Lahore University of Management Sciences

MGMT 382 SOCIAL ENTREPRENEURSHIP

Fall Semester 2014
Instructor
Room No.
Office Hours
Email
Telephone
Secretary/TA
TA Office Hours
Course URL (if any)

Jamil Goheer / Zehra Ali

TBA
TBA
Jamil.goheer@gmail.com; zehrahyderali@gmail.com
TBA
TBA
TBA
Suraj.lums.edu.pk

COURSE BASICS

Credit Hours
Lecture(s)
Recitation/Lab (per week)
Tutorial (per week)

Nbr of Lec(s) Per Week

Nbr of Lec(s) Per Week
Nbr of Lec(s) Per Week

2
NA
NA

Duration
Duration
Duration

1:30min

COURSE DISTRIBUTION

Core
Elective
Open for Student Category
Close for Student Category

Undergraduate All Schools; MBA 2nd year

Freshman; Sophomores

COURSE DESCRIPTION

Over the past two decades, I have had the great fortune to be eyewitness to the growth and transformation of the Social
Enterprise Movement. A decade ago we were lose band of renegades, and crazy people often dubbed as the social entrepreneurship
mafia. Today SE is taught on campuses, mentioned in The Economist, NY Times and Wall Street Journal every day. And we can point
to leaders like Muhammad Yunus who claimed a Nobel Peace Prize and Bill Drayton who still dreams of a world where everyone is a
change maker. Social entrepreneurs are problem solvers, not idealists. We are driven by innovation, not charity. And we dont
believe in handouts, we use entrepreneurial strategies to achieve social change. Linda Rottenberg CEO and Co Founder
Endeavor
Social Entrepreneurship is the latest edition to the world of business and is still evolving and establishing its exact definition. There
exist many definitions introduced by stakeholders from different dimensions like socially friendly activity, charity, philanthropy,
non-profits, non-government organizations etc. often making it hard to understand. This course will try to bring forward all these
definitions to explore these dimensions and set a baseline for understanding social entrepreneurship. Multiple examples will be
used as cases for discussion on how ordinary people brought about the change and have disrupted markets through innovation in
business models.
The course will focus on emerging needs in social development sector, problem analysis, developing innovative solutions and
inspiring future leaders who can lead the change. The course will emphasize on how to develop innovative ventures with
exponentially scalable business models that can enable or accelerate positive social change throughout Pakistan transcending
across boundaries. Social ventures developed during the course will go through extensive idea validation and business planning
with measurable social return on investment.
The course specifically targets on developing a thought process as an individual along with exercises to assess and develop
leadership and entrepreneurial mindset to follow dreams and passions.

COURSE PREREQUISITE(S)

Lahore University of Management Sciences

None in terms of courses

An open and attentive mind
Urge to learn and follow your dreams

COURSE LEARNING OBJECTIVES

LEARNING OBJECTIVE 1: Explore the concept and role of social innovation as a vehicle for scalable change.
Understanding various stakeholders and the value they can create.

LEARNING OBJECTIVE 2: Understand the concept of entrepreneurship and entrepreneurial spirit, especially for
accelerating sustainable economic development. Why we need solutions for big change by the private sector.

LEARNING OBJECTIVE 3: Identify social entrepreneurship as a hybrid of social innovation and entrepreneurial
spirit, while exploring the broad categories and contexts where it can be applied and is applied in various parts
of the world.

LEARNING OBJECTIVE 4: Develop innovative ideas similar to the global initiatives trimmed for local problems of
Pakistan.

LEARNING OPBJECTIVE 5: Learn how to develop IDEAS and validate them for their viability and scalability
making assessments using sources and resources to evaluate opportunities. Guide students to design products
and services to meet consumer needs and increase impact and provide holistic view of branding/ marketing,
distribution, financing and HR.

LEARNING OBJECTIVE 6: Identify measurable social return on investment on the ideas the student groups will
develop. Also develop an appreciation for investing for impact. Bring students with different core
competencies together to work on crafting a social venture. Also enable students to put their knowledge and
networks to help accelerate other initiatives or find synergy.

LEARNING OBJECTIVE 7: Learn how to pitch ideas and gathering support for their initiatives. Planning for
piloting an idea and thinking through customer and organizational development.

UNDERGRADUATE PROGRAM LEARNING GOALS & OBJECTIVES

General Learning Goals & Objectives
Goal 1 Effective Written and Oral Communication
Objective: Students will demonstrate effective writing and oral communication skills
Goal 2 Ethical Understanding and Reasoning
Objective: Students will demonstrate that they are able to identify and address ethical issues in an organizational
context.
Goal 3 Analytical Thinking and Problem Solving Skills
Objective: Students will demonstrate that they are able to identify key problems and generate viable solutions.
Goal 4 Application of Information Technology
Objective: Students will demonstrate that they are able to use current technologies in business and management
context.
Goal 5 Teamwork in Diverse and Multicultural Environments
Objective: Students will demonstrate that they are able to work effectively in diverse environments.
Goal 6 Understanding Organizational Ecosystems
Objective: Students will demonstrate that they have an understanding of Economic, Political, Regulatory, Legal,
Technological, and Social environment of organizations.

Lahore University of Management Sciences

Major Specific Learning Goals & Objectives

Goal 7 (a) Discipline Specific Knowledge and Understanding
Objective: Students will demonstrate knowledge of key business disciplines and how they interact including
application to real world situations (Including subject knowledge).
Goal 7 (b) Understanding the science behind the decision-making process (for MGS Majors)
Objective: Students will demonstrate ability to analyze a business problem, design and apply appropriate
decision-support tools, interpret results and make meaningful recommendations to support the decision-maker
Indicate below how the course learning objectives specifically relate to any program learning goals and objectives.

PROGRAM LEARNING GOALS

AND OBJECTIVES
Goal 1 Effective Written and
Oral Communication
Goal 2 Ethical Understanding
and Reasoning

Goal 3 Analytical Thinking and

Problem Solving Skills

Goal 4 Application of
Information Technology
Goal 5 Teamwork in Diverse
and Multicultural Environments
Goal 6 Understanding
Organizational Ecosystems

Goal 7 (a) Discipline Specific

Knowledge and Understanding
Goal 7 (b) Understanding the
science behind the decisionmaking process

COURSE LEARNING OBJECTIVES

COURSE ASSESSMENT ITEM

Learning how to pitch and how to convey ideas

CP, assignments, quizzes, project, mid

term exam
CP, assignments, quizzes, project, mid
term exam

Content focused on organizations / individuals

pioneering social change and entrepreneurial
endeavors with a strong impetus for social justice.
Students are expected to collaborate and seek
inspiration but required to give credit where due
Students are required to contribute to classroom
discussions and also reflect on cases. Students will
apply tools in the idea factory module in the
process of designing and validating their social
venture idea
Students shall be frequently using MS office for
project update reports (Word), basic business
model financials and impact (Excel) and weekly &
final presentations (PowerPoint)
Students work together in teams to develop and
validate their social venture idea. Students shall
also get feedback from various stakeholders
customer/ users/ partners/ champions etc.
Students exposed to facets of organizational
structure through pre-class readings and lecture
discussions. Students shall also explore
organizational structure in more depth when
designing their own social ventures as well
Students working on business model innovations
to create social impact, which requires a multidisciplinary approach. In addition, multidisciplinary
teams for the final project are required as well
Decision making process basics covered across
readings and classroom discussions. A more
extensive focus on decision making during design
and validation of social venture idea

CP, assignments, quizzes, project, mid

term exam

Weekly pitch (in class presentations),

Project (document and presentation)
Assignments, Project

CP, assignments, quizzes, project, mid

term exam

CP, assignments, quizzes, project, mid

term exam
CP, assignments, quizzes, project, mid
term exam

LEARNING OUTCOMES

Lahore University of Management Sciences

Learning Outcome 1 Understanding Social innovation as vehicle of change in society

Objective: Students should be able to map social problems and create solutions from the given set of resources
and opportunities at hand
Learning Outcome 2 - Understanding Entrepreneurial Mindset
Objective: Students will be able to understand how entrepreneurs think, work, life, embrace failure, solve
problems, create opportunities. Students will be able to explore the dynamics of an all together different ball game
Learning Outcome 3 Learning social venture creation framework
Objective: Students should be able to learn various tools to craft their own ideas, especially the use of Business
Model Canvas. They will be able to demonstrate ability to se the tools and craft solutions to the pressing social
challenges.
Learning Outcome 4 How to building your own social ventures
Objective: Students will go through a step by step process of creating their own social ventures and sequentially
test their assumptions.

GRADING BREAKUP AND POLICY

Assignment(s): 12.5%
Home Work: NA
Quiz(s): 12.5%
Class Participation: 10%
Attendance: 5%
Midterm Examination: 15%
Project: 45%
Final Examination: NA

EXAMINATION DETAIL

Midterm
Exam

Final Exam

Yes/No: YES
Combine Separate: Combine
Duration: 90 Min
Preferred Date:
Exam Specifications:
Yes/No: NO
Combine Separate:
Duration:
Exam Specifications:

Lahore University of Management Sciences

COURSE OVERVIEW
WEEK/
LECTURE/
MODULE

TOPICS

SESSION OBJECTIVES

MODULE 1: SOCIAL INNOVATION & ENTREPRENEURSHIP

Introduction to social innovation
Better Vision for the poor Course overview
and impact in emerging markets
Karnani, Garette, Kassalow &
Understanding social innovation (history,
Lee
evolution, need and global drive)
Aravind Eye Clinics Tid,
Understanding the spectrum of social
Bessant & Pavitt
enterprises (non-profit/ profit/ hybrid) and
Understanding the Need of the
value creation (profit vs. impact)
Poor Francisco Gonzalez
The Social Entrepreneur
Understanding entrepreneurial mindset
Kiva and the power of storyChang, Jackley
Looking at the role of entrepreneurs in
Samasource: Making the case
economic growth and the solution
for impact sourcing - Janah
economy
Dispelling myth of singular roles building
Entrepreneurial Lifecyclea team, also wearing multiple hats in
Price
startup environment
Managing oneself - Drucker
Seven Traits of Social
entrepreneur - Sherman
Entrepreneurs creed- Cahlil
Optional: Creating your own
solution revolution excerpt
Eggers, & Macmillan
Social Innovation Ecosystem- 1

Bunker Roy- Barefoot College

-Williams
Targeting Malaria: Comparing
Charity- and Social MarketingBased Approaches
Dream with a deadline- the
Millenium Development
Goals- Gates

Definitions and collaboration amongstmarket innovator, social enterprise,

change makers
Introduction to solution economy- solving
social problems while creating economic
opportunities. Case of creating new
markets and disrupting existing ones
Social innovation convergence of
technology and business model as
enablers
Global social innovation in light of
Millenium Development Goals

Social Innovation Ecosystem- 2

Chotu Kool- affordable

refrigeration for poor
Freshpaper- prevents food
from rotting
In lieu of money, Toyota
donates efficiency to New York
Charity Naggar
Akshaya Patra Foundation

Evolution of social enterprise addressing

market and public sector failures and
emphasis on scalability
Understanding BoP and identifying
markets and needs for products/ services
for BoP
Perception of social enterprise from an
investment perspective
The social intra-preneur approach

RECOMMENDED
READINGS

Lahore University of Management Sciences

Business Model Canvas

Social Venture Landscape in

Pakistan

MODULE 2: SOCIAL VENTURE FRAMEWORK

New business models in
Understanding basics of business model
emerging markets Eyring,
canvas
Johnson & Nair
Mapping existing organizations and social
Business model canvas
enterprises on the canvas
Success through failure- the
Testing assumptions as critical to the
entrepreneurs emotional
business model canvas and customer
rollercoaster
development
Concept of failure and how to deal with it
Case brief: Neeya Jeevan
Understanding and mapping the issues/
Holtz, Merry
extent of problems and opportunities
Case study summary AKRSP
Different field players and their
competitive advantage
6 civic minded startups from
i2i accelerator looking to solve Comparison to other nations and their
real problems Millward
social venture landscape
Short case: Akhuwat
Design Thinking Brown &
Wyatt

Student pitch

Student groups give short presentation on

their initial social venture idea
Discussion regarding group dynamics &
expectation from Idea Factory

Value proposition (VP) of a social

venture
8

Focusing on the customer

segment

10

11

Presentation on VP and customer

segment
Distribution Channels

MODULE 3: IDEA FACTORY

Waste Ventures 2010-2013
Impact Report
How to do good and prove it
- Starr

Embrace: competing with

incumbents- Anand,
Nankumar & Dhanaraj
One Acre Fund- short
business plan
Innovation sandbox Prahalad

Jaipur Rugs- adapted case

Living Goods
IDE: Treadle pump case
Defining social businesshybrid value chains

How to design for impact- start by framing

the problem/ opportunity
Differentiating value proposition for users
and customers
Defining product/ service keeping
minimum viable product, scale,
competition and timing in mind
Process of customer development- focus
on the customer, with attention to
customer archetype (understanding day in
the life of customer), jobs to de done,
difference in problems vs. needs (pains or
gains the customer is looking for), who will
pay/ buy
Product market fit (where value
proposition & customer segment
converge)
Students work on their idea and
walk it through the two phases
The different channel types- direct,
indirect, OEM
Matching distribution channel to product
complexity, Distribution channel
economics

Lahore University of Management Sciences

12
13

Midterm exam
Guest Panel
Customer relationship

14

15

Presentation on distribution
channel & customer relationships
Revenue streams & impact

16

Partners

17

18

(Readings assigned close to

guest panel)
Sanergy- improved sanitation
Cemex: block by block Sandoval
Marketing to the BoP - Godin

Husk power systemsWharton

Three keys to M-PESAs
success: Branding, channel
management and pricing
Mas & Ngweno
In Black with BRAC- Jonker
BRAC enterprises
D.Light Ashden Awards
Case-study
Coca-Cola rolls out off-grid
water kiosks for developing
areas- Clancy

Presentation on revenue streams,

impact and partners
Resources, activities, costs

19

20

Role of technology and partnerships for

managing more efficient supply chains
and reducing costs
Hybrid value chains- coming together of
community organizations and business
sector

Presentation on resources,
activities, costs

Discussion around building value chains in

under-served markets
Understanding customer lifecycle
demand creation, acquisition costs ,
channels that are repeatable and scalable
Get, keep, grow cycle also how to test
and forecast demand creation budget
Critical aspect of customer relationships
when operating in emerging markets
Students work on their idea and
walk it through the two phases
Revenue model & strategy
Pricing tactics & payment flows
Achieving financial sustainability- hybrid
models
The currency of impact- thinking about
metrics
Need for partnership, also different
models
Difference in alignment and goals
Cost and constraints of partnerships

Reference to previous
examples/ cases as well
Bridge International
Academies report
Khan Academy - Bertadano
Optional reading: Unilever
project shakti

Students work on their idea and

walk it through the two phases

Differentiating and prioritizing :

o Resources: financial, human,
intellectual, physical
o Activities: manufacturing, supply chainmarketing, sales, distribution, customer
service
o Costs: to operate the business model
(fixed, variable, operating)
Unit economics calculation

Students work on their idea and

walk it through the two phases

Lahore University of Management Sciences

Consolidating the business and

impact model
21

Kickstart
Social Impact Assessment
Methodology- Misra
Social Impact Investing Goldmark

Launching a social venture

22

23
24
25
26
27
28

Student project work- field

Student project work- field
Pitch presentation preparation

Student project work- field

Final presentation
Final wrap up

Reviewing the business model (impact &

financials)
Monetizing social impact calculation for
SROI
Communicating impact and business
model
Basics of executive summary
Navigating the landscape in Pakistan &
globally
Innovations in early stage venture
financing
Testing assumptions critical stage of
venture life cycle
Pathways to scale (plus the 5Rs of
scalability)

Practice presentation round

Feedback on content and presentation
style
Students deliver presentation in front of
panel of judges including experts,
investors and potential partners
Students discuss their learning +feedback
on the other ventures

TEXTBOOK(S)/SUPPLEMENTARY READINGS

Compulsory: No specific Book. Course Content provided in form of case and reading compilation.
Optional Recommended Readings:
How to Change The World: Social Entrepreneurs and The Power of New Ideas by David Bronstien 2007

Solution Revolution: How Business, Government, and Social Enterprises Are Teaming Up to Solve Society's Toughest
Problems by William D. Eggers & Paul Macmillan 2013

The Power of Unreasonable People : How Social Entrepreneurs Create Markets That Change The World by John Elkington
2008

The Lean Start-up by Eric Ries 2011

Business Model Canvas by Alex Osterwalder & Yves Pigneur 2010

Art of Start by Guy Kawasaki 2004