1. The expectations of social enterprises from business advisors

2. SOCIAL ENTREPRENEURSHIP IN EUROPE
Introduction, concepts and definitions 
Social entrepreneurship in Europe- current status
Need for social entrepreneurship and social enterprise in Europe  
European policies and actions relevant to the development of social enterprise

3. Introduction, concepts and definitions
What is a social enterprise? Definitions and notions in social entrepreneurship
Basic principles in social entrepreneurship
Main characteristics of social enterprises
Potentials of social enterprises

4. Social entrepreneurship in Europe - current status
Different types of social enterprises
Facts and figures in selected European countries
Social enterprises and their impact
Social enterprises and state / government and local authorities /
Social enterprises and their markets (opportunities for growth)
Positioning of social enterprises
Key challenges and solutions to social entrepreneurship

5. Need for social entrepreneurship and social enterprises in Europe
Are social enterprises needed and why?
Support for social enterprises
Is there a need of dissemination of information and knowledge about social enterprising?
Training in social entrepreneurship
Advisory services in social enterprising
Barriers to growth in social enterprising
Social entrepreneurship enablers
How to encourage social entrepreneurship?

6. Recommendations – concerning capacity building
Services and markets
Training and advisory
Institutional, policy and program support
Financial support
Networking

7. SOCIAL ENTREPRNEURSHIP IN SESBA PARTNER COUNTRIES
Methodology
Findings per country
Similarities and differences in SESBA partner countries

8. Methodology Introduction to methodology
Methodology of the provision of the field survey
Theoretical framework of the survey
Directions about the specific areas to be covered and possible sources to be used
Allocation of the number of organizations and entities to be conducted in each country
Design of the Context template to be followed for the presentation of primary and secondary data
Directions about the collection of secondary and primary data
Development of the research tools
Questionnaire
Appendix
Framework for collection of official statistical data about current status of social entrepreneurship in project partner countries
General definitions
Bibliography

9. Findings per country Greece Ireland Malta Estonia Italy Bulgaria
Implementation of national and regional policies for development of social entrepreneurship
Offered services and related activities (training, mentoring, consulting, etc.)
Support structures for the development of social entrepreneurship
Best practices of social entrepreneurship advisory services
Needs of potential social entrepreneurs for advice

10. Methodology

11. Methodology
104 representatives of different types of organizations from the South Central Region.
47% of the social enterprises of the South Central Region are concentrated. The share of non-financial enterprises that have been identified as social is 66% and non-profit-making is 34%.
The survey includes representatives of small and medium- sized enterprises, social enterprises, training and non- governmental organizations that support social entrepreneurs or provide consultancy services on the following issues:
Types of organizations providing consulting to social entrepreneurs
Business advisory offered to social entrepreneurs
Supporting frame for social entrepreneurship start up
Social entrepreneurs needs for advisory

12. European policies and actions relevant to the development of social enterprises
Social economy
Social investment
Social innovation
Employment, skills and jobs
Poverty and social inclusion
Social enterprises
Social entrepreneurship
Training and entrepreneurship

13. Need of consultancy services for social enterprises

14. Regarding the need of types of consultancy services, the respondents strongly emphasize those services in the field of:
Management
Financing of activities and participation in funding programs
Strategic management
Legal services and access to markets
Consultancy services in the field of business planning
Marketing analysis and participatory leadership.

18. Strengths – Weaknesses - Opportunities and Threats in providing consulting services to Social Enterprises

19. Strengths
Weaknesses
Business advisors are highly or quite qualified to provide advisory services to social enterprises on market related issues since classic advisory services are of utmost importance not only for traditional businesses but also for social enterprises.
Lack of specific training in the needs of social enterprises and of the dynamics of their operations
Poor know-how and competences in a wide range of fields
Lack of experience of the challenges of establishing a new enterprise
Cultural gap between the social entrepreneur whose mission is the creation of a social impact and the external advisor who is mostly profit-oriented.

20. Opportunities
Threats
There has been a growing and perceived need for specialized social business support even if that need is not very clearly articulated or very precise
Social entrepreneurs have realized to a great extent that ensuring sustainable economic prosperity is a prerequisite to serve their societal mission
Social entrepreneurs seek advice in both starting up and full operation phases .
The concept of social entrepreneurship is still new and most of the existing SEs are run in quite an amateurish way
Lack of central and consistent policy for the development and support of social entrepreneurship at national level
Other discouraging factors are lack of knowledge where to find this kind of services, lack of education, lack of trust, lack of knowledge of the industry, fear of appearing opportunistic, the fragmentation in the advisory sector, difficulty in pinpointing the right business advisors.

21. Requirements for the skills of business advisors to provide effective support for social enterprises
Relevant qualification to degree level or equivalent in a business related area such as business studies, marketing, digital marketing, finance, innovation or human resources;
Employment background in community engagement;
Experience of project management;

22. Key capabilities Presentation skills.
Good planning and organizational skills.
Exceptional customer service and interpersonal skills.
Excellent written and verbal communication skills.
Strong planning, organizational and time management skills.
Knowledge and appreciation of key legislative issues impacting on business start ups,
Good IT skills and ability to prepare and analyze financial forecasts.

23. Factors influencing demand for business support
Resourcing
Lack of adequate financing, supporting social enterprises.
Lack of resources for starting a business.
Lack of managerial and marketing experience.

24. Problems with the environment
Lack of legislation;
Problems with the institutions- there is no real understanding of the role of social enterprises, lack of cooperation from the institutions involved.
Many social enterprises that need business support and mentoring are facing challenges in identifying the different work patterns. Working in them requires flexibility, skills, competencies to address the challenges of the environment.

25. BARRIERS Resources to start a business Financing of the activity
Management and Marketing - Experience

26. CONCLUSIONS AND RECOMMENDATIONS
Understanding and awareness
Barriers
Enablers
Capacity building
Support and approaches
Training and advisory

27. CONCLUSIONS
The contribution of social enterprises to socio-economic development can be seen from different perspectives:
providing access to basic services (social, educational and health) of local communities, including for most vulnerable population groups;
contribution to a more balanced use of local resources, with the support of stakeholders, which promotes inclusive governance models enabling local communities to make strategic decisions;
support the creation of new jobs as a result of the provision of new services provided to disadvantaged people.

28. Thank you for your attention!
Co-funded by the Erasmus+ Programme of the European Union
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsi­ble for any use which may be made of the information contained therein.