1. Sarah Stevenson Social Enterprise Session 8

2. Module Aims to support the learner in identifying strategic tools that can be useful when planning the development of Social Enterprise to facilitate exploration of the learners’ immediate and wider work context in order to promote professional developmentObjectives By the end of this session you will be able to: Identify a number of strategic planning tools Understand how to utilise the planning tools to aid the development of Social Enterprise Contemplate the first steps needed to use the planning tools

3. Why do you need to plan? Strategic planning determines where a Social Enterprise is going over the next year or more, how it's going to get there and how it will know if it has got there. There are a number of approaches: WWH: What? Why? How? SWOT: Strengths, Weaknesses, Opportunities, Threats PESTLE: Political, Economic, Social, Technological, Legal, Environmental influences UPDR: Understand, Plan, Do, Review

4. What, Why, How? What do you do? Why do you do it? How do you do it?

5. Review your own social enterprise, or choose one that you are familiar with Use the questions on the next slide  Activity 1

6. Activity 1 What What are your objectives? What do you do? What resources do you need? What is the social impact of your enterprise? Can you tell a customer exactly what your outcomes will be? Why Why do you do this? What is your vision? How How do you fulfil our objectives? How do you organise yourselves in terms of structure? How is your organisation different?

7. PESTLE Political Economic Social Technological Legal Environmental

8. PESTLE PoliticalEconomic what is happening politically in the environment in which you operate? what is happening within the economy? SocialTechnological what is occurring socially in the markets in which you operate what is happening technology- wise which can impact what you do? LegalEnvironmental what is happening with changes to legislation? what is happening with respect to ecological and environmental issues?

9. Review your own social enterprise, or choose one that you are familiar with Use the headings on the next slide to conduct a PESTLE analysis  Activity 2

10. Activity 2 PoliticalEconomic SocialTechnological LegalEnvironmental

11. SWOT Strengths Weaknesses Opportunities Threats Strengths & Weaknesses = Internal Factors Opportunities & Threats = External Factors

12. SWOT StrengthsWeaknesses Internal Focus. What are your strengths as a Social Enterprise? Internal Focus What are your weaknesses and where do they lie? OpportunitiesThreats External Focus What is happening outside your enterprise that may be an opportunity for you? External Focus What external conditions may slow or prevent the success of your enterprise?

13. Review your own social enterprise, or choose one that you are familiar with Use the headings on the next slide to conduct a SWOT analysis  Activity 3

14. Activity 3 Strengths (internal)Weaknesses (internal) Opportunities (external)Threats (external)

15. UPDR Understand Plan Do Review

16. UPDR what will you deliver to address the needs identified? deliver in order to meet your objectives the issue under investigation evaluate success & failures. What went well and what went well and what needs improving? ReviewUnderstand PlanDo

17. Other Tools to Consider ToolUse Porters 5 forcesAssumes that there are 5 important forces that determine competitive power in a business situation Boston Matrixfor assessing existing and development products in terms of their market potential, and thereby implying strategic action for products and services in each of the four categories reflected in the model. Ansoff Product Market matrix a quick and simple way of thinking about growth, shows four ways that enterprise can grow, and helps people think about the risks associated with each option.

18. References and Links Marketing Teacher http://www.marketingteacher.com/lesson- store/lesson-five-forces.htmlhttp://www.marketingteacher.com/lesson- store/lesson-five-forces.html Management Help http://managementhelp.org/strategicplanning/index.htm http://managementhelp.org/strategicplanning/index.htm Mind Tools http://www.mindtools.com/pages/article/newTMC_05.htm http://www.mindtools.com/pages/article/newTMC_05.htm Renewal Associates http://www.renewal.eu.com/resources/Renewal_Pestle_Analysis.pdf http://www.renewal.eu.com/resources/Renewal_Pestle_Analysis.pdf

19. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. AuthorSarah Stevenson InstituteUniversity of Plymouth TitleStrategic Tools for Social Enterprise DescriptionPowerPoint Presentation Date CreatedMay 2011 Educational LevelLevel 4 Keywords UKOER, LFWOER, UOPCPDLM, Leadership, Management, Strategic Tools,,Social Enterprise Creative Commons LicenseCC-BY-NC-SA Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved