Social Entrepreneurship Opportunities

Mrigank Sharad

Assistant Professor
Rajendra Mishra School of Engineering Entrepreneurship
IIT Kharagpur
WHAT IS SOCIAL ENTREPRENEURSHIP?

 Social Entrepreneurship is the process of recognizing and

resourcefully pursuing opportunities to create social value.

 Social Entrepreneurship is the use of techniques by start up

companies and other entrepreneurs to develop, fund and implement
solutions to social, cultural or environmental issues.

 Spectrum of Entrepreneurship : It draws best of both worlds – Not

For Profit as well as For Profit

Source: Harvard Business School

Definitions
Entrepreneurship is an activity or behavior as opposed to a
person or an ideology
• Entrepreneurship – The pursuit of opportunity regardless
of the resources you currently control
• Social entrepreneurship – The pursuit of an opportunity to
create pattern-breaking social change regardless of the
resources you currently control
o Whether non-profit, for-profit, or public sector

Source: Harvard Business School

Source: Harvard Business School
SE Business Plan Elements
• The Problem and the Opportunity
• Mission
• Theory of change
• Your Solution
• The Team
• Context
• Scaling Strategy
• Measuring Results
• Risks
• Financial Plan

Source: Harvard Business School

 The Problem and Opportunity
What specific social problem does your idea address

• Why is it important
problem • What is the scale
• What are the contributing factors
• What are the root causes

• Why is it solvable
opportunity
• What other approaches have been tried and what are their
results
• What would the world look like (your vision) if you solved it

Source: Harvard Business School

Mission

Your statement of what you will achieve over the long

term

4 “M”s of Mission Statements

• Memorable
• Manageable
• Measurable
• Motivational

Source: Harvard Business School

Mission – Examples

• One day, all children in this country will have the opportunity to achieve an
excellent education

• To give people the financial tools they need – microloans, business training
and other financial services – to work their way out of poverty

• Educate leaders who make a difference in the world

Source: Harvard Business School

 Theory of Change
The rationale that connects mission to strategy

• Based on your understanding of the problem, what is your theory

about which actions and resources will lead to the results you want
to achieve [an “If…then” statement]
- Assumptions of cause and effect in your logic chain
Inputs Activities Outputs Outcomes Impact

- Is your theory of change based on research

- Are there leaps of faith in the theory that you must defend
- Is your theory focused on local or systemic change, or both

Source: Harvard Business School

 Theory of Change – Examples: TFA

We believe that all children deserve an excellent education and that high-quality
teaching in every classroom is the most important ingredient in ensuring that all
students learn at high levels. We also believe that the current education crisis is so
urgent that we need a new generation of leaders in all sectors who are willing to take
on the challenge, and that direct experience with the problem is the best way for
young people to become committed to solving it.
Based on these beliefs, our theory of change is that if the brightest college graduates
agree to teach in high poverty schools for two years, then:
a) the students they teach will receive a high-quality education now, and
b) those who teach will become lifelong leaders committed to social change.
 Strategy and Business Model

Converting theory into action

• Who are the beneficiaries or customers
• How will you serve them
• What specifically does your program look like
• What initial management and governance structure will you
put in place to implement the strategy
• What partnerships or collaborations would be critical or useful
 Team

• What about your team makes it likely you can execute this
plan
- Personal connection to mission
- Background, experience, expertise
- Networks—access to resources
• What expertise don’t you have and how will you get it
• How might the team composition change over time
 Context
What other approaches to solving the social problem have
been tried

• What have been the experiences of other service

providers
• What is distinctive about your approach and organization
• How much money flows to your ‘issue’ annually from all
sources and how is it distributed
• How will you capture existing dollars or attract new
resources
Scaling Strategy – the measurable increase in impact
based on the spread of a practice, program or process

• How will you scale using one or more of the following:

- Grow the organization, launch more sites
- Replicate your model using other organizations
- Create a social movement
- Organize collective action
- Change government policy and practice
• Considerations of scale:
- How do you maximize the value you are trying to create
- How do you balance the “speed of scaling” with program quality to
optimize social value creation
 Measuring Results—Early and Often
• How will you assess your organization’s effectiveness in
achieving its mission
Inputs Activities Outputs Outcomes Impact

• Indicators should link back to your mission, theory of change

and strategy
- Just enough indicators, and no more: i.e., the critical ones
- Adapt measures and process to the stage of the
organization
- Set and measure interim milestones on the way to longer-
term goals
- Use measures to improve your program and organization
Forus Health
Vertical: Biomedical devices

Founded: 2010

Business model: Revenue from sale of biomedical products, and

from recurring subscription for cloud-based technology platform for
remote diagnosis

Investors include: IDG Ventures, Accel Partners, Asian Health

Fund Founders

Impact: Retinal eye imaging device benefitted 2 million people in Chandrasekhar, VP, Phillip India
25 countries, bringing affordable early detection of preventable Semiconductor Division
blindness to places with low access to healthcare
 Shyam Vasudev, Phillip India
Funds raised: $13 million Embedded System Expert
IIM Alumnus 
Status: Expanding into new products; projected to be profitable in
the current fiscal year (2018)
Background
Chandrasekhar says he first heard about preventable blindness when a specialist from the Aravind Eye

A Conference talk, in 2005, on preventable blindness stayed with Chandrasekhar and, four years
later, he was ready to quit his job and do something about it. He decided to build a simple, portable
eye scanner and Forus Health was started in January 2010.

The Problem
 In addition to the financial and economic impact of blindness, we also understood the emotional
impact, how a person’s own family treats him or her as a liability,

 There were about 20,000 ophthalmologists in India for a country of a billion people.

 That is almost like one ophthalmologist for every 60,000 to 65,000 people

 Most of them would only be found in the cities. “So villages will be really deprived
The Mission

With his deep knowledge as an engineer, Chandrasekhar realised he could build

something that would help preventive screening.

“Eradicating preventable blindness is the mission,” he says of Forus Health, and

the medical devices he built were more a consequence.
The Solution

 Forus has also managed to crack an important problem—to get people to accept and use
the product. Initially, they did this by demonstrating their retinal screener:

 It worked well, and cost far less than imported scanners aimed at large hospitals.

 From the very first model the company built, called 3Nethra, the screener was portable
enough for a pillion rider on a bike to carry it. So it could be taken from village to village.

Second, the device was easy enough for a class 10 graduate to operate.

 The images from the screener can be sent to an ophthalmologist in a digital format for
viewing on his or her smartphone.

 From 2011, when the first commercial model was launched in the Indian market, the
screener has seen iterations, with improvements and additional features being added and
multiple models created.
Funding , Current Status and Scaling

 Forus raised $5 million in 2012 from IDG Ventures and Accel Partners, and
another $8 million the following year, with both investors participating in
addition to the Asia Health Fund.

 The money helped the company start building a more comprehensive set of
technology applications—both software and medical devices—that is now ready
to function as a cloud computing-based remote medical diagnosis platform.

 The platform will also function as a service and could accelerate its revenue
growth in the coming years.
Revenue Model
 The eye-imaging device sells for between Rs 5 lakh and Rs 6 lakh;

 Forus also has another revenue stream from the recurring annual subscription—in the range of Rs
20,000-25,000 per year per device—that the health care providers pay for its cloud-based software
and storage for the purposes of remote diagnosis.

 The privately-held company declined to comment on revenues, but is on track to becoming

profitable in the current fiscal that ends March 2017.

Impact
 The eye scanner itself has been installed in 1,100 hospitals as well as diagnostics labs, diabetics
treatment clinics—as diabetes-related blindness is an important factor—and the Aravind Eye
Hospitals.

 The screener is now used in 25 countries and around two million people have benefited from its use
SE Business Plan Elements (Revisiting)
• The Problem and the Opportunity
• Mission
• Theory of change
• Your Solution
• The Team
• Context
• Marketing Strategy
• Scaling Strategy
• Measuring Results
• Risks
• Financial Plan

Source: Harvard Business School

Marketing Strategy

 Who is your target market? Market Segmentation

 What are their needs? Market research

 How do you meet these needs? Product Strategy

 How will you communicate with the target market(s)? Marketing Communication

DRIP outlines for marketing communications

 Differentiate your product/company/brand : Positioning , Branding

 Remind consumers that you are there and what you can offer

 Inform potential purchasers about your product/company

 Persuade them to try your product, or to continue using them

Risks

• What could go wrong

- Contextually
- Technically
- Strategically
- Programmatically
- Financially
• How will you mitigate these risks
• Raise and address key risks but do not overdo it
Financial Plan
What is your strategy for financing your business plan

- How much start-up capital do you need

- What sources are available to provide seed capital
- How will you spend it
- What is your burn rate
- How will you acquire capital to go to the next level
- How will you fund scaling the organization
Key Elements of a Financial Plan (2)

• Revenue mix – contributed and earned

• Identify fixed and variable costs of operating your model
• Cost structure – what is your unit cost and how does growth affect
it
• Cash flow projections and income statements
(3 - 5 year pro-forma)
• Sustainability
• Good and bad projects die when cash ends—pay attention to cash
The End Objective for all Social Enterprises

BEST
• BEST: The most effective option
• ECONOMICAL: At the lowest cost
• SOLIDARITY:For all those who need it
• TODAY: As urgently as possible
Social Entrepreneurship in India
Social Entrepreneurship in India

Report: British Council

Source: British Council Report

Agriculture: Challenges
● Decline in production: In the name of industrialization, farming land is being taken away from farmers. 80% of farm
subsidies go to chemical companies who push chemical fertilizers amongst farmers putting them in huge loans and debts due
to crop failures. There’s stagnation and a decline in production, output per hectare in the last three decades.

● Lack of infrastructure: Infrastructure and technology support for small scale farmers is lacking. There’s a shortage of
good quality seeds for poor farmers, inadequate storage facilities and transportation. Lack of efficient water management,
soil erosion and better irrigation systems is another big challenge. The techniques and knowhow of organic farming and
local ecology is losing significance rapidly, making the farmers totally dependent on external inputs for farming.

● Decline in interest: Even though 54.6% of India’s population is involved in farming, agriculture sector contributes only
13.9% towards GDP. The newer generations prefer to migrate to urban areas compared to farming professionally.

● Decline in land ownership: Landholding by farmers declined from 2.30ha in the 70s to
1.32 ha in 2000-0126.

● Lack of support: More than 250`000 farmers have committed suicide since 1990.

Source: British Council Report

 Agriculture: Opportunities

Technology: innovators can provide access to knowledge, technical insights and mentorship to yield healthy crops and
sustainable agriculture practices in India.

Capacity building : Innovators can also explore collaborations with grass root level organizations that require capacity
building support for small-scale farmers and drought hit areas.

Policy influence, sustainable practice advocacy: Entrepreneurs and researchers can partner and collaborate with relevant
international organizations to influence policies at government level in India.

There is need for championing the idea of sustainable practices, can bring strong advocacy tools for Indian social enterprises
and non-profits in the agriculture sector.

● Agricultural mechanization, supply chain, storage design: Entrepreneur communities can bring their expertise to look at
better mechanization products, supply chain system design, efficient storage design and low cost scalable solutions that can
make a big difference to poor/ small scale farmers.

● Post-harvest support: Entrepreneurs/investors can provide capacity building support for small scale farmers in India to help
them build market linkages, eliminate middle-men and tap urban to rural markets for sales.

● Financial inclusion and support for organic and sustainable framing practices:
Partnering with local organization can help Swiss enterprises to create new models of
financial aid and soft loans to allow
 IIT Kharagpur
Avenues for Local Interventions in Agri-Value Chain

Gramophone Dehaat Blackbuck Ecozen Eat Easy Foods AgNext

Kheyti Divine Foods Just Organik
Naturally Yours
Agriculture Social Enterprises in India

Source: British Council Report

Food Processing Solutions

Soybean Oil machine

Flakes making machine Pulse milling
Rice milling machine machine

 Local processing facilities eliminate middle men and increase farmer’s profit.

 Under rural entrepreneurship scheme, govt. provides one time capital grant up to Rs. 20 Lakhs for setting up
food processing setup.
Food Processing Solutions

Typical Supply Chain

Supply chain of processing

startups
 Health Care: Challenges

● Rural vs. Urban Divide: A staggering 65% of the population lives in rural areas with limited access to hospitals
and clinics and relies on alternative medicines and government programs in rural health clinics.. In contrast, the
urban centers have numerous private hospitals and clinics that provide quality healthcare.

● Need for Effective Payment Mechanisms: Roughly 70% of patients pay for healthcare out-of-pocket because
there are no payment arrangements. Despite government initiatives the coverage of health insurance remains low
(less than 20%)

● Demand for Basic Primary Healthcare and Infrastructure: Basic infrastructure, especially in rural areas is still
lacking, with respect to sanitation and water management.

● Malnutrition: Dietary risks, protein energy malnutrition, particularly childhood malnutrition continue to be prevalent.
31% of children under 5 are undernourished34 and a third of adult women have a body mass index (BMI) lower than 18.5,
a level commonly associated with chronic energy deficiency. The poorest seem to live on less than 1’500 calories a day
compared to the norm of over 2’00035.

● Lack of awareness of mental disorders: 6-7% of the population is known to have some form of mental disorder36,
with no clear distinctions between rural and urban India. Over 90% of mental disorders are also estimated to go
untreated37. Many constraints contribute to these gaps, such as cost considerations, socio-cultural beliefs, stigma and
overall lack of health literacy.
HealthCare: Opportunities

● Health care infrastructure: Standardizing diagnostic procedures, building rural clinics,

and developing streamlined health IT systems and improving efficiency.

● Health Insurance: Nearly 75-80% of Indian population is without a proper health

insurance, paying their health care spendings out-of-the pocket 42.

● Medical devices: According to The Economic Times, the medical devices sector is
seen as the most promising area for future development by foreign and regional investors.
Recently, the government has been positive on clearing regulatory hurdles related to the
import-export of medical devices, and has set a few standards around clinical trials.

● Building centralized information and raising awareness: Improve accessibility to

information with offline and on-line Drug Database to improve health delivery system and
build local champions for information distribution.
HealthCare: Opportunities

Source: British Council Report

Education : challenges
•  QUALITY: Maintaining standard of Education in more than million schools nationwide, offering training
programs to teachers. School vary in size and lack all round development opportunities they must provide to
students.

  •  ACCESS: Having infrastructural constraints and social issues, it becomes harder to make Education
accessible to all segments of the society (women, minorities, poor).

  •  COST: The cost of Education is very high even for the people and places where it is accessible. E.g. the
competitive pressure on students & parents forces them to appoint private tuitions & trainings to supplement
the school Education.

  •  SOCIAL & CULTURAL: 

o The ethnic diversity in India poses challenges to implement consistent Education nationwide.

o There are more than 300 languages spoken in the country and makes it difficult to offer Education tailored
to specific social segment.

o Educating women in some societies is a big issue.

o Children of poor families are forced to work and miss out the learning opportunities.

o Illiterate adults have very limited opportunities to get educated at later age in their lives. Link
The challenges of Education in rural India

Rural Education constitutes almost 90% of the schools. The most common problems that hinder the growth
of Education in rural India can be pointed out as:

• Quality of Teachers: Teachers in rural educational centres in villages are paid poorly, often leading to poor
quality of teachers or lack of effort, ultimately forcing the student to suffer.

•  Lack of proper infrastructure at these rural schools is also a big concern. Most of the school don’t have
proper classrooms, teaching equipment, playgrounds and even basic facilities like sitting chairs, blackboard,
toilers etc.

•  Financial Constrains: Children from low income groups miss schools, instead assist the earning member
of the
family for extra income.

•  Lack of transportation Most villages have poor connectivity from one place to another. Children, most of
times have to walk miles to reach these government funded schools.

• Lack of livelihood oriented education: The is a major disconnect between school education and
livelihood prospects in rural areas, which lead to indecisiveness regarding higher education and vocational
Higher Education in India : Landscape

Despite its ranking as one of the top three education systems globally, India faces challenges
with respect to quality and access to education for all.

Globally, India has the third largest higher education system in terms of number of institutes, after the United States of
America and the Republic of China.

With 795 universities, 39,671 affiliated colleges and over 1 million teaching faculty, the
country produces nearly 2.5 million graduates annually.

However, this caters to only 10% of India’s youth. This has resulted in a high unemployment level which is currently
projected to be 18 million.

On the other hand, several employers in the country find it difficult to access and hire suitable and skilled talent.

Despite achieving an enrollment rate of 95%, the ASER Report 2016 found that nearly half of the students failed to match
the reading, writing, and arithmetic abilities expected as per the standard .

Link
Prospects of Technology Interventions:

Online Education System’s Advantages : Unique opportunity to solve multitude of challenges in

quick time at affordable budget.

Improve Quality of Education

•Encourage collaboration among students, teachers, parents, alumni, activists & institutions
•A consistent grading system to measure and rank Students, Teachers, Schools & Universities
•Promote alternate education & ideas like virtual labs, gamification, story based learning etc.
•Computer aided adaptive testing and statistical feedback and customized learning

Improve Accessibility

•Online & open information portal accessible anytime from anywhere to everyone
•Bring the books & other resource (videos of lectures, speakers) online
•Promote distant learning initiatives to spread the education in rural areas
•Provide online courses to students with special needs.
•24×7 schooling for those who cannot attend regular schools during daytime

Link
Prospects of Technology Interventions
Online Education System’s Advantages (Cntd…)

Reduce the cost of education

•Services at lower cost via online solutions

•Encourage “learn yourself” and “community learning” via online system, promote
volunteers by providing common infrastructure at lower price
•Tools for teachers, schools & exam boards to offer courses and conduct examinations &
assessment
•Measurement of returns and guidance on future spending

Supportive of Social Platforms

•Online system creates anytime, anywhere engagement model

•Online Learning from home opens the doors for girls to get education if social & cultural
reasons are preventing them.
•Promote vocational courses and self paced learning for adults
•Bring culturally diverse India on a common learning platform which is offered in all
languages
Link
Scope for PPP in Education Sector in India
Range of services under PPP:

The private partner under PPP contract can provide the following range of services separately or in various
combinations:

(i) Infrastructure facility services (deploy and maintain school infrastructure)

(ii) Non-educational services (catering, transport of students etc)

(iii) Support Services (IT facility, digital technologies, library, playfield, gymnasium etc)

(iv) Educational Services : Edtech driven solutions, innovative learning strategies

(v) Teachers’ training

(vi) Management of public schools (with the existing staff and facilities)

(vii) Operation of public schools (provision of teaching and non-teaching services including staff)

(viii) Provision of teaching services in private schools to publicly funded students (school voucher system).
Link
PPP in Education Sector in India: Examples

Link
PPP in Education Sector in India: Examples
UNNAYAN: MERA MOBILE, MERA VIDYALAYA | ECKOVATION :

 Eckovation pvt. Ltd. provides mobile based learning platform

 ICT is used for providing contextualised and interactive video

learning modules,

 Digital infrastructure and content is provided by Eckovation pvt. Ltd.

 Continuous and comprehensive evaluation of students performance

and cohort learning facilities to students involving use of Artificial Intelligence and Big Data Analytics.

 The scalable model to ensure quality education in government schools started in Banka, Bihar and
upon proven success expanded in  Jharkhand with the name Gyanodaya.

 "Mera Mobile, Mera Vidyalaya: Accessibility of education to the palms of the students“

"The project has been recognised under the "Innovation" Category of Prime Minister's
Excellence Award for Public Administration, 2018  Link
PPP in Education Sector in India: Examples
Eckovation’s Affordable
Services: Competitive Exams

The students are preparing for various

competitive exams like State Board
Examination, IIT JEE , SSC-CGL, Bank
PO, UPSC and RRB. AI based technology
is used for tracking the performance of the Professional Courses
student over a period of time for
mentoring and counselling purpose. Under the Unnayan initiative, today students
School Education
are learning General English, Reasoning and
The initiative aims to provide Quality Aptitude skills along with higher software
School Education in India by leveraging technical skills like Designing Websites,
technology with a focus on ensuring Programming skills, Android App
continuous monitoring and development,Robotics and Machine Learning
accountability in the system. The etc are provided to students through
approach is towards institutional BOOTCAMPS in various districts
building and ensuring sustainability
through capacity building of teachers
and administration
Sector-wise Interventions by Social Enterprises in Education Sector

Social enterprises in India seek to address gap in access to quality education and skills in : Some
major sectors of interventions-

Affordable, Quality School Education:

for low income communities

Technical and Vocational Education and Training

enterprises offering skill development programs that
bridge the gap between academia and industry

Ed-tech : enterprises supporting innovative tech-driven

pedagogy, game-based learning, education management services

Special coaching classes for competitive exams

for the underserved population

Financial Services: providing finance and consulting services

for schools focused on providing low-cost services,
Sector-wise Distribution of Educational startups in
India

Source: British Council Report Link

 Skilling: Opportunities

Demand for vocational/ skill training: By 2025, India will have a working population (age 15-64 years) of approximately
959 million people59 and most of them will require vocational/ skill training.

National focus on skills development: Recently, India set up Prime Minister’s National Skills Development Council
(NSDC) to coordinate various schemes provided by various ministries..

In-firm skills training: Only 17% of manufacturing firms in India provide any training for employees 60.

High growth areas such as manufacturing, automotive, retail, trade, transport, construction, hospitality and healthcare have
the ability to provide the required expanded employment.

Public private partnerships in the country are already in the process of strengthening rural infrastructure such as Industrial
Training Institutes (ITIs), polytechnics, community polytechnics and vocational education in secondary schools.

Workers such as technicians, welders, fitters, paramedics, tourist guides etc. are to be skilled with a twofold objective- first,
to close the skill gap of an already qualified workforce and second, to provide formal vocational training to those who have
acquired skills informally.
Education, Training and Employment

Bringing IT Opportunities to Villages

Recent years have seen several startups

Training rural youth for Work from Home IT
Job

Such jobs may be done though mobile applications

or tablets.

They may involve simple data entry job,

Data labelling, BPO staff, market research,
sales etc.

Training for technical as well as soft skills

are being offered by such startups to young
Individuals
 Energy: Challenges

.
According to an April 2018 report titled “The Evolving Energy Landscape in India”35, although
energy use in India has doubled since 2000, per capita energy consumption is lower than the global
average.

Nearly 17% of rural households in the country still do not have access to 100% electricity,
and 33 million households (approximately 240 million people) do not have access to grid-based
electricity36.

The lack of electricity hampers productivity, leading to lower income generation, concentrated workload
(during periods when electricity is accessible), and increased exposure to health risks due to use of
alternative energy sources.

Dilemma with alternate energy sources: There’s a lack of nuclear energy sources to meet the energy
demands in India. Renewable energy sources need large investments almost prohibiting the government
or public sector units from taking it up.
 Energy: Opportunities

● Untapped potential: There is a scope to fullfil the gaps in the following renewable
energy sectors:

- Presently, solar only covers 3% of 100 GW potential capacity. Many parts of India receive 300 days
of annual sunshine which presents an opportunity for constant solar power generation.

- Only 3% of 4 GW potential capacity is generated through waste

- Only 11% of 18 GW potential capacity is generated through biomass

- Only 19% of 20 GW potential capacity is generated through small hydro

- Presently 53% of 5 GW potential capacity is generated through bagasse cogeneration

- Only 21% of 103 GW potential capacity is generated through wind (onshore)

Energy: Opportunities

● Delivery models: Social enterprises serve energy-deprived markets in two ways:

- Provide clean energy products (solar lanterns, solar home systems (SHS), solar
pumps, solar photovoltaic water heating and energy efficient cook stoves) for
efficient lighting and heating/ cooking.

- Provide electricity through micro/ mini grids that use technologies such as
biomass-gasify small hydro, solar photovoltaic and wind to supply power to unelectrified
and under-electrified communities.

Nuru Energy47, Urja Unlimited48 and Greenway Grameen Infras49, Greenlight

Plant50, Urja Unlimited51 and ONergy52 are some notable social enterprises in the
energy sector. Swiss startup LED Safari53 has recently begun bridging this gap
BioGas and Manure Production
 Financial Inclusion: Challenges
According to the latest Global index database released by the World Bank, 11% of the world’s
unbanked adults live in India.

Currently, there are nearly 190 million adults who still lack a bank account48.

They turn to alternate informal providers of credit that come at a very high cost, leading them into a cycle of
poverty that transcends generations.

A vast segment in unorganized labour sector lacks access to credit and financial security

Between 2014 and 2017, however, the percentage of people having bank accounts in India increased from 53%
to 80%49. These include 1,646 million deposit accounts and 196 million credit accounts (with banks or MFIs) .

However, given the vast under-banked population, there are significant gaps in effective financial inclusion that
can truly aid a gradual climb out of poverty.
 Financial Inclusion: Opportunities
 Social enterprises aim to plug this gap in the sector by providing a range of services, such as:

 microfinance, (b) digital peer-to-peer lending, (c) affordable housing finance, and (d) cashless transactions.

 The scope of financial inclusion extends beyond banking services to insurance, equity products, pension
products, and more.

 Microfinance enterprises have leveraged a major gap in the financial inclusion sector in India by providing easy
and affordable credit to those who are not part of the traditional banking system.

 Other enterprises support access to credit and insurance by leveraging technology for credit and risk assessment,
and facilitation of easy credit to individuals or SMEs.

 The penetration of mobile and internet services has catalyzed the emergence of digital banking service
providers.
Financial Inclusion: Opportunities

Source: British Council Report

 Sanitation: Challenges

 Solid waste management and a lack of access to basic sanitation facilities are two key challenges in
India.

 The lack of effective solid waste management techniques and systems can lead to the spread of harmful
diseases, causing epidemics of cholera, diarrhea, and hepatitis, among others.

 The safe disposal and treatment of sewage through sanitation facilities is also necessary, considering untreated waste can
potentially enter the water stream, leading to contamination, infection

 The country generates 54 million tons of solid waste every year, which either is dumped in landfill sites or overflows onto
streets and open gutters, awaiting clearance by street sweeping crews of local governing authorities.

 Over 300 million people (20%) still defecate in the open – a majority of which are women who lack access to toilets and other
sanitation facilities.

 The lack of basic sanitation facilities and the increasing generation of solid waste have numerous negative consequences for
different aspects of an individual’s life, including severe negative health and quality of life impacts, particularly in low-income
communities.
Sanitation: Opportunities

 Social enterprises addressing these challenges adopt

innovative methods to promote basic sanitary practices and
create efficiencies in waste management activities

 Social enterprises are working on effective waste collection, recycling,

segregation, and transformation

 Some are leveraging technology interventions using data science and

ICT to create “waste analytics” reports
for integrated waste management.

 Across the sector, there is a strong preference for models that incentivize
behaviour change or introduce contextual and easy-to-install/manage
sanitation and solid waste management solution

Source: British Council Report

Waste Management & Plastic Recycling
Water: Challenges

 More than 600 million individuals in India face extreme water scarcity due to the growing demand
and a constraint on supply86.

 While water scarcity and stress is an issue, the added cost of accessing clean water is a heavy burden on
most households, especially in areas where clean water is hard to come
by or groundwater tends to be polluted.

 Members of one in every four rural households in India have to walk for more than half an hour every day
to collect drinking water.

 Water-borne diseases like diarrhea and cholera are responsible for loss of lives and productivity, with India
losing about 73 million man-days of work due to water-borne diseases 87.
Water: Opportunities
 Social enterprises are working to address
challenges in this sector through water harvesting
and storage, water supply and distribution, and
wastewater management.

 More enterprises working in the water sector tend to focus on

the provision of safe water and water purification than on
issues such as water conservation and groundwater
replenishment.

 Across the water value chain, there are multiple enterprises

working in India to provide services and products that can
treat wastewater, grey water, and polluted water, purifying
water to make it potable and distributing it at low cost,

 Some are creating water storage and harvesting facilities that

promote water conservation and conscious
consumption.

Source: British Council Report

Case Study: Model Village of Shingnapur in Maharashtra

 The local leaders mapped the available resources and livelihood options in the village, to the problems identified.

 Entrepreneurial businesses like small-scale industries like a milk

processing unit, amla processing unit and mechanised farming
solutions were developed.

 Community building, Mobilization and village development was

undertaken with the help of Govt Schemes

 Scarcity of water was addressed through water harvesting solutions supported by MGNREGA

 Market linkages for surplus production were developed, enabling efficient resource utilisation (like establishing cold
storage), and fostering current village enterprises.

 Biogas and Fertilizer production was undertaken for self sufficiency in energy
Social Entrepreneurship: A Route to Atma Nirbhar Bharat

Affordable
and scalable
Healthcare Supply chain
solutions Interventions,
Local disruptions
Energy
Innovations
and
Affordable
Self reliance
Finance &
Fintech solutions

Agriculture , Food
Security, allied
Edtech, IT,
sectors, Local
Software,
Rural Entrepreneurships manufacturing
Applications
And innovation
Thank you!
Components of SE Bplan
Problem statement and impact potential

a. Problems:

Here is where you talk about the plight of your customer segment or problem/gap in the market
that you’re turning into an opportunity and designing a solution for.

i Explain the nature of the problem and quantify it (how many people affected, what is amount
of crop wastage, etc.).

ii. What is the potential market size in your country and globally?

iii. Use charts/statistics/pictures.

b. Current solutions in the market:

Very briefly mention one or two main solutions already there in the market (if at all), and why newer solutions are
needed.

The purpose of this slide is

i. Who is currently catering to these problems?

ii. What is the gap in these offerings? Is the price too high? Is it not suited to the customer’s needs?

iii. Don’t shy away from using the existing solution provider’s name/offerings

c. Since you are a social enterprise, the impact your business will create should be clear in this.
2. Company overview This is the first look at your company – a slide summarising your innovative solution to the above
problem!

a. Describe your company in two to three lines, summarising how it addresses the aforementioned problems.

b. Clearly cite your target customer segment – for example, farmers with less than one acre of land, or, expecting mothers
in low income settings.

c. State the vision you have for your company: This is a big picture statement, but shouldn’t be too general like
‘eradicating poverty from the world.’ It should be specific to your product and your target segment, such as “Ensuring
reliable and affordable supply of irrigation water for small and marginal farmers.”

d. State your mission statement (optional): This is a more tangible version of your mission statement, and usually has a
timeline attached to it, which should be in line with the investment horizon.

For example: “In five years, we intend to reach 100,000 small and marginal farmers across Maharashtra and Gujarat in
partnership with stakeholders such as distributors, farmer cooperatives, agri universities, and non-profits.” This gives a good
idea of your planned scale right up front. Make sure this number looks plausible and is not insanely large.
3. Your product/service

a. Products:
i. Describe your main products including their purpose and pricing.
ii. Show pictures of your products.
iii. What stage is the product in: R&D or prototype or clinical testing or commercial rollout already done.
iv. Mention any patents that you have or intend to file.

b. Services:
i. If you’re a service business, describe your offering including your distribution model (how your offering reaches
your customers).
ii. What stage is your service in: pilot planned or successful pilot complete or already generating revenue
iii. Show pictures from the field.

c. Competition:
i. If there are many players in the market offering similar products/services as you, create a separate slide to
detail how you are different/superior.
ii. Compare price.
iii. You can create a table with the main features to show how you shine against them.
4. Business model

a. Implementation/execution strategy:
i. Startup successes are all about great Execution, Execution, Execution. Use this slide to demonstrate that
you’ve thought through your go-to-market strategy, distribution strategy, on-ground partners, customer
awareness, etc.

ii. Mention any parties that you’ve been talking to.

b. Revenue streams: i. Businesses often have two to three diversified revenue streams. This is generally a
positive, but make sure you’re not doing too many things that require different skillsets early on in your
business.

c. Cost structure:
i. Highlight your main costs – COGS, manpower, sales, marketing, business development, R&D, etc. ii. Think
about this on a unit economics level. You can also describe how cost structures will get optimised with scale.

For example, manufacturing 10 units/day may cost you INR 100/unit, but manufacturing 10,0
5. Unit economics

a. Define your unit first – is it a clinic, a training centre, or a hub-spoke cluster?

b. . Unit economics are especially important in brick and mortar social enterprises – if your unit economics don’t
work right now, then you will find it extremely hard to make it profitable at scale as well.

c. Ninety-nine per cent of the investors will not be convinced if the unit economics don’t look robust.

d. Unit economics can give you a good way of measuring profitability later – that is five out of 10 clinics have
achieved break-even in six months each.
 6. Progress thus far

7. Strong management and advisory team

8. Testimonials/awards/recognition in the press (if any)

9. Scaling Strategy :

This is where you put your vision and mission into tangible metrics. How do you plan to scale the
company in a one-year, three-year, and five-year timeframe?

a. Expansion of service/product offerings.

b. Include graphs of operational growth and financial growth. For example, number of centres,
revenue growth, EBITDA growth highlighting breakeven point, etc.

c. Maps for geographical expansion

10: Financial projections

a. These should reflect the above scale up plan.

b. P&L for three to five years including main operational assumptions (example: number of centres
launched), revenue lines, total revenue, COGS, gross profit %, main cost heads, EBITDA %. This
should also show when the business as a whole will break even.

c. How much capital the promoters have put in a business+How much total
capital has gone into the business.

d. Funding requirement use of funds in a tabular format. This will also determine what kind of
capital you need to raise (equity or debt or other instruments).
11 Challenges/risk and mitigations

This is an important slide that entrepreneurs often don’t realise they need to have.

While you’re obviously selling your and the company’s story, it is important to show investors that you’re
realistic about the on-ground situation, you realise what the risks and challenges are, and you’ve thought
about how to mitigate them.

a. Mention four to five biggest micro and macro risks. For example, lack of financing partners for your
product, or regulatory landscape (be specific).

b. We recommend using a tabular format with the challenges/risks on one side, and your idea for
mitigating/hedging against them on the other