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Welcome to the 2016-2017Aaron L. Levitt
Social Entrepreneurship Challenge
Department of Public AffairsHenry W. Bloch School of Management
University of Missouri – Kansas City
Ready to Be a Changemaker?
Levitt Social Entrepreneurship Challenge:
Opportunity Development
David Renz and Scott HelmDepartment of Public Affairs
Henry W. Bloch School of Management University of Missouri – Kansas City
Ready to Be a Changemaker?
Social entrepreneurship is a process involving the innovative use and combination of resources to pursue opportunities to catalyze social change and/or address social needs.
Mair and Marti (2005:37)
Social entrepreneurship is the catalytic behavior that engenders value and change in the sector, community, and/or industry through the combination of innovation, risk-taking, and proactiveness.
Adapted from Scott HelmMidwest Center for Nonprofit Leadership
at UMKC
Entrepreneurship◦ Focus is “new entry”◦ Innovative, risk-
taking, and proactive◦ Adaptable to any
market environment
◦ Works with traditional nonprofit capacities
Enterprise◦ Focus is revenue◦ Any behavior that
achieves financial ends◦ Most effective in
commercial environments◦ Additional capacities
are needed for success
Traditional Nonprofit
Nonprofit with Income-Generating Activities
Social Enterprise
Socially Responsible Business
Corporation Practicing Social Responsibility
Traditional For-Profit
Mission MotiveStakeholders AccountabilityIncome Reinvested in Social Programs or Operational Costs
Profit-Making MotiveShareholder AccountabilityProfit Redistributed to Shareholders
Where Does Your Idea Fit On This Continuum?
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Traditional Nonprofit
Nonprofit with Income-Generating Activities
Social Enterprise
Socially Responsible Business
Corporation Practicing Social Responsibility
Traditional For-Profit
Mission MotiveStakeholders AccountabilityIncome Reinvested in Social Programs or Operational Costs
Profit-Making MotiveShareholder AccountabilityProfit Redistributed to Shareholders
Opportunity Exploration Leads to
Opportunity Identification and ClarificationLeads to
Viability AssessmentLeads to
Business Plan DevelopmentBut not in a single cycle linear process: a strong business plan development process will involve multiple iterations gaining refinement from each cycle.
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Measuring the Impact of Social Ventures
What Is the Opportunity?◦ Unmet Need?◦ Underutilized Resources?
Who Are You?◦ What Are Your Core Competencies?
What Do You Wish To Offer? To Whom Are You Offering It?◦ Beneficiaries◦ Funders/Donors/Payors
Why Will Each Care?
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Growing Out of Opportunity Exploration Asset Identification Asset Valuation and Evaluation Opportunity Identification Opportunity Valuation and Evaluation Risk Assessment Opportunity Clarification
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Sustainability potential Idea and start-up financial resourcesHuman resource capability Organizational capacity Income potential Funder interests
13
Midwest Center for Nonprofit Leadership / UMKC 14
Mis
sion
Impa
ct
High Mission High MissionLow Sustainability High Sustainability
Low Mission Low MissionLow Sustainability High Sustainability
Financial Sustainability
Three Basic Elements: Market Assessment Money Assessment Management Assessment
Leads to Overall Assessment of Venture Feasibility and Viability
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Demand Competitive Advantage Differentiator(s) Price and Cost Structure
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Payor Customers:-Donors
& Funders
Beneficiary Customers
(Clients)
The Market (Customer) Question
Revenue Potential Investor Potential Available Capital
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Mission Compatibility Core Competencies Venture Capacity (including complexity)
Core Constituents or Stakeholders
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
So Let’s Start Exploring Our Ideas
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
What Is the Opportunity?◦ An Unmet or Under-Addressed Need?◦ Underutilized Resources?
Who Are You? What Are Your Core Competencies? What Do You Wish To Offer? To Whom Are You Offering It?◦ Beneficiaries◦ Funders/Donors/Payors
Why Will Each Care?
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
Work through each of the questions on the Super Hunch Sketch Pad.
You will not have all the information you need, so make note of additional information necessary to answer your questions.
Then, time to test your hunch:◦ How much impact will you have on the problem?◦ How feasible is this idea likely to be?
Identify the hunch you’ve been considering What is your assessment of this idea’s impact
and feasibility? What do you need to better understand in
order to further test your hunch?
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
For next session: Read the readings Work With Your Collaborators to Further
Develop Your Idea on “The Really Big Idea Sketch Pad”
Come to the next session prepared to share your thoughts (from the Idea Sketch Pad) with some fellow Levitt Program colleagues.
Yes, there is homework!! Please take time to do it!! That’s how you develop your ideas!
New Venture Development: Midwest Center for Nonprofit Leadership at
UMKC
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