are very innovative and develop sustainable solutions to local problems. In addition, the social entrepreneurs actively help to reach the 17 UN goals for sustainable development (SDG´s), and  that they are generally an important creative forces in the implementation of the 2030 agenda.

In addition, the report shows that:

– 9 out of 10 social enterprises, who participated in the study behind the report, are solving societal challenges in Germany. 3/4 of the participants consider their product or business model as an innovation on the market and 1/3 say it is an innovation at European or global level.

– Almost 50% of the social entrepreneurs participating in DSEM, who are starting business are women. This is significantly higher than the percentage for traditional startups in Germany, where 15.1% are women (DSM18)

– Social entrepreneurs want a better support framework for social entrepreneurship in Germany.

– Social enterprises help promote a culture of participation. In 56% of the social enterprises that have participated in the survey, employees have had direct influence on decisions in the company.

– Social enterprises need suitable funding offers. 62% of the participants in the study behind DSEM experience a significant obstacle regarding the lack of access to start-up funding and 65% of Social enterprises lack of access to finance subsequently.

– Social enterprises encourage active political advocacy. 73% of the participants in the study behind DSEM want a stronger representation.

A total of 210 social entrepreneurs have participated in the DSEM study. The purpose of the Deutscher Social Entrepreneurship Monit is to give an annual status of the German ecosystem for social entrepreneurship and to make the activities of the sector more visible to the public.

See the full DSEM report here

Nemokamos verslumo erdvės „Spiečius“
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Nemokamos verslumo erdvės „Spiečius“

Bendro darbo  centrai „Spiečius“, kur pradedantieji verslininkai gali ne tik nemokamai gauti visiškai įrengtą darbo vietą, bet ir verslo konsultacijas, yra viena sėkmingiausių šiuo metu valstybės taikomų priemonių smulkiajam verslui regionuose skatinti. Rudenį duris atvers dar du bendradarbystės centrai „Spiečius“. Siekdama skatinti verslumą regionuose. Lietuvos  Ekonomikos ir inovacijų ministerija juos įkurdins Kėdainiuose ir Marijampolėje.

Šios verslumo skatinimo koncepcijos vertę atspindi augantys „Spiečiaus“ rezidentų veiklos rezultatai: vien pernai jie pasipildė 62 naujais nariais, kurių penktadalis grįžo į regionus iš emigracijos, o „Spiečiaus“ rezidentų apyvartos augimas beveik septynis kartus viršijo Lietuvos vidurkį“,  –  teigia ekonomikos ir inovacijų ministros atstovai.

Pirmasis „Spiečius“ Lietuvoje buvo įkurtas 2016 metais Alytuje ir tais pačiais metais atidarytas ir Šiauliuose. Pasiteisinus bendro darbo centrų koncepcijai, 2018 metais jie buvo atidaryti Tauragėje, Panevėžyje ir Klaipėdoje.

Bendrų darbo centrų veiklą visoje Lietuvoje kuruojanti verslumo skatinimo agentūra „Versli Lietuva“ skaičiuoja, kad „Spiečiaus“ rezidentų apyvarta per 2018 metus išaugo 81 proc. (bendras šalies Lietuvos smulkiojo ir vidutinio verslo įmonių apyvartos augimas buvo 12 proc.).  Pernai beveik kas trečias (28 proc.) bendradarbystės centro „Spiečius“ narys pradėjo teikti eksporto paslaugas.

Bendradarbystės centruose „Spiečius“ verslo atstovai gali neatlygintinai gauti įrengtą darbo vietą, dirbti pagal lankstų darbo grafiką, lankytis bendradarbystės seminartuose ir  pasinaudoti  reikiama konsultacine pagalba.

Per 2018 metus Lietuvoje veikiančiuose bendro darbo  centruose „Spiečius“ rezidavo apie 100 pradedančiųjų ir smulkiųjų verslininkų. Šiuose centruose teikiamomis verslumo pradžios ir plėtros paslaugomis pernai pasinaudojo per 1900 Lietuvos regionuose veikiančių verslininkų. Penkiuose centruose vykdomos Verslo mentorių tinklo programos metu jau sudaryta daugiau nei 80 mentorystės porų.

“Pay-what-you-can” businessmodel

“Pay-what-you-can” businessmodel

The “Pay-what-you-can” businessmodel is used by both non-profit and for-profit businesses.
In most cases it is used by businesses, that do not need or depend on having a set prices for its products or services. Instead the business can asks its customers to pay what they feel the product or service is worth to them. The model  is  sometimes used synonymously with the “Pay what you want”  or Pay-It-Forward” businessmodels.

All models are variations of the gift economy, and are dependent on reciprocity and trust to succeed.

 

The basic idea with the “Pay-what-you-can” or “Pay what you want” model, is that the buyers pay the amount they desire for a given gods or service, the prize can also be zero. Some businesses, that use the model, set a minimum price, or a suggested price as guidance for the buyer. The buyer can also pay a higher price than the standard or suggested price for the goods or service, to support the social caurse of the business or organization, that they are buying from.

 

To see what the model could look like in practice lets have a look at the Pay it Forward Grocery Store – a Canadian example of the model.

Pay it Forward Grocery Store in Toronto, Canada is a social economy grocery store that sells surplus food and where customers can pay whatever they want.

Pay it Forward Grodcery Store has no price tags for its goods, but uses a so-called “Pay-what-you-can” model and is North America’s first of its kind. “Pay-what-you-can” means that customers pay what they want, and that also means that people who find it difficult to afford food can take the goods with free and do not pay.
To ensure that the store continues to have goods in stock, families are encouraged to only take food for one day at a time. They can also choose to get a pre-packed box with food and recipes every other week. People who think they have financial profits can choose to pay for other people’s groceries (hence the name – “Pay it forward”).

Chef Jagger Gorden is the person behind the idea for Toronto’s first food waste supermarket. He is a well-known Canadian advocate for reducing food waste and to help people, who have difficulty purchasing enough food to avoid hunger.

He came up with the idea in 2014, when he was running his own catering company, he experienced a first-hand impression of how much food is wasted when events are held. SO he opened pop-up restaurants throughout Toronto, where he used the foo, that was left over from catering to events.

In 2016, he served over 600 hot meals for hungry Toronto residents on Christmas Eve.

In May 2017, he opened a soup bar that became the first pay-what-you-can restaurant in Toronto, and in the fall of 2018 he opened the Pay it Forward Grocery Store, which also includes a pay-what-you-can bakery and cafe.

All the initiatives are gathered in Gordon’s non-profit company Feed It Forward.

Feed It Forward Grocery Store sells foods that major merchant chains, which the stores do not want to or can not sell. It could be fruit and vegetables that have a “wrong shape” or are slightly damaged or bumped. It can also be goods, that are close to the last sale date or goods where the packaging is damaged. Finally it can also be goods, that larger merchant chains do not have storage space for.

Feed It Forward Grocery Stores has agreements with supermarkets, manufacturing companies and bakeries throughout the Toronto region to ensure, that there is always fresh items on the shelves. The store has a variety of products on the assortment from flour and sugar to a wide variety of fruits and vegetables.

With its efforts, the company helps to ensure that up to 450 kg of food is not wasted and ends up in the pilot site.

If the company gives a profit, it is returned to the store and covers costs such as rent and transport and provisions. More than 600 volunteers help in the business, and Gordon complements the revenue of fundraising events, donations and revenue from his catering business.

To Gordon, it is important that no food is wasted. So when it occasionally happens that Feed It Forward Grocery Store have surplus food, Gordon and his volunteers go to the street and share the food or send it to the local homeless center. Although the new pay-what-you-can grocery store is welcomed by many, there are also some who question the model’s long-term sustainability.

However, Gordon himself believes in the model and that people with money will cover for those who cannot pay for the goods in the store. His experience after eight months of operating a pay-what-you-can restaurant is that the accounts are roughly balanced in the end.

He expects to cover an overhead through fundraising, online donations and revenue from his catering business, Jagger Gordon Catering. In all circumstances, the operation of Feed It Forward Grocery Store has very low operating costs, because the food is donated free and the labor force is mostly voluntary and unpaid.

Read more about Pay it Forward Grocery Store at: https://feeditforward.ca

 

Pay-what-you-can-model

The pay-what-you-can model is used in various locations around the world with some variations.

 

The Good Food

The Good Food supermarket in Cologne, Germany, uses the same model as the Pay It Forward Grocery Store in Toronto. Here the model could be called “pay-what-you-think”

Read more about The Good Food at: www.the-good-food.de

 

Panera Cares Community Cafe

Not all examples of the pay-what-you-can model have been succesfull. The big American bakery chain Panera Bread has been running special stores in various locations in the United States under the name “Panera Cares Community Cafe. The last store in Boston, however, closes in early 2019, and Panera ceases to use the concept because they no longer think it is profitable of financially sound. Panera Cares Community Cafe had the same selsction as other Panera Bread stores. The only difference was the Panera Cares Community Cafe was a non-profit bakery that was run on donations where the guests paid what they could. When the guests were to pay ,they were suggested a price for the meal, and at this point they could decide whether they would pay the suggested amount, pay more or less or whether they would pay for a future customer who might not be able to afford (it is also called called pay-it-forward. Anyone who was unable to donate money could volunteer at the café for an hour in exchange for their meal.

You can still read about Panera at: www.paneracares.org

 

SAME Cafe

SAME Café in Denver, USA, has successfully run the cafe the last 13 using the pay-what-you-can model. SAME stands for So All May Eat and the first thing you see on the cafe’s website is that “everyone, regardless of their financial status, deserves the opportunity to eat healthy food and to be treated with dignity.” SAME Cafe takes these words seriously. They serve daily meals made from fresh, organic ingredients and there is no requirement for visitors to pay.
The café has no cash register, only a donation box. Unlike Panera, the people behind SAME Café believe that the  café is a success, because they have had more focus on the mission, namely to provide food for vulnerable people who would otherwise have to starve. The money has been second and lots of volunteer hours have been spent driving the café.

More at: www.soallmayeat.org

 

Save the Date Café

Save the Date Café In London works to fight food waste by making healthy meals of surplus food and serving them as pay-what-you-want meals. The café also operates a pay-what-you-feel supermarket.
More at: www.savethedate.london

 

Karma Kitchen

Karma Kitchen is a unique attempt to run a restaurant using a gift economy system. When customers have finished eating at one of Karma Kitchen restaurants, they receive a 0.00 dollars bill with a message saying “Your meal was a gift from someone who came before you. To keep the chain of gifts going, we invite you to pay for those who eat after you “. Guests can pay what they want, either with money or with their working hours. Karma Kitchen has restaurants in several places in the US, India, Malaysia, Indonesia, Singapore, UK, Japan, France, Spain and Dubai

More at: www.karmakitchen.org

 

Lentil As Anything

Lentil As Anything in Melbourne, Australia, serves healthy vegetarian meals based on a pay-what-you-want model. The restaurants have been run by the model since 2003 and have helped give everyone, regardless of financial capacity, access to healthy and nutritious meals by taking money out of the equation.

More at: www.lentilasanything.com

 

Der Wiener Deewan

Der Wiener Deewan is a popular Pakistani restaurant in Vienna, serving a delicious buffet for anyone wishing to enjoy Pakistani food. All-you-can-eat and pay-what-you-want buffet offers five different curry dishes, three vegetarian dishes and two meat dishes. Unlike many other restaurants, Wiener Deewan is open 23 hours every day except on Sundays. The restaurant also runs a play-as-you-wish jam session on the first Monday of the month.

More at: www.deewan.at

 

JBJ Soul Kitchen

JBJ Soul Kitchen, a non-profit initiative started by rock star Jon Bon Jovi, is not exactly a pay-what-you-want restaurant, but the three-course meal served only costs 20 dollars and tip is not allowed. The payment is considered a donation and the money goes back to the community to help offer fresh, organic food to people in need. If people cannot pay for the meal, they can volunteer at the restaurant for one hour as payment. One hour of volunteer work covers the cost of a meal for the volunteer as well as for meals for up to four family members. JBJ Soul Kitchen has restaurants in two locations on the East Coast of the United States in New Jersey in the Toms River.

Read more at: www.jbjsoulkitchen.org

 

 

 

Source: The Guardian and Road Affair

 

 

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New report on youth entrepreneurship in Baltic Sea Region countries

Project “Entrepreneurial mindset development within youth sector” (ENT-MIND) was started in September 2017. The main objective of the project was to research the available support and existing culture of entrepreneurial mindset among young people in the Baltic Sea Region countries and propose new methodologies and relevant tools that would contribute to development of entrepreneurial mindset of youth. Now the work in this project has been finished and the main project output – report “Entrepreneurial mindset development within youth sector. Current and future trends for an entrepreneurial society” is available for everyone who is interested in this in-depth analysis of the current situation of the Baltic Sea Region countries.

Report looks into the specifics of each country by providing general overview of entrepreneurial activities and support organizations in five Baltic Sea Region countries: Sweden, Finland, Lithuania, Latvia and Estonia. The analysis of this report was conducted using the content analysis method by assessing the available documents and reports in each country. Moreover, in order to provide more elaborate overview, each project partner conducted an online questionnaire for young people with the aim to get youngsters’ opinion on such aspects as entrepreneurial mindset perception and personal attributes to become an entrepreneur as well as their opinion on the level of support that the specific country provides in the field of youth entrepreneurship development. Data collected from the questionnaires is applied in the analysis of the existing situation within partner countries and serves as a good method to display the views of the target group of this project – young people. Report also indicates the success stories by describing initiatives undertaken by young people in various fields of entrepreneurship – digital technology, finance, e-commerce, food production and many others. Analysis of this report concludes with the overview of the strengths, weaknesses, opportunities and possible threats regarding the overall entrepreneurial mindset and available support in the five Baltic Sea Region countries, indicating that there are great deal of initiatives undertaken in all partner countries in this field, however more support and, what is very important – more sustainability of the efforts is needed in order to ensure consistent development of youth entrepreneurship in the Baltic Sea Region.

Click here to download full report in English:Entrepreneurial mindset development within youth sector. Current and future trends for an entrepreneurial society

Project ENT-MIND  and work for the report “Entrepreneurial mindset development within youth sector. Current and future trends for an entrepreneurial society” was lead by South-Eastern University of Applied Sciences from Finland in cooperation with Social Innovation Centre and Latvijas Jauno uzņēmēju centrs “Jobs&Society” from Latvia, Inovacijų biuras from Lithuania and Nordic Association for Social Innovation from Sweden.

Source: http://socialinnovation.lv/en/new-report-on-youth-entrepreneurship-in-baltic-sea-region-countries/

“Theorizing On Social Enterprise Behaviors In Challenging Environments – Evidence From Five Social Cooperatives In Poland”
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“Theorizing On Social Enterprise Behaviors In Challenging Environments – Evidence From Five Social Cooperatives In Poland”

This content is delivered to you in the framework of the SEBS2 project co-funded by the Erasmus+, as our aim is to popularize social business and social entrepreneurship in the Baltic Sea Region.

 

We recommend great reading on polish social entrepreneurship sector by PhD Marzena Starnawska from Gdansk Technical University. Her paper:  THEORIZING ON SOCIAL ENTERPRISE BEHAVIORS IN CHALLENGING ENVIRONMENTS – EVIDENCE FROM FIVE SOCIAL COOPERATIVES IN POLAND concentrates on the following:THEORIZING ON SOCIAL ENTERPRISE BEHAVIORS IN CHALLENGING ENVIRONMENTS – EVIDENCE FROM FIVE SOCIAL COOPERATIVES IN POLAND

 

Entrepreneurial behaviour in challenging institutional environments have been widely investigated in the literature. One of the characteristics of these environments is resource scarcity. This is particularly valid in the context of social entrepreneurship and social enterprises. The aim of this paper is to identify entrepreneurial behaviours in social entrepreneurship and what is happening behind these processes in the context of transition country, against the backdrop of challenging environment and weak institutional framework in particular in Poland. We use a purposive sample of 5 social cooperatives, and report the data from several in-depth interviews with their representatives as well as an observation from the cooperatives. We have attempted to widen the existing categories on entrepreneurial behaviour namely boundary blurring and diversification, and discuss them in social entrepreneurship context.

 

Read the full text here: Theorizing on social enterprise behaviors in Poland

 

Marzena Starnawska, 2015.
"Theorizing On Social Enterprise Behaviors In Challenging Environments – Evidence From Five Social Cooperatives In Poland,"
GUT FME Working Paper Series A 28, Faculty of Management and Economics, Gdansk University of Technology.
<https://ideas.repec.org/p/gdk/wpaper/28.html>
Creative Social Enterprise Business Model Ideas: 10 Ways to Address Affordability

Creative Social Enterprise Business Model Ideas: 10 Ways to Address Affordability

We highly recommend this text on social entrepreneurship business models by Danielle Sutton on Acumen website. This content is delivered to you in the framework of the SEBS2 project co-funded by the Erasmus+, as our aim is to popularize social business and social entrepreneurship in the Baltic Sea Region.

+Acumen offers world-class online courses that empower you to think differently, learn collaboratively and join a global community of learners and doers with a burning desire to change the world.

 

Social enterprise business models for inspiration. If your customers’ limited ability to pay is limiting your impact, take a look at these examples.

We frequently hear the question: “What if the people who need and use my products or services can’t pay?” If you think that the customers who will most benefit from your social enterprise’s services may not be able to afford them, it can feel like an insurmountable hurdle.

While it’s true that some customers have real barriers to paying, don’t be too quick to assume users will not pay for basic goods and services that add essential value to their lives.

Read more:

https://www.plusacumen.org/journal/creative-social-enterprise-business-model-ideas-10-ways-address-affordability

Read the newset article: ‘Social Entrepreneurship Education: Is it Achieving the Desired Aims?”
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Read the newset article: ‘Social Entrepreneurship Education: Is it Achieving the Desired Aims?”

We recommend a very recent research article (2019) on social entrepreneurship “Social Entrepreneurship Education: Is it Achieving the Desired Aims?” by  Debbi D. Brock and Susan D Steiner. This content is delivered to you in the framework of the SEBS2 project co-funded by the Erasmus+, as our aim is to popularize social business and social entrepreneurship in the Baltic Sea Region.

 

Please see the abstract here:

 

This study’s purpose was to uncover the challenges and best practices in the field of social entrepreneurship. We examined definitions of social entrepreneurship; the most widely used cases, articles and textbooks; and the most popular pedagogical approaches in 107 social entrepreneurship courses. Our findings suggest that faculty have done an excellent job of utilizing powerful pedagogical methods like service learning. In addition, the majority of courses covered opportunity recognition, innovation, acquiring limited resources, measuring social impact and building sustainable business models as core elements of social entrepreneurial activity. The greatest challenge involved teaching students about scaling social innovations*.

 

  • Brock, Debbi & Steiner, Susan. (2009). Social Entrepreneurship Education: Is it Achieving the Desired Aims?. SSRN Electronic Journal. 10.2139/ssrn.1344419.

The full text is here: Social_Entrepreneurship_Education_Is_it_Achieving_