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Blog & News.
The Social Entrepreneurship Development Model (SEDM), which also serves as a guide for Social Entrepreneurs (SEs) educators, is the 1st output produced under the Project “Boost Aid for Social Entrepreneurship through Training” (BASET), funded by the Erasmus+ Programme of the European Commission. It was created by the team of the Knowledge, Innovation and Strategies Management Club and shares the project team insights and its experience of working with entrepreneurs. This guide is followed by two other interrelated outputs - Train the Trainers Toolkit and Train the Investors Handbook. These three tools are components of a package for professionals who support or invest in the social enterprises’ development.
The model builds on the work of partner organisations: Caban Capital - UK, IDEC - Greece, Creative District - Belgium, CEED - Bulgaria and the project coordinator KISMC - Bulgaria, that have experience not only in their countries but also around the world and which collectively can be recognised as visionaries in the development of this important field of knowledge.
The purpose of SEDM is to provide the educators with practical instruments (tools) that will enable them to effectively teach, mentor and facilitate entrepreneurs who have decided to do business with a social mission.
In the context of social entrepreneurship and for the needs of the BASET project the EDUCATOR definition in this guide is: a person who acts professionally as a trainer, teacher, mentor, coach, advisor, consultant, facilitator or some other kind of professional who works with social entrepreneurs in order to facilitate and support the start-up and the development of a social business (venture).
The guide can help educators to better understand what social entrepreneurship is, what the social entrepreneurs’ profiles look like and what is the typology of the business models used. So, it will enhance the professional development of these group of people by providing them with general and specific knowledge of how to work with social entrepreneurs in an effective way.
During the first stage of the development of the BASET project and after an in-depth research of cases, good practices and findings from other projects, the partners discovered that educators who use well-structured tools can better prepare themselves for their important roles to support social entrepreneurship.
Ultimately, the guide includes a step-by-step process for assisting social entrepreneurs how to launch new ventures, support educators in exploring and using diverse models of social entrepreneurship and in giving capacity to social entrepreneurs to get a global vision.
The beta version of the guide is ready and there is an open access to read it here
The Business Model Canvas (BMC) was developed by Alex Osterwalder and Yves Pigneur, and co-created with an array of 470 practitioners from around the world. It offers a simple, visual, one-page canvas on which entrepreneurs can design, innovate and dialogue about their business models. It is not the only framework that has been developed to articulate business models but like many of the frameworks this one was built out of careful research. However, unlike many others, it has also been tested and enhanced through the input of many practitioners.
In addition, the BMC itself sits inside a very innovative business model, including licensing under Creative Commons and a commitment to co-creative innovation within the methods around the BMC. Business Model Canvas and Business Model Generation book written by Alex Osterwalder and Yves Pigneur can be found here: www.businessmodelgeneration.com
Business Model Canvas & Social Enterprises
Working with the Business Model Canvas in and around the social enterprise sector Ingrid Burkett Knode realized that there were some ‘special’ things about social enterprises that could easily be reflected in the BMC using a few simple adaptations.
Ingrid Burkett Knode has used the BMC to work in the social enterprise sector and has found the canvas to be very helpful, particularly in early exploratory stages of development and in relation to growth and innovation stages. She has documented her knowledge on the BMC in the material: "Using the Business Model Canvas for Social Enterprise Design".
What she concluded was that there are three basic different ways in which social enterprises organize themselves in achieving the goals:
Many social enterprises find it difficult to explain their business models, and that many start working on their business plans before understanding their business models thoroughly.
KISMC & CABAN
As we have realized and already shared in the blog article 'Why Social Business Modelling is Important for Social Entrepreneurship' managing a social business is not about just adding business skills to the realm of social impact! Balancing a social mission with an intention to trade and manage a business requires a blending of skills which is greater than the sum of each set of skills alone.
The social impact inside a business operation is not cost neutral - so both the skills needed to deliver on a social impact and the costs involved in doing so need to be considered in designing a viable and sustainable business model. Therefore, business modelling is crucial for social entrepreneurs and for that reason, we are clarifying a few important points regarding business modelling in social entrepreneurship.
What is a Business Model?
A business model (BM) is more than the product or service an entrepreneur or a company offers. It is a logic description of how businesses make money. It is a tool that helps stakeholders understand and clearly articulate how the entrepreneur (company) creates, delivers and captures value for itself as well as the customers at an appropriate cost.
From the management point of view BM is a step-by-step plan for generating revenues and making a profit in a specific marketplace. It explains what products or services to produce and market, and how it plans to do so, including what expenses it will incur. The business models differ from each other depending on the nature of the business. To put together a good business model, one needs to know what to offer in the form of goods or services that is of value to potential customers or clients, ideally in a way that differentiates the entrepreneur (company) from its competitors (it is called value proposition). A successful business model just needs to collect more money from customers than it costs to make the product.
What does a Business Model consist of?
In their simplest forms, business models (BMs) can be broken into three parts:
So, a BM is simply an exploration of what costs and expenses the entrepreneurs (companies) have and how much they can charge for the products or services they generate. New business models can refine and improve any of these three components.
Write something about yourself. No need to be fancy, just an overview.
Social Business Model
The Boost Aid for Social Entrepreneurship through Training /BASET/ Project No. 2017-1-BG01-KA204-036360 has been co-funded by the Erasmus+ Programme of the European Union.
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