Session 1

사회적 기업 입문

Knowledge Team manager

양태용
Contents

1 Intro

2 History of Social Enterprise

3 External System of SE

4 Internal System of SE

5 Summary

6 Outro
Introduction

Various definitions of Social Enterprise

“A revenue generating venture founded to create economic opportunities for very low
income individuals, while simultaneously operating with reference to the financial
bottom-line.”
The Roberts Enterprise Development Fund

“the myriad of entrepreneurial or ‘self-financing’ methods used by NPOs to generate

some of their own income in support of their mission”
NESsT

“A nonprofit venture that combines the passion of a social mission with the discipline,
innovation and determination commonly associated with for-profit businesses.”
The Nonprofit Good Practice Guide

“A SE is a business with primarily social objectives whose surpluses are principally reinvested for
that purpose in the business or in the community, rather than being driven by the need to
maximize profit for shareholders and owners.”
The UK Government

“A SE is any business venture created for social purpose and to generate social value with
operating with the financial discipline, innovation and determination of a private sector
business.”
Virtue Ventures
Contents

1 Intro

2 History of Social Enterprise

3 External System of SE

4 Internal System of SE

5 Summary

6 Outro
History of Social Enterprise

사회적 기업 탄생의 두 가지 동인

 The nature of the desired social change often benefits form an innovative,
entrepreneurial, or enterprise-based solution
 The sustainability of the organization and its services requires diversification
of its funding stream

유럽형 사회적 기업 미국형 사회적 기업

•법 제도적 지원 • 믺간/시장 주도 자생적 탄생
•지역사회 연계중심의 비즈니스 -비영리 기관의 필요,
•사회적 서비스의 효윣적 제공 -사회적 기업가 읶프라 형성
•고용창출형과 사회복지서비스 제공형 -사회적 벤처캐피털 형성
•기업 내 믺주적 의사 결정구조
• 시장에 녹아있는 시스템
(자금조달 방식, 의사결정구조, 조직시스템)
•영국식
: 복지믺영화 방식,
정부주도의 사회적 기업 • 다양한 종류의 사회적 기업
•이탈리아 식
: 전통적읶 협동조합의 형태 :대기업 연계 사회적 기업
커뮤니티 중심의 사회적 기업 발달 Pioneer Industry- Boeing
Juma Ventures – Ben & Jerry‟s
:사회적 컨설팅 – 공익연계 마케팅
Community Wealth Ventures
History of Korean SE

비영리기관이 논의를 시작 정부 주도의 사회적 기업 현재와 향후 과제

(1990~) (2000~)

1990년대 도시빈민지역 철거촌의 자활사 2000년 국민 기초생활보장법 제정 이 고용형 모델에 국한

업으로 시작했던 생산공동체 운동이 한국 후 정부의 관심 시작
사회적 기업의 효시 교보생명 다솜이 재단
정부는 사회적 기업을 '사회적 일자리 SK 행복나눔재단등의 대기업 연계
생산공동체 운동단체들의 인력과 정싞을 사업'의 일환으로 육성 사회적 기업이 생겨남
물려받은 도시빈민 자활후견기관이 현재 (2003)
사회적 기업을 주도 ‘SK 세상’ 등을 통해 고용형에 국한
된 사회적 기업 모델의 다양화
사회적 기업 육성법 제정(2007)
–사회적 기업 인증제 사회적 가치에 대한 인식, 사회적
상당수 사회적 기업 경영자는 자활후견기 자본형성,
관 활동가 출싞 사회적 기업가 양성 등의 인프라
소셜 벤처 육성법 추진 예정 구축 필요
빈민운동 흐름이 과거 제도개선투쟁에서
자활지원으로 전환되면서 빈민운동 전반
이 사회적 기업에 대해 관심

사회적 기업의 고용정책 측면이 강조되면

서 실업극복운동단체도 가세
History of Korean SE

정부주도의 사회적 기업 육성법

국민기초생활
보장법

사회적 읷자 비영리
장애읶 관련 자활근로 자활후견
리 기관
사업 사업 기관
프로그램 독자 사업

사회적 기업
육성법

일자리
기타형
제공형
인증
사회 사회적 기업
서비스 혼합형
제공형
History of Korean SE

다양한 섹터(기업, 정부, NGO)가 연계하여 지속가능성이 유망한 사회적 기업이 발생하고 있음

교보생명+ 실업극복 국민재단 SK + 지방자치단체 + NGO

다솜이 갂병봉사단 행복을 나누는 도시락

(재)다솜이 재단 (재)행복나눔재단
행복나눔도시락 섺터
Contents

1 Intro

2 History of Social Enterprise

3 External System of SE

4 Internal System of SE

5 Summary

6 Outro
사회적 기업을 둘러싼 여러 환경들

Government/law/Politics
Socially Responsible Investment
Corporate Social Responsibility

Social Responsible

Social Consumer

Enterprise
Non-profits Social Media / Web

For-profits
Strategic/Effective Philanthropy
 사회적 기업은 무엇을 추구하는가?

Sustainable Development Players pursuing blended value

-To meet the needs of the present without
compromising the ability of future
generations to meet their own needs
1) The Investors
– one placing capital into an organization

 Social Investing
Economic growth ecological balance
- Socially Responsible Investing
- Community and Double Bottom-Line Investing
Social progress
 Strategic/Effective Philanthropy
Environmental value
Economic value
2) The Practitioners
- one involved directly in the management of
oganization creating blended value

 Social Enterprise

Social value  Corporate Social Responsibility

사회적 기업 생태시스템
Law & Politics
Capital for SE
-Socially Responsible Investment
-Strategic/Effective Philanthropy
Network
-Social Media / Web

Maximize
Blended
Social Strategic Partner
-Corporate Social Responsibility
Value Enterprise -For-profits
-Non-profits

Source of Profits
-Social Responsible Consumer
-Government
-Business
Contents

1 Intro

2 History of Social Enterprise

3 External System of SE

4 Internal System of SE

5 Summary

6 Outro
Hybrid Spectrum

Nonprofit

Traditional
with Social Socially
Corporation
Practicing Traditional
Income- Responsible
Nonprofit Social For-Profit
Generating Enterprise Business
Responsibility
Activities

• Mission Motive • Profit-making Motive

• Stakeholder Accountability
• Income reinvested in social
programs or operational costs
• Sustainability Strategy : Com
mercial methods support soci
al programs
• Shareholder Accountability
• Profit redistributed to shareh
olders
•Sustainability Strategy : Doin
g well by doing good
Definition of Social Enterprise by
Virtue Ventures LLC
Definition : A business venture created for a social purpose and to generate
social value while operating with financial discipline, innovation and
determination of a private sector business.

Main Characteristics

1. Social Purpose – created to generate social impact and change by solving a

social problem or market failure
2. Enterprise Approach – Uses business vehicles, entrepreneurship, innovation,
market approaches, strategic – orientation, discipline and determination of a
for-profit business

Summary
SE ??_______________________________________________________________________________
Creates Social and economic value
Uses business tools and approaches to achieve social objectives
Measures financial performance and social impact
Meets financial goals in way that contributes to the public good
Internal System of SE

Organizational Culture

Operational
Human
Financial Marketing Value
Resource Strategy
Management
Management
Management management Creation

Triple Bottom Line

Organizational Culture

Social Entrepreneurship
사회를 바꾸어 문제를
Organizational Culture 해결하는 „혁싞가 정싞‟

“ 물고기를 잡아주거나 잡는 법
을 가르쳐 주기 보다 어업을 혁싞
하라.”
Human -빌 드레이턴(아쇼카재단 창립자)
Operational Financial Marketing
Resource Strategy
Management Management management
Management

사회적 기업가의 자질

1. 자기교정 능력
2. 기존 틀에서 자유로움
Triple Bottom Line
3. 다양한 영역에 해박
4. 굳건한 도덕성
Management of SE

OM
Organizational Culture
-효윣성 강화

HR
-내부Program의 운영과
Incentive의 활용을 통한
Human
Operational
Resource
Financial Marketing
Strategy 내적 역량 강화
Management Management management
Management

FM
-기업회계기준에 따른
합리적 투자

MM
Triple Bottom Line
- 차별화된 마케팅믹스의
전략적 포지셔닝
Methodology of SE

four linked aspects of successful value creation

Program Strategy Financial Strategy

Organizational Culture

• Affecting social impact • generating income

and mission through commercial
accomplishment (social activities as a means to
value creation) achieve sustainability
Human
Operational
Resource
Financial Marketing Strategy
Management Management management
Management

Capacity Building Cultural Strategy

Strategy
• Transforming
• Strengthening organizational culture
organizational capacity, into being more
performance, and entrepreneurial,
Triple Bottom Line efficiency innovative, and market-
driven
Methodology of SE – Program Strategy

Program Strategy Financial Strategy Sector

- Social Objectives
• Affecting social • generating income
impact and mission through commercial
accomplishment activities as a means
• Economic Development
(social value creation) to achieve • Environmental Conservation
sustainability
Strategy
• Social welfare & Human development
• Democratization and Governance
Capacity Building Cultural Strategy • Arts and cultural Preservation
Strategy • Health
• Transforming
• Strengthening organizational culture • Agriculture
organizational into being more • Education
capacity, performance, entrepreneurial,
and efficiency innovative, and • Etc.
market-driven
 Methodology of SE – Program Strategy

Social Impact
the organization's mission, the social objectives it intends to achieve, and what
impacts can be measured

SE Impacts Indicators

• Livable wages earned by for low-income • Amount of wages

workers

• Increase in sustainable economic • Number of jobs created or work hours

opportunities created

• Increased income per client • Net income per client

• Increased economic security through • Home purchase or building

home ownership

• Improved food security and quality of • Number of meals per day, protein eaten
diet per week
Methodology of SE – Financial Strategy

Financial Objectives
• Financial Self-sufficiency
Program Strategy Financial Strategy • Income Diversification
• Cost savings & Resource Maximization
• Affecting social • generating income
impact and mission through commercial
accomplishment activities as a means
(social value creation) to achieve
sustainability
Method of Income Generation
Strategy

• Fee –for–Service
Capacity Building Cultural Strategy
Strategy
• Product
• Transforming • Service
• Strengthening organizational culture
organizational into being more • Membership Dues
capacity, performance, entrepreneurial, • Tangible Asset
and efficiency innovative, and
market-driven • Intangible Asset
• Investment Dividends
• Etc.
Methodology of SE – Financial Strategy

Strategy

Full Cash Flow Operating Financial

Partial Self-
Philanthropic Self- Self- Self-
Sufficiency
Support Sufficiency Sufficiency Sufficiency
Methodology of SE – Capacity Building Strategy

Operational Efficiency
• Leverage core competence through
Program Strategy Financial Strategy commercialization process
• Require Responsiveness & exits as a going
• Affecting social • generating income concern in the face of competition
impact and mission through commercial • Encourage market discipline of strategic
accomplishment activities as a means
(social value creation) to achieve thinking, planning and rapid decision-making.
sustainability • Use of standard business performance and
Strategy
financial measures
Capacity Building Cultural Strategy
Strategy
• Transforming
• Strengthening
organizational
organizational culture
into being more
Financial Management
capacity, performance, entrepreneurial,
and efficiency innovative, and
market-driven Leadership and Human Resource
Management
Methodology of SE – Culture Strategy

*The results from the transformation process

Program Strategy Financial Strategy • Innovation: new and creative approaches to

solving social and financial problems and
• Affecting social • generating income generating social value.
impact and mission through commercial
accomplishment activities as a means
(social value creation) to achieve • Entrepreneurship: Risk-taking and market-
sustainability oriented decision-making are based on
Strategy
market opportunities and threats.
Capacity Building Cultural Strategy
Strategy • Change Management: embrace and
• Transforming manage change, becoming more adaptive
• Strengthening organizational culture
organizational into being more and flexible in the face of change.
capacity, performance, entrepreneurial,
and efficiency innovative, and
market-driven • Results Oriented: By integrating standard
business practices and tools, more focused
on results and accountable to achieving them.
Social Enterprise Measurement Paradigm

How can we measure?

Value
Social Enterprise
Creation

Double Bottom Line

SROI(Social Return on Investment)
SROI(Social Return on Investment)
SROI(Social Return on Investment)
SROI(Social Return on Investment)
Contents

1 Intro

2 History of Social Enterprise

3 External System of SE

4 Internal System of SE

5 Summary

6 Outro
Summary Map
Law & Politics
Capital for SE
-Socially Responsible Investment
-Strategic/Effective Philanthropy

Network
-Social Media / Web

Maximize
Strategic Partner
Blended Social Enterprise -Corporate Social Responsibility
Value -For-profits
-Non-profits

Double Bottom Line

Measurement
-SROI Source of Profits
-Social Responsible Consumer
-Government
-Business
Connect to the Seminar Plan
Connect to the Seminar Plan
Contents

1 Intro

2 History of Social Enterprise

3 External System of SE

4 Internal System of SE

5 Summary

6 Outro
 생각해 볼 문제

1. Hybrid Spectrum를 참고하여 SE와 Hybrid Line에 있는다른 3가지 조직(Nonprofit

with income Generating Activities / Socially Responsible Business / Corporation
Practicing Social Responsibility )의 공통점과 차이점을 분석하라.(필수)
(참고자료 : 논문 : SE Typology // Blended Value Map)

2. 바람직한 사회적 기업가 정싞의 구성요소를 말하고 실례를 들어보아라.(선택)

(참고자료 : 단행본 : 달라지는 세계(데이비드 본스타읶)
아쇼카 재단 웹페이지 http://www.ashoka.org/ )

3. 비영리 기관에서 SE로 전환할 때 조직운영에 발생 할 수 있는 위험과 기회 요소를

분석하라.(선택)
기타 참고자료

홈페이지에 올릴 예정

사회적 기업 평가(이승규) – SROI에 관한 내용

다솜이 재단 ( 위시 내부 작성 자료)
팀 구성

팀1 : 김가람 장창섭 박범섭 박현정

팀2 : 심혜읶 김미림 윢재관 송지연
팀3 : 김효중 오승희 이찬
팀4 : 권믺제 박홍순 정수연

자체 스터디를 한 후
필수문제와 선택문제 중 하나에 대한 답을 제시해온다.

보여주기 위한 것이 아니라 „공부‟를 위한 것임을 명심!

2010 Spring Seminar Schedule

Q&A