Társadalmi Vállalkozások hatékonysága

8/19/2019 Társadalmi Vállalkozások hatékonysága

1/33

!"#$%& ( )*+,!- . /012

#*,$45 *)!6!&4 *#*&!7%# &%,!#84,


2/33

9 %!5 : 54#%*$ -"5%;!55 ,!;!",5?%> &!@%;%8%4;

!"#$%& ()*+,-+,),.+/0$- $/ *0, -+"#,// "1 2,3,&"-$)4 $))"3%53, %)2 /./*%$)%6&, /"&.5")/*" ),4&,#*,2 -+"6&,7/ "1 /"#$,*89 :* *+%)/&%*,/ $)*" !"#$%& :))"3%5") ;0,),3,+ $* &,%2/ *"

7"+, ,


3/33

!"#$% '(%")*+,

9 8?! %7>*#8 !#4;47A 4, 8?!#4;6!,+!;#! !#4;47A


4/33

9 %!5(5-5 &!6!$4>7!;8 *,!*5 * 5BCDEF -GHDIJHH 5CKBBF HGLLBMNJO PQ R $

SIBTFJOUJ $EP NBNKJ %OJIVWCEVBIEIO MJCBUIDVBI BX5BCDEF %IIBYEVBI

%IDVEVYJH

SIBTFJOUJ $EP NBLMBZBNJ 5BCDEF

-GHDIJHH

SIBTFJOUJ $EP BI5BCDEF %IYJHNZJIN

-GHDIJHH HCKBBFXBCGHJO BI

%IIBYEVBI EIO5BCDEF

!INMJLMJIJGMHKDL

%7>*#8 @4, #?*;+!


5/33

9 %!5(5-5 &!6!$4>7!;8 *,!*5 * 5BCDEF -GHDIJHH 5CKBBF . %IHLDMDIU EIO PGDFODIU CELEC

PJ[JM TBMFO\ NKMBGUK 5BCDEF !INMJLMJIJGMH

SIBTFJOUJ#JINJM

8MEDIDIU#JINMJ

#BZZGIDNQZEIEUJZJIN

!"#$%&'()* ,-(-)'()-($ $'../,'(-0()

1(#23/$)/

4"-'('() 5"#)"-,.-&"$'() 6# 67/ 3'8/

&9&3/ #8 67/ :#&'-3;(6"/5"/(/%". -($

67/'". .5/&'


6/33

8%7!

%7>*#8

>KEHJ %78+9#%: ();

'+#KEHJ %%>KEHJ %%%A8@()"B(=+)(#2%C%#+$:%)*

>KEHJ %6 '+#4]!,!& -A %;5!*&8MEDIDIU LMBOGCNH EOELNJO NB NKJ HBCDEF JINMJLMJIJGMHKDL DIDVE

• D .'07, E,")F% 3455G• 5H4 (#


7/33

8%7!

%7>*#8

>KEHJ %78+9#%: (); '+#KEHJ %%>KEHJ %%%A8@()"B(=+)(#2%C%#+$:%)*

>KEHJ %6 '+#4]!,!& -A %;5!*&!^EZLFJH BX 5BCDEF !INMJLMJIJGMHKDL %IDVE


8/33

9 54#%*$ %;;46*8%4; $*-

/%%;, (); '+F"(#Q0)C"8+):%)*(#

RS(##%)@%,

.;%)=TF(=+) +N'+#


9/33

9 54#%*$ %;6!587!;8 $*-

8KJ 5BCDEF %IYJHNZJIN $EP DH E LMBlJCN HGLLBMNJO PQ NKJ #EFBGHNJ +GFPJIdDEI @BEIO NKJ %!5 : 5BCDEF -GHDIJHH 5CKBBF\ DI LEMNIJMHKDL TDNK 5BCDEF @DIEICJ "S` ]DN

J^DHNJICJ\ NKJ $EP DH MJHLBIHDPFJ NB HGLLBMN HBCDEF BMUEIDbEVBIH\ LMDYJN DIYHJCNBM JIVVJH DI NKJ OJYJFBLZJIN EIO HNMGCNGMDIU BX PJ[JM HBCDEF DIYJHNZJIN`$EP TJPHDNJaSX$YQQ")C%,=:%)*+,+F"(#Z$*Q^#()@_%)

8KDH $EP EDZ H NB PJ E MJXJMJICJ DI NKJ EMJE BX HBCDEFDIYJHNZJIN\ XBCGHJO BI ODHHJZDIEVIU DINJMIEVBIEFPJHN LMECVCJH EIO DIIBYEVYJ WIEICDEF ZJCKEIDHZH\EH TJFF EH EHHJHHDIU DNH ELLFDCEVBI DI NKJ >BMNGUGJHJ

ZEMdJN`

•

7*c4, ,!5"$85

!GMBLJEI ,m& LMBlJCNH ELLMBYJO BI 5BCDEF %IYJHNZJIN1>EMNIJMH DIYBFYJO DI NKJ 8EHdXBMCJN+8 '+F"(# .)C%,*:%)*") 7+8*BMNGUEF TDNK 1/0dnN+8 (,+#BMNGUGJHJ8EHdXBMCJ XBM

5BCDEF

%IYJHNZJIN

SIBTFJOUJ DI5BCDEF

%IYJHNZJIN

@JEHDPDFDNQHNGODJH XBM

HBCDEF

DIYJHNZJIN

*,!%-).%,)/+( -+'*"#

'0",1%

@JEHDPDFDNQ HNGOQ XBM HBCDEF DIYJHNZJIN+) 1F=C% (@")@(); '


10/33

9 54#%*$ -"5%;!55 $*-8KJ 5BCDEF %IYJHNZJIN $EP DH E LMBlJCN HGLLBMNJO PQ - #BML BMNGUEF m >BMNGUGJHJ HLJEdDIU CBGINMDJH DIZEMdJN`- #BML DINMBOGCVBIaSX$,YQQPPPZ9F+8$+8(=+)Z)%*QPS(*[(8%[9[F+8$,

8KDH $EP EDZ H NB MJHJEMCK EIO LMBZBNJ PGHDIJHHCBINMDPGVBI XBM HBFYDIU HBCDJNEF LMBPFJZH\

LMBZBVIU EIO OJYJFBLDIU NKJ CBZZGIDNQ BX -#BMLH 9 - #BZLEIDJH DI >BMNGUEF EIO $GHBLKBIJ

*XMDCE EIO OJYJFBLDIU LMBlJCNH EIO XJEHDPDFDNQHNGODJH BX #BMLBMENJ 5BCDEF !INMJLMJIJGMHKDL TDNK

>BMNGUGJHJ CBZLEIDJH`

- #BML EHHJHHZJIN #BMLBMENJ 5BCDEF!INMJLMJIJGMHKDLSIBTFJOUJ DI

5BCDEF -GHDIJHH@JEHDPDFDNQ HNGODJHXBM HBCDEF -GHDIJHH

2$-*,%--/+( -+'*"#

'0",1%

b

7*c4, ,!5"$85

*HHJHHZJINH DZLFJZJINEVBIH BI UBDIU XBM - #BML DI>BMNGUEF/0

#BMLBMENJ 5BCDEF !INMJLMJIJGMHKDL HNMENJUQ BIKBZJFJHH LJBLFJ

1

*HHJHHDIU IJT - #BMLH #BZLEIDJH DI >BMNGUEF10

@JEHDPDFDNQ HNGOQ BI 5BCDEF -GHDIJHH 5BFGVBI

DINJUMEVBI DI NKJ GIDYJMHDNQ HJCNBM

1


11/33

9 4", #4;8,%-"8%4; 84 8?!!#45A58!7

A-55'() 67/ %(6"9

B%'3$'() - .#&'-3

'((#@-0#( "/)'#(:%55#"0() 67/)#@/"(,/(6CD

C -($ 3#&-3 '(&%?-6#".E($ 67/ 3-")/" :;(/62#"1 -. 2/33!%?3'.7'() "/./-"&7 5-5/". -($

67/ F%'$/ 6# G7-()/ 67/ H#"3$

:I ,5/00#(.J


12/33

9 54#%*$ !;8,!>,!;!",5?%> *;& 6*$"! #,!*8%4;

-34567 %89:;?5< '. -?#%6 @67=; 4:;6A38 B3: -345;9C D I(#"$/" 6# $# 67-6 67/ :#&'-3 ;(6"/5"/(/%" 6"'/. 6# ,-=','>/5A@; ;D9;:8675A;> K

LD I$/(089'() :IM 5"#?3/,.NOD G"/-0() -( I,5-&6 P/(6%"/ -?3/ 6# .#3@/ 67/, 67"#%)7

.9.6/,-0& &7-()/NQD G7-()'() :#&'/69 /,?/$$'() 67/ .#3%0#( '(6# 67/ .9.6/,

-34567 *E 9?;


13/33

9 54#%*$ %7>*#8 *;& * ;!]#47>!8%8%6! 74&!$

1. Problem

Neglected

2. Solution

Important

Sustainability Spillovers

Potential forvalue creation

(defined by1*2^3)

3. ChangingSociety

Scalability Institucionalization


14/33


15/33


16/33


17/33

Scope• What Societal problem do you want to solve?• Is it important and neglected?

Causes• Which causes of the core problem do you want to address?

Dominant Competing Solution• Is there any alternative in place?• How can you be better?

Problem


18/33

Scope

Causes

Dominant Competing Solution

350 M

Lack of role models and values

Problem


19/33


20/33

Costumer segment• Who is the costumer segment?• What value can be delivered?

Example – Coloradd• Colour blind people – bad decisions• A simple, intuitive and widely spreadable code

Example – Dialogue in the Dark• Blind people – stigma• An experience that can show that blind people are skilled

Costumer Segment


21/33


22/33

Solution• How does it work?• Clear, simple and focused model (a concept)

• Create value for society

Example – Specialisterne• Focus – social inclusion of people with autism• Solution – Provide control management services to high end

companies• Perceived and non perceived value creation!

Description


23/33


24/33

Other key stakeholders?• Are there key stakeholders that may be potentially affected by

your solution?• What value can be delivered?

• Important to understand: mission alignment and power

Example – Fundação EDP• Negative externalities are created through dams• Social investment is made to internalize those externalities

Example – Aconchego• FAP – Federação Académica do Porto• Porto Municipality• Local social organizations

Other Stakeholders


25/33


26/33

Economic Model• Income generation model?

– Customer segments have the Willingness and ability to payExample – Nuru Energy

- Other Stakeholders are interested in the service/product providedExamples – Specialisterne, coloradd

• What kind of abundant resources may be used?Example - Apopo

• Are there key stakeholders able to pay for the impact generated?Examples – ERG, Aconchego, UPA faz a Diferença

• Hybrid models ? Example – Cais Recicla

• Attention: Innovative models depend on scale and efciency.

Economic Model


27/33


28/33

47/ 73F54 E3G;7 -33#2. %. 6# $/


29/33

Example

Outputs Outcomes Impact

EG4ISM: G7-()/

Resources Activities

Inputs

!! , nr of HR

Activities

Workshops

Outputs

• Nr of workshopsprovided;• Nr of Workshophours;

• Nr of childreninvolved; Attendance

Changes andbenefits

• Increase of the

awareness of children;• Healthier eatinghabits;• Higher cookingengagement ofchildren at home

Impact goal

Decrease of childobesity

Impact


30/33


31/33

Innovation of the model• What are the solution distinctive factors comparing to the

Dominant Competing Solution?

• Examples: 10 times more efcientUses local and under used resourcesEmpowerment of local communities

Innovation


32/33

,!*&A\ 5!8\ +4o

Can we build the SVG for our solution?


33/33

Társadalmi Vállalkozások hatékonysága

Documents