Social Entrepreneurs

Entrepreneurship Group 3
Murtuza Kothari
Ashish Kaushik
Rohit Sawant
Utsav Thakkar
Karan Mahajan
 Social Entrepreneurship
• Management schemes to create social value
• Socially responsible practice of commercial
businesses
• Alleviation of social problems and catalyzing
of social transformation.
• Entrepreneurial idea being conceptualized/
executed with a social intent.
 Issues Addressed
• Poverty Alleviation
• Employment Generation
• Rural Banking
 Comparison of Business & Social Entrepreneurs

Difference Social Entrepreneurs Business Entrepreneurs

Purpose Creating a social change Earn Profits
Motive Achieve Social Mission Achieve Personal goals
Change Agents Social Sector Economic growth
 Social Entrepreneurs
Entrepreneurs who solve social problems by:

• Adopting a mission to create and sustain social value,

• Recognizing and 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 at hand, and
• Exhibiting a heightened sense of accountability to the
constituencies served and for the outcomes created.
 Traits of a Social Entrepreneur
• They identify and solve social problems and
impact disadvantaged communities on a large
scale
• Seize opportunities to challenge and change
inequitable systems, and are thus innovative
in their product/services and approach.
 Role of Social Enterprises
• Awareness generation through mass
dissemination of relevant information in the
most innovative forms.
• Reaching out to the masses
• Maintaining constructive pressure on
governments in policy formulation and
implantations
• Break conventions, barriers and age-old
beliefs that plague our social mindsets.
 Challenges in India
• Constantly dealing with the system, fighting
and confronting a system
• There are no clear parameters to measure
success or victory
• Very difficult to get talented people
• Striking a balance between passion and
monetary rewards.
Examples of Social enterprises
 Model: Poor as Consumers
• No-frills, focused offerings
– e.g., Vaatsalya Healthcare

• Group as customer
– e.g., Byrraju’s Water Project

• Pay as you use offerings

– e.g., SELCO

• Outreach through shared channels

– e.g., Eko
 Model: Poor as Producers
• Aggregation & collectivization
– e.g., LabourNet

• Skill enhancement
– e.g., Mann Deshi Business School

• Asset creation and ownership

– e.g., Rickshaw Bank

• Market linkages
– e.g., Sammridhi
 Arvind Eye Hospital
• Setup in 1977 by Dr. G Venkataswamy
– 1977 – 30 beds
– 1978 – 100 beds
– 1984 – 400 beds
• Social Strategy
– in 1988, 135 Paying, 400 free patients
– By 1991, 280 Paying, 1100 free patients
• In 2007 Intraocular Lens manufacturing unit
• Performing 286,000 surgeries annually
 SELCO
• Setup by Dr. Harish Hande in 1995
• Solar Technology to provide lighting
• Increased Productivity of businesses
• Improved quality of Life
• 28 energy service centers in Karnataka and Gujarat, India

• Skill force of over 170 employees

• 1,35,000 + solar home lighting systems in 17 years
• Largest solar water heating system ~ 4,00,000 liters for a
single client in India
• Supported 4 solar entrepreneurs