SYMBIOSIS COLLEGE OF ARTS AND COMMERCE

An Autonomous College
Under Savitribai Phule Pune University

A PROJECT REPORT ON
SOCIAL ENTREPRENEURSHIP IN MIZORAM: A CASE STUDY OF A SOCIAL
ENTERPRISE ‘HNAM CHHANTU PAWL’
BY
ZOTHANKIMI
M.COM (PART II)
ROLL NO: 8350

SUBMITTED TO
SYMBIOSIS COLLEGE OF ARTS AND COMMERCE
IN PARTIAL FULFILLMENT OF REQUIREMENTS FOR THE MASTER OF
COMMERCE (M.COM) DEGREE

UNDER THE GUIDANCE OF

DR. NARENDRA PARCHURE
PUNE-411004
(YEAR: 2018-2020)
 DECLARATION

I hereby declare that the project report entitled “SOCIAL ENTREPRENEURSHIP IN

MIZORAM: A CASE STUDY OF A SOCIAL ENTERPRISE ‘HNAM CHHANTU PAWL”
submitted to Savitribai Phule Pune University is a record of my original work and this project
work is submitted in the partial fulfilment of the requirements for the award of the degree of
Master of Commerce (M.Com) under the guidance of Professor Dr.Narendra Parchure. I
further declare that the results embodied in this project report are the outcome of my own
intensive research and findings.

Date: (Signature of the student)

Place: Pune
 ACKNOWLEDGEMENT

First of all, I thank the Almighty God for everything.

I owe a great sense of gratitude to Dr.Narendra Parchure (Project Guide) for his advice,
guidance, support and encouragement, without whom my dissertation would not have been
completed.
I am grateful to Mr.R.Ramhmangaiha the President of Hnam Chhantu Pawl, and the workers
who are willingly cooperating with me.
I am very much indebted to my friend Vanlalthlamuani for her constant support and timely
help in completing my research successfully.
It is my prime responsibility to thank the Principal, Head of Department of Commerce and
all the faculty members for giving me the opportunity to do this project. I have gained
tremendous knowledge and experience.
Last but not the least I thank my family for helping me along the way and giving me the
support I needed to complete the project.

ZOTHANKIMI
(Student)
Symbiosis College of Arts and Commerce
Senapati Bapat Road, Pune
 INDEX

Chapter No. TOPICS PAGE NO

1 Introduction 1-22

2 Company profile 24-34

3 Literature review 36-45

4 Research methodology 47-55

5 Data analysis and interpretation 57-79

6 Findings and conclusion 81-83

7 Suggestions and Recommendations 85-86

Bibliography and webliography 88

ANNEXURE 90-94
 CHAPTER 1

INTRODUCTION
 CHAPTER-1

INTRODUCTION
Social entrepreneurship is a kind of entrepreneurship initiative that aims at taking up a social
problem for bringing about a transformation. It is the process of recognising and
resourcefully pursuing opportunities to create social values for society. People who takes up
the challenge are called social entrepreneurs and they uses different principles of
entrepreneurship with the intention of creating social capital and not being essentially profit
centered. They are innovative and motivated for resolving social issues, resourceful and
results oriented. The aim of social entrepreneurship is focus on social values and to promote
the cause of social and environmental goals that have an impact in either in the present or the
times to come. The meaning of social entrepreneurship may vary according to the experiences
and beliefs of people. Many people may associate social entrepreneurship as a not-for-profit
organization starting for-profit or earned-income ventures. Others describe it as anyone who
starts a non-profit organization. Although profit making is also an aspect of this concept but it
may not be the sole purpose of the organisation. Social entrepreneurship is strikingly apart as
compared to the different types of entrepreneurship routes because of its value proposition
and that it plays an important role for the betterment of the society. Social entrepreneurships
are intended to drive societal transformations and such entrepreneurs concurrently act to
address particular cases of social issues and problems and empower transformational progress
throughout the system.

DEFINITION

“Social entrepreneurship is which combines the passion of social mission with an image of
business- like discipline, innovation and determination”

J. Gregogy Dees

“Social Entrepreneurship is a bounded multidimensional construct that is deeply rooted in

an organization's social mission, its drive for sustainability and highly influenced and shaped
by the environmental dynamics.”

Sullivan Mort

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Social Entrepreneurship has emerged as a global phenomenon in the context of the social and
environmental developments across the world. It is a driver of social change, developing
rapidly into an independent field of research and practice. Social Entrepreneurship is driven
by visionary and innovative social activists in which their networks and their working is
composed of business, charity and social movement models, to find out solutions for social
problems and deliver sustainable social change.

According to the Schwab Foundation, “Social Entrepreneurship is applying practical,

innovative and sustainable approaches to benefit society in general with an emphasis on the
marginalized and the poor.” Mair & Marti view this concept as a process of exploring and
exploiting opportunities to create social value by combining resources in new and innovative
ways, within the framework of a new organization created for the purpose or in an existing
established organization. According to them, it is the organizational context that sets the field
apart from other activist movements aimed at social change.

Social Entrepreneurs and Social Entrepreneurship can be seen throughout the history, with
individuals who adopted strategies to tackle social issues with a passion and force becoming
of the entrepreneurial spirit as described by Schumpeter. Thomas Clarkson, who happened to
become one of the social entrepreneurs at the core of the first and most important human
rights movement in the 18th century, the abolition of slave trade, was featured by Whittemore
in his blog post, ‘profiling the social entrepreneurs and their contribution.’ Clarkson, while
researching for his essay on slave trade, came to realize the enormity of the sufferings almost
11 million slaves were subjected to, during the era of transatlantic slave trade. He won the top
prize for his essay and realized that his life was irrevocably changed. It was clear for him that
something had to be done to ‘shatter the status-quo.’ He decided to “see these calamities to
their end.” His and other like-minded persons’ efforts were fruitful, in getting the British
Parliament to sign the Slaves Trade Act into law, which banned the British from trading in
human beings forever. Great Britain’s Infant Childcare founder Robert Owen, who pioneered
the movement for the improvement of working conditions for the employees in the factories
and founded a cooperative movement to ensure the supply of provisions at a fair price to the
employees, is considered a social entrepreneur, almost at the same time with Clarkson.

It was in the 1960s and 1970s that the two terms, Social Entrepreneur and Social
Entrepreneurship first appeared in management literature even though the usage can be found
throughout the history. Michael Young promoted the concept of social enterprise by creating

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more than sixty organizations world-wide and a series of schools for Social Entrepreneurs in
the UK during the period between 1950 and 1990. It was first mentioned in 1972 by Banks in
his work "The Sociology of Social Movements", where it was defined as the need to use
managerial skills to address social problems as well as to see the challenges faced by
different businesses. The terms got widespread publicity in the 1980s, promoted first by
Ashoka Foundation, followed by others such as Schwab Foundation, Skoll Foundation and
others. The founder of Ashoka Foundation, Bill Dreyton, is credited with coining the term
Social Entrepreneurship. Others, like Charles Leadbeater,53 described Social Entrepreneurs
as innovators for social change and took the subject to a higher platform with his work, “The
Rise of Social Entrepreneur.”

As the definition of social entrepreneurship clarifies that it is a fine combination of

entrepreneurship and societal gains, it fills the gap which is left unattended by economic
entrepreneurship. Social entrepreneurship can also help in solving different social problems
in such a way that social inequalities can be removed.. In recent times, the concept has taken
new identities and shapes, and has been among wider areas. Entrepreneurs these days felt
responsible for society and its well-being rather than earning profits only.

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WHO IS A SOCIAL ENTREPRENEUR?
Dees defined social entrepreneur as a person who do extraordinary things and play the role of
change agents in the social sector by adopting a mission to create and sustain social value,
recognizing and pursuing new opportunities to serve that mission, engaging in a process of
continuous innovation, adaptation, and learning, acting boldly without being limited by
resources currently in hand, and exhibiting heightened accountability to the constituencies
served and for the outcomes created. Social entrepreneurs are the ones who combine
commerce and social issues by coming up with innovative ideas in a way that improves the
lives of people and solve their problems so that the people who overcome the problems will
lead an easier life. Their success is not measured by how much they earned their profit –
success to them means that they have improved not only their community, but the world as a
whole. They have all the traits of economic entrepreneur, except the motivational force they
have which is derived from social inequalities and social insufficiencies.

Social Entrepreneurs operates where business does not see opportunities. They find
challenges in our global society and use innovations, techniques and technologies in a
creative way to create solutions for those challenges. They can also be called as committed
social activists who are exploring powerful ways to drive change and think about how we can
build our community. Their main aim is being able to operate in a complex environment so
that both the society and the organization will find a way to create a better community. They
operate with an aim of changing the face of society. Thus, they work towards improving
systems, creating new solutions, laying down fair practices.

Social entrepreneurs are great people recruiters who present their ideas or solutions in a way
that many people, who are either part of the problem or surrounding it, recognise a need for
change and get onboard the change bandwagon. Thus mobilizing the masses for bringing
about change is a hallmark of a social entrepreneur. Be it health, sanitation, education, they
are present everywhere. There are people even who work on bringing about change in the
modern innovations because their impact has been detrimental to human life.

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There were several entrepreneurs who established social enterprises and organizations way
before the concept of social entrepreneurship was used. Social entrepreneurs built many of
the institutions and founded different social organizations which plays an important part in
our lives today. One such example would be Florence Nightingale who served as a manager
and trainer of nurses during the Crimean War in which she treated the wounded soldiers.
Later in 1860, she established the first secular nursing school in the world at St.Thomas
Hospital in London and fought to improve the hospital conditions. Back in the days, she
worked with the heart of a missionary expecting nothing in return, doing everything she
could to help out in the condition. But, her work has influenced a lot of people and make a
huge impact on the society. Her selflessness and great work is remembered till today.

Social entrepreneurs can help get better various issues like nutrition, education and health
care and many are still blighted by unemployment and illiteracy by helping those less
fortunate towards a worthwhile life. Rather than leaving societal needs to the government or
business sectors, they can solve the problem by changing the system. Social entrepreneurship
is expected to be the next big thing to influence India as the country juggles to achieve a
balance between a growing GDP growth, ensuring inclusive growth and attempting to
address issues ranging from education, energy efficiency to climate change.

Below are some of the country’s social entrepreneurs who were driven by an individual and
strong desire to bring changes in the lives of people, instead of waiting for someone else to
bring those changes.

1) Sushmita Ghosh:

Sushmita Ghosh began he career as a journalist. Changemakers, but later founded

Changemaker in 1992. Changemaker is an online platform for solving open source problems
and has the vision to emerge as a self-energizing community of changemakers. Sushmita
served as President of Ashoka from 2000 to 2005 and is now a board member of many non-
profit organizations around the world.

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2) Shaheen Mistri

Shaheen is the founder of the Akanksha Foundation that emphasizes on educating the
unprivileged and downtrodden sections of the society. Over a period of two decades,
Akanksha Foundation that initially started with just one center and 15 children is now
assisting over 3,500 children in 58 centers and six schools. Shaheen has the vision to remove
illiteracy at the grassroots’ level in India.

3) Anil Kumar Gupta

Founder of Honey Bee Network, Anil has been a prominent professor at the Indian Institute
of Management, Ahmedabad since 1981. He is best known for assisting rural innovators in
commercializing their inventions. Anil is also the executive vice chair of the National
Innovation Foundation and a fellow at the World Academy of Art and Science.

4) Sunil Bharti Mittal

Sunil Bharti Mittal is best known for being the founder of Airtel, which is one of the largest
social enterprises that put the power of telecommunications in the hands of the poor. His
efforts to bring down costs of mobile telephony have assisted millions of Indian farmers to
receive regular and instant updates on crop and weather. In 2000, Mittal also established the
Bharti Foundation that is performing philanthropic work in the area of education besides
empowering young members of low-income communities through entrepreneurship.

5) Aditi Gupta

Aditi, hailing from the small town of Garhwa in Jharkhand, was greeted by everyone when
she decided to break the myths about menstruation in the Indian society. She founded an
online portal called Menstrupedia to educate children, teenagers and women on everything
related to menstruation.

6
6) Sanjit Roy

Sanjit Roy made the mission to fight inequality and poverty his life. In 1972, he founded
Social Works and Research Centre (SWRC) to address rural poverty. Roy addressed the
water situation in rural areas by making the villagers self-sustainable and self-sufficient by
setting up water pumps that were maintained by the villagers. In 2013, Roy was felicitated by
TIME magazine as one of the world’s 100 most influential people for his contributions to
train 3 million rural people so that they can become self-sufficient.

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DIFFERENCES BETWEEN BUSINESS ENTREPRENEURS
AND SOCIAL ENTREPRENEURS
For social entrepreneurs, the social mission is explicit and central. This obviously affects how
social entrepreneurs perceive and assess opportunities. Mission-related impact becomes the
central criterion, not wealth creation. Wealth is just a means to an end for social
entrepreneurs. With business entrepreneurs, wealth creation is a way of measuring value
creation. This is because business entrepreneurs are subject to market discipline, which
determines in large part whether they are creating value. If they do not shift resources to more
economically productive uses, they tend to be driven out of business. The social
entrepreneur’s chief emphasis is the communal or ecological health and well being. Once
they realize an obstacle in the local community, surroundings, or methods of the people, they
seize actions toward helping resolve that drawback. The central end goal for the social
entrepreneur is not fortune or profit. Instead, they prioritize way more on serving the wants
and needs of the local community in a much more versatile method. Often times, they will
involve themselves in their jobs with very little financial resources, whilst furthermore
making a significant difference on society. They help to make the planet an improved place to
live in. They concentrate a lot more on the greater good. Their jobs might not produce
richness and income. At times, they will invest a considerable amount of their time and focus
in transforming society with little in return. Social entrepreneurs fixate on several different
topics, such as the economy, social disorganization, and inequality.

Business entrepreneurs focus more on the profit and wealth side. Their main goal is to satisfy
customer needs, provide growth for shareholders, expand the influence of their business, and
to expose their business to the greatest number of individuals as they are able to. Commonly,
some might neglect the ecological outcomes of their habits. The most important priority for
the business entrepreneur is to earn revenue. They have to obtain revenue to enable them to
essentially keep on delivering assistance or products to the clientele, care for themselves and
their households, and provide for their business’ progress. In the operation of beginning their
enterprise, they search for holes in the market to fill. They try to find things that people need
or want, and then they make a system or product that will satisfy that need or desire. The final
outcome is to bring in returns by means of material items.

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CHARACTERISTICS OF SOCIAL ENTREPRENEURSHIP
The social entrepreneurship has basic traits of looking for ways to dealing with social
issues /problems in more innovative and entrepreneurial manner. Social entrepreneurship
begins with identification of social problem/shortcoming then it moves to systematically
analysing the identified problem, considering all the possible aspects. Then social problem is
solved by using innovative approach by social entrepreneurs through their social enterprises.
Following are the traits of social entrepreneurship which are commonly existing in social
entrepreneurship-

1. Social entrepreneurship has risk taking capacity like any other branch of
entrepreneurship. It takes risks and uncertainties in setting up social enterprises.
2. Social entrepreneurship has vision and foresights as well, it sees the problems and
finds the solution like nobody can imagine about.
3. Social entrepreneurship provides leadership and direction to people who are working
in social enterprise for achieving a common goal.
4. The most unique feature of entrepreneurship is creativity, which also exists in social
entrepreneurship as well. Social entrepreneurship looks for creative solutions for
social problems.
5. Creating social values is one of the most important and distinctive trait of social
entrepreneurship. This trait also keeps it apart from economic entrepreneurship.
Unlike economic entrepreneurship, social entrepreneurship focuses on creating social
value along with economic value. Social value referred to social benefits which are
visible as well.
6. Social entrepreneurship keeps on providing social innovations; social innovations are
the unique solutions for prevailing social inequality or social problem. One most
important traits of social entrepreneurship is social innovation, which is available in
social entrepreneurship only.
7. Social entrepreneurship is primarily focused on non-personal gains sometimes
referred to as social gains. This is the trait which defines social entrepreneurship, as
economic entrepreneurship only focuses on personal gains and profits by exploiting
opportunities in the market, unlike social entrepreneurship.

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 8. Social entrepreneurship must not be confused with social work at all, as it has profit
motives too. But the profit comes secondary rather than primary like economic
entrepreneurship.

MODELS OF SOCIAL ENTREPRENEURSHIP

Summarizing key features of organizational models of social entrepreneurship, we consider
socially entrepreneurial ventures in each sector, private, not-for-profit, and public,
respectively

Private Social Entrepreneurship

Working within the private sector gives the social entrepreneur an advantage in terms of the
orienting to planning, profit, and innovation. Socially oriented purpose business ventures can
draw upon a wealth of experience in terms of market analysis and the conduct of feasibility
studies (Campbell, 1998). They are already operating with profit in mind. And, depending on
their accustomed market, they recognize the importance of innovation on a continuous basis.
Perhaps the single most important activity for the new business start-up, or the business that
is charting a new course into the social seas, is a systematic process for generating and
screening ideas (Thalhuber, as cited in Campbell, 1998). A balance between the open and
democratic generation of ideas and the discerning of genuinely good and feasible ones is
crucial. Too much openness risks impracticality; too linear and controlled a process can mean
a loss of potentiality.

Then, self-styled socially entrepreneurial enterprises assume greater latitude in adopting and
adapting the popular business trends of the day. Much of this freedom or autonomy is held by
value-driven, charismatic leaders.

Social entrepreneurship in the not-for-profit sector

Many social-movement organizations, social advocacy groups, and community initiatives

have been started and sustained all over the world through the passion, insight, and creative
work of people that fit our contemporary application of the idea of the entrepreneur. Part of
the entrepreneurial trend in many non-profits has been increased competition for funding
resources from private foundations and government agencies. This reality has made formerly
foreign activities like market analysis and strategic planning part of the regular functioning of

10
non-profits in a way not widely imagined as recently as the mid-1980s. Wallace studied the
social entrepreneurship in the realm of community economic development and looks
especially at non-profits that set up profit-making activities in needy urban environments.
These activities range from the offering of specific health and educational resources to small-
business incubators.

While the specific governance, fiduciary, and organizational structures of such enterprises
vary greatly, most of these ventures involve at least these characteristics: an orientation
toward their generation or expansion of economic activity, collective advancement of the
public good rather than exclusionary support for private interests, community ownership or
control, and participative democratic structures. Above all, as Wallace sees them, socially
entrepreneurial arms of non-profits have the resources and freedom to experiment in ways not
usually open to resource-and-regulation strapped parent organizations. Thus, she sees social-
purpose enterprises as ways of bringing together the energies of all three sectors to combat
entrenched economic and social problems in urban communities.

Non-profits that assume an entrepreneurial posture are less hesitant to implement concepts
and practices from marketing, strategic planning, and systems for the analysis and control of
costs. In other words, a certain blurring of sector boundaries is taken for granted, often as
necessary for survival.

Public-sector social entrepreneurship

Public organizations have a more difficult time adapting to changing circumstances and
innovating owing to constitutional, executive, legislative considerations, as well as to sheer
habit. In other words, the private sector allows for greater freedom and experimentation.
Public-sector entrepreneurship overwhelmingly stressed rational economic calculation and
especially direct responsiveness to market data. However, this linear and rather mechanical
idea of entrepreneurship as applied to public agencies overlooks the fact that true
entrepreneurship is something more and beyond mere calculated responses to the
environment of decision.

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5 P’s OF SOCIAL ENTREPRENEURSHIP

P asio n
P ro
t
fi P u
s e
o
rp
P artn
e r lan
P

1.Passion

Doing what they enjoy is what separates social entrepreneurs from the rest of the start-up
world. Social entrepreneurship revolves around turning their passion to make a difference
into something financially sustainable. The key to a successful start is a viable eco-conscious
model. Hence any social entrepreneur must channel this passion into a drive to make a
change and not to earn profits with a help of a carefully designed business model.

2.Purpose

Adnan Mahmud, co-founder of Jolkona, a Seattle-based impact investment firm, states: "A
successful social entrepreneur is someone who has found the right balance: doing good while
doing well." Social entrepreneurs must check and work towards enhancing socially conscious
factors like ‘Return on Change’ rather than ‘Return on Investment.’ Such purpose driven
work would not only help them do well but also help define their purpose to start an
enterprise in the first place.

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3.Plan

A business plan is an exercise an entrepreneur completes with his/her team to help figure out
exactly what to do. At a business's inception, resources are limited, and the best content for a
business plan is real-world data based on testing aspects of the concept. These test
experiments need not be complex. Simple, iterative and easily measurable tests which
indicate whether the entrepreneur is in a win situation would suffice. He/ She must make sure
that they test it out with small groups of target customers and work further on the plan if they
receive a negative feedback.

4.Partner

Strategic partnerships between like-minded companies can help early stage businesses grow.
The success of social enterprises depends more than most ventures on building community.
According to Forbes, "One of the biggest mistakes business owners make is trying to do
everything alone. When a new business lacks resources or skills, building your network
through strategic partnership helps both of them achieve more success.” Collaboration is the
fastest growing business tool in the social enterprise sector.

5.Profit

Though profit is not given much weight as in a normal business model, it sure is necessary to
fuel the enterprise financially, psychologically and also keep the stakeholders of the
enterprise interested in the business in order to ensure continued relationships.

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SOCIAL ENTREPRENEURSHIP IN MIZORAM
Social Entrepreneurship in Mizoram is still a mist in the minds of the people .Mizoram, a
state with very high literacy, progressive government and a relatively peaceful environment,
yet a state where enterprise has still not taken root. Enterprises in Mizoram are relatively very
young. The state itself is only three decades old and is at a very early stage of
industrialization. The state though relatively more peaceful than other north eastern states is
remote and lacks connectivity with the rest of the country. There is very poor infrastructure in
the state, poor roads, serious power and water shortage. Due to all these, the rise in the
number of entrepreneurs is at minimum even though various promotional measures and
financial as well as fiscal benefits are given by the state as well as the central government.

The enterprises in Mizoram are mainly sole proprietorships where the proprietor along with
his/her family members manages all aspects of his/her business himself/herself- right from
product development to finance, marketing and human resource management. The work
culture is marked by cooperation rather than hierarchy. This very much follows the tribal
ethos where equality is one of the most important values. The main objective of entrepreneurs
in Mizoram is that of making profits. Among the other important objectives that the
entrepreneurs seek to achieve through their business are creating employment for fellow
Mizo and helping the community and family members. Talking social entrepreneurs into
context, there are very few who are engaged in this line of business. The Mizo social
entrepreneurs though competitive, are not aggressive. In some cases, some entrepreneurs are
having a cooperative attitude towards competitors in lending machines, sharing experiences
with respect to technology, referring customers when they themselves cannot fulfill the
expectations of the customers. The spirit of enterprise, if can be defined as adventurousness,
outgoing attitude, ability to take risks, networking and ability to seek out opportunities is still
at a very incipient stage in Mizoram. The entrepreneurs as a whole are quite skeptical about
the help that they get from the government. They feel that the government neither has the
expertise nor the initiative to help business in Mizoram. There are a number of government
schemes that aim at helping fledgling enterprise in Mizoram, but implementation of these
policies seems to be a problem. Policies like Entrepreneurship Development Scheme (EDS)
under the New Economic Development Policy (NEDP) and Common Service Centre Scheme
(CSC) have been implemented but the success of it has yet to be seen.

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The number of social entrepreneur as mentioned is very limited in Mizoram. However there
has also been a rise in the emergence of entrepreneurs as a whole. According to Shailaja
Sanghamitra Thakur’s journal ‘Mizo Entrepreneurs: Features and Prospects’ some of the
possible factors for the rising emergence of Mizo entrepreneurs are as follows:

1) Increasing desire to be independent- ‘being on their own’: Some of the entrepreneurs

proudly say that they do not want to work under anyone or anybody. Rather, they want to
take charge of their own affairs and be independent. This tendency can be seen as being a
move to the intrinsic values of local people who have always been fiercely independent and
self-reliant.

2) Drying up of government jobs: There is recognition of the fact that government jobs
cannot be generated. The literate youth therefore have to look for other profitable options for
employment. Being an entrepreneur is slowly becoming a preferred option for the Mizo since
industry and enterprise is at a very initial stage and hence there is a significant scope for
anyone who comes up with new ideas.

3) Literacy and IT skills among the youth: Almost total literacy and high degree of
proficiency in computer skills is a qualification of significance for the Mizo entrepreneurs.
The youth are very comfortable with computers, and internet is their prime window to the
outside world. Enterprises making use of such skills are coming up and are expected to come
up in a big way in Mizoram in the near future.

4) Increasing activity towards entrepreneurship development in the state: The

government as well as industry bodies are working towards entrepreneurship development
in the state through Entrepreneurship Development Programmes (EDPs). Agencies such as
Small Industries Development bank of India (SIDBI) are being roped in to train entrepreneurs
in the basics of business- importance of market analysis, documentation, targeting of markets
and customers. Also, the increasing presence of outside investors who are established
businessmen is expected to have some spill over effect on the local entrepreneurial
capabilities. Since there is a rule that no outside investment can take place without local
partner, the latter is expected to gain from this cooperation unless he chooses to play a mere
passive role in the business. The government also acknowledges the fact that there is lack of
business skills among the Mizo people and technical workshops are being conducted in
financial investment (FIs) such as North-Eastern Development Finance Corporation Ltd.

15
(NEDFI) to expose the entrepreneurs to some products, processes and management of
business.

5) Growing market: Though entrepreneurs cite the smallness of the market as one of the
biggest deterrents in expanding their business, yet this market is growing. The growing
inequalities in the economy and the increasing percentage of youth in the population can be
taken as pointers towards this trend. The impact of a growing market can be seen very clearly
in the construction sector. There are lots of development works that are in the pipeline and
this is creating a significant demand stimulus for the construction industry. At the same time,
increasing proportion of white collar jobs is also pumping in more money in the economy and
creating demand in the local economy.

6) Lack of vision and strategic thinking: The attitude of living for today and not thinking
about the future also dampens the spirit of entrepreneurship among the Mizos. They follow
adhoc policies and take momentary decisions without considering the long term perspective.
An entrepreneur, on the other hand, has to take a much longer term view and then place his
short term decisions in that framework.

7) Policies lacking social perspective: Policies follow a more or less adhoc approach and do
not deal with the actual problems that entrepreneurs are facing. Mizo entrepreneurs also get a
sense of ‘alienation’ when dealt with by agencies that are manned by outsiders. They do not
feel comfortable interacting with them and are generally on the defensive. The policy makers
and executors have to understand the sensitivity of the people, by even employing
sociologists for proper implementation of their schemes. The Mizos are fiercely independent
and also feel that they are quite self-sufficient and need no advice from others

The traditional industries of the state are high cost and are run using primitive technologies.
The social entrepreneurs face unavailability of proper marketing platforms and local market
is their primary target, though there are a few progressive entrepreneurs who are looking
beyond the state. The industrial base is quite narrow and operates in a rather interesting
paradigm wherein raw materials, labour as well as technology are all obtained from outside
the state. This paradigm puts a question mark on the sustainability of industrialization in the
state. The people have been pampered with government jobs and are obviously not keen to
take up strenuous jobs. Another problem that is local labour is the lack of skill development.
The entrepreneurs opine that though the local labour is literate, it lacks the required skills.
Hence, a need is felt for vocational training and skill development institutes in the state. Mizo

16
labour though traditionally skilled in blacksmithy, carpentary and handloom is not willing to
work in these sectors owing to better opportunities for them in other sectors such as the
government. Working with labour from outside the state is accompanied by another problem
faced by the small entrepreneurs of the state - that of obtaining the inner line permit.

The traditional industries also suffer from the problem of not evolving with the times. The
entrepreneurs are very much dependent on government support and do not feel the need to
learn about new designs and technologies concerning their product. They claim that the
consumers prefer the regular designs and hence, there is no need to evolve new product
designs. The government officials claim that they do try to provide a better exposure to
entrepreneurs by taking them to trade fairs and expos, but the entrepreneurs apparently have
not been able to capitalise on these opportunities. They do receive orders from outside the
state, but are not very upbeat about taking up these up since they face a capacity constraint
and admit that given the present conditions, they can supply just enough for the local
markets. It was also noticed that these entrepreneurs do not have a pro-active approach
towards marketing. It is generally the dealers and customers from outside the state who seek
them out and not the other way around. Very few entrepreneurs have a dealer network in
place even for accessing different districts of Mizoram. There is little emphasis on
advertising, with promotions through local newspapers and local TV channels being the only
avenues. The entrepreneurs rely more or word of mouth marketing. In case of many products,
government is an important buyer- printing materials, flexes, signages, furniture, storage
tanks etc. This being the case, links that entrepreneurs might have with influential political
persons and bureaucrats becomes an asset. Many entrepreneurs cited cases where they have
been helped by relatives in the government to get contracts and product orders.

The main objective of social entrepreneurs in Mizoram is creating employment for fellow
Mizos and helping the community and family members. Membership in the community
plays an important role in their business decisions. They, themselves feel that in this aspect
they are quite dissimilar to other entrepreneurs. Some of them also expressed the desire to be
successful in their business so as to have the capability to undertake more community work
and contribute more money to the Church. Some have in fact left government jobs to start
their own business in order to be able to devote more time to social activities. There were
those who lamented the inability to devote time and money to the Church and social
commitments. Though there are certain obligations that the entrepreneurs have to meet, they
feel that satisfying the same makes them better Mizos and gives them greater credibility in

17
the society and also helps them in their business- for example in marketing their products
locally. The spirit of enterprise, if can be defined as adventurousness, outgoing attitude,
ability to take risks, networking and ability to seek out opportunities; is still at a very
incipient stage in Mizoram.

Though finance is one of the major constraints that the entrepreneurs face, they show much
greater reliance on own sources of finance rather than institutional sources. They seem to be
more comfortable with grants rather than loans and are even embarrassed in admitting that
they have availed of loans from institutional sources. There are various policies and
preferential treatment is meted out to the north eastern states in terms of institutional finance,
but the entrepreneurs feel that the checklist required to be fulfilled for accessing loans is quite
huge and even unreasonable at times. More so because documentation is not a strong point
for the Mizo entrepreneurs. Most of the transactions are in cash and accounting procedures
are not systematic. Poor implementation of government policies and high level of corruption
have been cited as other major problems faced by the entrepreneurs in the state.

The Mizo entrepreneurs seem to show a positive attitude towards work and want to be on
their own in business. Though they are comfortable exchanging ideas with each other and
even with entrepreneurs from outside the state, they are apprehensive about any formal
collaboration. They seem to be enjoying a respectable position in the Mizo society as
entrepreneurs especially if they are able to contribute physically and financially to the
community and to the church. They exhibit a strong commitment towards family and
community and try to blend their business practices and professionalism within the existing
socio- cultural fabric.

18
SOCIAL ENTREPRENEURSHIP IN INDIA

As the need for social entrepreneurship is growing in India, the social enterprises are growing
as well. The social entrepreneurship has a wide area of coverage from cotton industry to
village produced goods, farm produced to handicrafts etc. Social entrepreneurship is also
spreading over education and health sector as well to provide cheap education and health care
to people. It is also a way to uplift the way and conditions of living of people. One example
would be The Water-Maker Project which brings the water solutions to different villages.
Many villages in India have no clean water supply and their wells run dry. Their ground
water is contaminated and depleted and so they have to walk for hours in the hot sun to the
nearest water source carrying heavy pots of water which will last them for just one day and
then repeat the same exercise day in and day out. But a new technology was promised to give
them access uncontaminated water. Invention of atmospheric water generators by the
WaterMaker has changed their lives forever.

The social entrepreneurship is most applicable in nations which have developmental issues.
India being a developing nation has its own social challenges and social developmental
issues. In recent times, some start-ups/new ventures has developed keeping social interests in
mind and providing sustainable solution to social issues and earning their profits as well.
Social entrepreneurship in India has wider scope than economic entrepreneurship. The need
of social entrepreneurship in Indian context is very vital as well, as most of the products and
services are focused at the higher end customers and the people who have limited means are
deprived from their needs due to lack of resources. Social entrepreneurship takes care of this
deprived section of market and provide goods/services to them at their terms and conditions.
Such society needs fulfilling becomes very challenging as well, due to no or less profits to
begin with. Wherever the societal gaps are wide and societal inequalities are persisting, social
entrepreneurship becomes very relevant like in India. Social entrepreneurs made several
contribution to the Indian society and following are some of the contributions made by them:

1. It focuses on the weaker sections of the society. India has a large number of people
living under this condition. So social entrepreneurship becomes relevant and it is
needed the most for uplifting this section of people.
2. Social entrepreneurship sees social benefits as primary and profits as secondary. This
helps in getting great products/services on quite affordable prices.

19
 3. Social entrepreneurship addresses the social problems, such problems may include
illiteracy, girl child abuse, financing, health, portable water, etc. It helps in meeting
these social problems by capitalizing the local resources and applying entrepreneurial
principles. In that case we need social entrepreneurship, so that we can minimize the
impacts of social problems.
4. Social entrepreneurship also innovates like any other branch of entrepreneurship, but
this innovation is slightly different. It is termed as social innovation as they are
focused upon the social problems. The social innovation is nothing but finding out the
most innovative and unique solution of social problems.
5. It also focuses on the people with minimalistic income, but high acceptance for social
innovations. Many social enterprises prepared their products and services for them as
it is the only way to fulfil their needs and demands.
6. Social entrepreneurship provides employment to people having basic skills. This also
helps the society in such a way that India having the maximum number of people
unemployed, it effectively helps in solving this problem.

Social entrepreneurs can help get better various issues like nutrition, education and health
care and many are still blighted by unemployment and illiteracy by helping those less
fortunate towards a worthwhile life. Rather than leaving societal needs to the government or
business sectors, they can solve the problem by changing the system. Social entrepreneurship
is expected to be the next big thing to influence India as the country juggles to achieve a
balance between a growing GDP growth, ensuring inclusive growth and attempting to
address issues ranging from education, energy efficiency to climate change.

A renounced social entrepreneur, Trilochan Shastry says that in India, a social entrepreneur
can be a person, who is the founder, co-founder or a chief functionary (may be president,
secretary, treasurer, chief executive officer (CEO), or chairman) of a social enterprise, or a
Non Profit, which raises funds through some services (often fund raising events and
community activities) and occasionally products. Today, non-profits and non-governmental
organizations, foundations, governments, and individuals also play the role to promote, fund,
and advise social entrepreneurs around the planet. A growing number of colleges and
universities are establishing programs focused on educating and training social entrepreneurs.
With the current economic climate, it is very likely that social needs will increase and,

20
consequently, the number of people committed to addressing them will increase. Definition
of social entrepreneurship has changed over time. From corporate philanthropy to non-profit
and now to self-sustainability, Social Entrepreneurship has evolved and will keep evolving
with time and needs of the world. Social entrepreneurship is expected to be the next big thing
to influence India as the country juggles to achieve a balance between a growing GDP
growth, ensuring inclusive growth and attempting to address issues ranging from education,
energy efficiency to climate change.

In the past decade, India has witnessed considerable growth in its social enterprise activity.
The number and quality of innovative ideas and business plans has improved due to growing
awareness, support, and quality training and workshops available for social entrepreneurs and
social enterprise leaders. The social enterprise ecosystem has evolved with support
organisations providing direct, indirect, financial, and advisory assistance to social
enterprises. Despite the developing ecosystem and valued potential of the sector, the literature
on social enterprises in India is small. The number of social enterprises in India, their
contribution to India’s GDP and workforce, and the characteristics of social enterprise leaders
are not at all clear. Moreover, a holistic understanding of the government policies that seek to
support the social enterprise sector in India is lacking. Social impact and entrepreneurship are
deeply rooted in the Indian ethos. Cooperative and community-owned business models like
Amul and Fabindia have existed in India since the 1950s, and the global social entrepreneur
support organisation, Ashoka, introduced the term ‘social entrepreneur’ in 1981. The India
social enterprises has a wide and growing range of domestic and international investors and
support organisations.

Social enterprise incubators like Unlimited India and Villgro provide financial and advisory
support to seed-stage and early-stage social entrepreneurs who are looking to develop and
pilot their social impact ideas. India also has a small number of accelerators that directly
support social enterprises by facilitating access to funding, mentoring, conducting workshops
and training, refining business models and innovations, and providing research support to
measure impact. Some of the prominent accelerators in India are Impact Investment Holding,
the Centre for Innovation Incubation and Entrepreneurship at the Indian Institute of
Management, Ahmedabad, and Dasra’s Social Impact Accelerator Programme. A majority of
the incubators and accelerators in India are located in urban locations due to better
infrastructure, availability of clients, access to networks, funding and business development.
More are needed in non-urban locations to serve regional entrepreneurs and ensure

21
inclusivity. The biggest step towards engaging the private sector in social development has
been the amendment to the Companies Act, 2013. The Act made it mandatory for companies
with a net worth of INR 500 crore or more, or a turnover of INR 1,000 crore or more, or a
net profit of INR 5 crore or more, to constitute a committee towards corporate social
responsibility (CSR). The act mandates that at least 2% of the average net profits made
during the three immediately preceding financial years are spent in pursuance of the
company’s CSR policy. The mandate has considerably increased the funds available for non-
governmental organisations (NGOs) in India.

There are 24 associations in India that work to influence predominantly small and medium
enterprises and thereby carry the potential to also support social enterprises. Industry
associations are fostering growth in the social enterprise space by providing accreditation and
empanelment facilities, enabling access to corporate donors, providing networking
opportunities with peer entrepreneurs, conducting seminars and discussions, running grand
challenges and funding awards, and producing knowledge products. Prominent industry
associations include the Federation of Indian Chambers of Commerce, Associated Chambers
of Commerce and Industry of India, the Confederation of Indian Industry, the National
Association of Software and Service Companies, and the Indian Impact Investors Council.

Over half of social enterprises provide skills training to producers, artisans, and
unskilled/semi-skilled labourers. Other prominent sectors are education, agriculture, fisheries,
and dairy, financial services, energy and clean technology and healthcare. The social
enterprise sector in India needs significant further support from key audiences to fulfil its
growth potential, to attract talent, to have policy influence, and to secure external investment.

Currently India is trying to find a solution to the different problems that it is facing such as:
poverty, changes of economic gender roles, and environmental problems. India being a young
nation provides a huge opportunity for social entrepreneurs. Young people are very
enthusiastic, passionate to start their own venture as well to make sustainable changes in the
society. Social entrepreneurs have very conducive environment as lots of established business
organisations and business tycoons want to help and invest in social ventures. In India, people
want to be part of endeavour to make the world a cleaner, more-equitable, healthier, and
better educated place. This is possible by approaching social change with business rigor and
analytical tools. Social entrepreneurs can play the role of change agents in the social sector.

22
 CHAPTER 2

COMPANY PROFILE

23
 CHAPTER 2

COMPANY PROFILE
Hnam Chhantu Pawl is a voluntary Organization/NGO which was set up 24 years ago i.e on
3rd March, 1994 by R.Ramhmangaiha, who realized that the indigenous crafts of Mizoram
was yet to be explored in a big way outside the state. Thus, he came up with the idea of
initiating a society that would promote handloom and handicrafts goods and help artisans
make a living through their skills. With this motto, him along with his five friends establish
their unit named Hnam Chhantu Pawl at his residence in Electric Veng, and vowed to work
for the upliftment of the Mizoram State. Hnam Chhantu Pawl gives more importance in
preventing traditional crafts which are nearly extinct. It begins its commercial operation in
January 1997 and was registered under the Societies Registration Act,1860 in the year 1995.
With an initial contribution of Rs. 93,000 by the promoters, the project began on a small
scale. The society had associations with another NGO called Hmeithai Association(widows)
based in Aizawl.

HNAM CHHANTU PAWL

Figure 1.Hnam Chhantu Pawl main office at Republic Veng

Initially, Hnam Chhamtu Pawl began with merely seven regular members. Today, the society
comprises of 50 regular members and more than 1000 beneficiaries. In the early years of its
establishment, the artisans were selected from the BPL category and with increased growth, it
started offering assistance to average income families as well. It offers micro loans ranging
from Rs. 10,000 to Rs. 50,000 to members for making handicraft product.

24
Hnam Chhantu Pawl’s Aims and Objectives

 To bring about economics self-sufficiency for Rural and Urban people of Mizoram.
 To improve the economic condition of the people, particularly in agricultural and
industrial fields.
 To improve and popularize the use of locally available raw materials for the success
of handicrafts and small industries in Mizoram.

Training and Production Centre

A Training-cum-Production Centre has been opened by Hnam Chhantu Pawl since 1996,
where all the skills concerned are imparted to young entrepreneurs and training in the field of
traditional crafts was given to unemployed youth and housewives. The organization also did
the searching for skilled artisans within Mizoram so that they can inherit their skills to the
young Mizo. Currently, there are three training centres operating at Aizawl, Lengpui and
Sesawng where youths and artisans of the nearby places are being trained to impart their
different skills.

1.Aizawl Centre

Figure 2. Trainings at Hnam Chhantu Pawl Training Centre Aizawl

The Centre is located at Upper Republic, Aizawl, Mizoram, since 1996. Here, all the
trainings, skills and methodologies of producing different items are being taught. Hnam
Chhantu Pawl have trained more than 500 youths of Mizoram as regular trainees in various
items of handicrafts and some of them had even established their own industries and earned

25
their livelihood. Another five hundred youths have been trained as orientation course in
various villages. Regular trainees are given 4 months period for a full course of one item.
Many of the trained graduates have earned their livelihood on their own after their training.
As of now, the centre has 50 full time workers who are paid nominal remuneration which
amount depends on the individual from the items produced and sold. The amount of
remuneration depends on the value of the items produced and sold.

2.Sesawng Centre

Figure 3. Hnam Chhantu Pawl Sesawng Centre

There was no Common facility Centre for the artisans in Sesawng before Hnam Chhantu
Pawl Training Centre was established. The villagers live in poverty and struggled to earn
income in order to support their family. Cane and Bamboo Cluster, Mizoram is based on
Sesawng, Mizoram. The artisans had their skills hereditary and used it not for generating
income, but for their household needs. But now, modern technologies are introduced and the
unemployed youths and craftsmen are getting trainings in such a way that they could use their
skills to earn a livelihood and even startup their own business to further help those around
them.

3.Lengpui Centre

26
 Figure 3.Hnam Chhantu Pawl Training Centre Lengpui

Since Lengpui has sufficient amount of raw materials, Hnam Chhantu Pawl has started their
training centre to teach the youths the importance of self sufficiency and trained them for
major handicraft which is quite popular with the local people such as the practice of making
brooms, cane and bamboo crafts.

Also, 40 artisans participated at the Five Months Integrated Design & Technical
Development Project on Cane and Bamboo at Hnam Chhantu Pawl Training Centre, Lengpui
which was inaugurated on 1st November, 2016. The project was sponsored by DC
Handicraft, Ministry of Textiles, Govt. of India and is organized by Export Promotion
Council for Handicrafts.

PRODUCTS

The organization has set up ‘Hnam Chhantu Pawl Handloom & Handicraft Show Room’ at
Republic Veng, Aizawl for their commercial and marketing purposes. They display and sell
the traditional crafts of different items which is one of the main reasons it became a popular
tourist attraction. Most of the products of handicraft artisans and handloom weavers in
Mizoram are put in this show room. Other than traditional crafts, the organization has started
to give importance to manufacture of souvenirs indirectly through the artisans from bamboo,
cane and wood, the raw material which can be found immensely in the state. The
organization is giving designs to the artisans and buys back their products for further
marketing.

As for their products in handloom, items such as curtains, cushion covers, bed sheets, purse
and bags, puan (wrap-around) are usually made. For handicraft items, decorative artifacts,
upholsteries, photo frames, necklaces, mugs and cups, hats and caps, keychains, chairs,
household items, etc are made from woods, canes and bamboos.

27
Figure 4.Traditional .Handicrafts shown at Hnam Chhantu Pawl Office

Figure 5. Em (baskets) and Thlangra (used for cleaning rice)

28
Figure 6.Bamboo mugs and Tea Coaster

29
Figure 7.Partitions and Hangers

30
Figure 8. Khiangkawi Ipte (traditional sling bags) and Puan (wrap around)

31
Figure 9. Chairs and a small bike made of bamboo

PROJECTS AND ACHIEVEMENTS

Hnam Chhantu Pawl has organized its first market survey within Mizoram in the year 1994 in
order to ascertain what measures could be adopted for self-reliance in essential commodities.
They tried to find a way to produce different commodities locally so that the amount of
money that flows out of the state monthly will decrease. They gave secondary importance to
agriculture and later concentrated on cottage industry. Hnam Chhantu Pawl found its roots
from the jungle on trial and error basis. Their belief in the cultural roots of a tribe and their
undying aspirations for traditional values brought them to the centre spot of Mizo handicraft

32
today. Their leadership in Mizo handicraft is unchallenged, uncompeted and unquestioned
and thus, they strived for a specific goal of working out handicraft excellence to their best.

1.Plantain Fibre

In May 1996, Hnam Chhantu Pawl organized a jungle camp to find locally convenient
employment with the available raw materials which could be found in almost all over the
state at Tuirini river where there are lots of Plantains(wild banana) and accidentally find out
techniques to extract fibres from it. This finding helps the organization to move forward
considerably. Items such as Felt-hat, shopping bags, doormat, ropes, brushes and dusters, tea
coasters and table coasters, ladies belt, wall hanging, ladies coin purse, cards and citations,
Christmas decorations and tourist bags are being produced from this banana fibre. When this
was produced, the news hit the papers and the organization was known as specialized in
banana fibre. People started taking interest in the organization’s achievements. Many
entrepreneurs started taking interest in the hope of selling something to and with the Hnam
Chhantu Pawl. Exhibitions were organized in 1997 and 1998. Local visitors were attracted
and the sale of the products were good at a local level.

2.Broom

Hnam Chhantu Pawl visualized a potential of making brooms in a different way other than
the traditional style. Knowing that Mizoram is rich in broom plants, the organization plans to
promote brooms which will bring benefits not only to the organization, but also the state.
They bring out their innovations in such a way that they develop brooms for cleaning ceilings
and upper walls. Also, another was developed for computers, tables of lighter usage, all these
with better finnesse and user friendly than the traditional ones. They recently made a deal
with an export company from Mumbai in which Hnam Chhantu Pawl will supply
approximately 30,000 sweeping brooms every month to this company and this company will
further export it to the Middle East.

3.Cane and Bamboo

Hnam Chhantu Pawl has a great experience and a specialization on Cane works and Bamboo
works which are traditional heritage of the Mizos. Sofa (cane), Basket (cane), Hanger (cane
& bamboo), Telephone stand (cane), Ashtray (bamboo), Container (cane & bamboo), Pot
case (cane & bamboo), Tray (cane & bamboo), Coaster (bamboo), Flower vase (cane &

33
bamboo), Curtain (bamboo), Pen Stand (bamboo), Cigarette box (bamboo), Rice Divider
(Cane), Cup (bamboo) and Cap (cane & leaf) are some of the products which are made from
cane and bamboo. These handicraft items are being improved day by day and they came up
with new ideas and innovations in order to modernize and improve their qualities. These
products are more appreciated outside the state and in foreign countries than in the local area
because of its environmental friendliness. The products are made to suit the modern
requirement as well as to preserve the culture.

4.Woods and Carvings

A number of decorative and utility items are made out of wood by Hnam Chhantu Pawl. In an
attempt to cope with modern requirements, they came up with a new idea of producing goods
in an environmental friendly way. Memento plate. Hanger, key ring, paperweight, rice spoon,
table lamp stand and tea coaster are some of the products.

Portfolio of the organization

Hnam Chhantu Pawl had participated in various levels of exhibitions and trade fairs held in
major cities in India during the year 1997, 2000, 2001, 2002, 2003, 2004 and 2005. In all
these exhibitions, the products made by Hnam Chhantu were much appreciated and always
made a very good sale and received orderes from different traders like Spain, Australia,
Germany, etc. Mr. R.Ramhmangaiha, the President of Hnam Chhantu Pawl attended many
important trainings, workshops and seminars and successfully completed Workshop on
Bamboo Cultivation, Processing & Production Technologies, its Administration and Tools &
Small Machines at Hangzhou, PR China in August, 2003 conducted by the China National
Bamboo Research Centre (CNBC), Cane & Bamboo Technology Centre (CBTC). During
1st- 5th February, 2004 he participated Spring Fair at Birmingham (England) sponsored by
NSIC. He also participated in South East Asian Tour for Entrepreneurs Delegation from
North East India organized by Indian Institute of Entrepreneurship, Guwahati during 18th-
30th April, 2005 and visited Bangkok (Thailand), Kuala Lumpur (Malaysia), Singapore
(Singapore) and Jakarta (Indonesia). Moreover, he is awarded National Rural Entrepreneur
Award, 2005 from the President of India.

34
Hnam Chhantu Pawl has also promoted Self Help Groups with trained personnels in various
villages in Mizoram with a view to increase production and to create employment to the rural
and urban youth.

Awards and achievements

Hnam Chhantu Pawl had participated in various exhibition-cum-sale and awarded prizes as
shown below:

 State Level Millennium Exhibition organized by Industries Department, Mizoram -

awarded 2nd Prize in 2001
 State Level Exhibition organized by KVIB, Mizoram - awarded 1st Prize in 2003
 State Level Exhibition organized by KVIB, Mizoram - awarded 1st Prize in 2004
 District Level Exhibition organized by KVIB, Mizoram - awarded 1st Prize in 2004
 State Level Exhibition organized by KVIB, Mizoram - awarded 1st Prize in 2005
 No Plastic Exhibition organized by Aizawl Municipal Council- awarded Best
Collection in 2018

The founder of the organization Mr. R.Ramhmangaiha has also received various awards such
as National Award for Entrepreneurship which was given to him by the President of India in
2005.

Figure 10.The founder receiving National Award for Entrepreneurship from President of India in 2005

He also receives Mizoram Outstanding Entrepreneur of the Year 2017 in Social

Entrepreneurship Sector by the Mizoram State Entrepreneurship Development Monitoring
Committee.

35
Figure 11.Certificate of Mizoram Outstanding Entrepreneur of the Year 2017 in Social Entrepreneurship Sector

Hnam Chhantu Pawl has shown a remarkable growth in the last couple of years with the
opening of seven handicraft stores and has also exported products to national and
international markets. They found means of disposing their products through the following
agencies:

 Exports through NEHDC

 NERAMAC
 NE Exporter (Private Firm)
 Damani International Pvt. Ltd., Guwahati
 Showroom
 Local Vendors
 Exhibitions through participation.

Their products has also reached Spain, UK, China and USA as experimental basis. Since
they are still in need of research and development cell, improvement of their tools and
equipments will still take a lot of time. They aspire to reach out internationally with the
handicraft products of Mizoram and keep the torch of traditional values of the state.

36
37
 CHAPTER 3

LITERATURE REVIEW

CHAPTER 3
REVIEW OF LITERATURE
Defining what social entrepreneurship is, and what its conceptual boundaries are, is
not an easy task. This is in part because the concept is inherently complex, and the literature
in the area is so new that little consensus has emerged on the topic. While the ideas fuelling
social entrepreneurship are not new (Thompson 2000) the term as it is used in the academic
and popular literature currently encompasses a rather broad range of activities and initiatives.

1.(Mitchell, Agle, & Wood, 1997)- Social enterprise and social entrepreneurship offer a
different standpoint to classic notions of enterprise and entrepreneurship. The private sector is
dominated by for-profit enterprises, whose key aim is to make profit and maximize owners’
value. Much of the corporate social responsibility (CSR) literature does not question the

38
primary motive of for-profit enterprises, but argues that managers of for-profit enterprises
need to take into account not only the interest of owners but also the interest of other
stakeholders that can affect or be affected by the activity of a for-profit enterprise.

2.Leadbeater (1997)-The use of entrepreneurial behavior for social ends rather than for
profit objectives, or alternatively, that the profits generated from market activities are used
for the benefit of a specific disadvantaged group.

3.Fowler (2000) highlighted three broad categories of socially entrepreneurial activities. The
first, ‘integrated social entrepreneurship,’ refers to situations in which economic activities
are expressly designed to generate positive social outcomes, and where surplus generating
activities simultaneously create social benefits, and ideally create horizontal, vertical,
forward or backward economic linkages. Fowler identifies the Grameen Bank in Bangladesh
as an example of integrated social entrepreneurship.

A second type of social entrepreneurship, ‘re-interpretation’ is used in situations where

existing non-profit capacity is utilized in ways that either reduce costs for the organization, or
increase and/or diversify the organization’s income streams. Fowler cites the example of an
organization with the mission of delivering meals to the elderly and infirm finding a market
niche for delivering (for profit) meals to an affluent, non-infirm elderly population.

Thirdly, Fowler identifies ‘complementary social entrepreneurship,’ referring to non-profit

organizations which add a for-profit enterprise division that does not in itself engender a
social benefit, but whose profits can be used to offset the costs of the organization’s non-
profit social mission. In discussing these three models of social entrepreneurship, Fowler
highlights the difference between economic activities that simultaneously provide social
benefits and those which do not (as in the third model), and notes that the former make more
complex and stringent demands on an organization than the latter. This issue is also raised
by De Leeuw (1999) in a discussion of the complex, shifting and often unpredictable
environment that social entrepreneurs face in trying to simultaneously fulfil social and
economic goals.

39
4.Thompson, Alvy and Lees (2000)-Social entrepreneurship is a form of business
entrepreneurship as the traits and behaviors of successful social entrepreneurs closely mirror
characteristics of successful business entrepreneurs, but require an extra dose of visionary
ideas, leadership skills, and a commitment to helping others.

5.(Thompson 2002)-“Social entrepreneurs are increasingly realising the opportunity in

addressing the social problem, thus bringing change. They shift the responsibility away from
the public sector; both governments and non-governmental organisations to the private
sector; businesses and individuals. The entrepreneur is incentivized to generate more profits
and as more profit is made, more social problems are alleviated.”

6.Drayton (2002)-Social entrepreneurs have the same core temperament as their industry-
creating, business entrepreneur peers but instead use their talents to solve social problems on
a society-wide scale. In addition, there are also five essential ingredients for a social
entrepreneur: a powerful, new, system change idea; creativity; potential for widespread
impact; entrepreneurial quality and strong ethical fiber.

7.Frumkin (2002)-Social entrepreneurship is a combination of the supply-side orientation

and the instrumental rational, providing “a vehicle for entrepreneurship” that “creates social
enterprises that combine commercial and charitable goals”

8.Johnson (2002)-Social entrepreneurship is emerging as an innovative approach for dealing

with complex social needs. With its emphasis on problem solving and social innovation,
socially entrepreneurial activities blur the traditional boundaries between the public, private
and non-profit sector and emphasize hybrid model of for-profit and non-profit activities.

9.Mort, Weerawardena, and Carnegie (2003)-Social entrepreneurship is a

multidimensional construct involving the expression of entrepreneurially virtuous behavior to
achieve the social mission, a coherent unity of purpose and action in the face of moral

40
complexity, the ability to recognize social value-creating opportunities and key decision-
making characteristics of innovativeness, proactiveness and risk-taking.

10.Pomerantz(2003)-Social entrepreneurship can be defined as the development of

innovative, mission-supporting, earned income, job creating or licensing, ventures undertaken
by individual social entrepreneurs, non-profit organizations or non-profits in association with
for profits.

11.Alvord, Brown, and Letts (2004)-Social entrepreneurship creates innovative solutions to

immediate social problems and mobilizes the ideas, capacities, resources, and social
arrangements required for sustainable social transformations.

12.Mair and Marti (2004)-Social entrepreneurship is a process consisting in the innovative

use and combination of resources to explore and exploit opportunities that aims at catalyzing
social change by catering to basic human needs in a sustainable manner.

13.(Hibbert 2005)- “Social entrepreneurship is the use of entrepreneurial behaviour for

social ends than profit objectives and the profits generated are used for the benefit of specific
disadvantaged group.”

14.(Roberts & Woods 2005)- “Social entrepreneurship is the construction, evaluation and
pursuit of opportunities for transformative social change carried out by visionary,
passionately dedicated individuals.”

15.Peredo and McLean (2005)-Social entrepreneurship is exercised where some person or

persons aim either exclusively or in some prominent way to create social value of some kind,
and pursue that goal through some combination of (1) recognising [sic] and exploiting
opportunities to create this value, (2) employing innovation, (3) tolerating risk and (4)
brushing aside limitations in available resources.

41
16.Spear and Bidet (2005)-Social enterprises combine four economic and entrepreneurial
factors (continuous activity producing goods and/or selling services, high degree of
autonomy, significant level of economic risk, minimum amount of paid work) with five
social dimensions (initiative launched by a group of citizens, decision-making power not
based on capital ownership, participatory nature, which involves the persons affected by the
activity, limited profit distribution, explicit aim to benefit the community)

17.Harding and Cowling (2006)-Social entrepreneurship is any attempt at new social

enterprise activity or new enterprise creation, such as self-employment, a new enterprise, or
the expansion of an existing social enterprise by an individual, teams of individuals or
established social enterprise, with social or community goals as its base and where the profit
is invested in the activity or venture itself rather than returned to investors.

18.Mair and Marti (2006)-First, we view social entrepreneurship as a process of creating

value by combining resources in new ways. Second, these resource combinations are
intended primarily to explore and exploit opportunities to create social value by stimulating
social change or meeting social needs. And third, when viewed as a process, social
entrepreneurship involves the offering of services and products but can also refer to the
creation of new organizations.

19.Stryjan (2006)-The constitution of the actors that engage in the pursuit, the nature of
resources mobilized, and the practices pursued over time in extracting them. Social
entrepreneurship is viewed as a category of entrepreneurship that primarily:

1. Is engaged in by collective actors

2. Involves, in a central role in the undertaking's resource mix, socially embedded resources
and their conversion into (market-) convertible resources, and vice versa.

20.Weerawardena and Sullivan-Mort (2006)-Social entrepreneurship is a bounded

multidimensional construct that is deeply rooted in an organization's social mission, its drive
for sustainability and highly influenced and shaped by the environmental dynamics.

42
Opportunity recognition is embedded in these three dimensions. Social entrepreneurship
strives to achieve social value creation and this requires the display of innovativeness,
proactiveness and risk management behaviour.

21.Ana and Murdith (2006) proposed that social entrepreneurship is implemented with
suitable flexibility where in some person or a group of people intent at creating social value
either exclusively or at least in some prominent way and envision a capacity to recognize and
take advantage of opportunities to create that particular value. They talked about how they
employ innovation, extending from complete invention to adopt originality of others, in
producing and/or dispensing social value and are also prepared to handle any type of risks
that have occurred or can occur. They are unusually resourceful in being relatively undeterred
by scarce assets in pursuing their social ventures.

22.(Mair and Marti 2006)- Social entrepreneurship is a “process involving the innovative
use and combination of resources to pursue opportunities to catalyse social change and/or
address social needs”

23.(Paul C. Light 2006) defines social entrepreneurship as “an individual, group, network,
organization, or alliance of organizations that brings large scale sustainable change though
pattern breaking ideas similar to how governments, non-profits, and businesses do to address
significant social problems.” This definition compares social entrepreneurship from social
services and social activism.

24.Martin and Osberg (2007)- Define social entrepreneurship as having the following three
components:

(1) identifying a stable but inherently unjust equilibrium that causes the exclusion,
marginalization, or suffering of a segment of humanity that lacks the financial means or
political clout to achieve any transformative benefit on its own

(2) identifying an opportunity in this unjust equilibrium, developing a social value

proposition, and bringing to bear inspiration, creativity, direct action, courage, and fortitude,
thereby challenging the stable state's hegemony

43
(3) forging a new, stable equilibrium that releases trapped potential or alleviates the suffering
of the targeted group, and through imitation and the creation of a stable ecosystem around the
new equilibrium ensuring a better future for the targeted group and even society at large.

25.(Martin 2007) describe social entrepreneurship’s growing popularity owing to the fact
that “these extraordinary people come up with brilliant ideas and against all the odds succeed
at creating new products and services that dramatically improve people’s lives.”

26.The Institute of Social Entrepreneurs (2008) defines social enterprises as any entity that
uses earned revenue to pursue a double or triple bottom line either alone (in a private sector
or non-profit business) or as a significant part of a non-profit’s mixed revenue stream that
also includes philanthropy and government subsidies.

27.Dees (2008)- found that part of what social entrepreneurship conveys is the blending of
different sectors. According to him, they combine a social purpose typically associated with
non-profit organizations and an entrepreneurial orientation associated with business ventures.
Dees explains three principles for including entrepreneurial business ventures. First, business
ventures can play an important role in creating lasting improvements in social conditions.
Second, social entrepreneurs are well positioned to discover and craft innovative approaches
for addressing social problems. Third, philanthropists have an essential role to play in
supporting socially beneficial entrepreneurial business activities.

28.The Institute of Social Entrepreneurs (2008)- defines social enterprises as “any entity
that uses earned revenue to pursue a double or triple bottom line either alone (in a private
sector or non-profit business) or as a significant part of a non-profit’s mixed revenue stream
that also includes philanthropy and government subsidies.”

29.Zahra, Gedajlovic Neubaum, and Shulman (2009)-Social entrepreneurship

encompasses the activities and processes undertaken to discover, define, and exploit
opportunities in order to enhance social wealth by creating new ventures or managing
existing organizations in an innovative manner.

44
30.Brooks (2009) stated that, When we often hear talk of entrepreneurship as it were a
modern concept. However, the concept is not new as the word derives from the French
“entreprendre”, or "to undertake", and its importance in the process of production was
described by economists 200 years ago. Social Entrepreneurship is a much newer concept
that commercial entrepreneurship and has been defined in many ways over the past few
years. The variance in definition has been substantial enough that one standard definition has
yet to emerge clearly. However, practically all of the definitions have contained one or more
of the following concepts, articulated by major writers on the subject

(1) Social entrepreneurship addresses social problems or needs that are unmet by
private markets or governments.

(2) Social entrepreneurship is motivated primarily by social benefit.

(3) Social entrepreneurship generally works with- not against- market forces. The following
table done by the researcher will show the SE definition, its domain and dimensions, adopted
from (Weerwardena and Mort 2006) and other researchers.

31.(Nicholls 2009)-The term “social entrepreneurship” has gained greater popularity and
visibility since the late 1990‟s as the focus on sustainability of “mother earth and
humankind” have become increasingly more important. The popularity of social
entrepreneurship is growing considerably with increased attention in mass media, academic
fields, government, charities and corporations in an effort to better understand the concept.

32.Tracey, Phillips and Jarvis (2011) -Entrepreneurs may engage in actions that will bring
about change in their institutional environment, but the skills required to make such a change
are very different from those needed to run a business venture and thus social entrepreneurs’
engagement in institutional change may detract from their day to-day running of their
organizations, thus the institutional environment within which an organization operates may
have a significant impact on the type of organizational structure that it adopts.

33.Cai and Sun (2012)-gave 4 prepositions that were complementing the research that they
had carried out. These prepositions which are namely, prior knowledge, previous experience,
social networks and entrepreneur alertness of social entrepreneurs in totality have

45
constructive and encouraging effects on opportunity recognition in the field of social
entrepreneurship. Non-profits that also earn income and profit are not a new occurrence.

34.(Dr.Partap Singh “Social Entrepreneurship-A growing trend in Indian Economy”

2012)- Social entrepreneurship is the recognition of a social problem and the uses of
entrepreneurial principles to organize, create and manage a social venture to achieve a desired
social change. While a business entrepreneur typically measures performance in profit and
return, a social entrepreneur also measures positive returns to society. Thus the main aim of
social entrepreneurship is to further broaden social, cultural and environmental goals. Social
entrepreneurs are commonly associated with the voluntary and not for profit sectors, but this
need not preclude making a profit. Social entrepreneurship practiced with a world view or
international social entrepreneurship. A well known modern social entrepreneur is
Mohammad Yunus, founder and manager of Grameen Bank and its growing family of social
venture businesses, who was awarded a Nobel Peace Prize in 2006.”

35.Santos (2012) -“Social entrepreneurship has profound implications in the economic

system: creating new industries, validating new business models, and allocating resources to
neglected societal problems. It is a complementary approach that is based on value creation
and operates by its own rules and logic. Yet, it is an approach that seems able to address some
of the most pressing problems in modern society.”

36.(Choi 2014)- “Social entrepreneurship is a complex concept involving many sub concepts
and hence can be called as a ‘cluster concept’. It represents the combined quality of five sub-
concepts, “social value creation, the social entrepreneur, the SE organization, market
orientation, and social innovation”

37.(Swissnex India- “Social Entrepreneurship in India-Unveiling the unlimited

opportunities” 2015)- “ Social entrepreneurship in terms of operation and leadership could
be applicable to non profit organizations as much as for-profit social enterprises although in
terms of activities and legal entity are very different. Models for social entrepreneurship in

46
India are Social for-profit enterprise, non-profit and hybrid model, which are discussed in
detail in the following sections. In addition to the above mentioned models, other ways of
creating impact in India are through philanthropy and through Corporate Social
Responsibility. India has been regularly receiving global philanthropic money. Recently,
there has been a rise in local contributions from wealthy individuals with short and long term
vision. A new breed of high net worth individuals from the corporate sector is looking at
investing philanthropic money in the form of grants and impact investments. Currently
strategic philanthropy in India is still at a nascent stage.”

38.Schwab Foundation website, “A social entrepreneur is a leader or pragmatic visionary

who, achieves large scale social change through a new invention or a more rigorous
application of known technologies or strategies, focuses foremost on the social value creation
and tries to optimize the financial value creation, innovates a new product, a new service, or a
new approach to a social problem, continuously refines and adapts approach in response to
feedback and combines the characteristics represented by Richard Branson and Mother
Teresa”

39.Canadian Centre for Social Entrepreneurship-Social entrepreneurship falls into two

categories. First, in the for-profit sector it encompasses activities emphasizing the importance
of a socially-engaged private sector and the benefits that accrue to those who do well by
doing good. Second, it refers to activities encouraging more entrepreneurial approaches in the
non-profit sector in order to increase organizational effectiveness and foster long-term
sustainability.

40. NYU Stern School of Business (USA)-The process of using entrepreneurial and business
skills to create innovative approaches to social problems. “These non-profit and for profit
ventures pursue the double bottom line of social impact and financial self-sustainability or
profitability.”

47
CHAPTER 4
48
 RESEARCH METHODOLOGY

CHAPTER 4

RESEARCH METHODOLOGY

RESEARCH

Research is a logical and systematic search for new and useful information on a particular
topic. In simple terms, it refers to search of knowledge and it can lead to new contributions to
the existing knowledge. Research is done with the help of study, experiment, observation,
analysis, comparison and reasoning. According to Clifford Woody, Research comprises
defining and redefining problems, formulating hypothesis or suggested solutions; collecting,
organising and evaluating data; making deductions and reaching conclusions; and at last
carefully testing the conclusions to determine whether they fit the formulating hypothesis. It
is an original contribution to the existing stock of knowledge making for its advancement and
is the pursuit of truth with the help of study, observation, comparison and experiment. In

49
short, the search for knowledge through objective and systematic method of finding solution
to a problem is research.

RESEARCH METHODOLOGY

Research methodology is a systematic way to solve a problem. It is a science of studying

how research is to be carried out. Essentially, the procedures by which researchers go about
their work of describing, explaining and predicting phenomena are called research
methodology. It is also defined as the study of methods by which knowledge is gained. Its
aim is to give the work plan of research.

A research methodology involves specific techniques that are adopted in research process to
collect, assemble and evaluate data. It defines those tools that are used to gather relevant
information in a specific research study. Surveys, questionnaires and interviews are the
common tools of research.

FUNCTIONS OF RESEARCH METHODOLOGY

1. Research methodology identifies the research activity in a true sense.

2. It further specifies and defines the actual concepts.
3. It further declares what sort of methods will be required for further inquiry. Moreover,
how progress can be measured.
4. Research methodology offers a platform to demonstrate how we can communicate
research activity in a true sense.

METHODS OF RESEARCH

1. Survey Method: The Survey method is the technique of gathering data by asking
questions to people who are thought to have desired information. Surveys involve
collecting information, usually from fairly large groups of people, by means of
questionnaires but other techniques such as interviews or telephoning may also be used.

50
2. Experiment Method: Experimental research is guided by educated guesses that guess
the result of the experiment. An experiment is conducted to give evidence to this
experimental hypothesis. Experimental research, although very demanding of time and
resources, often produces the soundest evidence concerning hypothesized cause-effect
relationships.
3. Case Study Method: Case study research involves an in-depth study of an individual or
group of individuals. Case studies often lead to testable hypotheses and allow us to
study rare phenomena. Case studies should not be used to determine cause and effect,
and they have limited use for making accurate predictions. The case study research
draws upon their work on six steps that should be used:
a) Determine and define the research questions
b) Select the cases and determine data gathering and analysis techniques
c) Prepare to collect the data
d) Collect data in the field
e) Evaluate and analyze the data
f) Prepare the report

4. Observation Method: The observation method involves human or mechanical

observation of what people actually do or what events take place during a consumption
situation. Information is collected by observing process at work. Observational trials
study issues in large groups of people but in natural settings. Studies which involve
observing people can be divided into two main categories, namely participant
observation and non- participant observation
A ) In participant observation studies- The researcher becomes (or is already) part of
the group to be observed. This involves fitting in, gaining the trust of members of the
group and at the same time remaining sufficiently detached as to be able to carry out
the observation.
B) In non-participant observation studies- The researcher is not part of the group
being studied. The researcher decides in advance precisely what kind of behaviour is
relevant to the study and can be realistically and ethically observed. The observation
can be carried out in a few different ways.

51
For this research, Case Study method is being used by the researcher by studying and
collecting datas from 80 people who have come across a social Enterprise Hnam Chhantu
Pawl.

RESEARCH TYPE OR NATURE OF THE RESEARCH

1.Descriptive Research:

Descriptive research is also called Statistical Research. The main goal of this type of research
is to describe the data and characteristics about what is being studied. The idea behind this
type of research is to study frequencies, averages, and other statistical calculations. Although
this research is highly accurate, it does not gather the causes behind a situation. Descriptive
research is mainly done when a researcher wants to gain a better understanding of a topic . It
attempts to describe systematically situation, problem, phenomenon, service or programmed,
or provides information about , say, living condition of a community, or describes attitudes
towards an issue.

2. Explanatory Research:

Explanatory research attempts to clarify why and how there is a relationship between two or
more aspects of a situation or phenomenon. Explanatory research is research conducted in
order to explain any behaviour in the market. It could be done through using questionnaires,
group discussions, interviews, random sampling, etc.

3.Exploratory Research:

Exploratory research is conducted into an issue or problem where there are few or no earlier
studies to refer to. Exploratory research is undertaken to explore an area where little is known
or to investigate the possibilities of undertaking a particular research study (feasibility study/
pilot study).

The focus is on gaining insights and familiarity for later investigation. Secondly, descriptive
research describes phenomena as they exist. Here data is often quantitative and statistics
applied in particular situation. It aims to generalise from an analysis by predicting certain

52
phenomena on the basis of hypothesised general relationships. Exploratory research design is
used to determine the best research design, selection of subjects and collection method. This
design of research provides final and conclusive answers toward the research questions.

4.Quantitative Research:

Quantitative research involves analysis of numerical data The emphasis of Quantitative

research is on collecting and analyzing numerical data; it concentrates on measuring the
scale, range, frequency etc. of phenomena. This type of research, although harder to design
initially, is usually highly detailed and structured and results can be easily collated and
presented statistically. Quantitative data refers to numeric quantities of the results.

5.Qualitative Research:

Qualitative research involves analysis of data such as words (e.g., from interviews), pictures
(e.g., video), or objects . Qualitative data refers to the qualities of the results in observation

Qualitative research is more subjective in nature than Quantitative research and involves
examining and reflecting on the less tangible aspects of a research subject, e.g. values,
attitudes, perceptions. Although this type of research can be easier to start, it can be often
difficult to interpret and present the findings; the findings can also be challenged more easily.

This study is a combination of both Descriptive and Exploratory Research Design.

METHODS OF DATA COLLECTION

1.Focus Groups:

Focus Group Discussion (FGD) is a method of data collection which is frequently used to
collect in-depth qualitative data in various descriptive studies such as case studies,
phenomenological and naturalistic studies). The main goal of Focus Group Discussion is to
provide an opportunity for the participants to talk to one another about a specific area of
study. The facilitator is there to guide the discussion. A focus group discussion allows a
group of 8 – 12 informants to freely discuss a certain subject with the guidance of a facilitator
or reporter.

53
2.Interviews:

Interview is one of the popular methods of research data collection. The term interview can
be dissected into two terms as, ‘inter’ and ‘view’. The essence of interview is that one mind
tries to read the other. The interviewer tries to assess the interviewed in terms of the aspects
studied or issues analyzed. Good approach to gather in-depth attitudes, beliefs, and anecdotal
data from individual patrons. Personal contact with participants might elicit richer and more
detailed responses. Provides an excellent opportunity to probe and explore questions.

3.Observation:

Observation is a technique that involves systematically selecting, watching and recording

behaviour and characteristics of living beings, objects or phenomena. Observation of human
behaviour is a much-used data collection technique. It can be undertaken in different ways:
1.Participant observation: The observer takes part in the situation he or she observes

2. Non-participant observation: The observer watches the situation, openly or concealed, but
does not participate. Observations can be overt (everyone knows they are being observed) or
covert (no one knows they are being observed and the observer is concealed). The benefit of
covert observation is that people are more likely to behave naturally if they do not know they
are being observed.

4.Surveys:

Best for gathering brief written responses on attitudes, beliefs regarding library programs. It
can include both close-ended and open-ended questions and can be administered in written
form or online. Personal contact with the participants is not required. Staff and facilities
requirements are minimal, since one employee can easily manage the distribution and
collection of surveys, and issues such as privacy, quiet areas, etc. are typically not concerns.
Responses are limited to the questions included in the survey. Participants need to be able to
read and write to respond. Therefore, surveys may not be the best initial data collection tool.

TOOLS OF DATA COLLECTION

1.Interview Schedule (Open-ended/Close-ended):

This method of data collection is very much like the collection of data through questionnaire,
with little difference which lies in the fact that schedules (proforma containing a set of

54
questions) are being filled in by the enumerators who are specially appointed for the purpose.
These enumerators along with schedules, go to respondents, put to them the questions from
the proforma in the order the questions are listed and record the replies in the space meant for
the same in the proforma.

2.Questionnaire (Open-ended Question):

This method of data collection is quite popular, particularly in case of big enquiries. It is
being adopted by private individuals, research workers, private and public organizations and
even by governments. In this method a questionnaire is sent (usually by post) to the persons
concerned with a request to answer the questions and return the questionnaire. A
questionnaire consists of a number of questions printed or typed in a definite order on a form
or set of forms. The questionnaire is mailed to respondents who are expected to read and
understand the questions and write down the reply in the space meant for the purpose in the
questionnaire itself. The respondents have to answer the questions on their own.

3.Checklist:

Checklists structure a person’s observation or evaluation of a performance or artifact. They

can be simple lists of criteria that can be marked as present or absent, or can provide space
for observer comments. These tools can provide consistency over time or between observers.
Checklists can be used for Case Study method.

4.Dichotomous Scales

The response options for each question in your survey may include a dichotomous, a three-
point, a five-point, a seven-point or a semantic differential scale. Each of these response
scales has its own advantages and disadvantages, but the rule of thumb is that the best
response scale to use is the one which can be easily understood by respondents and
interpreted by the researcher.

A dichotomous scale is a two-point scale which presents options that are absolutely opposite
each other. This type of response scale does not give the respondent an opportunity to be
neutral on his answer in a question.

55
Examples:

 Yes- No
 True – False
 Fair – Unfair
 Agree – Disagree

Questionnaire has been used in this research for collection of data.

SOURCES OF DATA

In this study, both primary data and secondary data are used. Primary data was collected
through a schedule. The owner and employees of Hnam Chhantu Pawl(a social enterprise)
were approached and questionnaire was collected for the data from

In addition to this, secondary data is collected from all the available sources like books,
journals, websites, etc.

1. Primary Data

Primary data is collected through questionnaires and personal observations. In the present
research work, information of the organization was collected from Mr.R.Ramhmangaiha, the
President of Hnam Chhantu Pawl and some of the employees of the organization. Also,
questionnaire was collected from people who have come across the organization. The
collected data has been used to examine the current situation of Social entrepreneurship in
Mizoram.

56
 2. Secondary Data

Secondary Data has been collected from various sources like published and unpublished data
of books, journals, reports, websites, etc.

SAMPLE SIZE

This research was conducted with a sample size of 80. The sample was drawn from people
who have come across social enterprises in Mizoram.

NEED OF THE STUDY

The field of social entrepreneurship has not been much practiced in Mizoram as it is still a
poor state and that most businesses are being set up only to feed the family and not for fixing
the societal problems. Though the Mizo trader is one of the oldest professionals in the state,
evolution to a manufacturing entrepreneur has been an extremely slow process. Emphasis on
trading could be one of the reasons for slow development of manufacturing in the state.
Absence of raw materials, poor connectivity and poor infrastructure are the other important
reasons. All this factors maybe the reason for the slow growth of entrepreneurship in the
state. The people are unaware of the opportunities that are lying to be exploited. So, it was
felt that there is a need to study the state of social entrepreneurship in Mizoram to know the
potential of the local people especially the youth in entrepreneurial line and also study the
organizational functions of a social enterprise.

OBJECTIVES OF THE RESEARCH

1. To study the contribution of social entrepreneurship in Mizoram.

2. To identify the roles and responsibilities of social entrepreneurship in the society
3. To study the various problems faced by social enterprises in Mizoram
4. To find out the opinion of Mizo people on social entrepreneurship in Mizoram.
5. To find out the advantages and disadvantages of setting up social enterprises

SCOPE OF THE STUDY

57
This study covers the knowledge and opinions of 80 Mizo people who are currently staying
in Pune about the current situation of social enterprises in Mizoram. The study has been
limited to people who have had come across a social enterprise Hnam Chhantu Pawl in
Mizoram.

It was conducted at Pune during March 2020 through a questionnaire which is sent out
through Google Docs.

LIMITATIONS OF THE STUDY

Taking into consideration the present scenario, the number of social entrepreneurs in
Mizoram is still very limited. So, research could also be conducted only at one place. The
sample has only been confined to 80 Mizo people who are living in Pune. As there were only
limited number of workers at the time research has been conducted, questionnaires could not
be taken from them. The findings and conclusions are also mainly based on the knowledge
and experiences of the respondents.

CHAPTER 5
58
 DATA ANALYSIS AND
INTERPRETATION

CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

Data analysis is a process of collecting data and organizing data so that one can obtain useful
information from it. The following data are collected from a questionnaire with a sample size
of 80.

Data have been analyzed using percentage and pie chart. The questionnaire is divided into
two parts and the first part consists of personal information of the respondents while the
second part of the data consists of the opinion and knowledge of respondents regarding the
topic of the research.

Part 1

1.Age group

59
 Age group
3%

29%
Below 20
20-25 years
26-30 years
Above 30 years
46%

23%

Fig.1 Pie Diagram showing the age group of the respondents

Fig 1 shows that the maximum number of age group among the respondents is between 20-25
years 46%(37 people). 29% of the respondents(23 people) are between the age of 26-30
years, 23% of the respondents(18 people) are above the age of 30 years and 2 respondents
are below 20 years of age.

2. Education

Education
4%

Up to class 12
31% Under Graduate
Post Graduate

65%

Fig.2 Pie Diagram showing the education status of the respondents

60
Figure 2 shows that the maximum number of the respondents i.e 65% of the respondents(52
people) are post graduate, while 31% of the respondents(25 people) are under graduate and
4% i.e 3 people studied up to class 12.

3.Marital Status

Marital Status

11%

Married
Unmarried

89%

Fig.3 Pie Chart showing marital status of the respondents

Figure 3 shows that 89% of the respondents (71 people) are unmarried while 11% of the
respondents (9people) are married.

4. Occupation

Occupation

11%

Student
Government employee
Private employee
25% 46% Unemployed

18%

Fig.4 Pie chart showing the different occcupations of the respondents

61
Figure 4 shows that the maximum number of respondents 46% are students(37 people),
followed by private employees with 25%( 20 people). There are 18 private employees among
the respondents 25%(20 people) while 11% of the respondents(9 people) are unemployed.

PART 2

1.Are you familiar with the term Social entrepreneurship?

Source: Primary Data

62
 5%

Yes
No

95%

Fig.5 Knowledge regarding social entrepreneurship

Figure 5 shows most of the respondents (95%) i.e 75 people are familiar with the term Social
Entrepreneurship, while the remaining 5 people are not familiar with it. With business and
entrepreneurship growing in the state, people are starting to get interested in business which
further leads to growing of social entrepreneurs whose aim is to solve and improve the social
conditions of Mizoram in addition to running their business. Therefore, it is agreed that the
term ‘Social Entrepreneurship’ is now widely known among the Mizos’.

2. Do you think social entrepreneurship is given importance the way it deserves in Mizoram?

Source: Primary Data

63
 28%

Yes
No

73%

Fig.6 Importance of social entrepreneurship

Respondents are aware that Social Entrepreneurship is still not given importance the way it
deserves in Mizoram. 73% of the respondents, i.e majority of them felt that even though the
term is now widely known among the people, it still has a long way to go to get recognized
and given importance by the State government or officials while the rest 27% thinks that it is
given importance already the way it deserves.

3. What do you think is the reason social entrepreneurship is still a big challenge in Mizoram?

Source: Primary Data

64
 25%

36%

Not enough capital

Other businesses are flourishing
Government did not take
initiatives
8% Lack of visionary entrepreneurs

31%

Fig.7 Why it is still a big challenge in Mizoram

Figure 7 shows that majority of the respondents thinks that the main reason social
entrepreneurship is still a big challenge in Mizoram is because we still lack visionary
entrepreneurs. The people still depend a lot on government jobs and there is still a typical
thinking that if a person gets a government job, he is defined as a successful person by the
society. Therefore, this belief system may have blocked many businessmen and
entrepreneurs-to-be from expanding and reaching their capabilities which may be the reason
we still lack visionary entrepreneurs. Another 31% thinks that government did not take
proper initiatives to promote and popularize the concept of social entrepreneurship. Funding
problems and lack of capital could be one reason, which 25% of the respondents thinks the
reason is. Also, other commercial activities are taking place and flourishing in the state and
8% of the respondents thinks that this might have made things difficult for the social
entrepreneurs to do things as they wish.

4. Do you think the contribution of a social enterprise like Hnam Chhantu Pawl helped
improve the society?

Source: Primary Data

65
 20%

Yes
No

80%

Fig.8 Contribution of social enterprises

Mizoram still has very limited number of social enterprises. Hnam Chhantu Pawl is one big
name when mentioning social enterprises as it has paved a way for social entrepreneurs for
doing social activities while running a business. 64 out of 80 people, i.e 80% of the
respondents thinks that this organization helped improve the society. It has done several
activities and businesses for the state as well as individuals who are unemployed, by offering
jobs and trainings. It concentrated into traditional crafts of Mizoram which is almost extinct
and searches for skilled artisans so that they can inherit their skills to the youths. Therefore,
its contribution towards the society is well known.

5. Do you think Hnam Chhantu Pawl motivates people to spread positive social changes?

Source: Primary data

66
 19%

Yes
No

81%

Fig.9 Spreading positive social changes

Figure 9 shows that among the respondents, 81% thinks that Hnam Chhantu Pawl motivates
people to spread positive social changes. From helping individuals to owning one of the
State’s biggest handloom and handicrafts shop, this organization has done so much for the
society which may be the reason majority of the respondents have positive opinion about it.
This may indicate that it is a smooth and sound organization that motivates people to spread
positive social changes.

6. In your opinion, does this organization brings out talents and abilities?

Source: Primary Data

67
 23%

Yes
No

78%

Fig.10 Bringing out talents and abilities

Most of the respondents agree that this organization brings out talents and abilities of people.
Hnam Chhantu Pawl has set up different training centres and trained a lot of unemployed
youths and housewifes who has now got their own jobs and opened their own businesses.
They also search for artisans and give them jobs in such a way that they can multiply and
make use of their talents. So, 77% of the respondents are positive that Hnam Chhantu Pawl
brings out the abilities of the people.

7. Would you recommend a friend or family to work at Hnam Chhantu Pawl?

Source: Primary Data

68
 28%

Yes
No

73%

Fig.11 Recommending friend or family

From the above chart, we can see that majority of the respondents(72%) would likely not
recommend their friends or family to work at Hnam Chhantu Pawl, which means that even
though they have positive feedback about the organization, working for a social enterprise is
still not their first choice. It indicates that there are still better options of job and that other
businesses and works are still far more superior than social enterprises in Mizoram.

8. Do you think this organization offers enough to make a living?

Source: Primary data

69
 35%

Yes
No

65%

Fig.12 Salary

The above chart shows that 52 people, out of 80 i.e 65% of the respondents thinks that salary
and incentives given by this organization is still not enough to make a living, even though
they did not specifically know the amount the workers received. Respondents believe that
their employees are still underpaid comparing to other business ventures and that it is still not
enough to make a living especially for those who are the breadwinner of their family. This
shows that the organization itself is still looked upon as a social enterprise that has a long
way to go in terms of business and making profits in order for sole earners in a family to rely
upon it.

9. Do you think trainings given by them is satisfactory?

Source: Primary data

70
 43%
Yes
No

58%

Fig.13 Satisfaction in trainings

Hnam Chhantu Pawl has given trainings to many unemployed youths and housewifes. They
even have three training centres at different places in order to bring out the talents of different
people. But, majority of the respondents think that trainings given by them is still not
satisfactory and that they still have lots of areas they can improve. Meanwhile 42% agree that
it is satisfactory. As a result, it shows that Hnam Chhantu Pawl still have to try hard and
prioritize on giving better trainings to their respective employees can get better trainings with
better facilities and infrastructures.

10. According to you, which of the following is the positive outcome of this organization?

Source: Primary Data

71
 8% Gives employment and income to
poor people/ unemployed youths
Helps in the economic condition
34% of the poor by setting up training
centres
Promoting traditional items and
popularize them
40% Opening centres in remote areas
and improve the condition of the
place

19%

Fig.14 Positive Outcome

From the chart above, we can see that majority 40% of the respondents believe that the main
positive outcome of Hnam Chhantu Pawl is its promotion of traditional items and
popularizing it. Ever since it started its business, the organization focuses on the traditional
items which leads to collection of raw materials and making something out of it by their
innovative skills. This has helped in the preserving and promoting handloom and handicraft
items of the Mizo people. Another 34%, which is also close to majority thinks that giving
employment and income to the unemployed people is the positive outcome of this
organization. 19% of the respondents believe that their training centres help in the economic
condition of the poor while the rest 7% their centres in remote areas improve the condition of
the area.

11. Would you like to start a business of your own?

Source: Primary data

72
 21%

Yes
No

79%

Fig.15 Starting business

Majority of the respondents 79% are interested in starting a business while the rest 21% are
not interested. This shows that as most of the respondents are students, the youths are now
starting to get interested in entrepreneurship unlike the adults who are now contented and still
believe that government jobs are still the best.

12. If yes, what type of business would you like to own?

Source: Primary data

73
 17%

Social Enterprise
Normal Profit Enterprise

83%

Fig. 16 Choice of business

The data above shows that 83% of the respondents would rather own a normal profit business
than a social enterprise. This shows that even though people adore and have positive opinion
about social entrepreneurs, they did not want to become one. The state is still poor and
businesses are not as big as those from other cities and states, so people mostly prioritize on
personal benefits than societal benefits. As the economy grows, competition is also higher
day by day and everyone wants to be on the top. As most of the social enterprises at present
are not as big as the normal businesses, visionary entrepreneurs are needed.

13. What would be your reason for setting up a social enterprise?

Source: Primary Data

74
 9%
3%

Better relationship with the

customers and the society as a
whole
46% easier to get workers at lower
salary
Implementing changes in society
and creating inspiring solutions
Creating jobs and income for
others
43%

Fig.17 Reason for starting social enterprise

Most of the respondents opt for 3 and 4 for this question. 46% of the respondents wants to
create jobs and income streams for their fellow Mizos’ and listed this as their reason for
wanting to set up a social enterprise. Getting a job is much very appreciated in Mizoram as
there is very limited number of enterprises. So, offering jobs to the unemployed is one of the
objectives the entrepreneurs took as their roles and responsibilities. Meanwhile 43% of the
respondents wants to implement changes in society and create inspiring solutions

14. Which of the following would be your reason for not wanting to set up a social
enterprise?

Source: Primary Data

75
 16%
21%

Less profit
Having to face the same challenges
and risks like all other commercial
markets and businesses
24% High risk
Pressure to meet social objectives

39%

Fig.18 Reason for not wanting to set up social enterprise

The above chart shows that majority of the respondents thinks setting up social enterprise is
risky and that they are anxious about it, which indicates their reason for not wanting to set up
a social enterprise. Entrepreneurship is still relatively young in the state and there is a high
risk in financial and promotional problems. Social enterprises are not as profitable as normal
profit organizations and that having to face the same challenges and risks with them in this
competitive world is not going to be easy. So, 24% of the respondents chose this their reason
for not wanting to set up a social enterprise. As community plays an important role in
Mizoram, there is much obligations to meet for social entrepreneurs and the pressure to meet
that standard would be one problem which could be faced by entrepreneurs. So, 21% of the
respondents chose this as their reason for not wanting to set up a social enterprise. The
remaining 16% thinks it is less profitable to set up a social enterprise.

15. What would be your first responsibility as a social entrepreneur?

Source: Primary Data

76
 31%

39% Creating a careful business plan

Listing out social problems and
find innovative solutions
Conduct a survey among the
locals and adopt a mission to
create social changes

30%

Fig.19 Responsibility

As for this question, the answers are quite evenly distributed. 39% of the respondents wants
to conduct a survey among the locals and adopt a mission to create social changes as their
first responsibility as a social entrepreneur, while another 31% wants to create a careful
business plan and the rest 30% wants to list out social problems and find innovative solutions.

16. Do you think social enterprises in Mizoram still lack a lot comparing to other states?

Source: Primary data

77
 4%

Yes
No

96%

Fig.20 Comparision with other states

Majority of the respondents thinks that social enterprises in Mizoram still lack a lot
comparing to other states. There is still poor infrastructure in the state and there is no proper
marketing platforms for entrepreneurs to popularize their products.

17. According to you, which of the following is the main disadvantage of setting up a social
enterprise in Mizoram?

Source: Primary Data

78
 14%

16% Lack of knowledge among citizens

Less profit
Strong business competitors

70%

Fig.21 Disadvantage of setting up social enterprise

Majority of the respondents thinks that lack of knowledge among the citizens is the main
disadvantage of setting up a social enterprise in Mizoram. Entrepreneurship is now starting to
get popular, but majority of the citizens still lack basic knowledge about social
entrepreneurship and its impact in the society

18. In your opinion, what is the main problem faced by social entrepreneurs in Mizoram?

Source: Primary Data

79
 14%

24%

Lack of resources
Funding problems
People often opt for normal
goods sold by normal enterprises
Hard to keep up with the growth
of society

40%
23%

Fig.22 Main problem of social entrepreneurs in Mizoram

From the data above, we can see that 40% of the respondents thinks that the main problem
faced by social entrepreneurs in Mizoram is that people often opt for normal goods sold by
normal enterprises. People prefer goods that have better quality and are easier to get, which is
often sold by private businesses. Eventually, most commercial businesses sold better goods at
cheaper prices.

19. Do you think social enterprises in Mizoram accomplish their roles and responsibilities as
a social entrepreneur?

80
 Source: Primary Data

39%
Yes
No

61%

Fig.23 Accomplishing roles and responsibilities

Majority of the respondents agrees that social enterprises in Mizoram did not accomplish
their roles and responsibilities as a social entrepreneur. In Mizoram, membership in the
community plays an important role which in fact will affect the decision making and business
plans of entrepreneurs. The social entrepreneurs are usually expected to undertake and
dedicate more time for community work or social activities and contribute more to the
community. People have high expectations on them which gives much pressure for the social
entrepreneurs that they might feel there is too much obligations they have to meet. This
shows that so far, the performance of the social entrepreneurs is still not up to expectations
for the locals.

20. Which do you think is the most important role of social entrepreneurs?

Source: Primary Data

81
 23%

Creating jobs and income streams

Implementing societal change
51% Promoting education
Contribute towards the
development of economy

24%

3%

Fig.24 Role of Social Entrepreneur

From the above data, we can see that 51% of the respondents believe the most important role
of social entrepreneurs is their contribution towards the development of the economy. While
24% of the respondents thinks implementing societal change is the most important role.
Another 22% thinks creating jobs and income streams for others is an important role, while
3% thinks promoting education is the main important role of social entrepreneurs.

82
 CHAPTER 6

FINDINGS AND CONCLUSIONS

CHAPTER 6

83
 FINDINGS AND CONCLUSIONS

FINDINGS

 It can be seen that the most appreciated contribution social enterprises made in
Mizoram is their creation of jobs and income streams for those unemployed.
 Most people think that social enterprises in Mizoram did not accomplish their roles
and responsibilities as a social entrepreneur.
 The respondents believe that the most important role of social enterprises is their
contribution towards the development of the economy.
 The main problem faced by social entrepreneurs in Mizoram is that they compete with
entrepreneurs who run normal profit organizations. As their competitors are quite
strong and people often opt for goods sold by normal enterprises, it makes it difficult
for them to face the same challenges and compete with them.
 People believe that the growth of social entrepreneurship is very slow and as it face big
challenges, it still has long way to go.
 People are more interested in personal benefits than social benefits as businesses in the
state are still very small comparing to those from other states and that they think social
enterprises are still not profitable enough to earn a living.
 It can be seen that people appreciate the contribution of social enterprises and social
entrepreneurs are more appreciated in the society for their work which is one
advantage of being a social entrepreneur
 The disadvantage of setting up a social enterprise is that people still lack knowledge
about social entrepreneurship and it is still not given importance the way it deserves.
 From the response received, it can be seen that Hnam Chhantu Pawl has a very good
impression on the people and that the respondents have positive opinion and feedback
about it.
 Most people still believe that social enterprises are not profitable are still not
financially assisted to the extent that they did not want to work at a social enterprise
and would not like to own one
 Even though the respondents have a positive feedback about the organization, they
would likely not recommend their closed ones to work for it as they think the salaries
are still not enough and also the trainings given by them is still not satisfactory.

84
  Most social entrepreneurship ventures are set up in places where normal businesses do
not run, so it can be said that it plays an important role in the upliftment of rural areas.
 The study reveals that the mindset of people has shift from wanting a government job
to becoming entrepreneurs as majority of the students wanted to start a business of
their own.
 Social entrepreneurship has effected on the employment and skill development of the
people
 The study has shown that the attitude towards social entrepreneurship is improving and
growing day by day despite the challenges it faced.

CONCLUSION

Social Entrepreneurship is still a very new term in Mizoram and has only taken small steps
comparing to other business ventures. The enterprises are still very young and new to the
business world which could be one of the reasons the state still lacks visionary entrepreneurs.
The economy is at an early stage of industrialization and the entrepreneurs face unavailability
of proper marketing platforms and are not aggressive marketers themselves. The primary
target of the social entrepreneurs is the local market and only few entrepreneurs are looking
beyond to supply their products outside the state. Also, the labours still lack of skill
development and the entrepreneurs observe that though the local labour is literate, he lacks
the required skills. Entrepreneurship in Mizoram is seen to be an interesting mix of tradition
and modernity and Mizo labours, though traditionally skilled in blacksmithy, carpentary and
handloom, are not willing to work in these sectors owing to better opportunities for them in
other sectors such as the government.

Even though evolution of social entrepreneur is an extremely slow process, their numbers
have increased in the past years. It is still too early to state a final judgment on social
enterprises performance in Mizoram because the history is too short to go through all the
stages necessary to became mature. The state is categorised as a ‘no- industry state’ and there
is predominance of tiny, household and small scale enterprises in the state. The industrial
base is quite narrow and operates in a rather interesting paradigm (pattern) wherein raw
materials, labour as well as technology are mostly obtained from outside the state.

85
Social Entrepreneurship has caused several changes in the mindset of the people. Social
entrepreneurs in Mizoram influenced the youths in starting up their own businesses and
people are learning to appreciate and admire their works day by day. Even though their works
are much appreciated, the challenges they faced increases as commercial businesses are
growing. Having to compete with them and face the same problems and challenges with
them, the respondents thinks that starting a normal profit business is better than starting a
social enterprise at this point. But, people are still hoping the current enterprises can improve
their services and can go greater lengths if they try harder.

86
 CHAPTER 7

SUGGESTIONS AND
RECOMMENDATIONS

CHAPTER 7

SUGGESTIONS AND RECOMMENDATIONS

87
This study focuses on the condition and opinion of the people about social entrepreneurship
in Mizoram. From the research conducted, it can be seen that Social Entrepreneurs in
Mizoram faces many challenges and problems and below are some suggestions or
recommendations which can be applied to overcome some of these problems.

Suggestions:

1. Improving access to funding: If the funding issue of social entrepreneurs are resolved
and access to funding is being improved, then most of the challenges or problems
faced by entrepreneurs can be managed properly.
2. Increasing recognition on social enterprises: If social enterprises are given platforms
and get recognized as they deserved, there will be motivation and improvement in
their works which will further increase their contribution to the society.
3. Proper training: Proper training centres can be opened for the development of social
entrepreneurship. This will be a great influence for the youths and can be of great use
for the entrepreneurs-to-be to become a visionary and better entrepreneur.
4. Providing social entrepreneurship development programmes: If social
entrepreneurship development programmes can be conducted from time to time, it
will help the social entrepreneurs in developing their skills and will also motivate
them in performing their jobs better.
5. Creation of awareness: Awareness regarding social entrepreneurship must be
conducted. People mostly get confused between social entrepreneurship and social
work, so it is necessary people get informed about what social entrepreneurship really
is.
6. Providing better infrastructure and facilities: Better infrastructure and facilities can
be provided to social entrepreneurs for them to conduct and perform their works
better. These facilities can attract people towards becoming social entrepreneurs and
thus their works can produce a better result.

7. Including social entrepreneurship in course syllabus: If social entrepreneurship can

be included in course syllabus and students can study as they wish, it will be the most
effective way to educate the majority and that it will result in the increase of social
entrepreneurs in the state.
88
8. Admiring creativity and innovations: If creativity of young entrepreneurs are
appreciated and admired and are given platforms, it will motivate them to multiply
their talents and therefore will result in expanding the social entrepreneurship
programmes.
9. Increase in salary and incentives: If the employees can get better salary and
incentives, there will be increase in workforce and that better working environment
will be easily maintained.
10. Appreciation of good work: Employees or the organization should be appreciated for
their good work. This will keep them motivated and will increase their efficiency in
their works.

89
 BIBLIOGRAPHY AND
WEBLIOGRAPHY

BIBLIOGRAPHY AND WEBLIOGRAPHY

1. Mizo Entrepreneurs: Features and Prospects- Journal of the East India Studies by
Shailaja Sanghamitra Thakur
2. A study of Social Entrepreneurship in India- International Research Journal of
Engineering and Technology

90
3. Social Entrepreneurship: A form of social responsibility in India – Dr. Reena Mehta
& Jyotika Jain
4. Social Entrepreneurship: A case for definition by Roger L Martin & Sally Osberg-
Stanford Social Innovation review Spring 2007
5. https://journal-jger.springeropen.com/articles/10.1186/s40497-018-0094-6
6. https://www.slideshare.net/irjetjournal/irjeta-study-of-social-entrepreneurship-in-india
7. https://www.researchgate.net/publication/322640782_An_overview_of_social_entreprenurshi
p
8. http://www.partnerships.org.au/Library/the_meaning_of_social_entrepreneurship.htm
9. https://www.researchgate.net/publication/225703704_Taking_Social_Entrepreneurship_Serio
usly
10. https://www.researchgate.net/publication/228263722_Who_are_the_Social_'Entrepreneurs'_a
nd_What_Do_They_Actually_Do
11. https://www.emerald.com/insight/content/doi/10.1108/SEJ-06-2015-
0016/full/html#loginreload
12. https://www.researchgate.net/publication/270956555_CHAPTER_3_-
_RESEARCH_METHODOLOGY_Data_collection_method_and_Research_tools
13. https://shodhganga.inflibnet.ac.in/bitstream/10603/36045/11/11_chapter%203.pdf
14. http://www.hnamchhantu.com

91
 ANNEXURE

ANNEXURE
PART 1
1. Name ________________________________________________
2. Email id (OPTIONAL) ___________________________________
3. Phone number ________________________________

92
4.Age group
o Below 20 years
o 20-30 years
o 30-40 years
o More than 40 years

5.Gender
o Male
o Female

6.Education
o Up to 10th standard
o Class 12
o Under graduate
o Post Graduate

7.Marital status
o Married
o Unmarried

8.Occupation
o Student
o Govt Employee
o Private Employee
o Unemployed

PART 2

1.Are you familiar with the term ‘Social Entrepreneurship’?

o Yes

93
 o No

2. Do you think social enterprises are given importance the way they deserved in Mizoram?

o Yes
o No

3. What do you think is the reason social entrepreneurship is still a big challenge in
Mizoram?
o Not enough capital
o Other businesses are flourishing
o Govt did not take initiatives
o Lack of visionary entrepreneurs

4. Do you think the contribution of a social enterprise like Hnam Chhantu Pawl helped
improve the society?
o Yes
o No

5. Do you think Hnam Chhantu Pawl motivates people to spread positive social changes?
o Yes
o No

6. In your view, does this organization brings out talents and abilities?
o Yes
o No

94
7. Would you recommend a friend or family to work at Hnam Chhantu Pawl?
o Yes
o No

8. Do you think this organization offers enough to make a living?

o Yes
o No

9. Do you think the trainings given by them is satisfactory?

o Yes
o No

10. According to you, which of the following is the positive outcome of this organization?
o Gives training and employment to poor people/unemployed youths
o Helps in the development of economic condition of the people by setting up
training centres
o Promoting traditional items and popularize them

11. Would you like to start a business of your own?

o Yes
o No

12. If yes, what type of business would you like to own?

o Social enterprise
o Normal Profit organization

13.What would be your reason for setting up a social enterprise?

o Easier to raise capitals

95
 o Easier to get workers at lower salary
o Implementing changes in society and creating inspiring solutions
o Creating jobs and income for others

14.Which of the following would be your reason for not wanting to set up a social enterprise?
o Less profit
o Having to face the same challenges and risks like all other commercial market
and businesses
o High risk
o Not interested

15. What would be your first responsibility as a social entrepreneur?

o Creating a careful business plan
o Listing out the problems of society and find innovative solutions
o Conduct a survey among the locals and adopt a mission to create social changes

16. Do you think social enterprises in Mizoram still lack a lot comparing to other states?
o Yes
o No

17. In your opinion, which of the following is the main disadvantage of setting up a social
enterprise in Mizoram?
o Lack of knowledge among citizens
o Less profit
o Strong business competitors

18. According to you, what is the main problem faced by social entrepreneurs in Mizoram

96
 o Lack of resources
o Funding problems
o People often opt for goods sold by normal enterprises
o Hard to keep up with growth of society

19.Do you think social enterprises in Mizoram accomplish their roles and responsibilities as a
social entrepreneur?
o Yes
o No

20. Which do you think is the most important role of social entrepreneurs in Mizoram?
o Creating jobs and income streams
o Implementing positive societal change
o Promoting education
o Helps in economic development

97