How do we create innovative and effective solutions to social problems around the world ? This course was designed for individuals and organizations who want to identify and bring about transformative societal change. Professors Jim Thompson and Ian “Mac” MacMillan help you develop both a strategy and a framework for your social enterprise based on their years of experience and expertise teaching social entrepreneurship and advising entrepreneurs. You’ll learn how to define a social problem, understand contextual realities, develop a solution, and plan for effective deployment. By the end of this course, you’ll have a deep understanding of the realities of launching an enterprise, be prepared for every step of the process, and put your social entrepreneurial venture on the path to success.
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Do curso por University of Pennsylvania
Social Entrepreneurship
58 ratings
University of Pennsylvania
58 ratings
Curso 3 de 4 em Specialization Business Strategies for A Better World
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Module 3
In this module, you’ll examine the details and operational realities of your social enterprise. You’ll identify deliverables, needs of beneficiaries, and expected costs. You’ll explore key concepts such as Unit of Business, Social Impact and Financial Goals, and the Deliverables and Cost Table to assist in operationalizing the venture. By the end of this module, you’ll be able to better assess how success will be defined in your venture and the key deliverables and capabilities required to maintain your social enterprise.
Conheça os instrutores
James D. ThompsonDirector, Wharton Social Entrepreneurship Program
Entrepreneurship
Ian "Mac" MacMillanDhirubhai Ambani Professor of Innovation and Entrepreneurship
Management
In this session, we're going to start to think about the cost
that you might incur in the deployment view venture.
And if you refer to page 54 of the Social Entrepreneur's Playbook and
specifically table 6.6, you can see the Zambia Feeds example laid out in full.
I'm going to walk you through some of the considerations and
the logic behind the framework as we set it up.
So, the example will be Zambia Feeds.
And if you go back to your Deliverables Table and the capabilities table or
capabilities discussion, what we do is use those to begin to think through the types
of costs that we will need to make sure that we can cover and what doesn't help.
So for example, what equipment will be required?
What people might be needed to operate that equipment?
What people might be needed in the various roles in order to deliver those
capabilities?
What materials will be needed to supply the venture with what it needs?
And who is needed to ensure that the operations are delivered
as they should be delivered when they need to be delivered?
Ultimately, what this does is allow you to begin to articulate
the numbers of people your venture will need as it grows and
also to articulate what kinds of funding you will need for
the various equipments, etc., that you will need for the venture.
So, let's go back to the Deliverables Table and have a look at the types
of costs we can expect to have to bear at each of those links in that table.
If we go back to the example where I said, the entrepreneur will need to look ahead
and think about the beneficiaries with respect to arranging supplies of chicks,
we know that somebody in feeds is going to have to make sure that happens.
So it might be the manager of the feeds company or it could be
somebody that designated by the manager, but someone will need to do it.
Arranging chick delivery.
It might be the manager or a designate or the chick company might need to do it,
but somebody will need to make sure that happens.
Vaccinations and vaccination services or vaccines, and vaccination services.
Either the manager of the feeds company will need to do that or
somebody else designated by them.
It could also be somebody from the governmental veterinary services
should you be able to convince them to do so.
Thinking of recruiting farmers.
Representatives of the feeds company are going to need to recruit farmers,
if not management themselves.
Who might those folks be?
And how will you get them on board in order to do what you need done
in terms of recruitment?
Then they need to be trained.
So, the farmers will need to be trained in the economics of poultry rearing.
The actual practices of poultry rearing, disease management, etc.
So, either the management team of feeds company is going to have to do that or
they will need to have trainers out in the field.
In this case, in the villages or the peripheries of the urban areas
where the early segments are, training poultry rearers for success.
And if you think about it, there maybe equipment needed.
There maybe staff needed and may also be materials needed.
So as you think about training, in this case feeds, develop printed materials and
they would leave those with the farmers, so that the farmers could read
the printed materials at the leisure after the training seminar has been held.
Buying bags and buying raw maters.
The manager of feeds company all as it grows,
perhaps a designated purchasing person will need to be in play to make sure
the bags are bought at the right time, the corn, the soil, the salts, etc.
All that needs to be planned for,so that there is an efficient production
mechanism in place.
The transportation of the bags and the raw materials to the feed manufacturing or
the feed mixing plant will need type place.
So here, we have equipment.
In this case, trucks will need to be available.
Either purchased or leased.
Staff?
Well, the trucks will need drivers and
perhaps drivers's assistants that needs to be planned for.
Storing the bag and the raw materials in the warehouses of the feeds company.
Well, now you need a warehouse inventory management systems.
In other words, is the inventory going to be managed manually?
Will it be in some kind of electronic system?
Will it be a computer, a PC, a MAC,
some other system available to do so?
And in the environment in which feeds operates,
it's probably a good idea to have guards to guard the feed,
because a lot of the raw materials are consumables.
In other words, corn is a local preferred starch and
it needs to be looked after in the evenings.
Mixing and bagging the feed.
Feeds decided to do it by hand at first.
So in another words, they employed people.
Equipment they got was shovels and it was mixed by hand.
Later on and of course, they thought about this ahead of time,
just didn't commit to the expenditure is they are automated.
In other words, they got heavy equipment to mix much higher volumes of feed as
consistently as possible.
So aside from the mixing plant, you also need a bagging plant.
Initially, started with hand stitching equipment.
But later on, automated stitching equipment.
To operate that equipment, you need people, baggers, mixers, etc.
And now one needs to think about for the first time in this case, power.
If this is going to be an automated plant,
it's going to need power and preferably reliable power.
So in this case, feeds plant use electricity and that is fairly expensive.
And when there is a power out,
feeds needs to decide either it will wait until the power comes back on or
it must have back up power equipment such as large generators.
Lets think now about storing the mixed feed.
So in other words, the raw materials have been mixed.
It's been bagged, sealed.
It now gets put somewhere where it's dry and
safe from rodents prior to it getting shipped to the distribution centers,
prior to it then getting shipped on or accessed bought by the farmers themselves.
Well, that warehouse space needs to be accounted for beforehand,
because this is different from the raw materials.
So two spaces, dry and safe.
Then transportation of the finished goods to the distribution centers, so
that the farmers can get to them on time.
Again, trucks.
Are they earned?
Are they leased?
Are they rented?
A truck drivers.
And, of course, now fuel also needs to be paid for.
Storage at the distribution centers.
Again, who will manage the distribution center?
Is there a designated feed's person?
Is it the distribution warehouse owner or operator?
Who's going to handle the money?
Will there be guards required?
What happens with the money once it's taken in?
And how does it get back to feeds?
How does it get to the bank?
All of this needs to be thought through.
So you're probably looking at this now thinking, this is a lot of work.
We don't know a lot of these things.
And to that, we have two responses.
One, yes, it is work, but it's very, very important work.
This will set up a broad consideration set of types of costs.
And later on in courses to come or in the book, if you choose to read ahead,
you'll see how we break the stand into approximations of costs.
In other words, we can start to make estimations now
where we don't know with precision what the cost of things might be.
We can make estimations about what those costs might be,
because we know what the types of costs are.
So, this is the first step in beginning to reduce our venture to the actual operating
costs that we are likely to incur should we choose to go ahead with it.
So, this is fundamental to the financial side of a social impact venture.
And we will use it later on in much more detail to get into the specifics of
how much money do we need and when, for what types of equipment, for
what staffing, for what raw materials, etc.
So with that, you have some assignments laid out for
the week and we'll see you for next week's sessions.
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