The Bake Collective – making a delicious difference

2018 ◽  
Vol 8 (1) ◽  
pp. 1-28
Author(s):  
Zoha A. Karmali ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Enterprises ◽  
Full Time ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Postgraduate Students ◽  
Start Up

Subject area Social Entrepreneurship. Study level/applicability This case study can be used on the module on introduction to social entrepreneurship for postgraduate students specializing in Social Entrepreneurship or Social Work. Case overview This case explores the difference between social entrepreneurship and idealism. It captures the journey of Charlene Vaz and Kavita Gonsalves, two passionate young women, who formed “The Bake Collective” (TBC). Kavita and Charlene are both full-time employees, who spend their weekends and evenings running TBC and through bake sells raise funds for supporting social causes. The women have been able to get a teacher hired for differently abled children, provide water purifiers to victims of the Nepal earthquake, furnish a classroom in a school for less privileged children and provide teaching material for schools in over 400 villages in the State of Maharashtra in India. The case highlights the power of volunteering for a cause that can result in developing a social enterprise. It helps to unfold the steps undertaken to kick-start the cause as well as the risks involved in the start-up stage. It also discusses the measures that can be taken to mitigate the risks in the start-up phase and the ways by which social entrepreneurs can scale and grow their programme. Expected learning outcomes From this case, students will learn about the factors that lead to the germination of a social enterprise and identify characteristics of social entrepreneurs. They will be able to understand critical factors required to sustain start-up enterprises. The case will also enable students to explore systems and processes that need to be designed to sustain the start-up phase. Further, the case will help students to brainstorm on growth strategies for social enterprises. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

Clustering social enterprises: an empirically validated taxonomy

2019 ◽  
Vol 15 (3) ◽  
pp. 397-420 ◽  
Author(s):  
Philipp Erpf ◽  
Rebecca Tekula ◽  
Julia Neuenschwander
Keyword(s):  
Cluster Analysis ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Service Providers ◽  
Social Enterprises ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Practical Implications ◽  
Insight Into ◽  
Item Scale

Purpose This study aims to develop an empirically validated taxonomy. Typologies of social entrepreneurship are primarily based on conceptual considerations and case studies. There is a need for quantitative approaches and empirical testing of this emerging organizational form and its characteristics. Design/methodology/approach First, an item scale was developed that emerged from frequently mentioned elements in social entrepreneurship literature. Next, social entrepreneurs rated these items. Finally, the authors conducted a cluster analysis to derive a taxonomy with three distinguishable types of social enterprises. Findings Based on a cluster analysis (N = 70), an empirically validated taxonomy is provided with three social enterprise types: social service providers, social change makers and social philanthropists. Practical implications Although this research has an exploratory character, it makes a clear contribution by complementing existing typologies, which tend to be conceptual in nature, with a taxonomy that is empirically grounded. This study defogs the blurry understanding and limited knowledge about different social enterprise forms and provides insight into meaningfully similar groups across the sector as a whole. Originality/value This article fills a void of empirically grounded taxonomies by analyzing which definitional aspects of social entrepreneurship literature correspond to the perceptions of social entrepreneurs regarding the nature of their organizations.

GoBhaarati- contributing to the “Journey of Healthy Living”

2021 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Vinit Vijay Dani ◽  
Meeta Dasgupta
Keyword(s):  
Learning Outcomes ◽  
Social Enterprise ◽  
Intrinsic Value ◽  
Distribution Channel ◽  
Social Enterprises ◽  
Health And Wellness ◽  
Content Type ◽  
For Profit ◽  
Academic Level ◽  
Start Up

Learning outcomes The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations. Case overview/synopsis GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically. Complexity academic level Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

Challenges faced by youth social entrepreneurs in Malaysia: career transition to become a social entrepreneur

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nur Raihan Che Nawi ◽  
Mohd Mursyid Arshad ◽  
Steven Eric Krauss ◽  
Ismi Arif Ismail
Keyword(s):  
Social Entrepreneurship ◽  
Early Stage ◽  
Career Transition ◽  
Social Enterprises ◽  
Social Entrepreneur ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Data Saturation ◽  
Analyse Data ◽  
Voice Recorder

Purpose The practice of social entrepreneurship has grown rapidly around the world, including in Malaysia where it is still considered to be at an early stage. Nevertheless, little is known about the career transition among youth who choose careers as social entrepreneurs. The purpose of this study is to explore the challenges faced by youth social entrepreneurs who run social enterprises in Malaysia. Design/methodology/approach This study used a qualitative approach to collect and analyse data to answer the research questions. Seven youth social entrepreneurs were interviewed until data saturation was met. An interview guide was created for the purposes of conducting the interviews. The interviews were recorded using a voice recorder. Data were transcribed verbatim and grouped in order to identify the codings, categories and themes. Findings The findings show the career transition to become a social entrepreneur, as well as the major challenges that youth social entrepreneurs face, which include acclimatising to the life and career of a social entrepreneur and not getting support from family. Practical implications The study findings are also significant for presenting valuable data on the experience of the developing social entrepreneur. The qualitative nature of the study provides valuable experiential insight into the lives and struggles of young social entrepreneurs in Malaysia. The findings will allow local authorities and social entrepreneurship regulatory agencies to design initiatives and plan actions intended to overcome the challenges. Originality/value This study makes an original contribution by showing that the process of career development as a social entrepreneur has given meaning to the informants. Despite presenting many challenges, social entrepreneurship has reinforced the role of youth social entrepreneurs, especially in relation to social responsibility.

Social enterprise in Rwanda: an overview

2017 ◽  
Vol 13 (4) ◽  
pp. 376-391 ◽  
Author(s):  
Eugene Remy Rwamigabo
Keyword(s):  
Social Enterprise ◽  
Design Methodology ◽  
Social Enterprises ◽  
Anglo Saxon ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Mutual Help ◽  
Current Trends ◽  
The Subject ◽  
Current Governance

PurposeThe purpose of this paper is to analyze the context, the concept and the main types of social enterprises in Rwanda, and to present its main institutional and contextual trajectories. Design/methodology/approachThe author carried out a literature review and interviews. Six categories were identified; each one is illustrated by one emblematic case. FindingsThe paper presents the evolution of economically oriented social organizations in Rwanda, mostly under the form of cooperatives and NGOs and with inspiration from traditional forms of mutual help. The context of emergence of social enterprise in Rwanda was shaped, among other factors, by Anglo-Saxon influence. Other factors include notably the aftermath of the 1994 genocide against Tutsi, the current governance prevailing in the country and the current entrepreneurships trends. The paper also underlines the absence of research on the subject in Rwanda. Six categories of social enterprises in Rwanda and their main features have been identified and analyzed, namely, NGOs, cooperatives, informal organizations, social entrepreneurs, public/private partnerships and companies carrying out social activities. Finally, the paper analyzes the institutional and contextual trajectories of social enterprise in Rwanda. Originality/valueThe paper explores and provides insights into the specificities and the current trends of social enterprise in Rwanda with a view to fostering further analysis for several research avenues.

scholarly journals Social entrepreneurship orientation: development of a measurement scale

2017 ◽  
Vol 23 (6) ◽  
pp. 977-997 ◽  
Author(s):  
Sascha Kraus ◽  
Thomas Niemand ◽  
Jantje Halberstadt ◽  
Eleanor Shaw ◽  
Pasi Syrjä
Keyword(s):  
Social Entrepreneurship ◽  
Delphi Study ◽  
Quantitative Methods ◽  
Social Enterprises ◽  
Face Validity ◽  
Measurement Scale ◽  
Future Research ◽  
Social Entrepreneurs ◽  
Content Type ◽  
First Time

Purpose Despite growing scholarly interest in social entrepreneurs and the social enterprises (SE) they create, few studies have examined the hybridity of SE including, surprisingly, whether they adopt an entrepreneurial orientation (EO). One explanation for this may be the continuing lack of an appropriate scale measuring social entrepreneurship orientation (SEO). The purpose of this paper is to address this research gap by proposing an initial SEO scale based on input from scholars in the fields of entrepreneurship and social entrepreneurship. Design/methodology/approach This study employed mixed methods and a two stage design. In stage 1, a Delphi study with 18 researchers with expertise of investigating entrepreneurship and social entrepreneurship was used to generate constructs combining aspects of both social and EOs. In stage 2, the authors assessed the face validity of the derived items from the Delphi study by conducting a survey with 82 such experts. Findings This paper provides fresh empirical insights into how SEO can be measured by proposing, for the first time, a 12 item scale with four dimensions for the first time. Research limitations/implications The authors recommend that future studies employ quantitative methods, particularly with firms exhibiting differing levels of the “socialness” dimension which the authors propose and that such studies involve a variety of research informants. Statistical analysis of data collected across large sample sizes will help evaluate the reliability and validity of the scale which the authors propose. Practical implications This paper includes implications for future research based on the proposed SEO measurement scale. Originality/value This paper develops the first SEO scale based on empirical data collected from experts in the fields of entrepreneurship and social entrepreneurship.

Typology of growth strategies and the role of social venture’s intangible resources

2018 ◽  
Vol 25 (5) ◽  
pp. 818-848 ◽  
Author(s):  
Raghda El Ebrashi
Keyword(s):  
Scale Up ◽  
Social Enterprises ◽  
Growth Strategy ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Intangible Resources ◽  
Impact Scale ◽  
Social Ventures

Purpose Building on the resource-based view of the firm the purpose of this paper is to study the intangible resources available for social ventures, and presents a typology of growth strategies based on the intangible resources possessed by those enterprises. Design/methodology/approach This research applies a multiple case study technique for ten social enterprises in Egypt listed on Ashoka and Schwab Foundation websites. The research employs a purposive sampling technique. Data triangulation is used based on reports, websites, and interviews with social entrepreneurs and employees. Findings The study has three main findings: describing the intangible resources needed by social ventures to grow; detailing the growth strategies adopted by social ventures and corresponding funding mechanisms; explaining how intangible resources affect the selection of growth strategies, and how these interact with the context to produce expected outcomes. Overall, a typology for growth strategies of social ventures is presented. Research limitations/implications This paper is an original attempt to advance research on social enterprises in relation to the RBV and the domain of venture growth and impact scale-up. Practical implications This research is beneficial for social ventures and venture philanthropists who wish to learn about the specific resources important for venture growth, and understand the suitable strategies and context for organizational growth and impact scale-up. Originality/value This research is one of the few attempts to study and explain the types of intangible resources in social ventures and the role of different resource bundles in deciding social venture growth strategy.

scholarly journals Ethical Responsibility to Distant Others through the Coffee Industry

2021 ◽  
Author(s):  
◽  
William Durbin
Keyword(s):  
Appreciative Inquiry ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Theoretical Framework ◽  
Ethical Consumption ◽  
Social Enterprises ◽  
Ethical Responsibility ◽  
Development Discourse ◽  
Social Entrepreneurs ◽  
Depth Interviews

<p>How we live our lives here in New Zealand affects others who are distant from us. We live in a world with many networks across space, which connect people with radically different lifestyles. These connections create an avenue to respond to the poverty of these ‘distant others’. One such network of connections is the coffee industry. Ethical consumption and social entrepreneurship within the coffee industry are a means to address development issues, and ultimately poverty. This research will look into coffee social enterprises, and how they can be included in a post-development theoretical framework. In particular, it will discuss the motivations of social entrepreneurs involved in the coffee companies interviewed.  Post-development provides a theoretical framework for this research of coffee social enterprises. It provides a critique to mainstream development, and has questioned how development is done, as well as its very validity. In doing so, it has encouraged new ways of ‘doing development’. One example of this is Sally Matthews’ three responses the wealthy can have to poverty: first, re-thinking of the development discourse in light of post-development; secondly, supporting popular initiatives; and thirdly, solidarity with distant others here at home.  This is an appreciative inquiry into different coffee companies, using qualitative ethnographic methods. Seven in-depth interviews have been conducted with managers, past owners or head roasters, as well as one with an expert on social enterprise.</p>

scholarly journals Engaging symbiotic ecosystems to build community centred business models for the BoP: Evidence from small social enterprises in East Africa

2022 ◽  
pp. 026624262110597
Author(s):  
Andrea Sottini ◽  
Giacomo Ciambotti ◽  
David Littlewood
Keyword(s):  
Qualitative Research ◽  
East Africa ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Business Models ◽  
Social Enterprises ◽  
Base Of The Pyramid ◽  
Social Entrepreneurs ◽  
Stage Process ◽  
Bop Markets

This article examines how small social enterprises (SSEs) in East Africa build business models for base of the pyramid (BoP) markets, through engaging symbiotic ecosystems. Through in-depth qualitative research, a three-stage process is identified. First, SSEs learn and become sensitised to the manifold challenges of building business models for BoP markets. Second, SSEs identify and connect with key BoP actors, weaving them together to create a symbiotic ecosystem and to overcome the aforementioned challenges. Third, SSEs harness this symbiotic ecosystem to deliver community-centred business models for the BoP. This research contributes to social entrepreneurship, small business, and BoP literatures, by shedding light on the challenges faced by SSEs working in the BoP, and through novel elaboration of how SSEs develop and interact with symbiotic ecosystems to surmount these challenges. It also provides important practical insights, for social entrepreneurs and social enterprise managers in Africa and elsewhere.

Helm: a social enterprise expanding opportunities for people with disabilities in Egypt

2021 ◽  
Vol 11 (4) ◽  
pp. 1-31
Author(s):  
Seham Ghalwash ◽  
Ayman Ismail ◽  
Noha El Sebaie
Keyword(s):  
Developing Countries ◽  
Business Model ◽  
Social Entrepreneurship ◽  
Social Transformation ◽  
Social Enterprise ◽  
Social Impact ◽  
Building Blocks ◽  
Social Enterprises ◽  
Persons With Disabilities ◽  
Content Type

Case synopsis Drawing from individual experiences and shared passion, Amena and Ramez first founded Helm as a student club at the American University in Cairo in 2012. As a club, Helm worked extensively to identify the main challenges facing persons with disabilities (PwDs) in Egypt. During meetings with various stakeholders, Helm found that employment was a recurring theme. The employment rate for PwDs in Egypt was only 21.3% compared to 40.2% among the non-disabled. During its first year alone, Helm found jobs for 300 individuals with some sort of disability. Despite this initial success, Helm strived to increase its social impact by increasing the integration of PwDs in Egypt through changing employers’ mindset and building inclusive work atmospheres where PwDs could work and thrive. There were, however, major cultural barriers in Egypt standing in the way of this vision. Despite these challenges, Helm managed to play a pivotal role in creating social transformation around disability in Egypt. Helm became a key player in reshaping Egypt’s legislation on PwDs through participating in several policymaking discussions, parliamentary committee meetings and programs with governmental entities. In the hope of increasing Helm’s potential social impact, Amena and Ramez aimed to maintain their growth in Egypt and to expand to other markets in the region. Accordingly, they were faced with a set of compelling questions. Amena and Ramez further wanted to make sure that their current business model and contribution to social transformation for PwDs could help them to grow and serve other markets. Should they adapt their business model and services offerings to scale up their social impact accordingly? If so, how? Case learning objectives This case allows students to consider the nature of social enterprises in developing countries and how they create social transformation in supporting PwDs in local communities. This case also introduces students to social enterprises’ business models, scalability and the sustainability issues which such enterprises face in the context of developing countries. By the end of studying the case, students should be able to understand the following: Objective 1: Identify the characteristics of social entrepreneurship and apply it to a social enterprise using Robinson’s (2006) definition of social entrepreneurship; Objective 2: Analyze the business model of a social enterprise using the nine building blocks of the business model canvas of Osterwalder and Pigneur (2010); Objective 3: Evaluate the social enterprise revenue model for sustainability using Yunus et al.’s (2010) building a social business model; and Objective 4: Suggest business model modification to improve a social enterprise’s scalability and service offerings in a new market. Complexity academic level This case study is aimed at students who are enrolled in entrepreneurship, social entrepreneurship, non-profit management, corporate social investment and sustainability courses. This case is written at an honor of graduate level so it can be used for master’s level, short graduate programs, MBA. The case is directed to students who have a business background and want to understand and explore social entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Up-Fuse: International growth of an Egyptian eco-friendly social enterprise

2022 ◽  
Vol 12 (1) ◽  
pp. 1-24
Author(s):  
Ayman Ismail ◽  
Seham Ghalwash ◽  
Noha El Sebaie
Keyword(s):  
Consumer Behavior ◽  
International Business ◽  
Social Enterprise ◽  
Marketing Strategies ◽  
Social Enterprises ◽  
Growth Strategy ◽  
The Other ◽  
Growth Strategies ◽  
Content Type ◽  
Academic Level

Learning outcomes The case is meant as a way for students to develop ideas related to the challenges facing environmental eco-friendly social enterprises that sell their products in a country like Egypt where consumers are way behind considering the value of their products. In response to these challenges, students learn to evaluate the company status quo by analyzing its weaknesses, strengths and opportunities to grow and expand geographically to a new market. Students also learn about the growth expansion strategies and internationalization modes, options and associated barriers. Accordingly, they can plan the marketing strategies associated with entering this new market for up-cycled products. Objective 1: Analyze the international geographical growth alternative for an enterprise that improves its scalability applying weaknesses, strengths, threats and opportunities analysis. Objective 2: Propose a strategic plan for growth and scalability. Objective 3: Discuss the various modes of doing business in foreign countries. Recommend an internationalization mode for a social enterprise to explore in a new market. Objective 4: Assess the possible barriers associated with internationalization modes and how to overcome them. Objective 5: Propose marketing strategies for an eco-friendly enterprise to enhance its efficiency and effectiveness in the international host market. Other topics that might be discussed in this case include consumer behavior toward environmentally friendly products. Pricing challenges faced by ecologically friendly firms in developing countries. Case overview/synopsis Rania and Yara were inspired by Germany’s approach to waste reduction, particularly plastic bags. In 2017, after winning several competitions and awards, Up-Fuse was officially established as a social enterprise. The entrepreneurs faced great challenges selling sustainable products made of plastic waste to Egyptian consumers. Egyptian consumers were not fully aware of the value of eco-friendly products which presented a great challenge for Up-Fuse to grow and sell their products in Egypt. After shifting its pricing strategy and expanding beyond the local recycled product markets, Up-Fuse further faced fierce competition from well-established local and international brands with larger market shares. Thus, most of Up-Fuse’s sales were generated from expats and foreigners. In response to local obstacles and limitations, Rania began to consider targeting international markets. Rania thought it was the opportune time to drive growth through geographic expansion. After all, in 2020, Up-Fuse had some minor success when the co-founders experimented with exporting their products to the US market. Rania’s co-founder Yara, on the other hand, felt that the enterprise was not yet ready to enter a new market and it would be wiser to emphasize growth in the local Egyptian market. The co-founders were torn between two growth strategies. On one hand, they faced intense local competition for their products. On the other, expanding by entering a new market came with many challenges. Which growth strategy should Up-Fuse adopt? How could Up-Fuse determine which market to penetrate? What were the possible scalability challenges they faced by entering a new market? How could Up-Fuse reach and increase their international customer base abroad? What was the best marketing strategy for their products? Complexity academic level This case would be appropriate for graduate students enrolled in marketing, consumer behavior, international marketing, international business and social entrepreneurship courses. This case is written at a graduate level and would also be appropriate for use in customized or short programs. Supplementary materials Teaching notes are available for educators only. Subject code CCS 5: International Business.

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