ÉCOLE NATIONALE DE

COMMERCE ET DE
GESTION

Social
Entrepreneurship
Introduction

content
I.Social Entrepreneurship: Definition
and Boundaries
1. Social entreprise

2. ORIGINS OF THE WORD ENTREPRENEUR

3. Differences between Business and Social Entrepreneurs

4. DEFINING SOCIAL ENTREPRENEURSHIP

II. STARTING A SOCIALLY

ENTREPRENEURIAL ORGANIZATION
1. The Emerging Field

2. Source social enterprise

3. The Benefits of Building a Social Enterprise

III. Challenges of
social
entrepreneurship
1. Directions in Social Entrepreneurship

2. Identifying change agents

3. The role of business

VI. Greatest Social Entrepreneurs

1. Ashoka: Innovators of the Public

2. Yunus MuHAMMAD ,the founder of the Grameen Bank

3. Toms shoes

Conclusion

Page #2
 introduction
The terms social entrepreneur and social entrepreneurship were used first in the literature on
social change in the1960s and 1970s.The terms came into widespread use in the 1980s and
1990s, promoted by Bill Drayton the founder of Ashoka: Innovators for the Public, and
others such as Charles Leadbeater. A social entrepreneur identifies practical solutions to
social problems by combining innovation, resourcefulness and opportunity. Committed to
producing social value, these entrepreneurs identify new processes, services and products, or
unique ways of combining proven practice with innovation to address complex social
problems. Whether the focus of their work is on enterprise development, health, education,
environment, labour conditions or human rights, social entrepreneurs are people who seize
on the problems created by change as opportunities to transform societies. The paper
focuses on social entrepreneurs and entrepreneurship. The objective of the paper is to
study about the different challenges of social entrepreneurship. How social entrepreneurs
work for the benefits of the society. This paper focuses on different challenges faced by the
social entrepreneurs while doing something for the welfare of the society. Just as
entrepreneurs change the face of business, social entrepreneurs act as the change agents
for society, seizing opportunities others miss to improve systems, invent new approaches,
and create solutions to change society for the better. While a business entrepreneur might
create entirely new industries, a social entrepreneur develops innovative solutions to social
problems and then implements them on a large scale.social entrepreneur identifies practical
solutions to social problems by combining innovation, resourcefulness and opportunity.
Committed to producing social value, these entrepreneurs identify new processes, services
and products, or unique ways of combining proven practice with innovation to address
complex social problems. Whether the focus of their work is on enterprise development,
health, education, environment, labour conditions or human rights, social entrepreneurs are
people who seize on the problems created by change as opportunities to transform
societies. The paper focuses on social entrepreneurs and entrepreneurship. The objective
of the paper is to study about the different challenges of social entrepreneurship. How
social entrepreneurs work for the benefits of the society. This paper focuses on di fferent
challenges faced by the social entrepreneurs while doing something for the welfare of the
society.

Page #3
 I.Social
Entrepreneurship:
Definition and
Boundaries
1.A social
enterprise…
• Creates a positive impact on society (socially or
environmentally)
• Realizes its primary objective by delivering a service
or
product as an independent organization
• Is financially self-sustainable and therefore not fully
dependent on gifts and subsidies
• Runs its business in a sustainable way:
• Profit is allowed, however, the financial goals are
supportive of the company’s societal mission
• Scalability of the business model increases the level
of impact
• Dividends paid to shareholders are reasonable
• Governance and policies are based on equal voting
rights for all parties involved
• Fair to everyone
• Eco-footprint conscious
• Transparent
Positioning of social enterprises: In between traditional
businesses and charitiesFirst of all, it is important to
note that, in general, the main drivers of traditional
businesses are financial returns and maximization of
shareholder value. However, value creation in the
globalized world of the 21st century requires a stronger
relationship between society, the environment and
economic growth than ever before. No longer can
companies act in isolation of their surroundings and,
therefore, increasingly need to be capable of adapting
to a changing (business) environment. The source of
value that lies at the heart of companies has shifted
and broadened with much more being pegged on
intangible assets, such as intellectual capital, research
& development, brand value, and natural and human
capital. This requires companies to constantly innovate
andco-create shared value with their stakeholders.
Page #4
2.ORIGINS OF THE
WORD ENTREPRENEUR
In common parlance, being an entrepreneur is associated with starting a business, but this is a very loose
application of a term that has a rich history and a much more significant meaning. The term entrepreneur
originated in French economics as early as the 17th and 18th centuries. In French, it means someone who
undertakes , not an undertake in the sense of a funeral director, but someone who undertakes a significant project
or activity. More specifically, it came to be used to identify the venturesome individuals who stimulated economic
progress by finding new and better ways of doing things. The French economist most commonly credited with
giving the term this particular meaning is Jean Baptiste Say. Writing around the turn of the 19th century, Say put it
this way, ìThe entrepreneur shifts economic resources out of an area of lower and into an area of higher
productivity and greater yield.î Entrepreneurs create value.
In the 20th century, the economist most closely associated with the term was Joseph Schumpeter. He described
entrepreneurs as the innovators who drive the creative-destructive process of capitalism. In his words, the
function of entrepreneurs is to reform or revolutionize the pattern of production.î They can do this in many ways:
by exploiting an invention or, more generally, an untried technological possibility for producing a new commodity
or producing an old one in a new way, by opening up a new source of supply of materials or a new outlet for
products, by reorganizing an industry and so on. Schumpeteris entrepreneurs are the change agents in the
economy. By serving new markets or creating new ways of doing things, they move the economy forward.

Page #5
 The ideas of
Say, Schumpeter,
Drucker, and
3.Differences between
Stevenson are Business and Social
attractive ENTREPRENEURS
because they can
be as easily They describe a mind-set and a kind of behavior that can be manifest anywhere.
In a world in which sector boundaries are blurring, this is an advantage. We
applied in the
should build our understanding of social entrepreneurship on this strong tradition
social sector as of entrepreneurship theory and research. Social entrepreneurs are one species in
the business
the genus entrepreneur. They are entrepreneurs with a social mission. However,
sector.
because of this mission, they face some distinctive challenges and any definition
ought to reflect this.
just a means to an end for social entrepreneurs.With business
entrepreneurs, wealth creation is a way of measuring value creation. This is
because business entrepreneurs are subject to market discipline, which
determines in large part whether they are creating value.
Markets are not perfect, but over the long haul, they work reasonably well as a
test of private value creation, specifically the creation of value for customers who
are willing and able to pay. An entrepreneurís ability to attract resources (capital,
labor, equipment, etc.) in a competitive marketplace is a reasonably good
indication that the venture represents a more productive use of these resources
than the alternatives it is competing against. The logic is simple. Entrepreneurs
who can pay the most for resources are typically the ones who can put the
resources to higher valued uses, as determined in the marketplace. Value is
created in business when customers are willing to pay more than it costs to
produce the good or service being sold. The profit (revenue minus costs) that a
venture generates is a reasonably good indicator of the value it has
created. If an entrepreneur cannot convince a sufficient number of customers to
pay an adequate price to generate a profit, this is a strong indication that
insufficient value is being created to justify this use of resources. A re-deployment
of the resources happens naturally because firms that fail to create value cannot
purchase sufficient resources or raise capital. They go out of business. Firms that
create the most economic value have the cash to attract the resources needed to
Page #6
4.DEFINING
SOCIAL
ENTREPREN
EURSHIP
Any definition of social
entrepreneurship should reflect the
need for a substitute for the market
discipline that works for business
entrepreneurs. We cannot assume
that market discipline will
automatically weed out social
ventures that are not effectively and
efficiently utilizing resources.
The following definition combines
an emphasis on discipline and
accountability with the notions
of value creation taken from Say,
innovation and change agents from
Schumpeter, pursuit of opportunity
from Drucker, and resourcefulness
from Stevenson. In brief, this
definition can be stated as follows:
characteristics in different ways
and to different degrees. The
Social entrepreneurs play the role
closer a person gets to satisfying all
of change agents in the social
these conditions, the more that
sector, by:
person fits the model of a social
• Adopting a mission to create and
sustain
entrepreneur. Those who are more
innovative in their work and who
social value (not just private value), create more significant social
improvements will naturally be seen
• Recognizing and relentlessly
as more entrepreneurial. Those who
pursuing new opportunities to serve
that mission, are truly Schumpeterian will reform
or revolutionize their industries.
• Engaging in a process of
Each element in this brief definition
continuous innovation, adaptation,
deserves some further elaboration.
and learning, Letís consider each one in turn.
• Acting boldly without being
limited by resources currently
in hand, and
• Exhibiting heightened
accountability to the
constituencies served and for the
outcomes created. This is clearly
an idealized definition. Social
sector leaders will exemplify these
SOCIAL ENTREPRENEURS: A RARE BREED
Note: Professor Dees is the Faculty Director ofthe Center for the Advancement of
Social Entrepreneurship at Duke Universityís Fuqua School of Business. At the time
this was written, he was the Miriam and Peter Haas Centennial Professor in Public
Service at Stanfordís Graduate School of Business and an Entrepreneur-In-Residence
with the Kauffman Center for Entrepreneurial Leadership.

Social entrepreneurship describes a set of behaviors that are exceptional. These behaviors

should be encouraged and rewarded in those who have the capabilities and temperament for
this kind of work. We could use many more of them. Should everyone aspire to be a social
entrepreneur? No. Not every social sector leader is well suited to being entrepreneurial. The
same is true in business. Not every business leader is an entrepreneur in the sense that Say,
Schumpeter, Drucker, and Stevenson had in mind. While we might wish for more
entrepreneurial behavior in both sectors, society has a need for different leadership types and
styles. Social entrepreneurs are one special breed of leader, and they should be recognized as
such. This definition preserves their distinctive status and assures that social entrepreneurship
is not treated lightly. We need social entrepreneurs to help us find new avenues toward social
improvement as we enter the next century.

Exhibiting a heightened sense of accountability to the constituencies served and for the
outcomes created: Because market discipline does not automatically weed out inefficient or
ineffective social ventures, social entrepreneurs take steps to assure they are creating value.
This means that they seek a sound understanding of the constituencies they are serving. They
make sure they have correctly assessed the needs and values of the people they intend to
serve and the communities in which they operate. In some cases, this requires close
connections with those communities. They understand the expectations and values of their
ìinvestors,î including anyone who invests money, time, and/or expertise to help them. They
seek to provide real social improvements to their beneficiaries and their communities, as well
as attractive (social and/or financial) return to their investors. Creating a fit

Engaging in a process of continuous innovation, adaptation, and learning:

Entrepreneurs are innovative. They break new ground, develop new
models, and pioneer new approaches. However, as Schumpeter notes,
innovation can take many forms. It does not require inventing something
wholly new; it can simply involve applying an existing idea in a new way
or to a new situation.

Page #7
II. STARTING
A SOCIALLY
ENTREPRENEURIAL
ORGANIZATION

Page
#9
Got a business idea that will solve a
social or environmental issue?
A socially entrepreneurial
organization (SEO) takes the
goal of creating social impact
to a new level by using
innovative methods to
organize, manage and
measure a venture.
1. The Emerging Field
The idea of social entrepreneurship is not new. The legacy of social
entrepreneurs even reaches back to include historical figures like
Florence Nightengale and Theodore Roosevelt. However, the term
“social entrepreneur” became much more widespread in the 1980s,
and today the movement is picking up more speed than ever. Today’s
social entrepreneurs] have such an opportunity. There are no hard
and fast rules. It’s a whole new kind of hybrid world that brings
together the best of both the for-profit and nonprofit sectors,” said Jerr
Boschee, Executive Director of The Institute for Social Entrepreneurs
and Visiting Professor of the Practice in Social Enterprise at Carnegie
Mellon University.The growth of this movement stems from the
realization that “successful social entrepreneurs possess the same
competencies as traditional business entrepreneurs, such as the
abilities to plan strategically, manage people and programs, and
measure results,” said Chaula Kothari, Director of Teach For America’s
Social Entrepreneurship Initiative. These skills applied to SEOs create
stronger, more sustainable organizations that assess their impact in
tangible ways, and with excellent results. Social Enterprise vs. Social
Innovation .In the emerging world of SEOs, there are near limitless
options for exploration, but two basic directions from which to
approach them.
These are social enterprise and social innovation. The differences are
mostly in emphasis and final execution, although both rely on best
practices, measurable results, and a socially-connected bottom line to
drive their organizations. Starting a social enterprise “is not all that
different from starting a business,” said Boschee. A social enterprise
is generally a venture whose ultimate purpose is social good and that
advances and supports its social mission through a revenue
generating mechanism guided by entrepreneurial principles. It does
not rely on fundraising or other more traditional nonprofit areas of
revenue. Social enterprises take many forms and are becoming more
and more prevalent. Hot Bread Kitchen, for example, is a bakery that
promotes independence and growth for immigrant women by creating
professional opportunities for immigrant women as bakers. The
bakery sells various breads and rolls and then uses the profits to pay
a competitive wage to its workers, as well as encourage its
employees to start their own businesses.Social innovators, on the
other hand, start new organizations with the idea of systemic change
that they use to create a sustainable organization. This can lead to
organizations with better practices, more efficient management, and
higher impact. While sometimes social innovators take an existing
nonprofit andPabgeeg#i9n thinking in new ways to come up with
systemic changes, Boschee said,
much social innovation starts from
scratch. Page #8
 2. Source social enterprise
Social innovators fill a societal need not already addressed or take a new approach to
meeting a need that is currently insufficiently addressed. For example, the Education for
Democracy Foundation is a cooperative effort between Polish and American pro-democratic
educators to promote knowledge of democracy and provide skills for civic activity in a
democratic state. The organization gathers groups of between 10-15 volunteers, mainly
made up of teachers, who are taught how to address both specific democratic issues as well
as broader civic participation concerns in a training that takes the course of a year.

Four Steps to Starting a SEO

30% 50% 80% 100%

Clarify Find a Research Understand

objectives balance the field market

Know
numbers
Understand at least the basics of managing the finances, the organization will be working with. An ambitious vision for your organization will certain

Page #9
3. The Benefits of Building a Social Enterprise
For today's consumers and businesses, social responsibility is a growing priority as concerns about climate change, international develo

funding
In a survey by Social Enterprise UK, 1 in 3 people said they feel ashamed about buying from socially irresponsible businesses. In anoth
This reflects a shif in consumer awareness about the impact of their purchase decisions. Not only are businesses being held to a highe

Publications and blogs love to cover social

enterprises and their impact, helping them to
evangelize their efforts and share their
A company story with a cause at its core
impact.
makes consumers feel good about every
purchase they make from you. Press coverage

Mission-based branding
Certifications and support

Social enterprises can be eligible for

grants, "impact investing"
opportunities that focus on job
creation and sustainability, and
special certifications such as a
Benefit Corporation status that make
it easier to establish credibility,
commit to transparency, and attract
customers, employees, volunteers,
and investors.

Starting your own SEO has some solid steps, but it also takes much more than simply following
any single process. Kothari and Boschee both say there are a few things that transcend the
basic how-to of starting a SEO:

“If you plan to start your own organization, you need to be absolutely committed to and happy
with what you are doing,” Kothari commented. “If you’re not happy to take on the challenges
that come with starting your own organization, you will not do a good job of helping others.”

Boschee agreed, saying “don’t do it unless it is literally the most exciting thing in your life.” A
passion for the mission and the work of an organization is what makes it most succPeagsesf#u9 l.
Page #10
III.Challenges of
social
entrepreneurship
Lessons in
creative
capitalism from
the people at
Google.

Recently Google announced it is setting aside

one percent of its profit and equity -- up to $175
million over the next three years -- to “make the
world a better place.” At about the same time, Bill
Gates gave a highly publicized speech to the
World Economic Forum that called for a “creative
capitalism” that uses market forces to fight global
poverty. These are but two of the most visible
examples of a new business strategy called
social entrepreneurialism. It is a strategy that
every business needs to consider to be relevant
to today's complex world.

Social entrepreneurs use cutting-edge, innovative

business methods to promote positive social
change. While profit is still the primary yardstick
for assessing business, social entrepreneurs also
measure the extent to which business makes a
positive impact on society. Traditional nonprofits
and citizen groups have been mainly
distinguished by their benevolent intent. In
contrast, social entrepreneurs stand out by their
pragmatic emphasis on getting results. Perhaps
once it was enough to want to do good. Now it is
necessary to do good in the most effective ways
possible. Social entrepreneurs make a difference
by applying original business strategies to doing
good.

For example, Vikram Akula, the McKinsey

alumnus who founded SKS Microfinance, has
made microloans to villages in India, using
sophisticated finance techniques and profit to
promote social change for poor women. Also,
Ashoka is a nonprofit that uses a social venture
capital approach to support other social
entrepreneurs. Its Changemakers program
employs an open source strategy via an online
platform to instigate “collaborative competitions.”
Just as open source proved to be an ingenious
method for stimulating software development,
now it is used to bring together the best minds to
make a positive difference in the world.
Page #11
 1. Directions in Social
Entrepreneurship
In recent years, social entrepreneurs have looked
beyond. he traditional philanthropic and charitable
approaches in order to find more effective and
sustainable solutions to social problems. They are
working with many tools from the world of
business, and this shift in the character of social
entrepreneurship is evident in a few trends that
have emerged over the past twenty years. Many
societies have become less inclined to see big
government or big business as providing solutions
for problems be setting the world, and there has
been a shift from throwing money at large
problems to systemic

solutions and social investment. Across all types of

government there is increased emphasis on
privatization of public services, and

experimentation with for-profit and hybrid forms of

organization to deliver socially important goods and services,
such as education and health care. There is greater scrutiny
of social sector funding, and more attention to issues of
impact, scale, and sustainability with the hopes of increasing
the social return on investment. These trends are creating
major changes in how societies around the world are dealing
with social issues. They are opening the door to new forms
of entrepreneurial behavior in the social sector.
Page #12
 2. Identifyin
g change
agents
How can we bring the talent and the
passion of social innovators to
government institutions so that
innovations can be rolled out in the
education sector, in the public works
sector, in the health sector, in the housing
sector?

In every single municipal district or federal agency,

there are government employees and elected
officials who really want to affect change and have
an impact. Those are the people social
entrepreneurs need to identify and empower,
because nobody is empowering change agents
within the government. We need to recognize that
government officials face structural and legal
limitations. Many times, legislation does not allow
them to do anything that is not prescribed in the
law or in the budget. So the burden of the proof is
really on the social entrepreneur to be able to
frame the social innovation so that it is absorbable
by the government.

But many social entrepreneurs have biases and

have prejudices, and one of them is not to work
with governments. I think that we all need to be a
little bit more humble and work together, because
right now everybody’s working in a completely
uncoordinated way while the problems get bigger
and bigger. Plus social entrepreneurs have many things to learn from government. And one is scale. If we
are going to deal with drinking water, we have to think at a national level, and we have to think and plan for
the next 20 – 40 years.

This kind of collaboration is an opportunity to create alliances between people who have access to big
budgets but are constrained by the bureaucracy in which they work and people who have the talent and the
ideas and who are free to innovate. How can we bring the talent and the passion of social innovators to
government institutions so that innovations can be rolled out in the education sector, in the public works
sector, in the health sector, in the housing sector?
Page #13
3.The role of business
And of course, where does business come
in? What can we learn about successful
business strategies? And how can we
convince the business community that
profit maximization is not their only game?
You cannot have a successful clothing
company or a successful manufacturing
company surrounded by slums. This is
19th century thinking. Business leaders
need to understand what it means to have
a labor force that does not have electricity,
does not have running water, does not
have good schools, does not have
sewage, does not have roads, and does
not have public transportation to come to
work every day.
We need to change the philosophy that
businesses have about what profit means.
And I’m very happy to know that there are
many business leaders who are beginning
to see that. In Paraguay, we are working
with dozens of private sector corporations
who have committed to eliminating poverty
affecting all their employees. In making
that commitment, they are of course
drawn into the rural villages and the urban
slums, and they’re finding that they have
something nobody else has.Businesses
have the power of leverage. Businesses
can call an insurance company and point
v
out that in this village or that slum, there
are 5,000 families without insurance – and
the insurance company will do something
about it. We are engaging businesses to
use their power to leverage social services
for their consumers, their clients, and their
workers. We are seeing businesses talking
to governments about the housing needs
in the slums near their factories. How can
we bring the power of leverage that the
business community has to affect social
change? That is what we need to do in the
next few years.
There are solutions that are being
implemented all over the world, and with
technology today, it is easy to make the
invisible visible. How can we all leverage
the existing technologies right now to work
in every single slum and in every rural
village where there are these intractable
social problems? We have the technology
and information systems to do this. Today,
when a microfinance loan officer walks into
a slum and sees a child who needs a
wheelchair, or a girl who needs dental
care, or a family that has not vaccinated
any of their children, they feel they cannot
do anything because that is not their
business.But we know that poverty has to
do with more than income. It has to do with
housing and dental care and wheelchairs
and vaccinations.
Page #14
VI. GREATEST
SOCIAL
ENTREPRENEURS
Greatest Social Entrepreneurs
BILL DRAYTON
Bill Drayton isn't just a great example of a social entrepreneur,
he actually helped to define and promote the term itself.

MUHAMMAD YUNUS
Bring up social entrepreneurs and one of the first names
you're likely to encounter is that of Muhammad Yunus.

BLAKE MYCOSKIE
TOMS founder Mycoskie makes this list because, unlike many
of these other ventures, almost everyone with an awareness of
pop culture has heard of this social brand.

Page #14
1.ASHOKA: INNOVATORS OF THE
PUBLIC

B I L L D R A YT O N
Bill Drayton isn't just a great example of a social
entrepreneur, Growing up, Bill Drayton was
inspired by Mahatma Gandhi and the Civil
Rights Movement.[5] Drayton wanted to mitigate
income inequality through social
entrepreneurship.[5] Drayton founded Ashoka in
1980. Drayton is the founder and current chair
of Ashoka: Innovators for the Public, an
organization that is dedicated to finding and
helping social entrepreneurs around the world.
Drayton spreads out his social entrepreneurship
expertise in other organizations as well, working
as a chairman at Community Greens, Youth
Venture, and Get America Working! in addition
to his duties at Ashoka. As of 2010, Ashoka
Foundation has
sponsored 2,145 fellows in 73 countries, some of which have gone on to develop
leading social businesses that have made a huge impact on communities around the
world.

A S H O K A: I N N O V A T O R S OF
THE PUBLIC
Ashoka (branded Ashoka: Innovators of the
Public) is an international organization that
promotes social entrepreneurship by affiliating
individual social entrepreneurs into the Ashoka
organization. Their stated mission is "to shape a
global, entrepreneurial, competitive citizen
sector: one that allows social entrepreneurs to
thrive and enables the world's citizens to think
and act as change makers ».Ashoka identifies
leading social entrepreneurs with solutions to
social problems who seek to make large-scale
changes to society. Ashoka says that more than
80 percent have had their solution implemented
by others; 59 percent have directly affected
national policy; and each Ashoka fellow is
helping an average of 174,000 people.

Page #15
2.YUNUS MUHAMMAD ,THE
FOUNDER OF THE GRAMEEN BANK

Bring up social
entrepreneurs and one of the
first names you're likely to
encounter is that of
Muhammad Yunus
MUHAMMAD YUNUS
is a Bangladeshi social entrepreneur, banker,
economist, and civil society leader who was
awarded the Nobel Peace Prize for founding the
Grameen Bank and pioneering the concepts of
microcredit and microfinance.

Muhammad Yunus has shown himself to be

a leader who has managed to translate
visions
into practical action for the benefit of millions of people, not only in Bangladesh, but
also in many other countries. Loans to poor people without any financial security had
appeared to be an impossible idea. From modest beginnings three decades ago,
Yunus has, first and foremost through Grameen Bank, developed micro-credit into an
ever more important instrument in the struggle against poverty.

REC O G N I T I O N
Yunus was the first Bangladeshi to ever get a Nobel Prize. After receiving the news of
the important award, Yunus announced that he would use part of his share of the $1.4
million award money to create a company to make low-cost, high-nutrition food for the
poor; while the rest would go toward setting up an eye hospital for the poor in
Bangladesh.The Congressional Gold Medal is the highest civilian honor bestowed by
the United States Congress. At the ceremony, which you can watch on YouTube, Sen.
Dick Durbin (D-IL) explained why Yunus is such a visionary: "It's been said that almost
anyone can make something complicated. It takes a genius to make something simple.
My friends, make no mistake; Muhammad Yunus is a genius." The gold medal was
awarded to Yunus with the 111th Congress Public Law 253.Yunus is the founder of the
Grameen Bank, an institution that provides microcredit loans to those in need to help
them develop financial self-sufficiency. Founded in 1983, the bank has brought in a net
income of more than $10 million, and his work with the organization landed Yunus a
Nobel Prize in 2006.

Page #16
 3.TOMS SHOES

INVES TING IN THE NEXT GENERA

TION OF
ENTREPRENEURS USING
BUSINESS T O IMPRO VE LIVES.
Blake Mycoskie doesn't like to sit still. A serial
entrepreneur, Mycoskie got the idea for his
latest company, Toms Shoes, while on vacation
in Argentina. After spending time in several
villages in which children didn't own shoes, he
created a company -- originally dubbed Shoes
for Tomorrow -- in which helping those kids, and
others like them, is part of the business plan.
For
every pair of shoes Toms sells, it donates a new
pair to a child in a developing country. In the four
years since its founding, the Los Angeles-based
company, which has 72 employees, has given away
600,000 pairs of shoes. The company's canvas slip-
on shoes
-- the same type it often donates -- now sell for
$45 to $85 a pair in upscale retailers such as
Nordstrom and Bergdorf Goodman.

HELPING PEOPLE AND

CO M M U N I T I E S A R O U N D T H E
WO R L D T O S U CC E E D
The more Toms grows, the less time Mycoskie
seems to spend in the office. He delegates the
day- to-day operation of the company to his
management team. That frees him up to spend
much of his time traveling -- spreading the Toms
gospel, delivering shoes to children in Africa and
South America, and taking fairly lengthy
vacations. When he is not on the road, Mycoskie,
33, reconnects with employees in quick, focused
meetings and in relaxed afternoons on his sailboat. Mycoskie founded TOMS in
2006 after a visit to Argentina where he learned that many children get sick or
injured because they do not have shoes to wear. To combat this, he created TOMS,
a business that donates one pair of shoes to needy people for every pair that's
bought. So far, the company has donated more than a million pairs of shoes. In
2011, the company launched another initiative which aims to give away a pair of
glasses or sight-saving surgery for every pair of sunglasses or glasses sold.
Page #17
 Conclusion
SOCIAL
ENTREPRENEURSHIP:
BUILDING THE FIELD
A MODEL FOR REACHING A TIPPING POINT

The entrepreneur sets up a non-profit organization but the model includes some
degree of cost-recovery through the sale of goods and services to a cross
section of institutions, public and private, as well as to target population groups.
Often, the entrepreneur sets up several legal entities to accommodate the earning
of an income and the charitable expenditures in an optimal structure. To be able
to sustain the transformation activities in full and address the needs of clients,
who are often poor or marginalized from society, the entrepreneur must mobilize
other sources of funding from the public and/or philanthropic sectors. Such
funds can be in the form of grants or loans, and even quasi-equity.

Social entrepreneurs are the driving force of Ashoka’s past, present and future.
Their role in Ashoka’s journey has evolved over time. At first, Ashoka set out to
identify social entrepreneurs and showcase their impact and, through this, define
the field. At the time, the term social entrepreneur did not even exist in the
public lexic

73% 91%
In this fourth stage Ashoka continues to invest in finding and supporting a growing number of
Ashoka Fellows and bringing them into our expanded network of change leaders. Together with our
Fellows and key ecosystem
. Page #18
GENREAL
INSTRUCTIONS
This activity through which
knowledge (namely, information,
skills, or expertise) is exchanged
among people, friends, students,
communities (for example, ENCG),
or organizations.t For us technology
constitutes only one of the many
factors that affect the sharing of
knowledge in organizations, such as
organizational culture, trust, and
intiatives.

D O W N L O A D THE
REPOR T

SCAN THE CODE

Our QR code uses four standardized
encoding modes (numeric,
alphanumeric, byte/binary, and kanji) to
efficiently store data; extensions may
also be used for other students of
ENCG.

ILLUSTR ATIVE IMAGES

S C H E M AT I C
R E P R E S E N TAT I O N
REFERENCES

[1] http://socialentrepreneurshipinfo.com/the-difference-between-social-and-
businessentrepreneurship/#sthash.gVPs2P3f.dpuf
[2] https://www.ashoka.org/social_entrepreneur
[3] http://www.skollfoundation.org/issues/
[4] http://inspired-pragmatism.blogspot.in/2006/09/social-vs-business-
entrepreneurship.html
[5] Austin, Stevenson & Wei-Skillern J 2006,Social and
Commercial Entrepreneurship; same or different both
Entrepreneurship theory & practice 30 (1):1-22
[6] Pacific Business Review, Referred Quarterly Journal, Vol. 2, April –
June, 2010.
[7] Entrepreneurship Development, Quarterly Journal, Vol. 7, September
2010.
[8] Desai Vasant / Dynamics of Entrepreneurial Development / Himalaya
Pub. House Mumbai / First Edition /
1998.
[9] Khanka S.S. / Entrepreneurial Development / S. Chand And Co. Ltd. /
New Delhi / First Edition / 2002.
[10] http://www.socialedge.org
[11]ttp://socialtraders.wordpress.com
[12] http://beyondprofit.com
[13] http://economictimes.indiatimes.com
[14] http://www.eksochh.com
[15] http://www.nextbillion.net
[16] http://youthleader.in

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Realized by: Bouchnafa Khalil
Omar El Fakir

Framed by: Mr. Benabdrrazik