1. Entrepreneurship Canadian Edition William D
Entrepreneurship Canadian Edition William D. Bygrave, Andrew Zacharakis, Sean Wise

2. SOCIAL ENTREPRENEURSHIP
Chapter 15

3. Learning Objectives The Rise in Social Entrepreneurship
Learning Objective 15.1 Explain the rise in social entrepreneurship.
Social Entrepreneurship Defined
Learning Objective 15.2 Discuss the different definitions of social entrepreneurship.
A Social Entrepreneurship Typology
Learning Objective 15.3 Differentiate among the various social entrepreneurial ventures.
Measuring Impact
Learning Objective 15.4 Explain how social entrepreneurs measure their impact or outcomes.

4. Key Concepts Social entrepreneurship
Social entrepreneurship vs entrepreneurship
Social entrepreneurship vs CSR
Social entrepreneurship vs charity
Dees’ Defining Actions

5. What Is Social Entrepreneurship?
Classical entrepreneurs seek financial gain
Social entrepreneurs start with a social mission
All Social Entrepreneurs are Entrepreneurs

6. Why Mission Matters

7. Non-Profit vs. For-Profit

8. Definition of Social Entrepreneurship
To create or apply economically viable models to achieve social or environmental value or change
Dees: “Social entrepreneurs play the role of change agents in the social sector” by engaging in certain actions:
Social Entrepreneurship vs Corporate Social Responsibility (CSR)?
Social Entrepreneurship vs Charities?

9. Gregory Dees’ Actions that Define Social Entrepreneurship
Creating and sustaining social value
Relentlessly pursuing new opportunities
Acting without being limited by resources
Exhibiting accountability

10. Taxonomy of Categories
Imitative nonprofit organizations
Innovative nonprofit organizations
Hybrid nonprofit organizations
For-profit organizations
(Corporate social responsibility does not count)

11. Nonprofit Organizations
Designated by Canada Revenue Agency
Serve the social interest
Examples: charitable, religious, educational, scientific, literary, testing for public safety, fostering amateur sports, preventing animal cruelty

12. Imitative Nonprofits Promote social value as a nonprofit
Are easily replicated without modification
Examples: Churches, schools, scientific research centers, sporting clubs
Typically introduced to a new geographic area

13. Innovative Nonprofits
Introduce an element of innovation or change
New Profit, founded by Vanessa Kirsch
Inspired by venture capital model
Provides funding and expertise to help scale social ventures
E.g., Skoll Foundation,

14. For-Profits
For-profit companies that achieve social value at least as great as economic value
Muhammad Yunus’ social businesses, such as Grameen Bank,
Profits, after initial payback to investors, are reinvested into the social mission

15. New Organizational Models
Schumpeter acknowledges that creating new forms of organization is an entrepreneurial act
Cooperatives as a form of organization create both economic and social value
Selecting the cooperative model is a social entrepreneurial act
Kiva,

16. Getting Started Identifying opportunities: Accidental Deliberate
Forming an organization:
Nonprofit
For-profit

17. Getting Started Securing resources: Theory of change Logic model
Evaluating results:
Need for referent
Formative, summative, and longitudinal options

18. Going to Scale Increasing the effect of the venture through expansion
Not all ventures should be scaled
Finding social entrepreneurs to replicate can be difficult

19. Case Study: G Adventures
1. What do you think Poon Tip used to maintain his delusional optimism—why did he keep fighting for this business instead of giving up? 2. If you were Poon Tip and your company had gone bankrupt and the market was evolving with new technologies and processes for booking flights, describe the thought process and market indicators you would use to evaluate whether to continue or exit the company. 3. If you were faced with disapproval and criticism from your company’s advisors and other industry professionals, what steps would you take to prove your vision could be successful?

20. Recap
Until government and business meet social needs, there will be demand for social entrepreneurs
Many have created systemic change
Imitative and innovative entrepreneurs can be equally rewarded

21. COPYRIGHT
Copyright © 2015 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.