Social Entrepreneur Guide Book

8/8/2019 Social Entrepreneur Guide Book

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Planning to start a social enterprise?

Youth Social Enterprise Initiative (YSEI) hasdeveloped a guidebook dedicated to younginnovators who are equipped with great ideasand are intent on unleashing them to changethe world.

Its ull o inormation, tips and profles to helpyou choose your path, develop a plan andcreate impact.

STARTUPANDCHANGE

THEWORLD

Guidefor

Young

SocialEntrepreneurs

Published by: Youth Social Enterprise Initiative, a Global Knowledge Partnership ProgrammeSupported by: Swiss Agency or Development and Cooperation

www.ysei.org

www.globalknowledge.org

www.sdc.admin.ch

S. DEV APPANAH | SUNIT SHRESTHA

This work is licensed under the Creative Commons Attribution-Noncommercial-ShareAlike 3.0 Unported License. To view a copy o this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter to Creative Commons, 171 Second Street,Suite 300, San Francisco, Caliornia, 94105, USA.


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STARTUP AND CHANGE THE WORLD


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Ths gudebook was wrtten by Salendra Dev Appanah and Sunt Shrestha

o Youth Socal Enterprse Intatve (YSEI). We would lke to thank RahulNanwal or comng on board as a consultant to provde nput on varoussectons, partcularly those requrng a socal entrepreneural perspectve.We would also lke to thank the many people who so kndly and wllnglycontrbuted ther tme, thoughts and deas to make ths a realty so that youmght benet rom ther collectve wsdom.

Walter FustMchael ChertokAlexander WdmerSmon HealyMarjolane GalletYSEI Fellows 06-07Rahul Nanwal

Rnala Abdul RahmKwan LowAshok KhoslaAngela Kuga ThasRaj ThaparBruno BernardesPeerapond Chutsuntarakul

Wed lke to gve a specal thanks to our closest supporters who have beenby our sde throughout the process and have made crucal contrbutonsboth n terms o desgn and content mprovements. We wsh to thank theteam at ChangeFuson or ther contnuous support n our endeavors andthe team at Idea!s or addng ther splash o creatvty to the desgn o thsgudebook.

ACKNOWLEDGMENTS

ISBN 983-2588-10-8

Dev Appanah, S., Shrestha, S. (authors) (2007)Startup & Change the World.Gude or Young Socal Entrepreneurs

Ths work s lcensed under the Creatve Commons Attrbuton-Noncommercal-Share Alke 3.0 Unported Lcense. To vew a copy o ths lcense, vsthttp://creatvecommons.org/lcenses/by-nc-sa/3.0/ or send a letter to CreatveCommons, 171 Second Street, Sute 300, San Francsco, Calorna, 94105, USA.

Publshed by Youth Socal Enterprse Intatve (YSEI),Global Knowledge Partnershps Programme (GKP)Supported by: Swss Agency or Development and Cooperaton (SDC),

Ths publcaton s avalable rom:Youth Socal Enterprse Intatve (YSEI)444 Olympa Tha Tower, 22nd. Fl.,Ratchadaphsek Rd., Samsemnok,Huaykwang, Bangkok 10310 [email protected]

Global Knowledge Partnershp (GKP)Level 23, Tower 2, MNI Twns,11 Jalan Pnang, 50450 Kuala Lumpur, Malaysawww.globalknowledge.org

Desgn and Layout: Idea!s Creatves, Manla, Phlppnes


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vSTARTUP AND CHANGE THE WORLD

CONTENTS

Forewordby Walter Fust

Introducton

Ch. 1 In Search o MeanngWhat s Socal Entrepreneurshp?

Socal Technopreneurshp

Ch. 2 Changng WorldShockng Facts

The Future o CaptalsmFuture World Trends

Ch. 3 A Vable CareerYoung Innovators

Proles o Socal Entrepreneurs10 Success Trats

Ch. 4 Gettng StartedIdeas that work

Socal Venture Plan

Advce rom Ashok Khosla

Resources

Ch. 5 Beyond the PlanSettng up a teamBasc oce systems

Role o Mentors

Ch. 6 Fund AttractonKnow your Needs

Choose the Rght Pots o MoneyBe Unquely Relevant

Sustanablty Frst

Ch. 7 Socal CommuncatonUnderstandng your stake-holders

The Elevator PtchSocal Communcatons 2.0

Ch. 8 You are your NetworkUnquely Useul IdenttySchmoozng Rules

Network WeaverOpen Source Yoursel

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vSTARTUP AND CHANGE THE WORLD

We need a world osocalentrepreneurs to

brng about nnovatvesolutons or a betteruture n the world.I want to see themrockng all over theworld.

FOREWORD

Walter Fust,Drector-General o SDC

It s estmated that over a bllon people n the world do not have access to cleanand sae drnkng water. In South Arca, there s a very unque socal enterprsethat s addressng the challenge o access to clean and potable water n varouscommuntes. Led by socal entrepreneur Trevor F eld, Play Pumps Internatonal,s both a smple and revolutonary dea that brngs about a practcal soluton to avery complex problem.

A play pump s a chldrens merry-go-round that pumps clean and saedrnkng water rom a deep borehole to water tank, every tme chldren spn twhen they play. The tank s connected to a tap n the communty that provdea source o clean drnkng water. Not only s the play pump an ngenoussoluton rom an nventve perspectve, t also has a unque element o nancalsustanablty. An advertsement placed on the water tank connected to a PlayPump helps nance the nstallaton and mantenance o each pump, ultmatelymakng t a replcable soluton n other communtes.

I have always magned a world where the sprt o entrepreneuralsmtrumphs over bg and sluggsh bureaucraces to brng about a postve change nsocety. In ts true essence, entrepreneurshp s all about nnovaton and mpact.Entrepreneurs are oten hghly-drven ndvduals who have a deep passonto realze ther deas and solutons. They are very eectve at recognzng

opportuntes, moblzng resources, managng rsks, cratng compellngstrateges, and buldng strong busness models. The word socal, placed beoreentrepreneur, merely denotes a sht n msson rom tradtonal busnessentrepreneurs. Socal entrepreneurs, n contrast, am to create socal mpactnnovatvely whle stayng afoat n the marketplace.

We have to re-examne how we as human bengs operate n ths world. A radcalredenton o the roles o busness, non-prots and governments s requred.Contnung n ths trajectory s dentely not sustanable. I would lke to callupon the next generaton o busness and non-prots to take on ths challengeby transcendng to more sustanable models. Non-prots and socal enterprseshave to nd new ways o stayng afoat n the marketplace whle not sacrcngthe mpact they wsh to create. Busness, wll have to redene how t measuresprots and begn takng nto account the socal and envronmental costs tcreates n the world.

Startup & Change the World s born out o the shared experences o a smallgroup o young socal entrepreneurs that ormed Global Knowledge Partnershps(GKP) Youth Socal Enterprse Intatve (YSEI). YSEI was set n moton n 2005,and today delvers nancng and capacty buldng support to hgh-mpact youthsocal enterprses n developng regons. Ths book s an mperatve gude asyou begn your journey nto socal entrepreneurshp. It wll help you understandthe essental sklls every socal entrepreneur needs to realze ther dreams.These sklls are just as valuable n the socal sector as they are n busness. Ianythng, they are even more urgently needed.

Let ths gude be a passport to a more vable career path and the creaton o abetter uture.


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1


INTRODUCTION

The dea or ths gudebook arose rom the varous plannng sessons that tookplace pror to the mplementaton o Global Knowledge Partnershps program Youth Socal Enterprse Intatve (YSEI). The authors, who are also ounderso the program, saw the need or a gudebook that could serve as an ad oryoung and emergng socal entrepreneurs who wanted to start nnovatve andsustanable ventures.

In a world where only one out o every thousand nnovatons prospers, newventures or startups ace smlar prospects. Socal enterprses ace the addedweght o creatng blended values (socal, envronmental and economc)whle attemptng to stay afoat n markets drven solely by economc returns.Ths makes socal enterprses unattractve to tradtonal nvestors because othe promse o low returns on nvestment. As a result socal enterprses arecontnuously challenged to acheve ther msson whle havng access to almted amount o resources.

I youre one o the thousands o entrepreneurs who have great deas but areunable to turn them nto acton, consder ths manual a rough gude on startng

your own socal enterprse. We have broadly outlned all the common strateges,tactcs and elements nvolved n plannng your venture and gettng o theground. In addton, we have endeavored to brng clarty to the concept o socalentrepreneurshp and denty varous resources that mght become handy nyour exploratve journey.

Developng ths gude has changed the way we look at present-dayorganzatons. It s our rm bele that organzatons n the uture would embracea blended value approach. We hope ths gude would prove to be nsprng ando practcal use to you.

INTRODUCTION


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3CHAPTER ONE


In Burram, a provnce n the Northeast o Thaland, the heat and humdty keepthe pace slow. It s early on a Monday mornng and Nawee Nakwatchara, one othe ounders o Grassroots Innovaton Network (GIN), s runnng a workshop onthe use and benets o drp rrgaton or armers rom a neghborng communty.The armers attendng the workshop, generally walk n not expectng to learnmuch. A couple o sldes later, they are let awestruck by the results they wtnessrom other communtes that have utlzed smple low-cost solutons to overcomether agrcultural challenges.

Accordng to the UNDP, one o the hghest ncdence o poverty n Thalandorgnates rom the Northeastern regon. Most people lvng the Northeast oThaland are armers and or many years have been challenged by poor weatherand sol condtons. Through GINs workshops, Nawee s not only educatng agrowng number armers, hes also makng these smple agrcultural solutonsavalable to the communtes or mmedate applcaton. Farmers that areutlzng some o these solutons are reapng sgncant ncreases n the yeld other crop. Many o them have acheved overall ncome ncreases o up to threeto ve tmes rom the average.

All o us have a lttle bt o Nawee n us. We are constantly n search onspraton and meanng n our lves. As we grow older, we begn learnng thatle s more than work, money, power or prestge. Instead, t s about makng apostve derence n a world that lacks solutons to manage a wde spectrum ocomplex socal problems such as poverty, socal oppresson and envronmentaldegradaton.

Nawee s nether a socal actvst nor a socal bureaucrat. At 27, he s one o aew young socal entrepreneurs, dedcated to br ng about nnovatve solutons orspecc socal problems.

In Search of Meaning1

1


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What s Socal Entrepreneurshp?

Over the years, socal entrepreneurshp has been ganng momentum across theglobe. More and more o us desre to make a derence n the world we lve n.The emergence o ths new sector s sgncantly shtng the course o humandevelopment. Socal entrepreneurs save mllons o lves and make ths worlda saer place to lve n. They create nnovatve solutons to address socal andenvronmental problems.

The concept o socal entrepreneurshp s as mpressve as t s conusngto many. Most people understand t as a not-or-prot busness venturethat ether channels ts prots towards supportng socal ntatves orcreates job opportuntes or the poor. They are not wholly naccurate. Socal

entrepreneurshp nvolves even more; t ranges rom a wde varety o nnovatveapproaches to solve mpendng socal and envronmental problems, thus resultngn systemc, sustanable socal transormaton wthout regard or the resourcespresently n hand.

A recent paper by Roger Martn and Sally Osberg publshed n the StanordSocal Innovaton Revew helps brng ncreased clarty to the denton o socalentrepreneurshp. Beore embarkng on denng socal entrepreneurshp, theauthors begn by understandng the core characterstcs o entrepreneurshpsnce the word socal merely modes entrepreneurshp. Both authors come toconclude that socal entrepreneurshp s dened by the ollowng components:

ablty to orge a new, stable equlbrum that releases trapped potental orallevates the suerng o the targeted group, and through mtaton and thecreaton o a stable ecosystem around the new equlbrum ensurng a betteruture or the targeted group and even socety at large.

ablty to denty a stable but nherently unjust equlbrum that causes theexcluson, margnalzaton, or suerng o a segment o humanty that lacks thenancal means or poltcal clout to acheve any transormatve benet on tsown

ablty to denty an opportunty n ths unjust equlbrum, developng a socalvalue proposton, and brngng to bear nspraton, creatvty, drect acton,courage, and orttude, thereby challengng the stable states hegemony;

Proessor Gregory Dees rom the Fuqua School o Busness, Duke Unversty,

explans t best, In addton to nnovatve not-or-prot ventures, socalentrepreneurshp can nclude socal purpose busness ventures, such as or-protcommunty development banks, and hybrd organzatons mxng not-or-protand or-prot elements, such as homeless shelters that start busnesses to tranand employ ther resdents. The new language helps to broaden the playng eld.Socal entrepreneurs look or the most eectve methods o servng ther socalmssons.

Equpped wth powerul world-changng deas, socal entrepreneurs have createdIT-related jobs or the most desttute n Camboda; ntroduced electrcty to ruralcommuntes n Brazl; created low-cost cataract surgeres n Inda; developedsmple agrcultural technologes n Thaland; started banks to provde credt orthe poor n Bangladesh; and marketed ar trade coee. Lke a doctor who tres to

The graph above ndcates the spectrum socal enterprses tend to exst whle balancng thecreaton o socal/envronmental returns and economc returns


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nd the best cure or hs or her patents, socal entrepreneurs smply try to ndthe best possble solutons or the worlds problems - poverty, unemployment,lack o educaton, envronmental damage, etc.

Davd Bornsten, the author o the acclamed book, How to Change the World:Socal Entrepreneurs and the Power o New Ideas states the ollowng, Whatbusness entrepreneurs are to the economy, socal entrepreneurs are to socalchange. They are the drven, creatve ndvduals who queston the status quo,explot new opportuntes, reuse to gve up, and remake the world or thebetter. In the busness world, entrepreneurs are motvated by prots, whereas,socal entrepreneurs are motvated by ndng better ways to solve the problemsthat plague our socetes ther bottom-lne s lves.

Socal entrepreneurs are vsonares, lke artsts they have the ablty to vsualze

somethng that doesnt exst and they wll not stop tll they have realzedther dreams. Socal entrepreneurs are just as nnovatve and soluton-orentedas tradtonal entrepreneurs. They also buld brdges; develop a network orelatonshps and contacts. In addton, they have the ablty to communcatean nsprng vson n order to nfuence and motvate people around them -partners, team members, volunteers, etc.

One o the unque qualtes that socal entrepreneurs possess s the ablty tonfuence the bg pcture. Accordng to Bll Drayton, CEO, char and ounder oAshoka, Socal entrepreneurs are not content just to gve a sh or teach how tosh. They wll not rest untl they have revolutonzed the shng ndustry. Theyare the drven, creatve ndvduals who queston the status quo, explot newopportuntes and reuse to gve up.

Muhammed Yunus o Grameen bank challenged the percepton that poor peopleare not credt worthy and he created a bank that lends to the poor. And n theprocess he created a new way o lendng to the poor, whch today s popularlyknown as mcro-nance. Dr. Kuren not only revved the local mlk dary nGujarat but n the process revolutonzed the whole mlk ndustry and n a ewyears transormed Inda rom a mlk decent country to one o the top mlkproducers n the world.

Socal entrepreneurs are workng to solve socal problems but they are not justconcerned wth the problem n hand. They work to brng change to the socaldynamcs and systems that have created and mantaned the problem. Theywork as catalysts or socal transormaton; n the short term they wll createsmall changes n the system but these changes wll work as pressure ponts toeventually trgger and cascade larger socal transormaton n the longer term.Javed Abd has not only champoned the cause o dsabled people but he hasalso nfuenced natonal government polcy to nclude the dsabled wthn Indasnatonal census.

Socal Technopreneurshp

For the 3 bllon people n the world that lve on less than USD2 a day,nventons and gadgets such as the nternet, personal computer, -pod andpocket pc are rrelevant towards mprovng ther lves. Accordng to Paul Polak,ounder o Internatonal Development Enterprses an organzaton that createsdemand or aordable technologes to help the worlds poor, partcularlysubsstence armers; Nnety percent o the people who desgn thngs areaddressng the problems o the rchest 5 percent o people n the world.

Proessor Mchael Porter rom the Harvard Busness School argues thatInnovaton s the central ssue n economc prosperty, nnovaton andtechnology can help the poor as much as the rch. The Unted Natons annual

Human Development Report n 2001 whch studed the relatonshp betweentechnology and economc prosperty came to the concluson that poor peopleneed more nnovaton and access to technology, not less.

The relatonshp between technology and economc prosperty s strong.Technologcal nnovatons n plant-breedng gave brth to hgher-yeldng wheat,whch brought about the Green Revoluton n Inda and other parts o the worlddurng the 60s to stave o wdespread amne. Medcal nnovatons such asthe use o antbotcs and vaccnes have helped decrease the human mortaltyrates by savng lves. More recently, the wdespread use o normaton andcommuncaton technologes (ICTs) has helped the poor gan access to useulnormaton and knowledge such as up-to-date crop prces and eectveagrcultural technques whch have ultmately led to ncreased productvty andncome gans.

We have seen n the last 15 odd years that global markets, global technology,global deas and global soldarty can enrch the lves o people everywhere.However the challenge s to ensure that the benets are shared equtably orpeople - not just or prots. In the busness sectors, ICTs are helpng ecentcommuncaton, cost cuttng, mprovng resource allocaton processes andecently mplementng programs.

In the socal sectors ICTs are generatng new possbltes to attack problemso rural poverty, nequalty and envronmental degradaton. I ICT s ntegratednto socety and supported by polcy reorm, t can be part o the solutonor mprovng educaton, healthcare, envronmental protecton, governmentadmnstraton, and local economc development.

The quest or ICT4D started way back n early 1990s when the nancalcommunty and nvestors were gettng swept over by the dot com boom. The


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development proessonals became qute attracted wth the dea that normatonand communcatons technologes could enable poor natons to leaprog overmany slow, panul stages o socal and economc growth. The concept attractedenough attenton to earn tsel a catchy abbrevaton - ICT4D (Inormaton andCommuncatons Technologes or Development).

A lot o undng was suddenly made avalable to projects whch were tryng todo thngs rangng rom e-governance to reduce corrupton and vllage kosks toprovde local content. Suddenly there were computers, along wth the promseo a better le, shpped over to small vllages where there had never beenelectrcty or telephone, oten not even sae water. And almost everyone umedat the namous Bll Gates statement that medcnes and not computers are ouse to the worlds poorest people. Now, ater years o research and experence,a greater sense o realsm about the potental benets and dangers o ICT4D has

prevaled.

Today we have the hndsght to ask questons lke, how can nternet be useul topeople who cannot read or wrte? Does t make sense to provde computers tovllage schools where there are no teachers? Is access to technology nancallysustanable? Even vllagers do learn how to use the computer and get a webbrowser open, where wll they go? Whch meanngul stes wll they vst? Wheres the content? Is t local?

A clear example o an eectve ICT-based soluton s the ITC e-choupal ntatve.Whle many tradtonal telecentres operatng n rural communtes have acedmany challenges n tryng to acheve nancal sustanablty, the e-choupalshave tred to create value by not only provdng relevant and accurate cropnormaton (such as crop prces) to armers but also the opportunty to sellther produce drectly to large export companes. Wthn a ew months, thee-Choupals have broken even and are turnng a prot. The e-choupal utlzesthe nternet to eectvely address socal challenges whle beng nancallysustanable at the same tme.

The other successul example o usng ICTs s Camboda based DgtalDvde Data. DDD s a non-prot Non-Governmental Organzaton (NGO) thatdevelops sustanable and ntegrated educatonal and vocatonal opportuntesor dsadvantaged groups by provdng outsourced data servces, such asdgtalzaton o data, to busness and publc sector customers. They have a dualmsson, one that s ocused on provdng hgh qualty servces to ts customersand at the same tme acltate human development o ts employees. Allrevenues are channeled back nto the operaton n support o the socal mssonand to provde socal benets to ts sta. Employees receve above averagewages or a shorter than average workday (sx hours), as well as health benets,educaton and tranng opportuntes.

DDD s an nterestng model or the creaton o ICT-based employment andncome generaton opportuntes or dsadvantaged groups n developngcountres by settng up a non-prot and economcally sustanable ICT enterprse.

When t comes to ICT4D the ptalls are many, pctures o school chldren playngwth a computer, a Buddhst monk usng a moble phone, or trbal olks mentryng out a palm-top are qute attractve and they trap us nto belevng thatwe are xng the worlds lls wth thngs and gadgets. Though when appledcorrectly, ICTs-rom phones, rado and televson to computers and nternet-canalso lberate mllons o people rom gnorance, ll-health and unemployment.

A lot o ICT4D projects also suer rom the New Toy phenomenon. Theres overemphass on new normaton technologes n solaton rom theexstng ones lke telephone, rado. But companes lke VOXIVA ntegratng old

technologes wth new but never losng sght that at the end the technology hasto benet people by creatng value. Voxva deployed a web-based, real-tmedsease survellance system that doesnt requre all health acltes to have a PC.Instead, Voxva mplemented a PC-compatble soluton or the Mnstry o Healtho Peru that allowed health workers to use exstng nrastructure telephones andmoble phones to report ncdents o dsease.

Same language subttlng (SLS n short) poneered by Br j Kothar s also asuccessul example o how technology can be used nnovatvely. Brj hasnvented Same language subttles on popular songs to help early-lteratesmprove ther lteracy sklls. SLS subttles lm songs, whch are popular acrossInda, and bulds on peoples amlarty wth the lyrcs. Wth SLS, they can readthe words to ther avorte songs. Brj has ted up wth the Government andthrough the state televson centre the subttles wth the songs reach to 100mllon early lterates at almost zero extra cost.

Socal technopreneurs rom the Stanord Unversty to arms n Kenya areworkng on developng new nnovatons and applyng never-beore usedtechnologes to address challenges n a varety o development elds. Lke yourtypcal busness technopreneur rom Slcon Valley, socal technopreneursether nvent or ntegrate the use o technology to solve a problem. In addton,they establsh local manuacturng plants and marketng networks to stmulatedemand or ther nnovatons.


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CHAPTER TWO

Changing World2


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CHAPTER TWO

Im sure many o us wll certanly agree that as a group, we as humans havenever acheved so much wealth and prosperty n such a short perod o tme.At the same tme though, t must be sad that we have never aced so manycomplcated and challengng problems. Just to get an dea o what t s weretalkng about, the Copenhagen Consensus assesses and rates the bggestchallenges acng the world (ater narrowng down the number o developmentchallenges to just ten rom a bgger pool):

Although much o t s stll debatable, the queston remans, n tmes such asthese, why arent there eectve solutons or these problems? Do we not havethe resources or the people to take on these challenges?

Economcs has taught us that all humans make ratonal choces and decsons;and rom a utltaran perspectve we have been condtoned to engage nactvtes that maxmze on economc prot. I somethng has been labeleduneconomc, t s let unattended because t als to earn enough prot nterms o money. As a result, over tme the economc system that we operaten becomes skewed and ultmately als to yeld approprate solutons oremergng socal and envronmental problems such as poverty and polluton.Ths phenomena s what Thomas Homer-Dxon calls The Ingenuty Gap n hsbook. Smply put, an ngenuty gap arses when the amount o problems aroutnumbers the supply o eectve solutons.

Somewhere along the evoluton o ree-market captalsm, the world hasmanaged to create and leave unattended a wde array o problems whleachevng mpressve amounts o growth and development. Both globally andlocally, we vew and treat socal and envronmental degradaton as separate anddsconnected rom our busness and commercal actvtes. Ths lne o thoughtevokes a deep faw embedded n the way we do thngs.

In Captalsm and Freedom, Mlton Fredman, a strong advocate o lassez-arecaptalsm, stated there s one and only one socal responsblty o busnesstouse ts resources and engage n actvtes desgned to ncrease ts prots...To burden busness wth wder goals, he argued, was pure and unadulteratedsocalsm.

Unortunately, current approaches to captalsm have ht a plateau n ts eortsto buld economc value whle attemptng to address socal and envronmentalchallenges. Busness, n ths day and age, has had to come to grps wth ssuesaround sustanable development whle servng ts customers and buldng onshareholder value. Although more and more busnesses are adoptng socalprograms such as corporate socal responsblty (CSR) ntatves, theyre dongso only as ndependent actvtes outsde ther busness model, usually ntendedas exercses to boost ther corporate mage.

Wth a sgncant porton o our pursuts demandng purely economc returns,our response to solve the costly externaltes (what we now call socal andenvronmental challenges) has been skewed out o proporton. The soluton snot to contnue developng new regulatons and complcated socal ntatves,as they are both tme-consumng and neectve. Theren les the problem, ourunderstandng o value creaton has become obsolete.

The blended value proposton, poneered by Jed Emerson, s a nascent conceptthat can help shed some lght on the true nature o value creaton. Accordng toEmerson, there s a sgncant dsconnect n our current understandng o valuecreaton, where, or-prot organzatons are meant to create economc valuewhle non-prot organzatons create socal value. Unortunately, ths modelhas become rather anachronstc to cope wth the challenges o a more modernsocety.

Future o Captalsm


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CHAPTER TWO

Both or-prot and non-prot enttes create a wde array o values, beyondwhat ther legal structures denote. Busness creates a sgncant amount osocal value such as the creaton o jobs, payment o taxes, and delverngproducts and servces to ts customers. It also creates negatve mpact on theenvronment by generatng waste and polluton. At the same tme, non-protscreate a sgncant amount o economc value; n many countres, non-protsrepresent a sgncant amount o a countrys GDP.

Busnesses tradtonally judge ther own perormance aganst one bottom lne the nancal one. Increasngly, however, they are beng asked to consder howthey aect the envronment and ther communtes. The Trple Bottom Lne (TBL)s a relatvely new concept that allows companes and organzatons to measurether perormance based on the adopton o sustanablty or blended valuecreaton.

Benefts o the Triple Bottom Line (TBL)1. Reducng operatng costsEmployng nnovatve processes such as reducng energy use, ncreasngmanuacturng ecency, recyclng/reusng waste can result n sgncant costsavngs.

2. Improvng dentcaton and management o rskOrganzatons would be able to antcpate rsk and ensure legal complance byassessng ther envronmental and socal mpacts, and lstenng to the concernsand perceptons o sta, supplers, regulators and customers

3. Creatng value by mprovng reputaton and postve customer responseGood organzatonal perormance n relaton to envronmental and socal ssuescan buld reputaton whle poor perormance, when exposed, can damage brandvalue.

4. Increasng ablty to attract and retan employeesOrganzatons that are more socally responsble create healther workngenvronments, thus makng t easer to recrut and retan employees. Ths canhelp reduce recrutment and tranng costs too.

5. Increasng learnng and nnovatonOrganzatons that address envronmental and socal mpacts can dscover neworms o nnovaton that results n new markets and value creaton.

Socal and other hybrd enterprses are helpng shape the uture captalsm.They are pavng the way or a more holstc busness model that redenes theunderstandng o value creaton or one that maxmzes ther ull value potental,whle bearng n mnd t s a blend o economc, socal and envronmentalreturns.

15

STARUP AND CHANGE THE WORLD

CHAPTER TWO


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CHAPTER TWO

Future World Trends

Sr Ken Robnson mentoned once Nobody has a c lue what the worldwould look lke n 5 years tme and yet were meant to be educatng ort. The rate at whch the world s changng has become harder to grasp.Real change arrves very subtly, almost as an nvsble undercurrent thatdetermnes the drecton the world s headed. A couple o thngs arecertan though, ssues around creatvty and socal and envronmentaldevelopment would come to domnate. So here are some newdevelopments, some o whch are already underway, that could shapeour world n the uture.

1. Do-it-yoursel...DIYAnyone would be able to do anythng. We wont need to consult expertsanymore. All well need s access to the nternet whch s awash wthresources such as encyclopedas, blogs, orums, etc. The ocus wll shtrom groups to ndvduals who want to voce ther thoughts and deas onssues. Wth power o nfuence democratzed or the ndvdual, we wonthave to wat or busness or government to take acton. We can startspreadng our message and takng acton

2. Embracing diversityDue n part to rapd globalzaton and mgratory labour, we wll be lvngn a multethnc, multracal world o open borders. The mx o races,relgons and natonaltes would become a key asset or any countrysor organzatons economc and cultural vtalty. The more the dverstythe better. Some o the most developed and progressve ctes arecosmopoltan and are a meltng pot or a dverse group o people. The

common stereotype s that mmgrants lead to hgher crme and povertybut only the opposte s true. Immgrants buld on human captal,contrbute by payng taxes and ght poverty.

3. Liberated educationExstng educaton systems have mned our mnds just as the ndustreshave mned the earth. These systems have been bult wth the solepurpose o educatng people to t nto an ndustral world. We are ata dawn o a new age - the conceptual age, a tme when a personscreatvty and magnaton would domnate. Instead o a one-sze-ts-

all currcula, n the uture, chldren would be able to undergo taloredand specalzed educaton whch would not only sut ther nterests butsgncantly develop ther unque talents.

4. Global goes localGlobalzaton has made our world nto a global vllage. Whle wecontnue to vew the world as becomng one, we are also wtnessngthe re-emergence o many local denttes. As an example rom thetechnology end, only 10% o Asan youth are on Myspace, a popular so-cal networkng platorm. Ths does not mean that Asan youth are notembracng new orms o technologes and meda, nstead they preer to

get onto ther own localzed verson o Myspace - Mx, SHE, Badu, etc.From the soco-poltcal arena, the ntegraton o the European Unon hasmade t possble or local governments to bypass natonal nsttutonsand communcate and buld partnershps at a regonal and global level.

5. Be green and make greenBusness would have to redene ts reason o exstence rom purelymakng money to value creaton. Companes should exst to create valueor ts stakeholders and the creaton o prot enables them to contnuether servce to the world. Socal and envronmental elements wouldhave to be taken nto account as part o a companys bottom-lne norder to ensure long-term growth and sustanable development.


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A Viable Career3

Young InnovatorsIn developng regons, young people represent a sgncant share o thepopulaton almost hal o Asa s made up o young people, more than 40percent o Latn Amerca s under the age o 30 and approxmately 30 percento Arca conssts o young people. The role that young people play n a rapdlyglobalzng world s beng scrutnzed, because ther collectve decsonsdetermne the uture o manknd.

Young people are keen to oer resh problem-solvng deas to address socal andenvronmental challenges. However, ther eorts reman obscure and neectvebecause o ther lmted access to opportuntes. In addton, socety commonlyperceves young people as brash msts who belong to a consumerst, ast-oodand myopc culture.

Young people are trapped n a vcous crcle o not beng able to eectvelybrng about socal change as they are lmted to take on postons asvolunteers, nterns and communty servce workers. As a result, developmentas a proesson ranks much lower or young people than jonng the prvatesector or government. Beng assocated wth organzatons such as NGO andCSO are consdered uncool by ther peers and has negatve connotatonsas organzatons that are commonly known as rratonally radcal anduncompromsng.

Worse stll, jobs are badly pad. In Asa, where amly nfuence s stllparamount, t s extremely rare or amles to encourage ther chldren to jonthe development sector because o the lack o growth opportuntes, low payand lttle socal recognton that t oers. As a result capable young peoplebecome dsnterested n pursung development as a proesson.

Can the creatve energy o youth be productvely drected to supportdevelopment? The answer les wth young people embracng socalentrepreneurshp. Although stll consdered by many as an anomaly n the


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system, the movement o socal entrepreneurshp s sweepng the globeand ganng recognton as an nnovatve, hghly mpactng and sustanableapproach to acheve equtable and sustanable development objectves.The uture mpact o the movement les wth youth and t s to brngncreased eectveness and nnovaton to conventonal development, themost dynamc young people must embrace t.

Young people understand the concept o socal entrepreneurshp almostmmedately. They can easly relate to the engagement, passon andenergy (all part o youth DNA) that socal entrepreneurs commonlypossess. Successul socal entrepreneurs show what development

proessonalsm can mean. These people are passonate, dynamc, ecentand nnovatve, and eager to make a derence n the world. Repeatedly,they have proved that small thngs do matter and can become socallysgncant and worthwhle.

Socal entrepreneurshp has ts challenges as well. Im sure many o you atsome pont n le have had an dea or startng somethng totally new ormprovng somethng that already exsts. Im sure some o you mght haveactually tred to mplement your dea even though your rends and amlymust have thought you were crazy or gong ahead. Im sure very ew oyou are stll n the mdst o strvng to realze your dream because youbeleve that t works and wll change the world n some way or another.

Beng an entrepreneur s more than holdng a job. It s a state o mnd. No onecan be certan o whether they are entrepreneurs untl they become one andeven then uncertanty prevals. Socal entrepreneurs are even urther away downthe uncertanty path. They ace ar more challenges when mplementng therventures as opposed to tradtonal busness entrepreneurs. Socal entrepreneursusually work wth small amounts o captal to acheve ther organzatonsmsson and at the same tme have to try to stay afoat n the market.

Guy Kawasak, a seasoned Slcon Valley entrepreneur advses n hs book TheArt o the Start that there s only one queston that any entrepreneur should tryto answer beore startng a new venture:

Kawasak adds that entrepreneurs that are drven towards creatng meanngabove everythng else ultmately succeed over those that are drven bymoney, power or prestge. Creatng meanng s a very powerul motvator as tallows entrepreneurs to ocus on the ventures prmary reasons or exstence- mprovng lves and makng the world a better place. Wthout such goals,entrepreneurs can easly lose nterest n strvng to survve when the gong getstough.


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Dr. Govndappa Venkataswamy or as he s more amously known as Dr. V s the perectdenton o a socal entrepreneur, one whose dea s hghly nnovatve, mpactul andsustanable. Shortly ater graduatng rom medcal school, he developed rheumatodarthrts whch crppled hs hands. Instead o gvng up, he went on to become an eyesurgeon, traned hmsel how to hold a scalpel and eventually perormed more than100,000 cataract surgeres.

Startng out rom an 11-bed hosptal has gven rse to the Aravnd Eye Care System whchconssts o a network o hosptals, specalty clncs, tranng programs and a lens actory(Aurolab). The goal o the system s dedcated to makng medcal technology and healthcare servces accessble, aordable and nancally sel-sustanng.

The ncdence o cataracts blnd about 8 mllon people a year n Inda manly becausemany cannot aord the smple surgery to restore ther vson. The Aravnd systemnnovatvely provdes top-qualty eye care to a hgh number o patents to keep costsdown. Today, Aravnd s Indas largest provder o eye surgery, treatng more than1.4mllon patents a year. It remarkably provdes ree care to approxmately 66 percent

o those patents because ther costs are covered through revenue generated rom payngpatents.

Aurolab was a recent jont venture wth socal entrepreneur and compassonatecaptalst Davd Green. All o the surgeres perormed at Aravnd Eye Hosptal useproducts made through Aurolab. It manuactures aordable ntraocular lenses, spectaclelenses, optcal lenses, suture needles, cataract kts and hearng ads now used n morethan 120 countres around the world.

Davd notced that the number o surgeres the hosptal can perorm could be greatlyncreased the costs o the lenses were reduced. Ater dggng deeper and dscoverngthat the actual costs o manuacturng the lenses could be reduced to just $10.00 a par,he decded to pursue establshng Aurolab wth Dr.V to manuacture the lenses.

It s oten sad that the gt o le s sght. Dr. V and Davd Green have both proventhrough ther reslence that mracles can be manuactured and t s possble to eradcateneedless blndness.

Aravnd Eye Hosptal and Aurolab

Madura, Indawww.aravnd.orgMsson: Makng medcal technology and health care servcesaccesble, aordable and nancally sel-sustanng

Dr.Govindappa Venkataswamy (Dr. V) & David Green

Socal EntrepreneursThe social entrepreneurs profled in this section have created unique solutionsor problems that they have identifed in their local communities, nativecountries, and, sometimes in the world.

Have you noticed a terrible wrong which needs to be corrected?

The ollowing sections o this book attempts to guide you through the process otransorming your idea into an innovative solution and ultimately a social startupthat can create long-lasting impact.


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Not all nnovatons created to address socal, medcal and envronmental challenges haveto be hgh tech. At least Paul Meyer, the ounder o Voxva, thnks so. Beore venturngnto Voxva, Paul was nvolved n settng up the nrastructure to launch nternet servce npostwar Kosovo and also a Whte House speechwrter. Very smply, Voxva s a techcompany that helps montor dsease outbreaks and other health normaton. It has helpedocals n Arca track epdemcs by settng up an alert system n whch local healthocals can key n data on a phone whch s then ed nto a central database.

Voxvas databases collect normaton rom doctors n remote vllages and map t out so

health ocals can denty potental dsease outbreaks. Accordng to Paul, n the past thedocumentaton o trackng dsease outbreaks was done on paper and the dseases usuallyspread ast across an entre regon beore the health mnstry can respond to preventdeaths. Instead, the use o smple and low-cost technology lke cell phones has proved tobe a better soluton than settng up an nternet-based trackng and alert system.

How s normaton collected and dspersed n places where computers and sometmeselectrcty s ar behnd modern-day nrastructure? Health workers send ther ndngs bydalng a toll-ree number and enterng prearranged codes nto an automated voce menu.They can leave a voce mal wth normaton about patents condtons, or lsten to amessage wth the latest medcal advce and normaton.

Vkram Akula rst encountered poverty whle vstng relatves n Medhak, Inda. In 1998he returned to Inda and ounded SKS n one o the poorest parts o Inda - Medhak, Nal-gonda and Nzamabad Dstrcts o the Telangana regon o Andhra Pradesh, wth the ms-son o empowerng the poor to become sel-relant through a communty-owned bankngprogram that provdes poor women wth loans or both ncome-generatng actvtes aswell as or emergences.

Tradtonally, the poor nd t dcult to access credt as t commonly nvolves hgh nterestrates and the compulsory provson o collaterals. In many parts o rural Inda, the poorhave to borrow rom mands (rural money-lenders) who sometmes charge nterest rateson loans up to 1500 percent. As a result, the poor become locked n a vcous crcle o debtand have to resort to becomng bonded labor to pay o ther debt. SKS provdes small,low-nterest loans prmarly or emergences and ncome-generatng actvtes.

Recently, SKS ntroduced the Smart Card Project as an nnovatve approach to drastcallylower the costs o delverng nancal servces to the poor, partcularly those n remoteand solated areas. By brngng aordable bankng servces to the doorstep o the poor,SKS hopes to reduce the number o poor people n Inda whch amount to around 400mllon people today.

Paul MeyerVoxva

Washngton D.C. USAwww.voxva.net

Msson: Provdng practcal technologysolutons or montorng dsease outbreaks

SKS Indawww.sksnda.comMsson : Empowerng the poor to become sel-relant through aordable loans

Vikram Akula


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Walkng nto the oces o DDD, you nd people rom varous walks o le sttng nront o ther computers, busly workng away. DDD provdes job opportuntes or theunderprvleged and dsabled who are tradtonally excluded rom socety and moremportantly rom partcpatng n the tradtonal economy whch n Camboda has bleakgrowth prospects.

On vacaton to Camboda n November 2000, Jeremy Hockensten realzed that or apopulaton that s very eager to learn, there were very ew opportuntes or work. A yearlater, he returned to Camboda wth an dea o creatng a data entry company smlar tothose ound n other developng countres such as Inda, but employng the dsadvantaged

and dsabled.

Today, DDD s Cambodas bggest IT employer that promses to delver hgh-qualty data-entry servces to ts outsourcng customers whlst promsng to acltate the human devel-opment o ts employees through ar wages, health care, educaton, and career advance-ment opportuntes. As a result, the organzaton s able to generate more than enoughrevenue to cover ts costs whle achevng ts socal msson.

UNICEF estmates that there are around 800,000 street chldren n the urban areas oInda. Street chldren reman the ultmate testament o the ndecency o socety n whchnnocent chldren are let to end or themselves wthout any sort o protecton. Streetchldren have lttle or no access to basc rghts, shelter, amly tes, and are vulnerable tovarous knds o abuse.

Jeroo Bllmora was pursung a post-graduate course n socal work at the Tata Insttuteo Socal Scences (TISS) when she receved regular phone calls rom chldren at a nearbyralway staton, urgently askng or her help at random hours o the day. The dea orChld-lne arose as the soluton to provde a 24-hour toll-ree hotlne backed by an

extensve round-the-clock network o groups that can respond to provde emergency andsupport servces or the street chldren.

Chldlne s manned by the street chldren themselves as t contnues to spread across In-da. Untl recently, t has reached out to over 4.5 mllon chldren across the naton. Jerooplans to collaboratvely replcate the model n 158 ctes wthn the next ten years basedon her experence n Mumba.

Dgtal Dvde Data (DDD)Phnom Penh, Camboda

www.dgtaldvdedata.comMsson : Provdng IT jobs to the dsadvantaged and dsabled

Jeremy HockensteinChldlne Inda FoundatonMumba, Indawww.chldlnenda.org.n

Jeroo Billimoria


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KckStart, ormerly known as ApproTEC was ounded aganst the tradtonal vew that poorpeople needed charty. The ounders o ApproTEC, Nck Moon and Martn Fsher belevethat the poor are eager to mprove themselves and needed concrete opportuntes tobuld on ther entrepreneural abltes.

KckStart desgns and manuactures practcal technologes that help people work moreproductvely. Its technologes nclude manually operated mcro-rrgaton pumps andsunfower and sesame seed ol press. The company markets these technologes at

sgncantly low costs to local entrepreneurs so that t can be used to start new smallbusnesses and ncrease the productvty o exstng armers.

What s the mpact o KckStarts practcal technologes? Its latest research shows that35,000 new busnesses have been started wth the companys tools and 35 mllon dollarso annual prots and wages have been generated by local entrepreneurs n both Kenyaand Tanzana.

Dr. Vctora Hale s recognzed by many as a leadng soco-economc nnovator. Herorganzaton, One World Health, s the rst ever non-prot pharmaceutcal company thatdevelops drugs or neglected dseases o the poor world.

Dr. Hale wanted people n developng countres who were suerng rom varous tropcaldseases to gan access to low cost, sae and eectve medcnes. Most o the newmedcnes or tropcal dseases dd not exst because establshed pharmaceutcalcompanes dd not nd t protable to produce them.

Utlzng a unque busness model, Dr. Hale has led an eort to buld a pharmaceutcalcompany that would cater towards global need nstead o nancal return. As a resultvarous new therapes or tropcal dseases such as malara, darrhea, and schstosomassare beng developed.

Nick Moon & Martin FisherKckStart (ormerly known as ApproTEC)

Narob, Kenyawww.kckstart.org

Msson : Develop and promote the use o practcal technologes by grassrootsentrepreneurs to run protable small scale enterprses

One World HealthSan Francsco, USAwww.oneworldhealth.orgMsson : Development o pharmaceutcals or the developng world

Dr. Victoria Hale


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Ashok Khosla s known or expermentng wth nnovatve deas and actons that haveoten been thought o as unashonable and unconventonal. In 1972, he became theoundng drector o Indas rst envronmental agency and was a poneer n the desgnand mplementaton o the basc structures requred to ntegrate the envronment wth adevelopng economy.

10 years later, he ounded Development Alternatves-a non prot Indan agency that dealswth urtherng sustanable development and the envronment wthn rural areas. Here,he successully exploted commercally vable technologes and set up a range o projects,rom vllage power plants that use rural agrcultural waste as uel to mn actores thatrecycle paper and local enterprses that make low-cost roong tles.

Development Alternatves has set up a mn enterprse system to create jobs n the ruralcommunty. By ntegratng nnovatve deas, ICTs and management support systems,they have been able to acheve nancal, socal and envronmental sustanablty n these

once undeveloped areas. These development programs have allowed the rural poor tostand on ther own eet and rase ther standard o lvng as well as the qualty o therenvronment.

Khoslas masterstroke les n nvolvng the government, to buld partnershps that last andrural programs that endure. Hs work has had a rpple eect, and has not been lmted toInda. He has gven tme to envronmental causes on a global scale, by playng an actverole n envronmental organzatons lke the WWF, IUCN, IISD, champonng the wdespreaduse o envronmentally sustanable development. Wth, age posng no barrer, Khoslastll actvely pursues envronmental ssues and s currently workng on TARAhaat.com, anInternet portal or Rural Inda.

When Trevor Feld retred as an advertsng executve, he teamed up wth an nventor,named Ronne Stuver, to come up wth the concept o a play pump. Ronne, who wasknown or drllng boreholes or wells n South Arca, practcally mplemented Trevorsnnovatve way to tackle South Arcas water woes.

A play pump s a chldrens merry-go-round that pumps clean, sae drnkng water roma deep borehole to a hgh level water tank, every tme chldren start to spn t. Ths tanks connected to taps n the communty to provde a source o clean, cold drnkng water.Play pumps are cheap and easy to nstall and are a better means o supplyng and storngwater than the ormer expedton that people would take to obtan t. Nearly 700 Playpumps have been nstalled n South Arca and they are true examples o an nnovatvenstrument that s Serous Fun-gvng the chldren an outlet or ther energy, whleprovdng sae water to more than a mllon people lvng n rural communtes.

In hs true ad-man style, Felds next dea was to use the play pumps water towers asmakesht bllboards, sellng ad space to help pay or the upkeep. The advertsements areoten trggered at creatng awareness n the youth, and Trevor n partcular, has reserveda spot or the natonal loveLe campagn, whch helps educate chldren about HIV andAIDS.

Stll, over 1 bllon people do not have access to clean water. Furthermore, drnkngunsae water takes the lves o 6,000 people daly, and s responsble or 80 percent o allsckness n the world. Trevor now ams to expand hs play pump dea to encompass moreArcan countres, n an attempt to try and eradcate water scarcty.

Development Alternatveswww.devalt.org

Ashok Khosla Playpumps InternatonalSouth Arcawww.playpumps.org

Trevor Field


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Meal Exchange s an nnovatve socal enterprse that began 13 years ago, whle tsounder Rahul Raj was stll attendng unversty. He recognzed that hunger n Canada wasa serous problem that had to be addressed. Currently, there are 5.5 mllon Canadans atrsk o hunger and 19 percent o Canadas populaton lves below the poverty lne.

Meal Exchange allows students to transer unused meal plan ponts nto groceres, whchcan then be delvered to local communty organzatons and ood banks. The dea o MealExchange came about when Rahul realzed that he, lke many other unversty students,had money let on hs unversty meal card at the end o the school year.

Meal Exchange s run based on a ranchse concept, where each campus runs a MealExchange Chapter. Today, up to 45 post-secondary and 5 secondary educatonalnsttutons across Canada hosts a Meal Exchange program. It s estmated that n the year2003 alone, over $260,000 worth o ood was donated to communty organzatons.

Rahul Raj s currently n the process o creatng a socal change practce or a leadngmarketng and brandng rm n Toronto. He now ntends on nfuencng governments,busnesses and NGOs to partcpate and contrbute to protable socal causes n bothCanada and lesser developed countres.

Jenner Correro s a lvng example o the youth-quake that shook busness to ts coren the last ve years. Whle stll a hgh-school student, she mastered the sklls o theInternet and has snce become one o the leadng proponents o youth nvolvement n theonlne world. A ew years later, she co-ounded TakngITGlobal, a non-prot socal venturethat connects and supports many young, asprng socal entrepreneurs.TakngITGlobal.org s an onlne communty that connects young people to nd nspraton,access normaton, get nvolved, and take acton n ther local and global communtes.TakngITGlobal tres to create a sense o sel-bele n the youth, by showng them how to

make a derence n the world they lve n. It s currently the worlds most popular onlnecommunty or young change-makers and has over 115,000 members across 200 coun-tres.

TakngITGlobal encourages the youth to express themselves by means o a blog or ashort prole. In ths way, young people rom all over the world become cognzant o thederent problems plagung our socety. Ths orm o expresson also consoles the youthn that they are not the sole wagers o a war aganst the destructon o the world.

Jenner has also made some valuable contrbutons as an ambassador or the CanadanFoundaton or AIDS Research and as a poneer n the ICT4D ndustry or socalentrepreneurshp. She s currently organzng the Youth Employment Summt wth thententon o provdng jobs to youth who are keen to shape the uture (young socalentrepreneurs).

Meal Exchange(ounded n 1993) Canadawww.mealexchange.com

Rahul Raj

Young Socal Entrepreneurs Young Socal Entrepreneurs

TakngITGlobalCanadawww.takngtglobal.com

Jennier Corriero

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In the year 2000, ater graduatng rom the Insttute o Rural Management, Anand, (IRMA),Rahul co-ounded MITRA, a non-prot socal venture, wth 2 o hs batch mates. MITRAocuses on promotng volunteerng n Inda, and s the fagshp o the Volunteerprogram.

Volunteer s a volunteerng platorm that connects and recruts volunteers and presentsthem wth the opportunty to provde ther servces both n Inda and abroad. Volunteers Indas largest e-volunteerng program and has placed over 1600 volunteers. It s alsothe sole overseas volunteerng program n Inda and currently places an average o 120volunteers a month.

Volunteer s not an onlne communty servce and s n act a long-term volunteerngservce that unds selected volunteers to help out n depressed areas or a mnmumo 2 years. In an attempt to gve back to the communty, volunteer hopes to create avolunteerng movement where Indans take charge o ther countrys destny and buld astronger, more vbrant and more developed Inda.

Rahul s the man reason behnd wdespread volunteerng n Inda and s the Indanponeer o overseas volunteerng programs. Rahul s an engneer and also has an MBAto hs credt. He makes extensve use o ICTs n all hs socal ventures and oten denesthem about the ICT tsel. But what makes hm so well rounded s the act that he s aspecalst n networkng, thereby makng hm a ormdable young socal entrepreneur.

Sombats search or other pursuts began when he became rustrated by the act thatevery actvty n school seemed to depend only on achevng good grades. He was nevera top student and was even stopped rom pursung a unversty educaton because o thelmted spots avalable. But, Sombat had developed a lkng to theatre and whle n hsteens, co-ounded a theatre company called MAGThe Mrror Arts Group.

In February 1999, Sombat and hs organzaton moved to a rural part o northern Thalandto try and acheve a practcal means o refectng the problems n ther socety. He gearedthe theatre company to concentrate ts eorts towards socetal change, n the hope oyeldng long lastng and ar reachng results. Ater workng wth the local schools orsome tme, Sombat realzed that one o ther major decences was the short supplyo books. Captalzng on the ncreasng access to the Internet n Thaland, he created awebste (www.thebangkok.com) to solct book donatons rom Internet users. Wth over120,000 book donatons, the communty has been made to buld a warehouse or them!

Sombat has also created an educatonal system and a prototype school that knocksdown the barrers between derent parts o the communty and uses the nternet tomplement a varety o nnovatve teachng approaches. The system lnks the nterests ochldren, teachers, and parents and enables everyone to partcpate n the educatonalprocess. The school has been connected to the wred world and engages students atall levels, and not just the hgh-perormers. Sombat has used the nternet to addressthe socal needs o the communty by creatng both an onlne petton, requestng thegovernment to provde the hll trbes wth a Tha ctzenshp and to overcome the regonalpoverty by usng a web-ste to sell the rurally produced handcrats such as beads,embrodered bags on local, natonal and global markets.

MAG s now a non-prot organzaton that undertakes projects to help people, n the ruralareas o northern Thaland, to make a better le or themselves whle stll retanng thercultural denttes. It s recognzed by the Unted Natons Conventon as an outstandngyouth organzaton and has been apponted as a centre or chldrens rghts n thenorthern regon o Thaland.

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Rahul NainwalMITRA Technology Foundaton

www.vonda.com

Mrror Arts Group (MAG)(ounded n 1998)Thalandwww.bannok.com

Sombat Boongamanong



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Nawee Nakwatchara, one o the ounders o Grassroots Innovaton Network (GIN),s runnng a workshop on the use and benets o drp rrgaton or armers rom aneghborng communty. The armers attendng the workshop, generally walk n notexpectng to learn much. A couple o sldes later, they are let awestruck by the resultsthey wtness rom other communtes that have utlzed smple low-cost solutons toovercome ther agrcultural challenges.

Accordng to the UNDP, one o the hghest ncdence o poverty n Thaland orgnatesrom the Northeastern regon. Most people lvng n the Northeast o Thaland are armers

and or many years have been challenged by poor weather and sol condtons. ThroughGINs workshops, Nawee s not only educatng a growng number o armers, hes alsomakng these smple agrcultural solutons avalable to the communtes or mmedateapplcaton.

Farmers utlzng some o these solutons are reapng sgncant ncreases n the yeldo ther crop. In the past, the annual average ncome o armers n the regon wasapproxmately USD 160. Today, those who have joned GIN are earnng up to USD 200monthly based on sales o excess crops.

Grassroots Innovaton Network (GIN)Thalandwww.chaobaan.net

Marielle Punzalan Nadal

Marelle, wth lke-mnded rends Bernce de Leon, Dan Matutna, Dang Serng and RheaAlarcon, sees a great need to mprove communcaton tools and strateges n the non-prot sector. Together they ormed Idea!s - a communcatons and desgn organzaton ornon-prots, oundatons, and development agences. As a socal enterprse, Idea!s has a

unque busness model that supports and subsdzes projects crated to the needs andcapactes o non-prots whle mantanng qualty o servce.

Based n the Phlppnes, Idea!s provdes communcaton consultancy servces, conductsneeds assessments, and develops communcaton plans and creatve meda solutons.Idea!s beleves that eectve and creatve communcatons wll drve the messages andadvocaces o non-prots to the heart o ts target communtes, rase awareness, andattract and rase more unds. In short, better communcatons can holstcally mprove thempact and productvty o non-prots.

Idea!s organzes the seres Desgn to Make A Derence, a venue or young desgners(whether n elds o the arts, graphc desgn, archtecture, photography or ndustraldesgn) to share ther works and deas among other desgners, and possbly networkand collaborate on projects that wll hopeully result n postve change. It wll serve as aplatorm or deas, nspraton and acton, encouragng a culture o creatvty that ams orsocal mpact.

Idea!sPhlppnes

www.deals-creatves.com

Nawee Nakwatchara



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Brnda Ayer s developng a sustanable hortculture model through partcpatvemplementaton and s amng to mprove the overall school enrolment and chld healthn Inda wth her ntatve, School and Communty Hortculture Enterprse (SCHE). Inconjuncton wth the establshed mdday meal program at a school n Karnakata, SCHE sworkng to make ths meal avalable through communty-based hortculture boostng notonly the meals nutrtonal value but also the communtys sel relance.

Brndas approach works by drectly engagng the communtes and mother groups,thus reducng ther dependence on external market orces, to acheve ts objectves oschool enrolment, socal equalty and mprovement o chldrens health. In addton toprovdng capacty buldng and sklls development to the communty, SCHE proposes todevelop low cost nnovatve technologes such as poly-houses, green houses made opolystyrene sheets wth roo top ranwater harvestng and drp rrgaton system wherecrops, vegetables and fowers can be grown n a controlled, pest ree and scentcallymontored envronment.

SCHEs partcpatve mplementaton model ams to oster lastng socal value change andcreate an equtable socety. By empowerng local communtes and developng ther sklls,SCHE s ncreasng economc and socal opportuntes.

School and Communty Hortculture EnterprseInda

Salah Uddin

Salah Uddn, ounder o XayanIT, s mprovng development, reducng bran dran andaddressng the countrys hgh unemployment rate by educatng Bangladesh youth nthe eld o Inormaton and Communcaton Technology. XayanIT provdes mentorshps,employment and tranng n ICT ocusng on web programmng, admnstraton andsotware development or youth.

XayanIT concentrates on outsourcng contracts rom small and medum busness clents,who make up the majorty o the market. Ths past year, XayanIT has worked wth threenternatonal and three natonal contracts. XayanITs man partner, Dhaka UnverstyAlumn Assocaton, provdes the enterprse wth both nterns and domestc job contracts.Snce last year XayanIT has provded employment to 20 graduates and sklls developmenttranng to 50 students.

As a or-prot wth socal mandate enterprse, XayantIT s seekng to generate morerevenue to contrbute to poverty reducton n Bangladesh.

XayanITBangaladesh

www.xayant.com

Brinda Ayer


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Fasal, ounder o Padma, s mprovng access to knowledge on sustanable resourcesmanagement and lvelhoods securty by creatng an Agrcultural Knowledge ManagementSystem (AKMS) or margnalzed rural armng communtes. Fasal proposes AKMS canclose the know-do gap through ts nteractve knowledge brokerng strategy whch releson strong lnkages wth varous agrcultural actors that enable armers at the grassrootslevel to share normaton wth natonal and global expertse. The knowledge provded stalored to local armers partcular needs n an understandable local language.

Padma enables armers to overcome the barrer o accessng Inormaton andCommuncaton Technologes and thus opens a channel o communcaton at a local,natonal and nternatonal level. Ths s the best way to provde the rght normaton, tothe rght person, at the rght tme. Inormaton and Communcaton Technologes acltatethe dssemnaton o knowledge to the wder communty wth the advantage o bengcost-eectve.

Currently, armers o 15 vllages have been enrolled n the program, representngapproxmately 15,000 households.

Addtonally, Padma s promotng economc empowerment o women through capactybuldng. Padma oers tranng to groups o educated and less educated women whodont have access to IT or Knowledge Management systems. Besdes the prospect o abetter occupaton, the program ams to rase women awareness or ther undamentaland basc rghts.

PadmaBangladesh

Addressng ssues o youth unemployment and poverty n the Phllpnes, Audrey Codera,ounder o YouthWorks, s usng her expertse to encourage grassroots young peopleand women to make ther lves better through entrepreneurshp. As a project that beganwth provdng start-up captal to three underprvleged youth, YouthWorks s now amcronance nsttuton that provdes very low nterest credts wthout collateral to youth.The organzaton also provdes normaton, deas, tranng, materals, research, toolktsand other capacty-buldng actvtes to ts loan recpents through the use o Inormatonand Communcaton Technologes. Audrey beleves that ths s the rst step n osterng

responsblty, thrst or knowledge, nnovaton and a desre to contrbute to socety.

Ths program was successully ploted n Nanpndan and Cebu and ams to create a rppleeect n other communtes. By September 2007, YouthWorks plans to reach out to 50entrepreneurs, youth or women. Currently, 12 loans have already been oered.

YouthworksPhlppnes


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Md. Faisal IslamAudrey Codera


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Rajs ntatve, SOLs 24/7, s provdng Tmor-Lestes underprvleged youth wth holstcle-sklls educaton, enablng them to become responsble, dynamc, dscplned andsocally conscous ctzens.

Rajs educaton model, whch was poneered n Camboda and can easly be replcatedn ctes across Tmor-Leste, s based on an educaton program ocusng on academcsklls, leadershp, character buldng sklls and lessons on socal conscousness. Academcsklls consst o tranng n Englsh, entrepreneurshp, busness, marketng, accountng,management and basc computer usage. Wth sot-sklls ocusng on capacty-buldng,

students are ncreasng ther condence and dscplne. Socal conscousness lessonshghlght ssues on HIV, domestc volence, drug abuse, envronment and relgoustolerance and encourage students to partcpate n communty servces.

Wth ths 24-month educatonal program, Raj s able to empower uture leaders o thecountry and reduce Tmor-Lestes Dependence on external assstance.

SOLS 24/7Tmor-Leste

Jaspal Shakya, workng wth the Communty Frendly Movement (CFM), doesnt ntendto ght the system but work wth t to nduce changes. By sellng qualty handmadeproducts at compettve prces n a vrtual market place and by reducng the number ontermedares, CFM s mprovng the lvelhoods o rural artsan communtes n Inda.CFM uses exstng technologes such as Google or eBay to create a dstrbuton system.In addton to that, CFM has developed ts vrtual market place, Shop2Change, exhbtng

products ranged rom bags, notebooks, to wooden or metal bangles. CFM also decdedto extend the concept o tppng by creatng Tp2Change. Customers have the possbltyto leave a certan amount o money when buyng a product. Ths money goes drectly tothe worker who was nvolved n the producton process. The onlne store s n ts testngphase and they are hopng to launch t n May-June 2007.

From the ntal 6 artsan communtes n md-2006, CFM has expanded to 15 communtesrepresentng 870 people based n the regons o Rajasthan, Gujarat, Uttar Pradesh, Delh,etc. In May 2005, CFM started a monthly newsletter Toran to send updates to tsmembers.

Started wth the ad o a seed grant rom the Ford Foundaton n 2005, CFM nowcollaborates wth YSEI, Hvos, Reuters, Congo, Far Trade Federaton and Co-op Amerca.In 2005, CFM was selected by the World Bank as one o the our nnovatve projects romacross the globe usng ICT and youth to make a presentaton at the UN 60th Annversarycelebraton n Washngton, D.C

Communty Frendly MovementInda


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Jaspal ShakyaRaj Ridvan Singh


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10 Success Traits


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Getting Started4

IDEAS THAT WORKNot every dea that comes to you s capable o makng a derence. Most deasare short-lved. O the deas that are good, only a handul s nurtured ntosomethng worthwhle.

Most o us dont know what to do wth an dea, others who do know, presumethat the stakes are too hgh and thereore cant waste ther tme and money toollow the dream to completon. Its one thng to have a great dea but t takesa lot o courage, determnaton and perseverance to take that dea to ts logcalend.

Thats where the entrepreneurs come n; they have an dea that they beleven, they should be wllng to ace any constrant, any challenge and any numbero alures to turn t nto a successul venture.

Entrepreneurs work on the prncples o lateral thnkng and have a structuredmethodology to acheve what they seek. The dea may be born out o some

random thought, but the evoluton o the dea nto a venture plan takes placeonly when gven a structured thought process rom start to end.

Ideas come rom breakng down the barrers o the thought process that resstchange, by explorng new ground and by takng the mnd to dzzyng heghts,rom where everythng looks small and clear. They come rom lstenng,observng, contemplatng, and debatng contnuously.

Tom Peters once sad, Innovaton comes rom angry and drven people. Thesocal nnovator s a dssatsed soul, mpatent or change, who nstead opassng opnons about ssues, gets up and tres to do somethng.

Innovatve problem solvng, speccally the ablty to brdge creatve deas nto


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realty s an rreplaceable task o socal entrepreneurs. Other processes suchas project plannng and organzng can be let partly or managers and teammembers. Generatng nnovatve deas to solve the problem s your unque task;although there s no one rght way to solve any partcular problem, t s moremportant to apply a systematc thought process o how to solve the problemnnovatvely.

As you generate deas, wrte them down. What you dream can be the key to agreat change, so try to do some wshul thnkng on these structured lnes:What s the thng that you want to mprove/change?Why should t be mproved? - Who wll benet rom the mprovement?What s wrong wth t at the present tme?Why wll you succeed where others have aled?How do you propose to mprove t?

Do you have the know-how to do the work requred to mprove t?I not, can you get help? Who can help you?Could t be combned wth somethng else?Can we develop partnershps around t?

One technque that s used to generate deas and test the ones you already haves branstormng. The prncple o branstormng s smple : two heads are betterthen one.

There are two knds o branstormng structured and unstructured.

Unstructured branstormng can prove useul when ater workng on your projector a long tme, you need to unwnd or take a derent perspectve to assess thedrecton o ts progress. Ths comes n handy when your mnd seems to be gongaround n crcles and you need some help to break the monotony. Use t wthdscreton though, because t could soon become a gossp sesson and then youwont derve anythng measurable out o t.

Structured branstormng however, s a more productve, eectve and useultool. It nvolves a group o people takng part n branstormng sessons, desgnedto acheve a partcular purpose. These sessons help generate deas to solvea partcular problem or test the easblty o a current dea. It s here, wherecreatvty s nspred and channeled.

Assgn a moderator n the group, someone who can keep order and gvedrecton. Keep the atmosphere ree and normal, so no one eels cramped.Encourage people to say what they want, wthout the ear o crtcsm andarrange or a relable ndvdual to take notes durng the meetng. Beore abranstormng sesson lay down the ollowng ground rules:Rule 1: Those nvolved cannot crtcze the deas o othersRule 2: Wld suggestons are welcome. The crazer, the better

Rule 3: Everyone needs to contrbute to the branstormng sesson- greaterpartcpaton, yelds more deas..

It s the responsblty o the group leader to make sure that these rules areboth understood and mplemented by all present. Branstormng should be keptsmple and specc; gvng people more than one topc or problem to thnk o sboth conusng and unproductve.

Another way o develop bg deas s to borrow them. Entrepreneurshp s notonly about concevng revolutonary deas that change the world, but also aboutmprovng exstng condtons. Open the foodgates o opportunty, by talkng topeople around you and keepng your eyes open. I youre lucky, you may soonbe workng on an entrely derent socal venture.

So once you have an dea, try to ollow a systematc pattern o thought whchcan lead you to an eectve plan. Remember, the dea s the spne o the wholeeort and t has to nvolve both the benecares and the donors to make tsuccessul. To ensure maxmum partcpaton:

Descrbe the dea clearly:

Thnk about your dea and run t through people who you thnk have expertse nthe area. Make an appontment to meet these people and try to bounce t acrossto them. I you obtan a good response and nd that these people are largelyn agreement wth t, waste no tme n startng your socal venture. I however,people do not agree wth your dea, try to reanalyze the concept and rerame tusng the eedback that you have obtaned. Ths wll make your dea more ntune wth the percepton and understandng o the socety where t wll be putnto practce, provdng ts ready acceptance and support.

Explan why ths s such a great dea:

The dea has to be supported by strong acts and gures and should look wellresearched, so that your potental collaborators/partners know that you havedone an exhaustve study and have developed a good workable dea. It smportant to descrbe ts overall context here and to explan how the exstngproblem that you seek to solve has not been resolved by the actons andnactons o other organzatons, governments and people. You must clearlyexplan and provde a logcal reasonng as to the reasons you beleve your deaswll be able to solve the problem. In short, you must hghlght why you wllsucceed, despte the act that varous others have aled.

It s crtcal to remember that the proposed dea has to be powerul andnterestng enough to kndle the magnaton o another. Remember, you are not


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only tryng to create somethng new, but are also endeavorng to change theprevalng mnd set and customs.

The next crucal step ater dentyng your revolutonary dea s to start anenterprse. Startng an enterprse, s the ultmate transormaton o your deanto a realty, and enables you to realze the true potental o your creatvesoluton. Ater settng up your enterprse, you ntate the process wherereal changes are made and the world could be transormed by your socalnnovaton....

The Socal Venture PlanBeore startng up an enterprse, you should wrte a socal venture plan, to helpgude you through the prelmnary steps towards launchng your venture. A

rock-sold venture plan can help you start strongly and provdes you wth theblueprnts to mantan a consstent progress. From experence, most people tendto startup wthout a plan, get nto a terrble jam, panc uncontrollably, and thenbegn to ormulate a plan to get out o t. By ths tme, t s probably too late tosalvage anythng let o your snkng venture.

Formulatng a socal venture plan helps you move away rom the theoretcal deaand allows you to ocus on the practcal aspects o the resultng socal mpact.It serves as a decson-makng gude that wll oten come nto play durng yourventure and sets a common plan o acton or your team members. Because tlays out your project n a clear and structured manner, t can also serve as adocument to present to donors, nvestors and other stakeholders.

Oten, entrepreneurs begn wrtng socal venture plans only when aced wth theneed to rase unds rom donors or nvestors. What they orget s that such plansenable them to perceve any unoreseen opportuntes or rsks and sets a generalramework or both your team and you to work towards achevng the venturescollectve objectves, strateges and acton steps. Thereore, always wrte yoursocal venture plans beore you start your venture.

A Socal Venture Plan s dvded nto 2 parts:- The Socal Enterprse Concept (Executve Summary)- The Socal Enterprse Plan

The socal enterprse concept should am to pant a pcture or an outsder whodoesnt know anythng about your work. It should clearly explan the enterprsessoluton to solvng a socal problem and the mpact t hopes to generate. In otherwords t can also be used as your Executve summary.The complete socal enterprse plan ncludes a bre part o the socal enterprseconcept, but s generally ndependent n both content and context. The socal

enterprse plan lsts the actvtes, actons and management systems anenterprse has to carry out beore t s physcally set up. Ths plan s lke agudebook that helps you evaluate, measure the progress and set-up yourenterprse.

SWOT ANALYSISBeore developng a venture plan, an entrepreneur must perorm a SWOTanalyss. SWOT s a strategc tool that helps evaluate the Strengths,Weaknesses, Opportuntes, and Threats (SWOT) nvolved n settng up aventure. A SWOT analyss oten requres an entrepreneur to extend hsoverall perspectve o the busness to nclude that o:- A nancal perspectve

- A vew on the product/servce and ts ablty to help the benecares- A techncal pont o vew- A customers perspectve on the servce provded

A SWOT takes nto account both the nternal and the external actors thatcan both help and harm a socal venture. The table below separates thecomponents o the SWOT analyss nto ther respectve roles:

Internal

(attributes of theorganization)

Helpfulto achieve theobjective

Strengths- High intellectual resources

- Better quality products- Competitively pricedproducts

Opportunities- Low interest rates- Favourable change inlaws & conditions

Harmfulto achieve theobjective

Weakness- Weak financial

resources- Poorly managed

staff

Threats- The Actions ofcompetitors

- Increasing marketsaturation

External(attributes of theorganization)


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Use the USEDapproach to gan maxmum benet rom a SWOTanalyss. Each nvolved member should ask themselves theollowng questons:

How can we Use each Strength?How can we Stop each Weakness?How can we Explot each Opportunty?How can we Deend aganst each Threat?

SWOTs are used as nputs or the creatve generaton o possblestrateges, to help busnesses successully launch and sustan ther

socal ventures. Beore usng a SWOT analyss, a busness mustdene ts goals and objectves. Ths s due to the act that, SWOTsneed to be reerred to as an objectve and cannot exst n theabstract.

Choosng type: Choce o expanson paths

Socal Enterprses walk a tghtrope n tryng to balance the generaton oboth socal/envronmental and economc returns to reman eectve andsustanable at the same tme.

The balance between economc and socal/envronmental return arechoces based on each enterprses preerence.

Understandng the balance you have to generate betweensocal/envronmental and economc returns as a socal entrepreneur.


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Product-oriented

Ebannok.com s one o the most successul projects o Mrror Art Group,a socal enterprse that provdes an e-commerce platorm or hll trbesn northern Thaland to sell the handcrats that they produce n betweenharvest seasons. Ths ncreases employment and allows the communtesto reap hgher ncome levels over the year as well as more unds or

development actvtes.

Service-oriented

Dgtal Dvde Data (DDD) s a very successul socal enterprse thatdelvers hghly accurate data-entry and dgtzaton servces or customerswhle mantanng a msson to employ underprvleged youth andacltate ther human development through provdng ar wages, healthcare, educaton, and career advancement opportuntes.

Hybrid-enterprise

ChangeFuson, ormerly known as TRN Insttute, s a provder o socalnnovaton desgn and nvestment and ncubaton servces. The venturehas launched varous socal nnovaton projects and contnues to supportsocal enterprses led by young adults n the South and East Asa regon.

Choosng types: Product/servce/hybrd

Social

Econ

Social

Econ

Social

Econ


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Why do this?By claryng the type o socal enterprse, t s easer to thnk through the

rest o the plannng process. And t s easer to communcate what exactlydoes your enterprse do.

SOCIAL ENTERPRISE CONCEPT

What is the concept and its elements?The Socal enterprse concept s an overvew o your ull plan (bascallyyour executve summary or the ull proposal). It helps you thnk throughkey concepts about enterprsng socal nnovaton that need to be claredbeore expandng them n the ull plan tsel.


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THE PROBLEMS (OPPORTUNITY)

What is the problem?Develop the problem statement by provdng context, problem stuaton(ntal) and desred stuaton (goal).Vst nnovatve problem solvng tool.

What causes the problem?Develop a logcal argument on the causes that create theproblem stuaton (usng logcal/ssue pyramd) Check out the InnovatveProblem Solvng tool at the YSEI webste (www.yse.org)

Why is it important, what is the scale?Gve clear explanaton why the problem matters. What damage would tdo, what good wll t prevent, what opportunty t brngs? How bg s theproblem and opportunty?

VISION

What change in the world would you ultimately want to see?Cratng a vson gves you an mage o the uture you seek to create.Imagne what the world would be the problem s solved. Descrbng t nclarty wll not only allow you to see to what drecton you must sht the

uture to, t wll also help your team develop a clear shared-vson, makngsure everyone s havng the same ultmate goal.

What will be the uture o your organization?A vson drves you, your team and your enterprse towards thesame drecton. You mght want to be the top IT-tranng centre orunderprvleged youth, or eradcate poverty n a shng vllage.

I you do not have a vson, you should not be wrtng a plan.


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MISSION

What impact would you like to accomplish and be accountable or?

The msson would gve you a sense o purpose or the reason whyyour socal enterprse exsts. The msson should contan cleargoals and specc objectves or your socal enterprse to acheve

as practcal steps towards your vson.

The good objectves are SMART (Specc, Measurable, Attanable,Result-ocused and Tmely). These objectves are the outcome ormpact you wll be accountable at some clear specc ponts ntme.

It should also explan clearly what wll be the value/benetyou wll be creatng or all your key stakeholders, e.g. targetcommunty, partners, unders, the socety as a whole and evenyour team.

The trck s to descrbe what you wll be dong over the next 1 to2 years. Generally, t works best to ocus on the enterprse and onthe target groups needs and benets.

THEORY OF CHANGE

What is your theory o change?Theory o Change s a way o thnkng about how the outcomeso your actvtes lead ultmately to your desred socal mpact.

For example,I rural communtes can sell ther local handcrat producethrough an onlne e-commerce platorm, there wll be economcdevelopment n rural communtes

The basc ormat o any theory o change can be expressed as

To make desrable CHANGE happen,Condton1, Condton2, Condton(n) must be met.

Or


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I Condton1, Condton2, Condton(n) are met, then,the desrable CHANGE wll happen.

So, ts always somethng lke IF-CONDITIONS-THEN-CHANGE

more examples o IF-CONDITIONS-THEN-CHANGE

I low-ncome, margnalzed teenagers have rst-hand experencerunnng a busness, they wll be more successul n ther careers

I poor women n Arca have mcrobcdal contraceptves they

control, AIDS wll spread less

I customers water usage s metered and they have to pay or t,they wll use less water

I people buy organc yogurt nstead o non-organc yogurt thatmay be ull o pestcdes, ther health wll mprove

I jobs are created n low-ncome areas, personal well-bengwll ncrease and the qualty o le n those neghborhoods wllncrease.

Notce that n each example the ultmate socal mpact sexpressed as a change, an ncrease or a decrease. Ths s thesame thng as the socal msson you are tryng to acheve.

SOLUTION

What is your solution (products or services)?Explan exactly what s your soluton to the problem, especally n terms oproducts or servces oered to your target communty or stakeholder. What

are the key actvtes needed n achevng your msson?

Who are your customers?Identy the users o your product/servce soluton. Who are they? Whereare they? What s the sze o your target customers? How do you plan toaccess them?


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CHAPTER FOUR

How does your solution innovatively remove the pain (solve theproblem)?Descrbe exactly how the problem would be solved by yoursoluton. What benet or value your soluton wll generate or thetarget group. Why and how nnovatve s your soluton? Why shouldthey use your soluton compared to others? What s the lmtatono your soluton?

Who else are solving the problems?Identy those who are tryng to solve the same or smlar problemsas you do. What are ther solutons? How eectve they are? Whatare ther problems, strengths and weaknesses? Is the market oryour soluton compettve?

Who are your competitors/complimentators/partners?Classy them nto derent categores. Identy your compettors orthose whose solutons/works are compettve to yours. Identy yourcomplmentators or those whose solutons/works can complmentwth yours. And denty your partners or those who mght want towork wth you.

What you can do better or dierent rom them?Explan how your soluton s unquely more eectve or ecentcompared to your compettors. What exactly s the derenc

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