Session 4 - Social Innovation and Sustainable Entrepreneurship.pptx

Social innovation as a basis for sustainable

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2. Social Innovation as a basis for Sustainable Entrepreneurship (cont.). ii. Process (cont.).: What about the business canvas for social entrepreneurs? The business model canvas, as proposed by Osterwalder and Pigneur (2010), distills an organization's business model into nine interconnected components e customer value proposition, segments, customer relationships, channels, key resources, key activities, partners, costs and revenues. Social and environmental aspects deemphasised though in favour a profit-first motive
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2. Social Innovation as a basis for Sustainable Entrepreneurship (cont.). ii. Process (cont.).: Joyce and Paquin envisage a triple layered business canvas with reference to Nespresso
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2. Social Innovation as a basis for Sustainable Entrepreneurship (cont.). ii. Process (cont.).:
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2. Social Innovation as a basis for Sustainable Entrepreneurship (cont.). ii. Process (cont.).:
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2. Social Innovation as a basis for Sustainable Entrepreneurship (cont.). iii. Social enterprise: ‘any private activity conducted in the public interest, organised with an entrepreneurial strategy but whose main purpose is not the maximisation of profit but the attainment of certain economic and social goals, and which has a capacity of bringing innovative solutions to the problems of social exclusion and unemployment’ Ranges on a continuum from non- to for-profit with hybrid enterprise in the middle No separate legal identity in SA (unlike the Community Interest Company in the UK and social cooperatives in Europe)
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2. Social Innovation as a basis for Sustainable Entrepreneurship (cont.). iii. Social enterprise (cont.).:
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3. Impact
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3. Impact (cont.). Funding:
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3. Impact (cont.). Funding:
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3. Impact (cont.). Funding:
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3. Impact (cont.). Scalability: Measured in terms:
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3. Impact (cont.). Scalability: Impact assessment
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3. Impact (cont.). Scalability: Impact assessment
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4. Freeplay case study Questions: 1. Describe the social innovation underscoring ‘Freeplay’ with reference to Nussbaum and Max-Neef. 2. What ‘wicked problems’ might ‘Freeplay’ address? 3. How could you reconcile the social agenda underscoring ‘Freeplay’ with the commercial challenges of running a business? 4. What are the some of the challenges social entrepreneurs might face in running a social venture based on the ‘Freeplay’ experience? 5. Which industries would you apply Free Play’s underlying innovation/approach to in the future? Why?
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