Understanding Social Entrepreneurship: The Relentless Pursuit of Mission in an Ever Changing World

Cover
Half Title
Title
Copyright
Contents
List of Illustrations
About the Authors
Foreword
Preface
Acknowledgments
1 Introduction
	Aim/Purpose
	Learning Objectives for This Chapter
	The Public and Private Sectors and Our Vexing Social Problems
	Why the Time Is Ripe for Social Entrepreneurship
	Social Entrepreneurship's Unique Qualifications
	Resources and Tools to Begin the Social Entrepreneurship Journey
	Questions for "Connecting the Dots"
	References
2 Defining and Distinguishing Social Enfrepreneurship
	Aim/Purpose
	Learning Objectives for This Chapter
	Defining "Social"
	Defining "Entrepreneurship"
	Defining "Social Entrepreneurship"
	How Are Social Entrepreneurship and Business Entrepreneurship the Same and Different?
	What Motivates Social Entrepreneurs?
	Case Study 2.1 Profile of a Social Entrepreneur: Peter Frampton, Manager, the Learning Enrichment Foundation
	Thought Questions
	Modeling The Social Entrepreneurship Process
		The Timmons Model of the Entrepreneurship Process
		The PCDO (People, Context, Deal, and Opportunity) Framework
		The CASE Model
		The Social Entrepreneurship Framework
		The Social Entrepreneurship Process Model
	Voices from the Field: Tim McCollum, Madécasse
		Epilogue
	Questions for "Connecting the Dots"
	References
3 Recognizing Social Opportunities
	Aim/Purpose
	Learning Objectives for This Chapter
	Social Ideas
	The Role of Innovation
	Opportunity Recognition
		Opportunity Recognition Tools
	Using the Social Opportunity Assessment Tool
		Social Value Potential
		Market Potential
		Competitive Advantage Potential
		Sustainability Potential
		Overall Potential
	From Opportunity to Mission
	Case Study 3.1 The Case of the Clubhouse Network
	Thought Questions
	Voices from the Field: Allison Lynch, Founder, New York Women's Social Entrepreneurship [NYWSE] Incubator
	Questions for "Connecting the Dots"
	References
4 Designing and Modeling a Social Venture
	Aim/Purpose
	Learning Objectives of This Chapter
	Starting with Design Thinking
	The Design Thinking Process
	Where to Start?: Practical Strategies to Start Design Thinking
	The Lean Start-Up Method to Build Your Social Venture Model
	The Lean Start-Up Process vs. Traditional Business Planning
	Key Elements of the Lean Start-up
		Key Principles
		Key Tenets
	The Business Model Canvas
		The Traditional Canvas
		The Lean Canvas
	Voices from the Field: The Lean Start-up in Action with Kinvolved
	Conclusion
	Questions for "Connecting the Dots"
	Case Study 4.1 Farmerline
	Voices from the Field: Introduction to the Business Model Canvas
	Notes
	References
5 Developing a Strategic Plan for a Social Venture
	Aim/Purpose
	Learning Objectives for This Chapter
	The Importance of Social Venture Planning
	Developing a Social Venture Plan: From Opportunity to Financial Plan
		What Is the Social Problem Your Social Venture Would Like to Solve?
	Voices from the Field: From Prevalence to Accessibility: A Social Venture Opportunity: Greening the Desert
		What Is Your Vision and Mission?
		What Is the Theory of Change—the Social Impact Theory?
		What Is the Social Venture's Business Model?
		Who Is the Social Venture's Competition?
		Who Is on the Management Team and the Operational Plan?
		What Is the Social Venture s Growth Strategy? How Will the Venture Scale?
		How Will the Social Venture Assess and Measure Its Social Impact?
		What Is the Social Venture's Financial Plan?
	Questions for "Connecting the Dots"
	Case Study 5.1 Loyal Label Business Plan
	Thought Questions
	References
6 Organizational Structure
	Aim/Purpose
	Learning Objectives for This Chapter
	General Organizational Design Options
	Pure Nonprofits
	Pure For-Profits
	Hybrids
		For-Profits with Nonprofit Subsidiaries
		Nonprofits with For-Profit Subsidiaries
		Nonprofits with Nonprofit Subsidiaries
		Nonprofit–Nonprofit Partnerships
		Nonprofit–For-Profit Partnerships
		Cooperatives
	Voices from the Field: More Hybrids to Inspire Us
	How to Effectively Manage Tensions in Hybrids
	Conclusion
	Case Study 6.1 Jumpstart
	Thought Questions
	Note
	References
7 Funding Social Ventures
	Aim/Purpose
	Learning Objectives for This Chapter
	Navigating the Challenges of Capital Raising
	The Social Capital Market: Opportunities and Challenges
	Establishing the Capital Needs of the Social Enterprise
	Understanding the Intentions of Investors
	Risk, Return, and Impact
	Values and Mission Alignment with Investors' Intentions
	Mission-Related Investment Continuum
	Grant Funding
	The Impact Investing Market
		Impact Investor Categories: Commercial and Philanthropic
	Hybrid Transactions, Public–Private Partnerships
	Finding the Right Form of Investment
	Publicly Traded and Private Market Investments
		Active Ownership Strategies
		Screening
		Impact-First Investments
		Financial-First Investments
		Guarantees
	Who's Who in Investing and Funding
		Financial Institutions
		Angels and Venture Capitalists
		Corporate Social Responsibility and Corporate Citizenship
	Direct Versus Funds Strategy
	Structural Challenges for Impact Investing
	Patient and Growth Capital
	The Investment Decision Process
	The Due Diligence Process
	Building Partnerships to Create Impact
	Questions for "Connecting the Dots"
	Voices from the Field: A New Approach to Microfinance
	Voices from the Field: Funding Social Ventures: Approaches, Sources, and Latest Perspectives
	Case Study 7.1 Politoons Inc., 2018
	Questions for "Connecting the Dots"
	Notes
	References
8 Measuring Social Impact
	Aim/Purpose
	Learning Objectives for This Chapter
	The Benefits of Learning How to Measure Social Impact
	Steps to Measuring Social Impact
		1. Define Your Social Value Proposition (SVP)
		2. Quantify Your Social Value
	Voices from the Field: KickStart
		3. Monetize Your Social Value
	Approaches to Estimating Social Impact
		1. Cost-Effectiveness Analysis
		2. Cost–Benefit Analysis
	Case Study 8.1 Cost-Benefit Analysis Example
		3. REDF's Social Return on Investment (SROI)
		4. The Robin Hood Foundation's Benefit–Cost Ratio
		5. The Acumen Fund's Best Available Charitable Option (BACO) Ratio
		6. The William and Flora Hewlett Foundation's Expected Return (ERJ
		7. The Center for High Impact Philanthropy's (CHIP) Cost per Impact
		3. The Foundation Investment Bubble Chart
		Concluding Thoughts on the Above Methods
	Additional Resources for Measuring Impact
		Tools and Resources for Assessing Social Impact (TRASI1
	Voices from the Field: D.light
	Questions for "Connecting the Dots"
	Case Study 8.2 Mobile Nephrology USA, 2018
	Notes
	References
9 Scaling the Social Venture
	Aim/Purpose
	Learning Objectives for This Chapter
	Why Growth?
	Challenges to Growth
	Growth Strategies
		Capacity Building
		Dissemination
		Branching Zub
		Affiliation
		Social Franchising
	Scaling Enhancers
		Marketing
		Networking
	Conclusion
	Case Study 9.1 FareStart® and Catalyst Kitchens®
	Thought Questions
	Voices from the Field: Ann Marie Sullivan, Founder and CEO, Spectrum Works
	Questions for "Connecting the Dots"
	References
10 Social Intrapreneurship
	Aim/Purpose
	Learning Objectives for This Chapter
	The Concept of "Shared Value"
	Corporate Social Entrepreneurship vs. Corporate Social Responsibility
	What It Takes to Foster Social Intrapreneurship
		Skills
		Environment
	Social Intrapreneurship in Nonprofits
	Voices from the Field: From Shared Value to a "Blended Value" Framework: An Interview with Jed Emerson
	Case Study 10.1 CEMEX's Patrimonio Hoy Initiative
	Thought Questions
	Questions for "Connecting the Dots"
	Notes
	References
11 Social Entrepreneurship and Environmental Sustainability
	Aim/Purpose
	Learning Objectives for this Chapter
	Modern Approaches and Solutions
	Enter the Social Entrepreneur
	Voices from the Field: Social Entrepreneurship Cases in the Clean Technology Sector
	Developing an Environmental Sustainability Strategy for New and Existing Firms: Introducing the sSWOT
	Voices from the field: The World's First Solar Road Is Producing More Energy than Expected
	Questions for "Connecting the Dots"
	Case Study 11.1 Verdant Power: A Case of Ethical Leadership
	Notes
	References
12 The Social Entrepreneurship Support Ecosystem
	Aim/Purpose
	Learning Objectives for This Chapter
	Support Ecosystems
	Applying the Ecosystem Concept to Social Entrepreneurship
	Potential Assets in a Support Ecosystem
	Social Entrepreneurship Incubators/Accelerators
	Case Study 12.1 Centre for Social Innovation, New York City
	Thought Questions
	Co-Working Spaces
	Social Entrepreneur Networks
	Social Venture Philanthropy
	Being Systemic About Supporting Social Entrepreneurs
	Case Study 12.2 Singapore's Social Entrepreneurship Ecosystem
	Thought Questions
	Voices from the Field: Erica Dorn
	Conclusion
	Questions for "Connecting the Dots"
	Notes
	References
13 Social Entrepreneurship Models in Developing Countries
	Aim/Purpose
	Learning Objectives for This Chapter
	The Challenges to Social Entrepreneurship in Developing Countries
	Case Study 13.1 Nuru International
	Case Study 13.2 Fundación Mi Parque
	Case Study 13.3 Drinkwell
	Case Study 13.4 Dependable Progress (DP)
	Conclusion
	Questions for "Connecting the Dots"
	References
14 The Future of Social Entrepreneurship
	Aim/Purpose
	Learning Objectives for This Chapter
	Key Challenges Going Forward in Social Entrepreneurship
	The Future Need for Catalytic Innovations for Social Impact
	Future Trends in Social Entrepreneurship
		Disruptive Social Venture Models
	Voices from the Field: A Quadruple Bottom Line for Social Ventures?
		Internet Action beyond Donations
	Voices from the Field: A Facebook Founder Begins a Social Network Focused on Charities
	Case Study 14.1 One-to-One Business Models: TOMS Shoes, Eyeglasses, and Ties
		Public–Private Partnerships
		Furthering Entrepreneurship Education in the Area
	Case Study 14.2 Redefining the Meaning of an Exit Strategy for Social Ventures
	Conclusion
	Voices from the Field: An Interview with Adlai Wertman
	Questions for "Connecting the Dots"
	Case Study 14.3 The World Resources Institute's New Ventures
		Thought Questions
		Notes
		References
Index