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Social Enterprise Academy. David Bryan, Programme Manager. VISION A society which combines economic activity with community benefit, led by dynamic social entrepreneurs wherever we may find them. MISSION To contribute to this change through learning & development. MISSION
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Social Enterprise Academy David Bryan, Programme Manager
VISION A society which combines economic activity with community benefit, led by dynamic social entrepreneurs wherever we may find them.
MISSION To contribute to this change through learning & development MISSION To contribute to this change through learning & development
Where we work HUBS Southern Scotland Highlands & Islands South Africa Australia
Our learning progammes • Practitioner-led • Peer & action learning based • Accredited at degree level
You are a social enterprise in the D & G, employing 20 people - all local people with barriers to employment - manufacturing jute bags for promotional use by co-ops, social enterprises and commercial businesses. • You have 3 bottom lines to consider in your business: • Social • Environment • Economic
Scenario One • Customer surveys show that people would like brighter colours and would pay extra for this, but you would need more chemical dyes and bleach. • What do you do? • Ignore customer survey • Go for the non-environmental friendly chemical dye? • Do something else?
Scenario Two • You have the opportunity to buy new sewing machines. They are more energy efficient and have the potential to work at 25% faster speed. • What do you do?
Scenario three • You have been asked to offer work experience placements to local young people, not all of them local and more ‘work ready’ than your current workforce. • What do you do?
Scenario four • You have been approached by a social entrepreneur from India who can provide a bank of skilled machinists. You could move some or all of the production to India. • What do you do?
How you deal with your social, environmental and economic impacts (Triple Bottom Line) = what really defines you as a Social Enterprise…
The sum of your impacts(Social, Environmental, Economic) = “more than profit” …
What are the direct and indirect impacts of our pricing strategy? What is profit for anyway? What overheads do we need to cover? Why charge for the product at all? How do we want to interact with our users? Are we flexible in our pricing? SOCIAL ENTERPRISE How much can customers afford? CUSTOMER What total project costs need to be covered? How do we respond to negotiation? What are comparative ‘market prices’ for your product or its equivalent? How many ‘products’ need to be sold - to make a social/environmental difference? What economy – local, regional, national, social - ecosystem – habitat. bioregion, global system socialnetwork – family, community, society – are we working in? What comes first – social, environmental or economic? Questions for social enterprises How many customers are out there? What types of customer are there? How else can I reduce the economic burden on the client? At what price is the product/service valued?
Questions for You.. Group1 - Is there a place for a ‘freebie’ in social enterprise? Group2 - How strictly do you stick to your pricing regime? Group3 – Should you charge for a service/product whether you need to or not, to increase your income? Group4 - Should social enterprises charge only to cover costs, or is a profit margin necessary? Group5 - Does undercutting market prices by using grant funding and charitable status constitute ‘unfair competition’?
Leadership Certificate – starts Jan 20 & 21 Dumfries No cost, all welcome!
Learning in a previous business programme I was shown my weaknesses. Learning with the Academy helped me to discover my strengths. I started the programme as a manager and finished it as a leader.
