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.

Keggfarms Pvt. Ltd: a social enterprise and a way of life

2018 ◽  
Vol 8 (2) ◽  
pp. 1-25
Author(s):  
Saima Rizvi ◽  
Shivani Teckchandany
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Social Impact ◽  
Design Thinking ◽  
Low Cost ◽  
Social Enterprises ◽  
Social Entrepreneur ◽  
Private Company ◽  
Content Type

Subject area Entrepreneurship, Design thinking and innovation, Strategy, Social entrepreneurship and rural markets, Business at the base of pyramid, Sustainability and leadership. Study level/applicability Undergraduate and Post Graduate Students Case overview Keggfarms Private Ltd was a private company started by Mr Vinod Kapur, a social entrepreneur who wanted to create a scalable social impact with his endeavor, which was the first of its kind outside the developed world. Keggfarms was established in 1967 with the aim of creating a business model which could benefit the rural sector by generating income and also enabling nutritional self-sufficiency. The case study aims to explore the sustainable model which had survived for 48 years without a push strategy and without a sole focus on profit. The business had spread to around 19 states in India, and the enterprise had decided to replicate a similar business model in the African continent. The social enterprise had aimed to touch the lives of millions of people in poverty by providing them with a low cost chicken – Kuroiler, which could survive the harsh weather and environmental conditions of rural India. Expected learning outcomes The study will help students to understand how social enterprises are born and built from the vision of the founder; how social capital is generated in the economy and how a blue ocean strategy was applied in this case to build a sustainable and financially viable social entrepreneurship model. 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

Social entrepreneurship and SDGs: case studies from northeast Nigeria

2021 ◽  
Vol 11 (4) ◽  
pp. 1-38
Author(s):  
Fardeen Dodo ◽  
Lukman Raimi ◽  
Edward Bala Rajah
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Impact ◽  
Institutional Environment ◽  
Social Enterprises ◽  
Institutional Entrepreneurship ◽  
Sustainable Entrepreneurship ◽  
Content Type ◽  
Entrepreneurial Development

Case synopsis The use of entrepreneurship to deliver profound social impact is a much-needed but poorly understood concept. Although the authors can generally recognize social enterprises when they see them, they lack a common approach to understanding and measuring the different ways they create social value for them. The authors also lack an appropriate method for reducing the difficulties of starting and expanding them within the difficult conditions of developing countries. In the northeast of Nigeria, for example, the mammoth challenge of rebuilding communities in an unfavorable entrepreneurship environment makes the need for a solution even more urgent. This case study illustrates a model of promoting entrepreneurship that advances the conditions of sustainable development goals (SDGs) in local communities using a configuration of the key theories of social impact entrepreneurship (variants of entrepreneurship with blended value or mission orientation, including social entrepreneurship, sustainable entrepreneurship and institutional entrepreneurship). The extent to which ventures can adjust and improve the extent of their contributions to the SDGs are shown using examples of three entrepreneurs at different stages of growth. From this case study, students will be able to understand how entrepreneurs can identify and exploit social impact opportunities in the venture’s business model, within the network of primary stakeholders as well as in the wider institutional environment with the support of Impact+, a simple impact measurement praxis. Learning objectives The case study envisions training students how to hardwire social impact focus in the venture’s business model (social entrepreneurship), how to run ventures with minimal harm to the environment and greatest benefit to stakeholders (sustainable entrepreneurship) and how to contribute to improving the institutional environment for social purpose entrepreneurship (institutional entrepreneurship). At the end of learning this case study, students should be able to: 1. discover an effective model for a startup social venture; 2. explore options for managing a venture sustainably and helping stakeholders out of poverty; and 3. identify ways to contribute to improving the institutional environment for social impact entrepreneurs. Social implications For students, this case will help in educating them on a pragmatic approach to designing social impact ventures – one that calibrates where they are on well-differentiated scales. For business schools, entrepreneurial development institutions and policymakers, this case study can help them learn how to target entrepreneurial development for specific development outcomes. Complexity academic level The case study is preferably for early-stage postgraduate students (MSc or MBA). Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

School “Brillo de Luna”: sustainable business model

2020 ◽  
Vol 10 (1) ◽  
pp. 1-22 ◽  
Author(s):  
Rodrigo Villalobos Araya
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Social Innovation ◽  
Social Enterprises ◽  
Management Support ◽  
Sustainable Business ◽  
Content Type ◽  
Academic Level ◽  
Glass Recycling

Learning outcomes In entrepreneurship courses, the case would allow discussing the contribution of social innovation. On the other hand, in strategy courses the case would allow proposing the business model for a social enterprise, to evaluate the creation, delivery and capture of value of a social enterprise. Depending on the course and approach you want to give to the case discussion, it can serve as support for the following objectives: arguing the contribution of social innovation to solve problems in a region; propose the resources and value proposition of the business model of a social enterprise; and attitudes promotion: understand the importance of ethics and responsibility in the development of social enterprises. Case overview/synopsis The case addresses the opportunity of the school “Brillo de Luna,” when developing social entrepreneurship, which requires projection, evaluation and management support. In this context, the director of the school must propose a business model that is sustainable in the long-term in the market and that generates shared value. The institutional relationship of the school “Brillo de Luna” with the Cristalchile company, through the social entrepreneurship of glass recycling, could generate economic, environmental and social value to the school community and the company. Complexity academic level Courses in which the case could be applied: entrepreneurship and strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Evaluation of social enterprise outcomes and self-efficacy

2015 ◽  
Vol 42 (2) ◽  
pp. 163-178 ◽  
Author(s):  
Boris Urban
Keyword(s):  
Social Entrepreneurship ◽  
Self Efficacy ◽  
Social Enterprise ◽  
Design Methodology ◽  
Social Impact ◽  
Emerging Market ◽  
Social Enterprises ◽  
Validity And Reliability ◽  
Content Type ◽  
Individual Efficacy

Purpose – Understanding of social values is emerging, particularly as the phrases “social impact” and “social value” and the measurement thereof, are ubiquitous in both practitioner and academic discourse today. These terms are particularly relevant to those involved in social initiatives that are required at some stage to demonstrate to stakeholders, investors, funders, or simply themselves that they have the capability to deliver. The purpose of this paper is to link the evaluation of social enterprise outcomes to individual efficacy beliefs. Design/methodology/approach – The study is survey based (165 respondents) and conducted in two major cities in South Africa, where social entrepreneurship (SE) has unequivocal application. Social outcomes and self-efficacy are operationalized and measured along multi-dimensional scales. After checking the instruments for validity and reliability, correlational and multiple regression analyses are performed to determine the predicted relationship between the specified variables. Findings – Empirical findings reveal that evaluation of social enterprise outcomes is associated with higher levels of self-efficacy. Significant results support the propositions that perceptions of capability are positively related to implementing a social vision, sustainability, social networking, innovativeness and financial returns. Research limitations/implications – The main implications of this study are that measuring SE efficacy in advance of funding may indicate probability of venture success. Originality/value – The study is one of the first to provide a much needed account of the evaluation of social enterprises in relation to self-efficacy in an emerging market context.

Organizational Entrepreneurial Orientation

2020 ◽  
pp. 59-81
Author(s):  
William J. Wales ◽  
Vishal K. Gupta
Keyword(s):  
Social Interactions ◽  
Social Entrepreneurship ◽  
Entrepreneurial Orientation ◽  
Social Enterprise ◽  
Social Impact ◽  
Social Enterprises ◽  
Strategic Orientation ◽  
Entrepreneurial Activity

This chapter addresses “Organizational Entrepreneurial Orientation: Implications for Social Impact and Social Enterprise.” All too often social entrepreneurship is focused on celebrating individual entrepreneurs while excluding organizations with impactful change-making missions. Rather than being developed fully by a single entrepreneurial “hero,” impactful solutions are likely developed through social interactions aided by organizational frameworks. This research raises and explores several important questions. How is a strategic orientation toward entrepreneurial activity, or entrepreneurial orientation (EO), conceptualized in social enterprises? What are the antecedents and outcomes of EO within social enterprises? And how do we measure EO within social enterprises? Addressing these questions is important to understanding organizational entrepreneurship within the context of social enterprises pursuing prominent social missions. In sum, this chapter examines the critical manifestation of EO within social enterprise.

Last mile farm inputs: farm shop delivers

2016 ◽  
Vol 9 (3) ◽  
pp. 1-22
Author(s):  
Monica C. Diochon ◽  
Yogesh Ghore
Keyword(s):  
Business Model ◽  
Social Marketing ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Business Models ◽  
Emerging Market ◽  
Sub Saharan Africa ◽  
Theory Of Change ◽  
Content Type ◽  
Farm Inputs

Subject area The subject areas are social entrepreneurship and marketing in social enterprises. Study level/applicability This study is applicable to undergraduate or MBA-level courses; possibly executive programs as well. Case overview Farm Shop was established in 2012 as a not-for-profit trust, with an aim of developing a distribution platform for poor, rural communities across sub-Saharan Africa so that smallholder farmers could get the farm inputs and services needed to increase their productivity and income. Attempting to reach scale, this social enterprise is in the process of building a micro-franchise network. Unlike franchises in industrialized countries where the franchisor starts with a vetted and replicable turnkey business, Farm Shop was created from scratch. After prototyping the shop concept and validating the business model in Kiambu County of Kenya, Farm Shop has 10 fully operational shops and is keen to start its growth phase, aiming to have 120 shops in its network within the next 12-18 months. It is only at that point that break-even will be achieved. Recognizing the key role of marketing in Farm Shop’s growth efforts, the founders are now focused on finalizing their go-to-market (GTM) strategy. Having initiated and measured the results of a number of marketing activities over the past six months, it is now time to decide which of these activities should be incorporated into their micro-franchise system. The management team knows that to provide advice, training and quality products to farmers, they first needed to develop awareness, interest and desire for what Farm Shop has to offer, not to mention the need to gain the farmers’ trust. Fundamentally, farmers needed to be convinced that Farm Shop can help them improve their productivity and income. Expected learning outcomes The study enables to gain an overall understanding of the range of challenges and opportunities associated with establishing a micro-franchise in an emerging market context; to gain a better understanding of social marketing, including the four types of behavioral influence it attempts to achieve and the similarities and differences between social and commercial marketing; to introduce the “theory of change” concept, providing a framework for understanding how and why change will occur; to introduce the concept of business models and explore the differences between “traditional” and “social entrepreneurship” business models; to understand how a competitive advantage is created; to introduce basic marketing concepts and the GTM concept and its role and application in a business model for a new social enterprise and to understand how marketing contributes to the social enterprise’s strategic goals and sustainability, thereby gaining an understanding of how “social marketing” is differentiated from commercial marketing. 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.

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.

An examination of a social tourism business in Granada, Nicaragua

2019 ◽  
Vol 74 (6) ◽  
pp. 1179-1190 ◽  
Author(s):  
Alexia Franzidis
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Building Blocks ◽  
Content Type ◽  
Business Model Canvas ◽  
Tourism Product ◽  
The Many ◽  
A Company ◽  
Depth Interviews

Purpose The purpose of this paper is to examine the business model of a successful social tourism business in Granada, Nicaragua. The study assesses how the business provides an avenue to combat the challenges that restrict certain stakeholders from participating in tourism. The case identifies specific mechanisms, such as investing in the local community’s education and favoring local vendors and merchants, as ways in which social tourism businesses can disseminate value among all stakeholders and create a more equitable form of tourism. Design/methodology/approach The case study method was chosen for collecting and analyzing data. Data include in-depth interviews with business founders, managers and employees, field observation notes, photographic documentation and additional written documents. Data were analyzed using content analysis. Findings The study found that the business was able to produce a high-quality tourism product that disseminated value among all stakeholders. The study also proved the value of the additional building blocks within the Business Model Canvas for Social Enterprise, and the clear distinction between “co-creators” and “beneficiaries.” Originality/value This study uses the Business Model Canvas for Social Enterprise, a model unverified since inception, to analyze a successful social tourism business. It confirms the usefulness of the additional building blocks within the model, and the additional delineations between “co-creators” and “beneficiaries.” Furthermore, the paper recommends these distinctions are extended to all blocks in the canvas, to illustrate the many ways a company can distribute value based on its business model.

Applying Business Solutions to Social Problems

2017 ◽  
pp. 139-164
Author(s):  
Martyna Wronka-Pośpiech
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Business Models ◽  
Analytical Framework ◽  
Social Enterprises ◽  
Conceptual Level ◽  
For Profit ◽  
The Social ◽  
Case Based

Although research on social entrepreneurship has been expanding in recent years, the literature regarding business models in the context of social enterprises is still limited. This chapter explores the issues of business models in both profit and nonprofit contexts and discusses how value, being both the foundation and the overall outcome of the business model employed, is created. It begins with the background on the characteristics of social enterprises. This is followed by the conceptualization of business models and their components designed to account for their unique. Then a case to illustrate it is presented. The objective of the chapter is twofold. First, it is to analyse how nonprofit business models are different from its for profit counterparts (at the conceptual level) and to introduce relevant analytical framework. Secondly, the chapter aims at providing a case based on the particular model of a social enterprise in Poland (social co-operative) in order to investigate whatever the business models for profit firms could be applied in the social enterprises.

Strategic marketing approaches impact on social enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leandro da Silva Nascimento ◽  
Fernanda Kalil Steinbruch ◽  
Daniel Max de Sousa Oliveira ◽  
Júlio César da Costa Júnior ◽  
Fernando Bins Luce
Keyword(s):  
Value Creation ◽  
Social Entrepreneurship ◽  
Design Methodology ◽  
Social Impact ◽  
Social Enterprises ◽  
Strategic Marketing ◽  
Content Type ◽  
Social Value Creation ◽  
Advance Knowledge ◽  
Practical Implications

PurposeDue to social enterprises' (SEs) relevance to social value creation, marketing increases its attention to these hybrid organizations. However, there is no consensus on how strategic marketing can improve SE performance. Thus, this paper aims to discuss how commercial, social and societal strategic marketing approaches relate to compensatory and transformative social entrepreneurship scopes to improve SE performance.Design/methodology/approachThis paper is conceptual. We hold discussions and raise reflections to advance knowledge on both marketing and social entrepreneurship fields, more precisely by intertwining them.FindingsWe develop a conceptual model for adapting three strategic marketing approaches to compensatory and transformative SEs. We argue that SEs have three types of performances: commercial, social and societal. Social and commercial strategic marketing are essential for SEs acting in compensating local failures of capitalism. Societal and commercial strategic marketing are essential for SEs focused on transformative actions to changing global system. Such relations can leverage social impact, which we conceptualize as compensatory or transformative.Practical implicationsThe model contributes to improvements on strategic marketing decisions by marketers and entrepreneurs in social entrepreneurship.Originality/valueWe propose a decomposition of strategic marketing into three approaches: commercial, social and societal, which constitutes a novelty to the field. This can facilitate management of SEs with different actions and performances, whether at local or international levels.

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