Social Entrepreneurship
BMGT 798E (Now 758D) Spring Semester 2002: Section 0101 Thursday, 7:00-9:40pm, Van Munching Hall, Room 1202 Instructor: Adjunct Professor Jim Sanders President, Columbia Group Phone: Email:
Course Description This course is about using entrepreneurial skills to craft innovative responses to social problems. Entrepreneurs are particularly good at recognizing opportunities, exploring innovative approaches, mobilizing resources, managing risks, and building viable enterprises. These skills are just as valuable in the social sector as they are in business. Social entrepreneurship applies to both profit and non-profit firms who have programs designed to create social value. Educational Objectives This course has three primary educational objectives: 1) to examine the challenges and rewards of entrepreneurship and management in creating and developing social purpose organizations; 2) to build the knowledge, skills, and attitudes necessary for responding successfully to the challenges, 3) To provide an appreciation of the relative strengths and weaknesses of different organizational forms, nonprofit and for-profit, in providing social goods and services. Course Content and Educational Methods Social entrepreneurship focuses on how to bring and adapt business skills to the social sector. It provides a conceptual framework for thinking strategically about innovation in the social sector. The primary education method will be case studies and lectures from practitioners in the field. The course is organized into six modules: · Start-Up and Early Stage Ventures deals with the issues an entrepreneur faces in creating and sustaining a nonprofit organization. · Innovations in the Social Capital Markets looks at utilizing financial markets to obtain social outcomes. · Achieving Social Objectives with Commercial Ventures examines a number of creative approaches organizational structures used by for-profit companies to address social issues · Crafting Alliances among nonprofits and with for-profits is covered in this module. · Managing Growth and Performance explores the distinctive challenges associated with growing a social enterprise. · Appropriate and Sustainable Funding Strategies explore the methods of funding social enterprises. Readings: · Recommended: J. Gregory Dees, Jed Emerson, Peter Economy: Enterprising Non Profits. Wiley. 2001 · Required: coursepack available at UMCP bookstore Course Requirements I. Participation: 20% of the class grade.
410.997.7018 Jsanders@rhsmith.umd.edu
The following factors will be considered in the participation grade: attendance, quality of class participation, contribution of resources (articles, websites, people), collaboration with class participants. II. Topic Analysis: 20% of the class grade. Students will be asked to conduct a literature review of one relevant topic and work either independently or as a member of a team to write a summary article that can serve as a resource to fellow classmates. Due: March 20th. III. Final Project: 60% of the class grade. The project is to be completed in self-selected, small groups (no more than four students per group). Individual projects will be accepted only with the instructor's approval. One-page proposals are due 2/27th. The final project is due 5/8. The project may take one of the following forms: · a business plan, marketing plan, or strategic plan for a new or existing social enterprise; · a business plan for a social venture fund or other form of capital market activity which has an identifiable social outcome · a proposal to a foundation requesting funding for a social enterprise; · a critical assessment of an existing social enterprise with recommendations for improvement; or · a case study of social entrepreneurship in action along with a possible teaching plan. Students are free to select organizations of their own choosing, as long as they represent examples of social entrepreneurship. Session 1: Course overview, goals, requirements. Description of term project. Review of resources. Session 2: Defining Social Entrepreneurship Read: · Zoltan Acs “Conceptual Framework of Social Entrepreneurship (distributed in class) · Dees, "The Meaning of Social Entrepreneurship," www.gsb.stanford.edu/services/news/DeesSocentrepPaper.html · Text: Dees, Emerson, Economy. Chapter 1. “Social Entrepreneurship” Speaker: Zoltan Acs, Professor University of Baltimore. Topic: Conceptual Framework for Social Entrepreneurship Module 1: Start-Up and Early Stage Ventures Session 3: The Challenge of Creating and Capturing Value Read: Text: Dees, Emerson, Economy. Chapter 2 & 3. Prepare case: Jumpstart, HBS 301-037 Speaker: Michael Rosenbaum, CEO of Catalyst Solutions (a for profit business focusing on inner city job training) Module 2: Appropriate and Sustainable Funding Strategies Session 4: Funding Strategies Read: · Ryan, "The New Landscape for Nonprofits," HBR 99108 · Notes on Innovations in Philanthropy. Stanford case SI-05 · Text: Dees, Emerson, Economy. Chapter 4.
Prepare: Case: Social Investing at Jessie Smith Noyes Foundation Speaker: Ralph Smith Vice President The Annie E. Casey Foundation (invited not confirmed) Module 3: Innovations in the Social Capital Markets Session 5: Pioneering Venture Philanthropy Read: · Venture Philanthropy 2001: The Changing Landscape Prepared by Community Wealth Ventures, for Venture Philanthropy Partners www.venturephilanthropypartners.org/info-url_nocat2026/info-url_nocat.htm · Overview of Venture Philanthropy Partners http://www.venturephilanthropypartners.org/info-url_nocat2024/info-url_nocat_show.htm?doc_id=29613 show.htm?doc_id=29613 · Text: Dees, Emerson, Economy. Chapter 5. Prepare case: Asian Neighborhood Design Stanford Case E-44 Speaker: Sandra Gregg, Communications and Investor Relations Partner for Venture Philanthropy Partners http://www.vpp.org/. Session 6: Developing a Venture Fund Which Has Social Objectives Read: · Gompers & Lerner “ Designing A Successful Public Venturing Effort” Ch.8 in The Money of Invention: How Venture Capital Creates Wealth. Harvard Business School Press. 2001. Prepare case: Northeast Ventures, Harvard case 296-093 Speaker: Mark Grovic, Deputy Director, Dingman Center for Entrepeneurship Session 7: Social Return on Investment and Other Ratios for Success Speaker: Julie Gorte. Director of Social Research. Calvert Foundation Module 4: Achieving Social Objectives with Commercial Ventures Session 8: Social Objectives with Commercial Ventures This session examines a number of creative approaches and organizational structures used by for-profit companies to address social issues Readings: · Review the following briefings on Business for Social Responsibilty website marketplace, corporate social responsibility, www.bsr.org/BSRLibrary/TO_Ta.cfm Prepare case: IBM's Reinventing Education (A) Harvard case 399-008 Speaker: IBM representative Session 9: Social Objectives with Commercial Ventures Case: Honest Tea Harvard case: 201076 · Speaker: Seth Goldman-President and CEO, Honest Tea, Bethesda www.honesttea.com/ Module 5: Crafting Alliances
This module covers alliances among nonprofits with for-profits Session 10: Building a Strong Alliance Read: Andreasen, "Profits for Nonprofits: Finding a Corporate Partner," HBR 96601 Prepare case: Share our Strength and American Express: Developing Marketing Alliances. Stanford case M-289 A Speaker: Catherine Townsend, Associate Director, Share Our Strength Module 6: Managing Growth and Performance Session 11: mproving Effectiveness in Social Prorgrams Read: · Effective Capacity Building in Nonprofit Organizations Prepared by McKinsey & Co. For Venture Philanthropy Partners http://www.venturephilanthropypartners.org/info-url_nocat2026/info-url_nocat.htm · Not-for-profit management: The gift that keeps on giving The McKinsey Quarterly, 2001 No. 1 · Measuring what matters in nonprofits The McKinsey Quarterly, 2001 Number 2 http://www.mckinseyquarterly.com/category_editor.asp?tk=117858::33&L2=33 · Text: Dees, Emerson, Economy. Chapter 10. Prepare case: reread Jumpstart, HBS 301-037 Speaker: Lynn Taliento McKinsey & Co. Session 12: 4/24 Social Marketing, Cause branding & Marketing for the Non-profit: Read: · Drumwright, M. and Murphy, P. “Corporate Societal marketing (Ch. 8) in Bloom, P. and Gundlach, G. Handbook of Marketing and Society. Sage 2001 · Dholakia R., & Dholakia N., “Social Marketing and Development” (Ch. 21) in Bloom, P. and Gundlach, G. Handbook of Marketing and Society. Sage 2001 · Text: Dees, Emerson, Economy. Chapter 8. “Understanding and Attracting Your Customers” Prepare case: Population Services International Speaker: Denise Keyes, Leader of the Social marketing Group at Fleishman- Hillard Public Relations www.fleishman.com Session 13: 5/1 Governance and Volunteer Board Members Read: “Working on Nonprofit Boards: Don't Assume the Shoe Fits” Prepare case: Manchester Craftsmen's Guild and Bidwell Training Center: Governing Social Entrepreneurship Course Conclusion Session 14: 5/8 Course Summary Term paper presentations ********************************************************************************************* ********** CLASS RESPONSIBILITIES Please use a name tent until I learn your name.
The University’s Code of Academic Integrity is designed to ensure that the principles of academic honesty and integrity are upheld. All students are expected to adhere to this Code. The Smith School does not tolerate academic dishonesty. All acts of academic dishonesty will be dealt with in accordance with the provisions of this core. Please visit the following website for more information http://www.inform.umd.edu/CampusInfo/Departments/JPO/AcInteg/code_acinteg2a.html Special needs: any student with special needs should bring this to the attention of the instructor as soon as possible, but not later then the second week of class.