Social Entrepreneurship

The external stakeholders include the international communities, donors, national authorities involved in regulating the activities of nonprofit organizations and external volunteers among others. The organization will ensure proper coordination with the external stakeholders to enhance smooth operations and continued support. Apparently, the external shareholders will facilitate sustainability of the

Throughout my career in the social sector I worked with a variety of for-profit companies; over the last few years I’ve noticed interesting trends. Corporations are changing how they structure and evaluate philanthropic partnerships and fewer and fewer organizations are opting to donate through traditional methods. Social entrepreneurs are even integrating philanthropy into their business models. Just consider, big names such as Toms and Seventh Generation and newer start ups like Bombas (a sock company that donates socks one-for-one for every pair they sell). One-time event sponsorship and foundation giving seems to be losing ground to newer, innovative community investment strategies. These shifts have encouraged non-profits, including

Social entrepreneurship which has been applied in so many different ways by so many different analysts that it’s depth of vast complexity is still being unraveled and it seems it is still in infancy. It is a multi-interpretable concept and although the use of the term is widespread its use is either overrated or misused. Hence, it is important to firstly understand what social entrepreneurship really is.

When one talks about ‘Nonprofits’ many things come to mind; People often use phrases such as 501c3’s, charitable, ambassadors of the poor, and tax free organizations to umbrella the whole nonprofit sector. However, what large portions of our country fail to note is that there are differences within the nonprofit branch. There are two man categories of Nonprofits: Public, and Private; within those categories there are differing distinctions that allow for the separate identities of these organizations to in function and scope.

With an economy driven by our relationship with capitalism and bottom lines, it seems inevitable that nonprofits also tap into these business dealings if they are to survive. The third chapter of Leslie R. Crutchfield’s and Heather McLeod Grant’s book, Forces for Good: The Six Practices of High-Impact Nonprofits, titled “Make Markets Work,” delves into the strategies used by nonprofits who harnessed business tactics in an effort to increase their social impact. Using three overall strategies- change business practices; partner with business, and run a business- Crutchfield and McLeod Grant describe how non-profits have achieved successful leverage in the business world.

A) A real entrepreneur can take an idea and that can be change in to a service or product according to the needs of certain population. Because of this characteristic economists said that “entrepreneurship is becoming an important agent in the growth and wellbeing of the society”.an entrepreneur is motivated by family or society. They offer new completion and also promotes improved productivity. They can recognize and resolves social problems on a large scale. To create social value entrepreneurs act as a change agent for the society like designing and distributing new approaches. Entrepreneur react very quickly and effectively to the change so that they can take the advantage of opportunities. If they can’t capable of quick action it will be result on their process and success. Social entrepreneurs are stepping to solve the problems.

The author touches upon an important topic in regards to the section of different expectations of stakeholders in a for profit vs. a nonprofit organization. The author points out the differences in expectations, for profit is only concerned with wealth maximization while nonprofit is concerned with social impact, but the author also demonstrates the similarities of maximizing the returns of the investments within the organizations. Even though, nonprofit organizations are typically concerned with the idea of generating an everlasting social impact, there is still a requirement for investment of capital in order for the organization to operate. The multiple private donors, governmental agencies that offer grants, and other resources designated for donations

The root of many of the tensions that nonprofits face is conflict between business outcomes and social outcomes (Fong 2015). Nonprofits are formed to achieve missions, but require sufficient funds to operate and exist within a capitalistic society. The nonprofit sector is becoming increasingly competitive, forcing some nonprofits to professionalize and adopt strategies from the business world, like paid marketing campaigns, to attract donors and volunteers. This blurs the line between the public and private aspects of the sector, and has been a controversial trend that can attract both support and disapproval.

In a nonprofit organization, managers are concerned with “generating some social impact” (Daft, 2013). Stakeholders for nonprofit organizations include the community, taxpayers, the government, private donors, employees, and volunteers. Each one of these stakeholders poses a challenge for managers. For instance, in a nonprofit organization, there is a “continual struggle to pursue vital social missions in the face of

They are focusses around different areas such as health, education, jobs, welfare, etc. here we are going to restrict our discussion to role of NGO’s in the context of

Social entrepreneurship is gaining such strong interest in nonprofit world because of the economic challenges that have plagued this sector with cuts in philanthropic and government funding. According to Nash (2010) not only are there cuts, there are many organizations vying for the limited funding. Studies support, the attitudes in capitalistic America, and the ease of nonprofits to embrace this concept; evidenced by their ability to sell their once free services, to meet the demands of the consumer. According to the IRS (2010) nonprofits have increased their selling power on unrelated business income, to the tune of 184% increase, in a sixteen-year time frame. This writer, believes these numbers are evidence which support this trend is

social entrepreneurs in their efforts to start a successful venture. This book is for someone that wants to learn useful skills on how to run a social enterprise that generates profits and alleviates social problems. The book outlines the purpose of a social enterprise, which is to address a social problem and how to generate revenues. It seeks to help someone that is interested in taking this journey to understand how to create an enterprise that is self-sufficient and sustainable. There are goals included to help navigate through the process, how to develop the concept and how to deal with uncertainty. It’s the uncertainty of the idea that social entrepreneurs choose to tackle intractable social issues, sometimes they have to operate in or create a market that does not yet exist, and they work in environments that generate uncertainty and present challenges.

Entrepreneurship is the process of designing, launching and running a new business while social entrepreneurs launch the business and implement solutions to social, cultural, or environmental issues simultaneously. Bill Drayton once said, “There is nothing more powerful than a new idea in the hands of a social entrepreneur.” In the world, there are billions of people have no access to education, healthcare, clean drinking water, food and even the basic human rights and respect. Violence, poverty and more global issues are at the alarm rate nowadays. These matters have to be tackled immediately before it is too late to do so. In our opinion, social entrepreneurship is the best way to help the needy and overcome the problem.

After reading the first two chapters of Building Social Business, I was moved. I was inspired. Yunus opened my eyes to another side of business which in his words was selfless. And indeed it was selfless. Social business is truly selfless because it focuses on helping others and earning profit comes second. By reading this book and reflecting, I realized it is better to be part of the solution than be part of the problem. By looking at my community, at my environment, and at my experiences in life, there are problems that will need solutions and I firmly believe that having a social business is the solution. By my observation, slow public utilities, expensive medicine, and empowering marginalized sectors are problems that can be solved by putting up social businesses. By combining entrepreneurial mindset and experience, social awareness, and creativity, the ideal social business can be done. But what makes a social business truly a social business is the

For more than five years I had been participating in many social works, focusing on helping people start their own business and become entrepreneurs by giving them tools in how to start and manage their business. Through that time, I didn’t see this type of approach was effective, as many NGO’s and Government were doing similar activities in helping them. Many NGO’s mostly depend on donors and foundation for charity-like of approach which is hard to be sustained.