Introduction to Course 3

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En provenance du cours de Copenhagen Business School

Unleashing the Impact of your Social Enterprise

22 notes

Copenhagen Business School

Unleashing the Impact of your Social Enterprise

22 notes

Cours 3 sur 3 dans Specialization Social Entrepreneurship

In Course 3 of this Specialization you will first of all learn about Social Impact Assessment. Hence you will be able to develop a method to evaluate the social mission that you achieve while implementing your business plan. Next you will outline an appropriate communication strategy for your social enterprise and will demonstrate how to market your products and services to beneficiaries and other customers. Here you will employ an adaptable communication strategy as you move from early adopters to a broader market share. Furthermore you will determine growth strategies and how you can scale or replicate your business plan internationally in order to reach a larger number of beneficiaries. In particular you will discuss organic growth, social franchising, and an open source approach. Finally, you will evaluate exit strategies. Thus you will review options social enterprises have when they need to finance their growth but the original funders can not or do not want to finance the expansion. Course 3 will be completed by your Capstone project, which will ask you to submit the final business plan of your social venture. Note: It is highly recommended to have completed Course 1 & 2 of the Social Entrepreneurship Specialization before starting this Course!

À partir de la leçon

Introduction to Social Impact Assessment

Welcome to the final Course of this Social Entrepreneurship Specialization. In this session you will be introduced to the topic of measuring the social impact of a venture. You are asked to apply your knowledge to the case of Specialisterne and frame your business plan by writing the executive summary.

Introduction to Course 35:55

Teamwork & Introduction to Module 12:49

Introduction to Social Impact Assessment | Simone Petersen10:09

Group reformation | Babele | Peer evaluation exam4:30

Rencontrer les enseignants

Kai Hockerts

Centre for Corporate Social Responsibility

Welcome to the course Growing the Impact of Your Social Enterprise.

You are participating in the third course

of the Copenhagen Business School MOOC Specialization on Social Entrepreneurship.

My name is Kai Hockerts and

I am Professor of Social Entrepreneurship at the Copenhagen Business School.

Here I teach on social entrepreneurship, both on our Danish campus,

where we're now, as well as on our China campus in Beijing.

As I will explain shortly, most peer evaluation exams

of this course are organized around a business plan of your social enterprise.

Which you should have started working on as part of your earlier two

courses in this specialization.

Moreover, we will use terminology that we have developed in the first courses.

And we will refer back to the cases we have discussed earlier

in this specialization.

These references will not make sense to you if you

have not taken the first two courses.

Thus, if you have not yet participated in the first and

second course of the specialization,

then I strongly suggest that you first take the time to enroll in those two

courses before you participate in this one.

What we are going to do over the next five [weeks] is look at the following topics.

Firstly, we will talk about social impact assessment.

This is an important topic if you want to make sure that you're actually achieving

your social mission as you implement your business plan.

Next, we will talk about the communication strategy of your social enterprise.

And in particular, how to market your product and

services to beneficiaries and other customers.

Here we will focus on how your communication strategy has to change

as you move from early adopters to a much broader market share.

Then we will talk about growth strategies and how you can scale and replicate your

business plan internationally in order to reach a larger number of beneficiaries.

In particular, we will discuss organic growth,

social franchising and an open source approach.

Finally, we will talk about exit strategies.

By this, we refer to the option social enterprises have when they need to finance

their growth but the original funders cannot or

do not want to finance the expansion.

One exit strategy for original funders is an initial public offering, IPO,

in which new shares are issued and sold on the stock market.

Alternatively, social enterprises can be bought by other market players.

In each week, you will receive as always in this specialization two tasks.

Firstly, you will have what we call the optional case assignment.

This is based on the last video segment each week

in which we introduce you to the topic of next week.

And ask you to think through a few questions relating to that case.

There's no deadline and no evaluation for this assignment.

You can do this either on your own or if you like,

you can upload your ideas in the Coursera discussion forum.

The graded submission each week will be the peer evaluation exam.

This will always have to do with your own business plan.

We will ask you to reflect upon how the topic discussed during the past

week is relevant to your business plan.

Thus, if you do not have a business plan,

you cannot easily participate in these exams.

After you have submitted your own exam answer,

you are required to come back to evaluate the answers of several of your peers.

This process is important since it allows you to compare your own submissions

against those of your peers.

Take advantage of this opportunity.

Please note that there can be no deadline extensions, even for very good reasons.

On the other hand, we have designed the course so

that you can still pass if you miss one or possibly even two exams,

for as long as you do well on the other exam submissions.

Our peer evaluation scale, as you should know by now, has four grades,

which are as follows. Zero means: I could not

see how this submission relates to the assignment question.

One means: this is an adequate submission although it has major weaknesses.

Two would be: this is an interesting perspective on the assignment

although it has some weaknesses.

And three is: this is a well-reasoned contribution and

I was delighted to read it.

Peer evaluation exams are supposed to be short.

Just three to four paragraphs.

So please, keep your submissions succinct.

Actually, if you go considerably over that length,

you may get lower marks in the peer evaluation exams.

Being able to write an exam answer that is short and

to the point is part of the grading requirements.

Now, as is obvious from this discussion,

you will need a business plan in order to participate in the peer evaluation exams.

Typically, we encourage group work for this.

Most of you will probably continue with the business plan from the first and

second course of this specialization.

And you will most likely do this with the same team that you have worked with

in the past courses.

However, if your group has disbanded or you no longer want to work on

the topic from the first two courses, then you are welcome to join a different group.

On the other hand, if your group has lost members in the transition from second to

third course, then you should try to recruit some new team members.

Use the discussion forums for this.

If you need more members for your business plan group, then start a thread

with a short description of your business model and the skills that your team needs.

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