BESR

• What is the definition of Social enterprise?


  Businesses that desire the creation of social over personal profit
• What does social entrepreneur means?

  Individuals who prioritize businesses activities.
• Social Enterprise

  • New types of businesses that desire the creation of social value over personal profit
• Social Entrepreneurs


  • Innovative individuals who prioritize their business activities' impact on social, cultural, and environmental problems
• What is the definition of Enhance Innovation

  • Enhances Creativity in solving problem
• Clear Social Goals

  • Prioritizes social mission over profit
  • Focuses on benefits to people and communities
  • Profit ensures financial sustainability
• Reinvestments


  Most profits are returned to the organization to support the social goal
• Monitoring and Learning


  • Measures success based on social impact, not based on profits
  • Programs that worked well are repeated and expanded
• Adaptable Roadmap


  Flexible based on cultural and political developments that impact people and markets
• The Challenge of Sustainability

  • Difficulty in Growth
  • Requires Focus
  • Maintaining the Business Aspect
• Difficulty in Growth


  • Does not simply cut costs if the solution will harm the environment or its employees
  • More balanced development of financial, natural, and human resources
• Requires Focus


  • Diversifying products can make an enterprise lose its focus
  • Consumers equate focus with being genuine to social aims
• Maintaining the Business Aspect


  • Must efficiently and effectively create, communicate, and deliver customer value
  • Must improve, reinvent, reposition
• • 17% of the total registered businesses in the Philippines are social enterprises
• Employees as Part of Decision-Making


  • Employee Involvement
  • Employees as Part of Decision-Making
• Employee Involvement

  • It refers to the extent employees participate in the decision-making of an enterprise
  • Members are contributing actively to the organization's growth
• Employees as Part of Decision-Making

  • Frontline employees have valuable skills, knowledge, expertise, and experience
  • They recognize problems that executives do not
  • They offer practical solutions
  • Complex problems often require multiple perspectives and multi-pronged approaches
• Business Beyond Profit Motivation


  • Views employees as participants rather than mere costs or variables
  • Develops human resources
• Benefits of Employee Involvement

  • Increases productivity
  • Raises morale and commitment
  • Develops healthier relationships
  • Enhances innovation
• Increases productivity


  • More involved, focused, and relaxed
  • Understands the importance of fulfilling their day-to-day tasks
  • Makes correct and accurate decisions
• Raises morale and commitment


  • Remain motivated when faced with challenging tasks
  • Develops a sense of ownership over business goals and objectives
• Develops healthier relationships


  • Seniors and juniors learn from each other
  • Fosters trust and understanding
  • Minimizes misunderstandings
• Enhances innovation


  • Enhances creativity in solving problems
  • Allows managers to foresee possible shifts
• Strategies in Employee Involvement

  • Gathering Feedback
  • Forming Committees for Participation
  • Setting Performance Targets
  • Collective Bargaining and Negotiation
• Gathering Feedback


  • Surveys employees to gather qualitative data about their opinions, ideas, and satisfaction levels
  • Maintaining a culture of open communication
• Forming Committees for Participation


  • Gathering employees from different departments to address a specific issue
  • Learning about a problem more deeply
• Setting Performance Targets


  Letting employees participate in deciding their performance targets, goals, and standards
• Collective Bargaining and Negotiation


  Giving employees the power to directly influence decisions, particularly on salaries, benefits, rights, and working conditions
• Similarities with Traditional Business

  • Use of business strategies to advance social goals
  • Developing products that can compete in the market
  • Improving market offering and presenting its value to the target market and beneficiaries
• Differences with Traditional Business

  • The social aims and organization becomes a significant component of the brand
  • Product development is linked with the nature of social enterprise itself
• Framework in Social Enterprise

  • Cross Compensation
  • Fee-for-Service
  • Employment and Skills Training
  • Market Intermediaries and Connector
  • Organizational Support
  • Cooperative
• Cross Compensation


  A group of customers pays for a product or service, and the profits from this group are used to fund the service for a marginalized or underserved group
• Fee-for-Service


  • Sells the social service directly to clients so that the enterprise will be self-sufficient
  • Common among museums, schools, hospitals, eco-tourism destinations
• Employment and Skills Training

  Provides opportunities for employment, livelihood, and skills training to its beneficiaries
• Market Intermediaries and Connector

  • Help bring products and services to the consumers
  • Help a particular group of suppliers reach their markets
• Organizational Support


  • Employs an independent support model to sell a product or service to an external market
  • Uses profit to fund social programs for the beneficiary
• Cooperative

  An independent organization of individuals who jointly owns an enterprise to satisfy their common financial, social, and cultural goals and aspirations
• Product Development in Social Enterprise

  • What is the Social Problem?
  • What are the solutions?
• What is the Social Problem?

  Who is suffering? What is the cause of their suffering? How many people are affected? Where are they located?
• What are the solutions?

  How can the enterprise alleviate the problem? How many will benefit? What costs will the solution incur? How will revenue be generated?