A Study on the Influence Factors on the Startup Behavior of Prospective Start-ups of Social Enterprises : Social Support, Government Trust, and Social Enterprise Start-up Intentions

2021 ◽  
Vol 5 (3) ◽  
pp. 154-177
Author(s):  
Seongrae Kim ◽  
Hyeongsu Kim
Keyword(s):  
Social Support ◽  
Social Enterprise ◽  
Influence Factors ◽  
Social Enterprises ◽  
Start Up ◽  
Start Ups

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.

Utilization of Online Platforms by Social Entrepreneurs for Social Sustainable Development

2019 ◽  
pp. 75-102
Author(s):  
Anja Herrmann-Fankhänel
Keyword(s):  
Sustainable Development ◽  
Market Orientation ◽  
Social Enterprise ◽  
Resource Dependence ◽  
Social Innovation ◽  
Social Enterprises ◽  
Social Entrepreneurs ◽  
Online Platforms ◽  
The Social ◽  
Start Ups

Socially sustainable development can be driven by individuals, entrepreneurs, growing start-ups, and international companies. As social entrepreneurs, people opt for a form of organization that contributes to social improvement through entrepreneurial means. The question is: How do they do it? The resource dependence approach (RDA) assumes that all decisions and activities of a (social) enterprise are based on information about its environment. Therefore, the four key components of the social enterprise (individual, organization, social innovation, market orientation) must be appropriate. In this chapter, therefore, social enterprises are outlined as active participants and shapers of the economy and society. Since an active improvement with regard to socially sustainable development is focused by the social enterprises in Africa, a description of the social enterprise's environment is also given within the framework of topical focuses. The goal is to derive recommendations about action for social enterprises to achieve their goals.

EDA CapitalConnect

2010 ◽  
pp. 225-249
Author(s):  
Daniel Brett ◽  
Nikias Stefanakis
Keyword(s):  
Social Enterprise ◽  
Information Dissemination ◽  
Social Enterprises ◽  
Microfinance Institutions ◽  
Start Up ◽  
The Social ◽  
Market Perceptions ◽  
Financial Transactions ◽  
Enterprise Community ◽  
Fine Tune

Since its inception in July 2008, EDA CapitalConnect (EDACC) has sought to address inefficiencies in the market for funding to social enterprises worldwide. To tackle these challenges, the company has developed an online platform that allows social enterprises and institutional funders to communicate with one another, initiate financial transactions, and analyze market trends. The platform seeks to increase deal flow and transparency in the social enterprise space by facilitating information dissemination and the exchange of funding offers between capital providers and seekers of all sizes. As the platform develops, the challenges of achieving financial sustainability and scale will require EDACC to continue to fine-tune its services to meet the evolving needs of the social enterprise community. EDACC’s experience in its nascency suggests that technology providers to microfinance institutions and social enterprises – particularly start up organizations – must pay close attention to the behavior of their target users, and modify their services based upon trends in usage and market perceptions.

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.

scholarly journals Bricolage in the marketing efforts of a social enterprise

2016 ◽  
Vol 18 (2) ◽  
pp. 176-196 ◽  
Author(s):  
Merie Joseph Kannampuzha ◽  
Mari Suoranta
Keyword(s):  
Social Enterprise ◽  
Resource Constraints ◽  
Early Stage ◽  
Entrepreneurship Education ◽  
Social Enterprises ◽  
Structured Interviews ◽  
Content Type ◽  
Creative Solutions ◽  
Start Ups ◽  
Resource Leveraging

Purpose The paper aims to understand how resource constraints are addressed in the development of a marketing strategy by a social enterprise. Design/methodology/approach The authors have used an in-depth case study of collaboration between a Finnish university and an Indian social enterprise as the methodology for the research in which the data were collected over a period of two years. The data involve semi-structured interviews, field notes and student reports. Findings The authors propose bricolage as a method of marketing ingenuity in resource-constrained social enterprises. Network bricolage and entrepreneurship education bricolage were identified as two mechanisms adopted to address resource constraints in the early stage of the development of a social enterprise. Further studies need to be conducted to test the applicability of network bricolage among a variety of small and medium-sized enterprises and start-ups. Bricolage could be explored in more detail as an alternative to resource leveraging to understand the marketing activities of social businesses in their initial stages. Research limitations/implications Network bricolage is a type of bricolage in which an entrepreneur utilizes existing personal and professional networks as a resource at hand. Although networking and resource leveraging imply that the founders of an organization pursue resources from previously unknown people, network bricolage involves already known contacts of the entrepreneur. Practical implications Another type of bricolage that observed by the authors was entrepreneurship education bricolage. A combination of students, business mentors and university resources such as faculty members was utilized as an ingenuity mechanism to develop creative solutions for a shortage of marketing resources. Originality/value The theoretical framework of entrepreneurial bricolage is applied in the context of the marketing of a social enterprise.

scholarly journals Social enterprise: Bridging the gap between the statutory and third sector

2019 ◽  
Vol 20 (2) ◽  
pp. 80-89 ◽  
Author(s):  
Elizabeth Mary Heyworth-Thomas ◽  
Rosalind Jones
Keyword(s):  
Social Enterprise ◽  
Third Sector ◽  
Social Enterprises ◽  
Future Research ◽  
Social Entrepreneurs ◽  
Support Provision ◽  
Vulnerable Communities ◽  
Start Up ◽  
Research Analysis

This article contributes to research of vulnerable communities and investigates the role of social enterprise created or saved from closure by social entrepreneurs affected personally by a life-changing event, in the context of stroke survival. Qualitative research is deployed to investigate the ways in which social enterprise supports survivors of stroke and their caregivers. Research analysis identifies start-up motives and challenges faced by social entrepreneurs and highlights how social enterprise can bridge the gap in support provision provided by the statutory and third sectors. Involvement in stroke clubs was found to be a key positive contributor to participants’ life after stroke. This study has found that those who become social entrepreneurs after a life-changing event exhibit altruistic behaviours, while engagement between these social enterprises and this vulnerable group created specific benefits for vulnerable individuals and their caregivers, highlighting the potential for social enterprise to bridge the gap between statutory and third sectors which is currently overlooked in existing policy provision. The article concludes by making detailed recommendations for future research in this context and for governments and policymakers.

scholarly journals Start Up and Sustainability: Marketisation and the Social Enterprise Investment Fund in England

2012 ◽  
Vol 41 (4) ◽  
pp. 733-749 ◽  
Author(s):  
KELLY HALL ◽  
PETE ALCOCK ◽  
ROSS MILLAR
Keyword(s):  
Social Enterprise ◽  
Qualitative Interviews ◽  
Third Sector ◽  
Social Enterprises ◽  
Investment Fund ◽  
Welfare Regimes ◽  
Start Up ◽  
The Social ◽  
Health And Social Care ◽  
Enterprise Investment

AbstractSince the end of the last century governments in many western welfare regimes have been keen to promote the marketisation of public service delivery. This requires changes in the supply of, and demand for, alternative providers in this market, and in particular for many governments this has included third sector providers. This article examines the attempt by the UK Labour government to promote the supply of social enterprises in the market for health and social care services in England, through the Social Enterprise Investment Fund (SEIF), introduced in 2007. The article reports on research evaluating the effectiveness of the SEIF, employing a ‘theories of change’ approach, drawing on a mix of administrative and survey data, qualitative interviews and case studies. The research found that although the SEIF had significant benefits in supporting the start up and growth of organisations, its contribution to their longer-term sustainability was more mixed as most were dependent on grants as a main source of income and were not in a position to compete for public sector contracts. This suggests that there may be limits to the role that public investment can play in such market making.

Social Enterprise in Developing Countries

2020 ◽  
pp. 144-158
Author(s):  
Monika Nova
Keyword(s):  
Qualitative Research ◽  
Developing Countries ◽  
Social Status ◽  
Professional Practice ◽  
Social Enterprise ◽  
Good Practice ◽  
Social Recognition ◽  
Self Determination ◽  
Start Up ◽  
Start Ups

The chapter is intended to share the author's experience with social enterprise and start-ups gained in the developing countries of Africa. Relying on her ample professional practice, the author believes that many a good idea can be translated into a successful social enterprise project. The chapter will therefore provide an example of good practice. Supported by an already accomplished qualitative research and many years of relevant practice, the author argues that social enterprise and start-up may lay the groundwork for social recognition, self-determination and improved living generally. The persons involved in such enterprise will also enhance their social status and become fully or partially independent of foreign developmental assistance.

El método Lean Startup. Cómo crear empresas de éxito utilizando la innovación continua de Eric Ries

2019 ◽  
Vol 1 (1) ◽  
pp. 83-88
Author(s):  
Ysmael Jesús Ayala Colqui
Keyword(s):  
A Priori ◽  
El Paso ◽  
Start Up ◽  
Start Ups ◽  
Lean Startup

Una start-up es definida como una empresa destinada solucionar problemas de maneras no obvias, donde el éxito no está garantizado de antemano y, solo en los casos de éxito efectivo, se adquiere un crecimiento rápido y significativo (Robehmed, 2013). Ejemplos clásicos de start-ups serían Facebook, Uber o AirBnB que, con comienzos modestos, pero con ideas innovadoras, se convirtieron con el paso del tiempo en empresas de ingresos millonarios. Una de las tantas preguntas al respecto sería la siguiente: ¿cómo lograr una start-up de éxito a sabiendas que el éxito no está garantizado a priori y, aún más, que la gran mayoría de estas fracasan?

Wer gewinnt den ‚War for Talent’: Konzerne oder Start-ups?

2015 ◽  
Vol 12 (4) ◽  
pp. 24-31 ◽  
Author(s):  
Rabea Laugemann ◽  
Christopher Buschow ◽  
Beate Schneider
Keyword(s):  
Start Up ◽  
Soziale Beziehungen ◽  
Start Ups ◽  
War For Talent

Im ‚War for Talent‘ konkurrieren heutzutage große Konzerne mit innovativen Start-ups um vielversprechenden Nachwuchs. Was bestimmt die Attraktivität von Arbeitgebern bei Medien- und Kommunikationsstudierenden? Diese Frage wird im Rahmen einer quantitativen Online-Befragung untersucht, vor allem im Hinblick darauf, ob Start-ups oder Konzerne als erste Arbeitgeber präferiert werden. Befragte, denen Prestige wichtig ist, bevorzugen eher Konzerne als Arbeitgeber. Wer Wert auf ein innovatives Arbeitsumfeld und soziale Beziehungen legt, entscheidet sich vermehrt für ein Start-up. Im Wettbewerb um die besten Köpfe sind damit junge Unternehmensgründungen inzwischen eine ernst zu nehmende Konkurrenz für Konzerne.

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