Social Entrepreneurship Vítor Ferreira, IPLeiria Cândida Loureiro , ESEnfC ’ Joensuu , 2013

1. Social EntrepreneurshipVítor Ferreira, IPLeiriaCândidaLoureiro, ESEnfC’Joensuu, 2013

2. Bom diaGoodMorningBuenos DíasBon diaBonjourHyvää huomentaдоброе утроLabrītLabas rytasDzień dobry

3. A Revolution • 85% of the new jobs in small and start-up firms • Product/service introduction rate higher than ever before • Rate of wealth creation exploding • And it’s a global revolution

4. 4 Types of entrepreneurship • Schumpeterian • Knight’s • Kirzner’s • Faultin’s

5. 1. The Schumpeterian entrepreneur • Schumpeter identified the creative combination as a basic element of economic growth and entrepreneurship (1911) • New combinations do not substitute old combinations on the spot. They rather grow slowly and in niches, but after some times they would destroy their competiting combinations • In most cases, innovative businesses are not based on old resources and forces • Therefore entrepreneurial creativity of the Schumpeterian type creates an economic disequilibrium, or at least is contributing to it. „creative destruction“

6. Creative Destruction and social cost • Schumpeter‘s entrepreneur by his creativity limits the permanent accumulation process of goods and wealth • … makes production factors obsolete who seldom have the chance to be reintegrated in new production processes • … does not pay for the social costs • Consequences have to be handled by the welfare state

7. 2. Knight‘s entrepreneur - RISK • For H. P. Knight (1921), the ability of taking risks is crucial for the entrepreneur. Moreover, he has to deal with uncertainty that is incalculable in statistical terms („Knight‘s uncertainty“). • This entrepreneurial ability requires a creative approach towards undefined and non-predictable situations, thus creating uncertainty for others. The social costs can be high. • Global economy has become less predictable since the 1970s, so Knight‘s definition of the core of entrepreneurship has become up-to-date again • Similar position: Peter Drucker (1970)

8. 3. Kirznerian entrepreneurship • For Kirzner (1978, 1989), markets are not given entities but they are created by the entrepreneur who creates information about potential production factors and seller‘s markets • Markets have to be discovered and need to be shaped • The Kirznerian entrepreneur is a discoverer of unused and inactive production factors that can be creatively recombined. (alertness) • He is contributing to the market equilibrium by non-destructive entrepreneurship (famous examples: furniture from pest plants in Vietnam, export of chicken feet from Brasil to South East Asia) – Blue Ocean perspective • A small niche entrepreneur.

9. 4. Faltin‘s entrepreneur • Faltin (2008) states that a modern entrepreneur needs only to combine existing services, knowledge or ideas that are already on the market, based on the internet economy • This is easier in a network economy than in traditional economy: services can be provided at low cost and are saving fix costs. The creative idea is much more relevant than the resources owned by the entrepreneur („brain beats capital“) • Faltin‘s Entrepreneur has to combine relations and resources around a value proposition in a business model generation matrix

10. Nevertheless, there has never been a society with more than about 30 % entrepreneurs • Historical evidence (from Roman empire until today) • But the social dimension?

11. Social Entrepreneurship So, is entrepreneurship basically entrepreneurship regardless of the context? Or is “social entrepreneurship” something truly different?

12. Social Entrepreneurship What is Social Entrepreneurship?

13. What Is Social Entrepreneurship? Nonprofits making money

14. What Is Social Entrepreneurship? Nonprofits making money For-profits doing things to show they are not evil

15. What Is Social Entrepreneurship? Nonprofits making money For-profits doing things to show they are not evil Process of creating value by bringing together a unique package of resources to exploit an opportunity, in pursuit of high social returns

16. What Is Social Entrepreneurship? Process of creating value by bringing together a unique package of resources to exploit an opportunity, in pursuit of high social returns, for example: Opportunity: Underused human capital Endeavor: New businesses older people teaching skills to unemployed Social returns: Young people acquiring knowledge, peaceful neighborhood, less costs

17. What is the main difference between commercial and social entrepreneurship? Denomination of the returns Social and commercial entrepreneurship have most of the same characteristics(though this is not consensual in the literature)

18. The Process of Social Entrepreneurship • Find an opportunity • Develop a business concept • Figure out what success means and how to measure it • Acquire the right resources • Launch and grow • Attain goals

19. Some problems arise • What is profit in this case? • How do we count it? • Can we compare investments?

20. Three characteristics • Social entrepreneurship meets needs unmet by commercial markets and (usually) the government • Social entrepreneurship is motivated by social benefit • Successful social entrepreneurship usually works with, not against, markets

21. Social Entrepreneurs “Look” Like Any Other Kind of Entrepreneur

22. Myths about Social Entrepreneurship • Social entrepreneurs are anti-business • The difference between commercial and social entrepreneurship is greed • Social entrepreneurs are nonprofit managers • Social entrepreneurs are born, not made • Social entrepreneurs are misfits • Social enterprises usually fail • Social entrepreneurs love risk

23. Why does social entrepreneurship matter?

24. 14 12.6 12 11.5 10.5 10 9.2 7.8 8 7.2 6.2 Percent of employees 6 4.9 4.9 4.5 4.5 3.7 4 3.5 3 2.4 2.4 2.2 1.7 2 1.3 0.9 0.6 0.4 0 UK Holland USA Brazil Peru Israel Spain Ireland Mexico Austria Japan Finland Belgium Hungary Australia France Slovakia Colombia Romania Germany Argentina Czech Republic Size of the Nonprofit Workforce

25. A Nation of Social Entrepreneurs Human Capital with a high entrepreneurial orientation + Faith in own abilities + Vast ungovernable frontier = Citizens willing to meet their own social needs, without an excessive reliance on the state

26. Social Entrepreneurship From theory to practice in ESEnfC

27. The ESEnfC Office of Entrepreneurship (OE)

28. The ESEnfC OE Team

29. The OE’s Mission • Boost entrepreneurship Contributing

30. The OE’s Mission • Finding new opportunities in general and in health care in particular High level Truly entrepreneurial behavior with an impact and visibility recognized by the community

31. The OE’s Values

32. ESEnfC’s OE • Encourage undergraduate students to be dynamic and resourceful in seeking new professional activities, and if possible, the creation of self-employment; • Make ideas and business opportunitiesemerge. "Entrepreneurship in Health" "Social Entrepreneurship"                       "Incentives and Financing"            "From Idea to Business"

33. TheOE’sofESEnfCSocial Entrepreneurship More Health for São Tomé On Route World Catió - Guinea

34. Poliempreende Contest (2003) Integrates all Portuguese polytechnics Main objective : • To help stimulate a research market directed towards the establishment of companies by innovating character with growth potential. ESEnfC was integrated in 2008 with 12 business projects

35. Examples of business plans AMP – Wound Care 1st place – 1500 euros 2008 4th year nursing students

36. Examples of business plans Dignified Care 2nd place – 1000 euros 2008 4th year nursing students

37. Examples of business plans Educate to Win 3rd place – 500 euros 2008 4th year nursing students

38. Examples of business plans Easy4U 2nd place National Prize winner           “Best idea” 2011 2009 Youngnurse

39. Examples of business plans 1st place Regional/ 7th place Nacional Medisegura 2010 Youngnurses

40. Examples of business plans Students develop device for patients with Alzheimer's ALTEC 2010 2nd yearnursingstudents

41. Examples of business plans 1st place Regional An Innovative Bedpan A technological point of view 2011 Youngnurse

42. Examples of business plans Shower Care Project Award for health 10 000euros from Bluepharma 2013 Team led by researcher and 4th year nursing student Diana Santos

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