From Tczew with Love
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From Tczew with Love

“Szafa serc”/Wardrobe of Hearts/ Charity Shop is a new social initiative based in Tczew, Poland, which started its’ activity in June this year.

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Recently we’ve visited “Szafa Serc”, as we were interested in finding out on our own how the 1st charity shop in Tczew works. We were amazed by the warm welcome, the genuine and heartwarming social idea behind the shop and the fantastic community gathered around the shop. Owners not only support women who had trouble with finding a suitable workplace when having a small child but also engage the local community and in the local community, i.e. by helping the family foster care located nearby. Read more about this great place, and do not miss your chance to stop by if you visit Tczew in Pomorskie Region, Poland, in the near future.

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It is a place with a soul, where things get a second life, people get new career opportunities, and the natural environment is taken care of. The shop was founded on the initiative of 3 active women, citizens of Tczew, who represent the “Prosto z Serca” Association, in cooperation with Social Entrepreneurship Supporting Centre “Dobra Robota” and the local community who care for their weakest members and sustainable development.

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The idea of ​​the charity shop is to help others. “Szafa serc” sells new and used items donated by organizations or individuals – clothes, small interior furnishings, toys etc. It offers articles at very affordable prices and good quality, often branded companies. Therefore, it contributes to balancing the social difference in local society. The basic principle of the charity shop is to donate the entire amount of money earned (after deducting the costs of maintaining the shop) for statutory purposes.Profits from the shop will go in financial or in-kind assistance to people in need and a difficult life situation. The initiative will permanently support heating space for homeless men in Tczew, and in addition, every month, it will choose specific institutions or families to give them the support needed.

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This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

How social entrepreneurship helps to educate the world?
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How social entrepreneurship helps to educate the world?

How do social entrepreneurs and the projects they create impact the world at large?

Maximillian Goetz, founder of the non-profit organization Robotics for All, discusses his experiences with social entrepreneurship and the real-world impacts he has witnessed firsthand. Maximilian Goetz is a first-year student at Georgetown University’s McDonough School of Business. In April 2017, he founded Robotics for All when he was a high school freshman at Henry. M Gunn High School in Palo Alto, CA. He built Robotics for All from the ground up, teaching its first classes and eventually expanding it into a national 501(c)(3) nonprofit organization. In addition to Robotics for All, Maximilian is a pro-bono nonprofit consultant for three student organizations, a tour guide for Georgetown’s Blue and Gray tour guide association, and an online English teacher to students in China. In the past, Maximilian served as a student advisor to Congresswoman Anna Eshoo, a lead legislative aide to Councilman Greg Tanaka, and was a member of the Palo Alto Youth Council. Maximilian has served over 3,000 community service hours since his freshman year of high school and is honored to be a two-time President’s Gold Community Service Award recipient. This talk was given at a TEDx event using the TED conference format but independently organized by a local community.

[embedyt] https://www.youtube.com/watch?v=cET6kV83tO8[/embedyt]

 

Source: https://www.ted.com/tedx

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This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

POKAŻ MNIEJ

THE TRIPLE LAYERED BUSINESS MODEL CANVAS – A TOOL TO DESIGN MORE SUSTAINABLE BUSINESS MODELS
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THE TRIPLE LAYERED BUSINESS MODEL CANVAS – A TOOL TO DESIGN MORE SUSTAINABLE BUSINESS MODELS

A creative approach to sustainability can be applied upon an organization’s business model.

Authors begin their research with the assumption that business model innovation that takes into account a triple bottom line approach will be more sustainable over time. They focus their research on the conceptual stage when business model ideas are generated, and more precisely its creative tools. Their goal is to support, with a structured canvas, organizations whom wish to innovate upon their current business model and create concepts of more sustainable business models.

In this paper, authors present and discuss the tool they have named the “triple layered business model canvas”. Authors endeavoured to ensure that business models create, deliver and capture multiple forms of value by adding a second layer with nine environmental elements that follow a lifecycle approach, and by adding a third layer with nine social elements that follow a stakeholder approach. Authors share this new triple layered business model canvas and exemplify its use with a Nespresso case. In the end, authors find new dynamics for analysis and new relationships for innovation. Authors conclude with limits and future research for more sustainable business model patterns.

In short, authors add two new layers while continuing in the structure of the original canvas. The second layer is built with life cycle thinking approach to the environment and the third layer fosters a stakeholder approach to social issues.

Business leaders can use this canvas to better understand and visualize the relationships between the economic, environmental and social aspects of their business model.

Full paper with three CANVAS templates can be found HERE.

 

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This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

Powerful Communication Tools for Entrepreneurs: Connecting
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Powerful Communication Tools for Entrepreneurs: Connecting

We all know how important connecting is in our everyday life. Especially now, facing COVID-19 challenges, we appreciate every chance to interact with other people.  But what role does connecting play when it comes to entrepreneurship?

We recommend you to read this article by Joanne Bond, executive leadership coach, discussing the importance and practice of connecting as a powerful communication tool for entrepreneurial success.

Powerful Communication Tools for Entrepreneurs: Connecting

by Joanne Bond

Connecting is About Relationships

Connecting is about relationships. Relationships you form today can help your business far into the future, often in unexpected ways. To establish relationships and build your network, it can be helpful to think of all those who are related to your business in some way. These are your “stakeholders.” Entrepreneurs have many actual and potential stakeholders.

Who Are Your Stakeholders?

As a first step you need to identify your stakeholders. To simplify, think of your stakeholders in different roles with different purposes:

  

Role People in Role Purpose of Role
Entrepreneur You You are the primary stakeholder in your network. You need to stay focused on your entrepreneurial offering.
Support Network Family, friends, mentors, experts, etc. These stakeholders help you stay focused, encourage you through the ups and downs, link you to their relationships and resources, etc.
Investors People who are invested in you and your success (financially, emotionally, etc.) These stakeholders provide funding, they ensure you track financials and stay focused on the bottom line. They connect you to other investors or resources.
Staff Your employees These stakeholders work for you. They help you actualize your offering and implement the processes that will support your business emergence, development, and growth. These stakeholders care about the success of your business as it relates to their career opportunities, salary, and work-life balance.
Customers Past, current, and future customers These stakeholders provide revenue to keep your business going. They help you understand what they need and how your offering can meet these needs. They can help you connect with other consumers, referral networks, etc. Customers are a top priority for any business.
Service Providers Companies or individuals with whom you contract services These are stakeholders you hire to provide services and resources to run your business. These can be critical to your business, so relationships and contracts should be closely managed.
Others Not yet determined Be open and curious about the connections you have not yet made, help you don’t know you need, and new ideas that can take your business in unexpected directions.
     

If you mapped these relationships, there would undoubtedly be overlap, with some people acting in more than one role. For example, a family member may be part of your support network, an investor, and a staff member.

Stakeholder Roles and Needs

As a second step, think about the key needs of your stakeholders. You will likely communicate in different ways with different stakeholders to meet these needs. For example, your staff has different needs than your investors. Your staff may see you every day, so they have the advantage of frequent updates. However, are these updates organized, and do they provide the information employees need? On the other hand, your investors may work in many different locations and rely on meetings, phone conversations, or email for information. This information may be well organized and completely different from the information you provide staff. These two stakeholders require different methods of communication and different topics. As another example, you may have one mentor who is a business development expert and another who specializes in operations. The business development expert may only be interested in your marketing efforts, while the operations mentor is interested in areas such as manufacturing, business processes, and supply chain management. These two stakeholders also require different methods of communication on different topics.

Connecting with Your Stakeholders

Your third step in connecting is to communicate in meaningful ways to each stakeholder. For your staff, communication efforts might include regular meetings, employee badges printed with the mission statement, and/or publicly posted company policies and job descriptions. For your investors, communication may include regular financial updates, reports, and meetings. For your business development and operations mentors, perhaps more direct communication and one-on-one meetings are the best way to seek guidance and exchange ideas.

By communicating in a specific way with each stakeholder you demonstrate empathy and build connection and trust. You are showing that you understand, value, and respect their point-of-view. This is the best way to build long-term relationships. Stakeholders will be much more likely to open their resource and relationship networks to you and provide assistance and support to your business when they feel they are a valued collaborator. You can foster these relationships by connecting, communicating with your stakeholders in ways that are meaningful to them.

Summing Up

Connecting is a powerful communication tool for entrepreneurs. There are many potential and actual stakeholders in any business venture, each with a different role and different purpose, yet some overlap. By connecting directly with each of your business stakeholders, you can create lasting relationships that will support your business long into the future. These connections will remain strong even while the roles and purposes of your stakeholders shift and evolve over time. Always be open to new connections and new relationships. You never know how a person might impact your business with a new idea or perspective. In your map of stakeholders, keep a place for “Others” to remain mindful of the opportunity and power of connecting with new people.

Source: https://www.scu.edu/mobi/resources–tools/blog-posts/powerful-communication-tools-for-entrepreneurs-connecting/powerful-communication-tools-for-entrepreneurs-connecting.html

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This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

Connecting creativity and ecology in social commitment projects
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Connecting creativity and ecology in social commitment projects

MAMYWENE studio is an organization based in the grounds of the old shipyard in Gdańsk Poland, run by two energetic women. The studio specializes in ecological and participatory activities, creating social commitment projects and interesting workshops. It also helps with employee integration and implementation of the assumptions of corporate social responsibility.

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MAMYWENE aims at showing natural alternatives to cosmetics and cleaning products but also inspires to give products a second life through their creative usage and producing interesting, useful items.

In one of their social innovation projects I Pack to My Own, MAMYWENE encourages to replace disposable plastic packaging with their reusable counterparts by such activities like sewing shopping bags and conducting lectures. “Thanks to this, we reduce the amount of waste produced and we care for the environment, but also for our own health” says Alicja Żarkiewicz, MAMYWENE co-founder. The project received the patronage of “Gdańsk without plastic” which promotes ecological attitudes, taking care of nature but most of all reducing the amount of plastic used in everyday life.

fot. Małgorzata Walter

fot. Małgorzata Walter

MAMYWENE founders underline: “While working, we try to go beyond the schemes. That is why we combine education, creativity training and ecological approach in an interesting formula of fun and good time”.

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fot. Natalia Zięba

The achievements of MAMYWENE studio were appreciated by IKEA, Energa, mBank, Radio Gdańsk, Pomorskie Science and Technology Park, Gdańsk Entrepreneurship Foundation, Provincial Fund for Environmental Protection and Water Management, European Solidarity Center, Institute of Urban Culture,  Centre for Ecological Information and Education and many institutions in the Tri-City.

The organization was distinct in Gdańsk City of Entrepreneurs competition in the category of Social Responsibility Business and got 1st place in the person category and the audience award in the Zero Waste Cups 2019 competition.

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fot. Przemysław Świderski

You can read more about MAMYWENE here.

We hope that the presented social businesses will encourage you to start your own social economy-related activity. If you wish to know more about our “InDigiSE” Erasmus+ project or you would like your social business initiative to be promoted on the website, just let us know. You can contact Euroregion Baltic Team or any other InDigiSE partner in your area https://socialenterprisebsr.net/partners/. To learn more about the project go here: http://www.eurobalt.org/indigise-project-adjusting-to-and-supporting-youth-on-socialenterprisebsr-net/

The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

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Social Enterprise as a Mechanism of Youth Empowerment
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Social Enterprise as a Mechanism of Youth Empowerment

Liang Shang from the City University of Hong Kong and Yanto Chandra from The Hong Kong Polytechnic University have developed explicit research on the youth empowerment mechanisms applied in Social Entrepreneurship as a practice-based learning activity implemented in the Hong Kong University. The research poses a research question “How do social enterprises empower its beneficiaries?” and focuses on Soap Cycling, social enterprise founded in 2012 by David Bishop, a lecturer at the University of Hong Kong. It started as an internship project run by University of Hong Kong’s undergraduate students. Now the project is run also in Mainland China, Singapore, Myanmar, Canary Islands, Philippines and India.

Youth empowerment is one of the key missions of Soap Cycling. Soap Cycling is a SE because it seeks to create educational and environmental value while generating revenue from various sources (i.e., donation, fees, etc.) to run its programs. This SE recycles unused soaps to improve sanitation and hygiene of young people in underdeveloped regions. By recycling unused soaps into new soaps, this SE seeks to address pneumonia and diarrhea, two leading killers of the children around the world (International Vaccine Access Center, 2015). These diseases can be prevented with appropriate hand washing with soap and hygiene education (World Health Organization, 2013).

Soap Cycling SE is operated by student volunteers, who are distributed across various managerial positions and operational aspects. These volunteers normally work for 13 weeks (during a semester) as a part of their undergraduate curriculum. With three other co-directors: Baniel Chung (an engineer and marketing expert), Beau Lefler and Dr. Chad Lykins (both lecturers in law at the University of Hong Kong), Bishop provides guidance and advice to students in managing the SE and encourages the volunteers to make decisions and take own actions (Chiu, 2012). Specifically, how does Soap Cycling SE empower students?

The research identified two important elements of youth empowerment in SE not previously discussed in the SE literature, which are: social-capital empowerment and entrepreneurial-capital empowerment. Specifically, social-capital empowerment consists of three sub-elements, which are (1) building social awareness, (2) creating meaningful participation, and (3) developing social connections. The other two elements identified as part of entrepreneurial-capacity empowerment and being central to youth empowerment SE, are: (4) power-sharing between youths and adults, and (5) building entrepreneurial skills.

Social capacity building

Soap Cycling SE empowered student volunteers’ social capacity through three main stages: social awareness building, meaningful participation and enhancing social connections. The social awareness building involves naming the problem, speaking out, raising consciousness, and researching. Before the student volunteers joined Soap Cycling SE activities, many of them lacked awareness of the hygiene problems in developing countries and had no idea what happened to unused soaps in hotels after they were used and how they might be repurposed. The SE develops young people’s social awareness or individuals’ understanding of the needs and historical specificity of social events and process (Dinev & Hart, 2005).

Meaningful Participation

Soap Cycling SE provides volunteering opportunities to university students by engaging them directly in charity work to “learn and help the less fortunate people in the underdeveloped countries”

Social Connections

Soap Cycling SE also provided student volunteers the opportunities to enhance their social connections through social and teamwork development skills. Through cooperation with others, the student volunteers met new people, developed networking, teamwork, communication and interpersonal skills.

Entrepreneurial-Capacity Empowerment

The SE was established to provide a platform for students to develop hands-on entrepreneurial and technical (e.g., IT, law, marketing) experience and better prepare them for future jobs. Research identified two elements of entrepreneurial-capacity empowerment: power-sharing between youth and adults and building entrepreneurial skills.

Power-sharing between youth and adults

Most youth internship programs do not offer students the opportunities to make real decisions, nor to suffer the consequences when they make mistakes. Taking responsibility for own decisions is a critical element in youth empowerment as constructive learning can arise from bearing consequences from one’s own actions.

Soap Cycling is operated by student volunteers and the volunteers are given various managerial positions to handle all administrative and operational aspects of the SE as a part of their 13-week internship.  The SE has empowered students to exercise their decision-making power. This enhanced the students’ self-confidence and developed their sense of responsibility, as SE enables power-sharing between youths and adults to work effectively and to suffer from the consequences of their mistakes.

Building entrepreneurial skills

As part of 13-week work, volunteers have to submit an action plan to improve the SE and a general manager evaluates their performance. The volunteers work in various departments, from “strategy” (in charge of developing growth and expansion strategy), marketing (in charge of formulating marketing and branding strategies), manufacturing and delivery, to accounting, human resources, and law. The first-hand entrepreneurial experience helped develop students’ leadership, communication, creative thinking and interpersonal skills and other management skills.

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As stated by David Bishop, founder of Soap Cycling, university graduates often lack real-world experience and face difficulties in finding jobs after graduation. He wanted to change this situation and provided the students with a meaningful leadership and management experience.

To know more on how this specific SE achieves its objectives and empowers young people, read full text here or directly on ResearchGate.

For more information on the Soap Cycling, visit the webpage.

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This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

GARAGE48 – From an idea to a prototype successful entrepreneur in 48 hours!

GARAGE48 – From an idea to a prototype successful entrepreneur in 48 hours!

Are the following Estonian entrepreneurs behind successful startups known to you? Taxify, Pipedrive, Fortumo, Weekdone and Mooncascade.

Garage48 hackathons are shaped around diverse focus points varying from theme-based ones with IT-skillset requirements (e.g. AgTech, Cyber Security, Female Entrepreneurship, VR&AR etc.) to makeathon events where the main focus is on creating physical objects instead of IT-based prototypes (e.g. Wood, Hardware & Arts series, Defence etc.). 

How can Garage48 and its hackathon boost your own social enterprise to be executed? [button link=”https://garage48.org/en” color=”blue” size=”small” stretch=”” type=”” shape=”” target=”_self” title=”” gradient_colors=”|” gradient_hover_colors=”|” accent_color=”” accent_hover_color=”” bevel_color=”” border_width=”1px” icon=”” icon_divider=”yes” icon_position=”left” modal=”” animation_type=”0″ animation_direction=”down” animation_speed=”0.1″ alignment=”left” class=”” id=””]Find more [/button]

 

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[testimonial name=”” avatar=”none” image=”” image_border_radius=”” company=”” link=”” target=”_self”]European Enterprise Promotion Awards: “Encourage the Entrepreneur” winner for Garage48 Tourism Women’s Special[/testimonial]
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Reverse Lavka – a local food supplier in Estonia

Reverse Lavka – a local food supplier in Estonia

The goal of the social enterprise Reverse Lavka is to provide Estonian farmers and small producers a food shop for Estonian people, a preferred and accessible option. Reverse Lavka wants to make Estonian eating habits more environmentally friendly and supportive of the (local) rural economy.

In order to achieve the goal, Reverse Lavka purchases small-scale products and sells them to urban people in Tallinn through e-shop sales and at theaters and festivals. Reverse Lavka travels with a carrot car around 200 kilometres, collecting tons of goods from farms and producers.

The main focus is on the environmental friendliness of food. Reverse Lavka constantly strives to find possibilities for smarter consumption by preferring organically grown if possible and locally produced products, preferring biodegradable packaging, etc.

Reverse Lavka distributes information on the benefits of local nutrition to the public and among company subscribers.

Business model

Offer:  buying of goods grown by small farmers and distributing these goods to the urban inhabitants. One aim is to raise the awareness of urban residents about the origin of Estonian food and bring home-grown food closer to the urban population.

Customer segments:  urban inhabitants, eco-friendly people, families with kids, enterprises, the public at large

Customer relationship: personal; impersonal

Key activities:  developing the network of farmers; a comfort and fast food distribution to customers

Key recourses: network of farmers, vehicles, storage facilities, distribution point/shop, e-shop

Cost structure: transportation, vehicle maintenance and repair, people, ICT costs

Revenue streams:  food distribution; mentoring

Impact measurement: number of farmers in the network; regions represented on the website; number of products represented on the website; number of customers; number of regular customers; number of orders; number of business clients; number of new clicks on the website; ecologically clean/organic products distributed by Reverse Lavka.

Website: http://tagurpidilavka.ee/

Wykorzystanie komercyjnych modeli procesowych przedsiębiorstw w tworzeniu zintegrowanych modeli przedsiębiorstwa społecznego opartych na holistycznych koncepcjach
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Wykorzystanie komercyjnych modeli procesowych przedsiębiorstw w tworzeniu zintegrowanych modeli przedsiębiorstwa społecznego opartych na holistycznych koncepcjach

Polecamy apoznanie się z artykułem Małgorzaty Kurleto “Wykorzystanie komercyjnych modeli procesowych przedsiębiorstw w tworzeniu zintegrowanych modeli przedsiębiorstwa społecznego opartych na holistycznych koncepcjach”.

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.

Przechwytywanie2 Przechwytywanie3

 

W niniejszym opracowaniu, eksponującym rolę modeli procesowych w  funkcjonowaniu przedsiębiorstw komercyjnych, autorka ma na celu zwrócenie uwagi na możliwości ich wykorzystywania dla zintegrowanego modelu przedsiębiorstwa społecznego. W analizie pokazano możliwości stosowania wybranych modeli procesowych przedsiębiorstw (np. zintegrowany model przedsiębiorczości, oparty na powiązaniach między wejściami a wyjściami przedsiębiorstw, model interaktywny czy też model 4 E) dla funkcjonujących form przedsiębiorstw społecznych, takich jak spółdzielnie socjalne czy przedsiębiorstwa, podejmujących się usług użyteczności publicznej lub innych typów przedsięwzięć  hybrydowych łączących działalność gospodarczą z wypełnianiem misji społecznej. Autorka skoncentrowała się na procesowych uwarunkowaniach zarządzania strategicznego przedsiębiorstw społecznych, w tym szczególnie na takim modelu działania tych podmiotów, który można rozważać jako proces realizacji transakcji między przedsiębiorstwem a otoczeniem.

 

Pełne opracowanie i wszystkie artykuły znajdują się tutaj: http://www.wz.uw.edu.pl/portaleFiles/6133-wydawnictwo-/Przedsiebiorczosc_e-book_.pdf

  • Kurleto M., 2015, Wykorzystanie komercyjnych modeli procesowych przedsiębiorstw w tworzeniu zintegrowanych modeli przedsiębiorstwa społecznego opartych na holistycznych koncepcjach, [w:] Przedsiębiorczość, jednostka, organizacja, kontekst, red. Postuła A., Majczyk J., Darecki M., Warszawa, Wyd. Naukowe Wydziału Zarządzania Uniwersytetu Warszawskiego.

This paper exposing the role of process models in the functioning of commercial enterprises is trying to draw attention to the possibility of their use for the integrated model of social enterprise. The analysis shows the possibility of using selected business process models (integrated business model which is based on the relationship between inputs and outputs businesses, interactive model or a model 4 E) for functioning forms of social enterprises such as social cooperatives or enterprises undertaking public services and other types of hybrid projects (which link business with a social mission fulfillment). The paper is trying to focus on process determinants of strategic management of social enterprise and especially on the model of these entities, which can be considered as a process of transactions between the business and the environment.

Parmu Ecovillage – a nature-friendly community

Parmu Ecovillage – a nature-friendly community

Parmu Ecovillage is a non-profit organization which unites the community with the goal of becoming more socially, culturally, economically, and ecologically sustainable. Parmu Ecovillage is located in the Natura2000 area in South Estonia and promotes and fosters a holistic approach to restoring the environment through regenerative farming, gardening and forestry. The Ecovillage is using and promoting the traditional method of farming no-to-minimal help of machines. The Ecovillage is strongly a mission-oriented organization.

Ecovillagers are united by shared ecological and socio-economic values. The shared ecological values are by example a holistic land management, using ecologically clean products, moving towards a more waste-free lifestyle, etc. The shared common socio-economical values like more sustainable and local resource-based enterprises in the area with minimal ecological impact; strong community and a wide range of good in the area, etc. All Parmu ecovillagers want to reduce the environmental illiteracy and promoting the nature-friendly lifestyle.

Parmu Ecovillage is also a network, which involves other social enterprises and enterprises from the area.

 

Business model

Offer:  organizing and carrying out Nature Conservation Holidays (called „Talgud“ in Estonian) in order to develop skills, knowledge and understanding for making environmentally friendly decisions with a specific focus on agri- and silviculture.

Additional goods are offered by the members of the Ecovillage network: accommodation, different hiking or canoeing tours, woodwork, ecologically clean products like herbal tea, skin-care cosmetics, etc.

Customer segments:  volunteers, eco-friendly people, enterprises, the public at large

Customer relationship: personal

Key activities:  practical on-spot conservation work in traditional way

Key recourses: land, animals, traditional farming equipment

Cost structure: animal feed, cots of cultivation, people

Revenue streams:  Conservation Holiday packages, tourism packages

Impact measurement: young people and volunteers attending the nature Conservation Holidays; number of enterprises achieving recognized standards for sustainable agriculture by the memebers of Ecovillage Network; ecologically clean/organic products developed by the members of Ecovillage network; local economic growth

 

Website: www.parmu.ee