Transcript Social Entrepreneurship: Personal motivation as a way to

Social Entrepreneurship:
Personal motivation as a way to
develop the business model and
avoid scope creep
Dr. Suzanne Tilleman
Economic Empowerment
April 8, 2013
Agenda
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Social Entrepreneurship
Exploring your motivations
Common reasons for social ventures
Shaping the business model
Avoiding scope creep
Social Entrepreneurship
Social entrepreneurs play the role of change agents in the
social sector, by:
• Adopting a mission to create and sustain social value
(not just private value),
• Recognizing and relentlessly pursuing new
opportunities to serve that mission,
• Engaging in a process of continuous innovation,
adaptation, and learning,
• Acting boldly without being limited by resources
currently in hand, and
• Exhibiting heightened accountability to the
constituencies served and for the outcomes created.
J. Gregory Dees, 2001
Personal Experiences
• Are you engaged in activities to improve social
problems? Are you considering it?
• Why?
• What do you want to achieve?
• How do you do it?
• What else do you wish you could do?
Common Motivations for
Entrepreneurship
• Make Meaning
• Increase the quality of life
• Right a wrong
• Prevent the end of something good
Guy Kawaski “The Art of the Start”
Developing the business model
“A business model describes the rationale of
how an organization creates, delivers, and
captures value”
Osterwalder & Pigneur, 2009.
Business Model Generation
Applying to Social Entrepreneurship
• Customer Segment
– Do not worry if your customer segment is
profitable, but they should be engaged
– Who is your customer segment? You can have
more than one.
• Value Proposition is what you want to achieve
Business Model, continued
• What Channels do you need?
– For delivery?
– Communication of offering?
– Continued support of product or service?
• What type of Customer Relationships?
– Personalized?
– Automated?
– Communities?
Business Model, continued
• Revenue Streams or other sources of funding
• Key Resources
– Financial? Physical? Intellectual? Human?
• Key Activities
• Key Partnerships
• Cost Structure
– Key Resources
– Key Activities
– Key Partnerships
Your thoughts on building the business
model?
Avoiding Scope Creep or Mission
Creep
• Definition: expansion past original goals
• Natural to have tension between focus and
diversification
• Remembering your Value Proposition, how
can you best achieve it
– Impact versus Income
• Decide what you will not do
• Have a process for approving changes
Contact Information
Suzanne Tilleman, Ph.D.
Department of Marketing and Management
University of Montana
32 Campus Drive
Missoula, MT 59812
[email protected]