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Networks, Value and Social Enterprise: A Brief Overview

Networks, Value and Social Enterprise: A Brief Overview. Jason Mollring SE 2 Partnership SERC: 27 June 2008.

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Networks, Value and Social Enterprise: A Brief Overview

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  1. Networks, Value and Social Enterprise: A Brief Overview Jason Mollring SE2 Partnership SERC: 27 June 2008

  2. “According to our research, nonprofits that pursue their missions through networks of long-term, trust-based partnerships consistently achieve more sustainable mission impact with fewer resources than do monolithic organizations that try to do everything themselves” (Wei-Skillern and Marciano, 2008, Stanford Social Innovation Review)

  3. Setting the Scene SE support organisation for South East Company Limited by Guarantee: January 2008 19 partners: networks, support orgs, govt Simultaneous tasks Thriving social enterprise environment in South East Bring together and support partners (connect silos) Develop a sustainable business model MA Social Enterprise Management, LJMU Investigate how to add value to partners & SEs Improve viability of business model, strategy and responsiveness to stakeholders Qualitative design for exploratory research

  4. Challenges Literature: market value and networks Value determined by customers not suppliers Took business perspective i.e. what would customers pay for? Networks & partnerships relate to competitive advantage but up to 70% fail (lack clear goals) Attempted in-depth and broad perspectives Then quasi-statistical (code), record pattern frequency. Not perfect, based on perception Found out SE’s don’t know who we are; not helping partners to collaborate enough; too embedded in VCS

  5. Adding Value Market Development Info & Comms SE2 Partnership Partners Social Enterprises Network Facilitation Stakeholder Management

  6. Now What? Provided partners with research for input, debate and feedback Key task: Create robust communications plan to promote sector, signpost to resources, communicate opportunities and threats and share knowledge Demonstrate and communicate performance Move from qualitative to quantitative indicators Monitor, measure, evaluate and improve

  7. Implications for the Sector • There are a plethora of networks serving the sector • Issue of sustainability for themselves • Need to understand their perceived value and what their customers want • Leads to relevant products and services, management, communications and strategy • Further research? • More clarity around 4 value activities listed above • Appropriate information & communications? Best way to develop the social enterprise marketplace?

  8. Thank You Jason Mollring SE2 Partnership Jason@se2partnership.co.uk 020 7566 1461 === MA Social Enterprise Management, LJMU http://www.ljmu.ac.uk/socialenterprise/index.htm

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