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SOCIAL FRANCHISING A development strategy for s/m social entrepreneurs A case study Le Mat the European Social Hotelier

SOCIAL FRANCHISING A development strategy for s/m social entrepreneurs A case study Le Mat the European Social Hoteliers’ Network. OBSTACLES TO THE DEVELOPMENT OF A BUSINESS MODEL BASED ON (TYPE B) SOCIAL COOPERATIVE. Twofold product (social and economic) small and local dimension

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SOCIAL FRANCHISING A development strategy for s/m social entrepreneurs A case study Le Mat the European Social Hotelier

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  1. SOCIAL FRANCHISING A development strategy for s/m social entrepreneurs A case study Le Mat the European Social Hoteliers’ Network

  2. OBSTACLES TO THE DEVELOPMENT OF A BUSINESS MODEL BASED ON (TYPE B) SOCIAL COOPERATIVE • Twofold product (social and economic) • small and local dimension • difficulty in reconciling economic and social sustainability • marginalization of people with disabilities

  3. SOCIAL CO-OPERATIVE SUCCESSFUL FACTORS • good economic result • social empowerment • Links with local community • social capital and network against exclusion

  4. CHARACTERISTICS OF THE SOCIAL FRANCHISING BUSINESS MODEL • innovative social responsible trademark • open and permanent network • ownership of the quality brand shared by the actors of the network • know-how transfer process • quality defined by workers and consumers

  5. WHY CHOOSING THE HOTEL BUSINESS • sustainable practice • spontaneously interest of social co-operatives • hotel works as community • hotel can provide a contribution to local development • hotels offer a wide range of profiles at different professional level based on human and social interaction • people with disabilities gain highly transferable skills

  6. PRECONDITION OF FEASIBILITY • an innovative and successful social responsible practice • entrepreneurial partners interested in adopting the model and set up the network • a business plan to develop the network and toolkits for the partners • time, money and human resources to start-up the network (3 years)

  7. ASSUMPTIONS FOR TRANSFERABILITY • enables to copy good ideas and avoid mistakes • guarantees a permanent learning • organizes quality control • reinforces horizontal solidarity and cultural exchange • raises the visibility, the impact, the sustainability of social economy on the global market • is an instrument of cooperation between the profit and non profit sector

  8. ASSUMPTIONSFOR SUSTAINABILITY OF SOCIAL FRANCHISING • good business concept • bottom up network strategy • sector specialization and organized know how • reciprocity between those who want to replicate and those who decide to transfer • small businesses act on a local level with a global strategy • access to business easier for social coops and help in the start-up • financial support in the start-up period • investment support of the franchisee

  9. A CONCRETE EXAMPLE Le Mat hotels, hostels or travel groups are: • small dimension • placed everywhere • open all over the year • easily accessible to people with special needs • managed in a collective way • included in a worldwide network of responsible tourism • contributing to develop the trademark and social responsibility • using and developing common toolkits, common communication and business strategies

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