The institutional work of a social enterprise operating in a subsistence marketplace: Using the business model as a market‐shaping tool

2020 ◽  
Author(s):  
Hussein Faruque Aly ◽  
Katy Mason ◽  
Winfred Onyas
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Institutional Work ◽  
Shaping Tool ◽  
Market Shaping

scholarly journals Fit-For-Purpose, Private-Sector Led Land Regularization and Financing of Informal Settlements in Brazil

Land ◽  
2021 ◽  
Vol 10 (8) ◽  
pp. 797
Author(s):  
Malcolm Childress ◽  
Selina Carter ◽  
Edgard Barki
Keyword(s):  
Private Sector ◽  
Business Model ◽  
Social Enterprise ◽  
Informal Settlement ◽  
Property Values ◽  
Informal Settlements ◽  
Private Land ◽  
Operational Approach ◽  
Municipal Governments ◽  
Fit For Purpose

This paper aims to analyze the financial and operational approach to land regularization and financing used in Brazil by an innovative private social enterprise in order to demonstrate that the approach widens the concept fit-for-purpose land regularization to include fit-for-purpose land financing, with relevance for wider efforts in informal settlement regularization and upgrading. In this approach, the enterprise acts as a coordinator and broker to organize the residents of informal settlements to regularize their settlements by negotiating buyouts of the underlying private owners at discounted values, handling titling and registration of the occupants, and coordinating with municipal governments to provide infrastructure. The analysis of parcel-level repayment and price data provides evidence of the sustainability of the business model and increase of property values of the regularized parcels. The results presented from the enterprise’s own repayment data demonstrate that under (non-pandemic) historical conditions residents are largely able to pay an affordable monthly payment over 7–10 years to the enterprise for the service to purchase the plots and maintain the enterprise. In operation since 2001, the enterprise has regularized over 20,000 parcels in more than 30 settlements, primarily in the cities of Sao Paolo and Curitiba in Brazil. The approach suggests that it could be widely replicable and add to the set of options for regularizing informal settlements, especially when purchase of private land is required.

Financing Social Enterprises Through Cash Waqf

2021 ◽  
pp. 214-227
Author(s):  
Nor Razinah Mohd. Zain ◽  
Najim Nur Fauziah ◽  
Habeebullah Zakariyah ◽  
Azman Mohd. Noor
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Qualitative Methodology ◽  
Business Models ◽  
Islamic Law ◽  
Social Enterprises ◽  
The Social ◽  
Modern Business ◽  
Analytical Review ◽  
Research Findings

This research explores the potential of cash waqf in generating capital revenue in carrying out social-based investment through social enterprises. Looking closely into two different concepts (i.e., social enterprises and waqf), this research appreciates the understanding on the modern business model of social enterprise and the innovative version of religious social finance (i.e., cash waqf). Depending on qualitative methodology and analytical review, the discussion of this research is developed. These approaches are considered suitable and pragmatic for the suggested business model of social enterprise. Here, an innovative business model with a combination of social enterprise operation and cash waqf is introduced. It has the potential to stimulate further research to innovate religious social finance instruments to current and modern business models. This research proposes a business model of social enterprise that combines cash waqf in its operation for sake of generating capital revenue. Simultaneously, such a business model has the potential to expand the cash waqf in meeting social objectives of the social enterprise. As research findings, it is found that even though waqf is derived from a religious traditional philanthropic instrument, its innovative version of cash waqf can be utilised in generating capital revenue for social enterprises. As long as the required principles of cash waqf as provided under Islamic law is fulfilled, a combination of cash waqf in the operation of social enterprise can be carried out.

Markets changing, changing markets: Institutional work as market shaping

2018 ◽  
Vol 19 (3) ◽  
pp. 301-328 ◽  
Author(s):  
Jonathan J. Baker ◽  
Kaj Storbacka ◽  
Roderick J. Brodie
Keyword(s):  
The Novel ◽  
Longitudinal Case Study ◽  
Institutional Work ◽  
Institutional Perspective ◽  
Policy Makers ◽  
Market Change ◽  
Cirque Du Soleil ◽  
New Circus ◽  
Intentional Activities ◽  
Market Shaping

There is increasing interest in the marketing discipline to adopt an institutional perspective when examining markets. This requires seeing markets as complex systems that evolve through time, rather than as preexisting, stable structures. Using a historical, longitudinal case study, we integrate the “institutional work” framework as a lens to understand the process of market change in the novel, historic case of circus in North America through the 20th century. We explore the decline of the market for traditional American circus, and the emergence, in the 1970s, of the adjacent market for new circus, with a specific focus on the world’s preeminent new circus company, Cirque du Soleil. Theoretical contributions of the article include a “market-shaping activities” framework that illustrates market shaping involves considerably more actors than the dyad of producer and consumer. Market-shaping occurs through an interdependent process involving institutionalized practices, beliefs and expectations, and the intentional activities of market actors at any institutional level. Market change is shared, iterative, and recursive, that is cocreated, and undertaken by market actors both formal and informal. Market shapers do not necessarily work in an orchestrated fashion; nevertheless, vibrant networks of complementary actors contribute positively to the construction of shared identities and normative networks. From a managerial perspective, we find implications for policy makers, funders, strategists, and marketers.

Last mile farm inputs: farm shop delivers

2016 ◽  
Vol 9 (3) ◽  
pp. 1-22
Author(s):  
Monica C. Diochon ◽  
Yogesh Ghore
Keyword(s):  
Business Model ◽  
Social Marketing ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Business Models ◽  
Emerging Market ◽  
Sub Saharan Africa ◽  
Theory Of Change ◽  
Content Type ◽  
Farm Inputs

Subject area The subject areas are social entrepreneurship and marketing in social enterprises. Study level/applicability This study is applicable to undergraduate or MBA-level courses; possibly executive programs as well. Case overview Farm Shop was established in 2012 as a not-for-profit trust, with an aim of developing a distribution platform for poor, rural communities across sub-Saharan Africa so that smallholder farmers could get the farm inputs and services needed to increase their productivity and income. Attempting to reach scale, this social enterprise is in the process of building a micro-franchise network. Unlike franchises in industrialized countries where the franchisor starts with a vetted and replicable turnkey business, Farm Shop was created from scratch. After prototyping the shop concept and validating the business model in Kiambu County of Kenya, Farm Shop has 10 fully operational shops and is keen to start its growth phase, aiming to have 120 shops in its network within the next 12-18 months. It is only at that point that break-even will be achieved. Recognizing the key role of marketing in Farm Shop’s growth efforts, the founders are now focused on finalizing their go-to-market (GTM) strategy. Having initiated and measured the results of a number of marketing activities over the past six months, it is now time to decide which of these activities should be incorporated into their micro-franchise system. The management team knows that to provide advice, training and quality products to farmers, they first needed to develop awareness, interest and desire for what Farm Shop has to offer, not to mention the need to gain the farmers’ trust. Fundamentally, farmers needed to be convinced that Farm Shop can help them improve their productivity and income. Expected learning outcomes The study enables to gain an overall understanding of the range of challenges and opportunities associated with establishing a micro-franchise in an emerging market context; to gain a better understanding of social marketing, including the four types of behavioral influence it attempts to achieve and the similarities and differences between social and commercial marketing; to introduce the “theory of change” concept, providing a framework for understanding how and why change will occur; to introduce the concept of business models and explore the differences between “traditional” and “social entrepreneurship” business models; to understand how a competitive advantage is created; to introduce basic marketing concepts and the GTM concept and its role and application in a business model for a new social enterprise and to understand how marketing contributes to the social enterprise’s strategic goals and sustainability, thereby gaining an understanding of how “social marketing” is differentiated from commercial marketing. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

An examination of a social tourism business in Granada, Nicaragua

2019 ◽  
Vol 74 (6) ◽  
pp. 1179-1190 ◽  
Author(s):  
Alexia Franzidis
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Building Blocks ◽  
Content Type ◽  
Business Model Canvas ◽  
Tourism Product ◽  
The Many ◽  
A Company ◽  
Depth Interviews

Purpose The purpose of this paper is to examine the business model of a successful social tourism business in Granada, Nicaragua. The study assesses how the business provides an avenue to combat the challenges that restrict certain stakeholders from participating in tourism. The case identifies specific mechanisms, such as investing in the local community’s education and favoring local vendors and merchants, as ways in which social tourism businesses can disseminate value among all stakeholders and create a more equitable form of tourism. Design/methodology/approach The case study method was chosen for collecting and analyzing data. Data include in-depth interviews with business founders, managers and employees, field observation notes, photographic documentation and additional written documents. Data were analyzed using content analysis. Findings The study found that the business was able to produce a high-quality tourism product that disseminated value among all stakeholders. The study also proved the value of the additional building blocks within the Business Model Canvas for Social Enterprise, and the clear distinction between “co-creators” and “beneficiaries.” Originality/value This study uses the Business Model Canvas for Social Enterprise, a model unverified since inception, to analyze a successful social tourism business. It confirms the usefulness of the additional building blocks within the model, and the additional delineations between “co-creators” and “beneficiaries.” Furthermore, the paper recommends these distinctions are extended to all blocks in the canvas, to illustrate the many ways a company can distribute value based on its business model.

Evaluating the Business Model of a Work Integration Social Enterprise in Cantabria

2019 ◽  
pp. 51-67
Author(s):  
Elisa Baraibar-Diez ◽  
María D. Odriozola ◽  
Ignacio Llorente ◽  
José Luis Fernández Sánchez
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Work Integration
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