IGESSIGESS (Institute for Global Economics and Social Sciences)

Traditionally, the answer to the question "What is the purpose of a company?" is simply "to make an economic profit." Throughout the late 20tth century NGO (non-government organizations) and other stakeholders have put pressure on companies to assume a greater social and environmental responsibility. Now in the 21st century, as companies move overseas to developing countries, companies are facing demands to contribute to national economic development. The rise of a new type of company, the social enterprise, is an attempt to addresses these broadening business demands.
The main objective of this course is to introduce students to this alternative way to conduct international business, especially in developing countries. In addition, students will learn how to write their own business plan for implementing a social enterprise.

By the end of the course, students should be able to:
・Understand the role of social enterprises in a national economy
・THEORY: Comprehend the key research from BoP to SE
・METHOD: Develop and write each element of a business plan
・TOOLS: Apply the problem solving tools required to understand the business environment and company strategy

英語 / English

Active Learning is the main teaching approach for this course. Active learning requires the students to take the lead in the learning process with the instructor acting as a facilitator. This will be particularly the case in the second half of the semester. Some examples of active learning are pair-discussion, group work, case studies, simulations, presentations, reaction paper, experiential learning, etc.

あり / Yes

なし / No

※各回の授業形態は予定です。教員の指示に従ってください。

Week 1：Introduction to Course

・Syllabus
・What is a SE (social enterprise)?
・SE and Social Innovation

Week 2：From BoP to SE Ecosystems

・Types of SE -> Legal, Tax, Funding
・BoP (bottom of the pyramid) -> Drivers of SE
・Case examples

Week 3：SE Business Idea (1)

・Creating buying power (credit access and income generation)
・Brainstorming
・Value proposition, price, delivery (bottom up innovation)

Week 4：SE Business Idea (2)

・Business idea presentation
・Sustainable development and triple bottom line (economic, social, environmental)
・Balanced scorecard

Week 5：Marketing (1) Social Strategy

・Shaping aspirations consumer education)
・Voice of the customer (tailored product development)
・Market segments and targets
・Market data

Week 6：Marketing (2) Triple Bottom Line

3Ps (product, price, promotion)
・Improving access for BoP markets
・Brick and click business models

Week 7：Competition Analysis (1)

・Sources of business information
・Benchmarking (competitive and strategic)

Week 8：Competition Analysis (2)

・SWOT matrix
・Indigenous innovation development
・Midterm report

Week 9：Operations Management(1) Organizing

・Legal Status of SE (LLC, KK, etc)
・Facilities and lay-out

Week 10：Operations Management (2) Scaling

・Supply chain (distribution and communication links)
・Scallng Social Impact

Week 11：Social Finance Data (1) Triple Bottom Line

・Impact Investing -> Measures and Evaluation
・Profit/loss statement

Week 12：Social Financial Data (2)

・Cash flow statement
・Breakeven analysis
・Powerpoint format and presentation skills

Week 13：Presentation

・Presentation
・Final business plan

Week 14：Final Business Plan

・Group Discussion
・Kaizen Points

・CLASS PREPARATION: An active learning approach requires students to prepare the readings and assignments BEFORE class. At a minimum students should understand the keywords and main issues in each weeks reading assignment.

・TIME MANAGEMENT: You are required to allocate 3-4 hours study time each week to prepare for class activities.

・GROUPWORK: Students should expect to allocate time outside of class to meet with their team members to discuss/prepare assignments.

The readings for this course will either be available on-line, through the university library and/or as hand-outs.

Kickul, J.R. & Lyons, T.S. Understanding Social Entrepreneurship: The Relentless Pursuit of Mission in an Ever Changing World (2nd ed.). New York: Routledge, 2016

Prahalad, C.K. The Fortune at the Bottom of the Pyramid. Philadelphia: Wharton School Publishing, 2006

Vexler, D. What exactly do we mean by systems? Stanford Social Innovation
Review (2017, June 22)

Bradrach, J. Scaling impact. Stanford Social Innovation Review. (2010, Summer)

We will use supplementary materials from time-to-time, which will be made available as hand-outs and/or put on reserve at the university library.

Students will be graded based on the following criterions:

15% Class participation
15% Assignments and/or group work
10% Presentations
60% Business plan report

Late submission of assignments will result in a lowering of a student's grade.

More case study examples.

Students are expected to bring a computer and/or smart phone to access the Internet and do statistical calculations.

Students (or teams) should try to meet with the teacher F2F (face-to-face) and/or online at least once during the semester. Office hours will be announced at the first class.

Suggest student to enroll in this class in their second year.

Please note that the teaching approach may vary according to which threat level we are at: at level 1, this course will be held on campus, though at level 2, it will be held online.