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entrepreneurship theory process practice
Foundations Of Social Entrepreneurship Theory Practical Tools And Skills 1st Edition Tanja Collavo - Solutions
What are the marketing 7Ps and what are the benefts and risks of using this framework to develop the marketing mix?
What do segmentation and targeting mean? Why are these activities helpful?
Do you think that all the marketing of a social entrepreneurial organisation should be social? Why or why not?
What are marketing, social marketing, and digital marketing?
What are the advantages and disadvantages of relying on multiple funding streams?
What are the components of a social business model canvas and what should be included in each of them?
What are the characteristics of successful social business models?
What are examples of social business model archetypes?
What are the benefts of elaborating a social business model? And what are the potential issues?
What do you think should distinguish a social business model from a“traditional” business model?
6 Implementing a social entrepreneurial idea 163 Can segmentation register change?
5 What segmentation will be understood and accepted by the leaders of the social entrepreneurial organisation and/or by its key stakeholders?
4 What are the key needs, requirements, and preferences of segments within the target audience?
3 Which attitudes matter to the decision of the target audience of engaging with the organisation?
2 Which segments of the target audience drive fnancial sustainability and which ones drive impact?
1 What are we trying to do?
How will the proposition stand out compared to existing ones?
What social, environmental, and economic added value will it create? What problems will it solve?
How will the organisation realise its mission?
setting up a cooperative.
giving voice to marginalised groups;
eliminating barriers (e.g. income, psychological, physical);
favouring the formation of partnerships and pooling of resources;
offering social, training, and welfare services;
transforming waste into a new product or selling it;
selling new technological solutions (e.g. that allow carbon capture);
protecting something (e.g. environment, rights);
Refect on opportunities for social entrepreneurial organisations connected to digital marketing and on the importance of ethics when devising marketing strategies.
Acquire basic knowledge of marketing insights and tools that can be useful to connect with target benefciaries and gain resources and support from key stakeholders.
Understand how to build a social business model starting from the organisation’s mission.
Learn what a social business model is and why it matters.
6 What you would want more information on.
5 What the main assumptions made are
4 What does not convince you
3 What you think works well
2 If you believe in it or not
1 What you think the main purpose of that ToC is
Do all social entrepreneurial organisations have a ToC? Think about specifc examples to answer this question.
What are the main risks associated with building and having a ToC?
Why is it benefcial to build a ToC?
What are the main steps for developing a ToC?
What can a ToC tell you about an organisation?
What is a ToC and how can it be represented?
Can you think of any potential substitutes for a mission statement?
What are the main components of a mission statement?
Why is it helpful for social entrepreneurial organisations to write a mission statement?
What are the main benefts and limitations of Design Thinking, especially in relation to social entrepreneurship?
If you are/were a social entrepreneur or social entrepreneurial organisation, would you use Design Thinking? Why or why not? And if you would use it, when/for what purpose would you engage with this process?
What are its key phases, principles, and the skills you need to enact it?
How would you describe the process of Design Thinking?
Understand how to read and build a Theory of Change and why it matters
Appreciate what it takes to translate an idea into action and, in particular, the importance of having a mission statement
Learn about the main phases that constitute a Design Thinking process
Grasp the basics of Design Thinking as a process to develop ideas
What are the characteristics of a social entrepreneurial idea worth pursuing?
What is a PESTEL analysis and why is it helpful?
What tools can you use to run a competitive analysis and an analysis of the solutions’ landscape? And what is the main purpose of each of them?
What are the similarities and differences between a competitive analysis and an analysis of the solutions’ landscape?
What are the comparative benefts and disadvantages of a codebook and a mind map for gathering knowledge on a social or environmental issue?
What are codebooks and mind maps and how can you build them?
Why would you privilege just trying out an idea instead, without doing research prior to committing to it?
Why is it important to do research before developing a social entrepreneurial idea? What key insights do you need to gather?
5 Gathering feedback – What did the pilot achieve? Does the idea work or not?Who will provide feedback and how?
4 Developing an onboarding plan – who shall be part of the pilot? Who are the benefciaries and key stakeholders? How can they be convinced to join the pilot?
3 Gathering the necessary resources for the pilot – is the pilot a one-person job, or does it require putting together a small team? What are the minimum resources needed for the pilot to deliver its goal?
2 Setting up the length for the pilot – for how long should the pilot run to reach its conclusions? After how much time will it become too expensive or useless to keep investing in a pilot?
1 Establishing the goal and designing the pilot – what is the key learning objective to reach through the pilot (e.g. test benefciaries’ reactions, understand what it takes to build a product or service, check causality between two factors)?
3 The idea is feasible given the context.
2 The idea addresses an existing gap in the solutions’ landscape or leverages existing solutions that have proven to work well to expand the benefciaries reached.
1 The idea addresses the root causes of a social or environmental issue or plants the seeds for future self-sustained change.
5 How can the project be sustained fnancially?
4 Is it possible to get support from needed stakeholders?
3 How is this idea different or better from what is already happening or has been tried?
2 If it is, why does this issue exist?
1 Is the idea really addressing a social/environmental issue?
Learn techniques and tools to spot market gaps
Build mind maps individually and collectively
Appreciate the need to learn about best practice and existing solutions in order to maximise the chances of success
Understand the importance of knowing a problem before devising a solution
4 What did you learn from analysing the system?
3 What did you fnd most diffcult in analysing the system?
2 Are there some key feedback loops they are not tackling? If so, why do you think that is the case and what would you suggest?
1 Is there anything else that CI or the social entrepreneurial organisation you chose could be doing to affect the system?
4 Are the issues connected to microfnance providers something that you expect several social entrepreneurial organisations to grapple with? Why or why not?
3 What does the development of microfnance suggest about potential challenges and limitations of social entrepreneurial organisations and, in particular, social enterprises?
2 What role can other stakeholders in microfnance ecosystems play to support the generation of positive impact and the solution of existing challenges?
1 What can microfnance providers do to make sure they maximise their impact and/or minimise the risk of generating drawbacks?
If you look back at the past decade, in your own country, what were the greatest changes that took place and provoked a permanent alteration of a system? What or who triggered them?
Can you think of an example of a systems leader? Why do you consider them a systems leader?
What are the main characteristics of a systems leader?
When and how can systems thinking be applied in a social entrepreneurial organisation?
What are the benefts and limitations of systemic approaches (systems thinking and systems leadership)?
What are systems change, systems thinking, and systems leadership?
What could stakeholders of social entrepreneurship ecosystems do to help social entrepreneurial organisations overcome their main challenges?
What are the main challenges faced by social entrepreneurial organisations?
What are the main critiques against social entrepreneurship, and do you agree with them? Why or why not?
Are there achievements that were not mentioned that you believe can be claimed by social entrepreneurship?
What do you think are the main achievements of social entrepreneurship?Do you agree with those listed in the chapter or are you sceptical about them?
Learn the basics of systems change and of related concepts – systems analysis, systems thinking, and systems leadership – and why they matter for social entrepreneurship.
Become aware of the challenges that many social entrepreneurial organisations face.
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