5. 사회적 기업과 사회 혁싞
• Social enterprises are social mission driven organizations
which apply market-based strategies to achieve a social
purpose - Wikipedia
• 사회적 목적을 달성하기 위해 시장기반젂략을 이용하는
사회적 사명으로 움직이는 조직
– 비즈니스를 이용하는 비영리 조직 또는 사회적 목적을 추구하는
영리조직
• Social innovation refers to new strategies, concepts, ideas
and organizations that meet social needs of all kinds -
from working conditions and education to community
development and health - and that extend and strengthen
civil society
• 사회를 개선하는 획기적으로 새로운 변화
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6. 사회적 기업과 가치 창출
• 모든 기업은 “가치”를 창출
– 가치=편익-비용
• 기업이 만들어 내는 가치는
– 목적이 되는 가치와
– 수단이 되는 가치로 나눌 수 있음
• 영리 주식회사
– 목적가치 주주의 부 증대
– 수단가치 비즈니스의 상품을 통하여 고객이 인정하는 가치를 생산
– 어떻게 고객과 주주에게 동시에 가치를 제공할 수 있을까?
• 사회적 기업
– 목적가치 관심 있는 사회적 문제의 해결 또는 개선
– 수단가치 비즈니스의 상품을 통하여 고객이 인정하는 가치를 생산
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7. How Can We Do It?
• 비즈니스의 생존 부등식
– 원가 < 판매가 < 고객 편익
• 사회적 가치의 창출과 혁싞
– 사회적 비용 < 사회적 편익
– 획기적 개선과 성장 가능성
• 성장
– 반복적용/복사/확장 가능성
– 원가구조, 가치 창출구조와 원리
skrhee@business.kaist.ac.kr October 30, 2010 7
8. Social Enterprise and Social
Entrepreneurs
• Entrepreneur by Schumpeter
– A person who is willing and able to convert a new idea
or invention into a successful innovation
– employs "the gale of creative destruction“
• We expect social innovations from social enterprises
– Positive changes in the way of solving myriads of social and
environmental problems
• The change should be sustainable
– So we need a lot of entrepreneurs in social enterprises
• Are we seeing them?
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9. A Benchmark Theory to Build on
• Entrepreneurship is a way of thinking and acting to seize
and pursue an opportunity without concern for current
resources or capabilities (Bae & Cha, 2009)
• Three Driving Forces in Entrepreneurial Process - EOR
Model (Timmons, 1999)
– Entrepreneurs and Team: Who creates a company?
– Opportunity: What are the opportunities? Why create a company?
– Resources: How can the opportunity be realized?
• Stakeholders who want to see the social entrepreneurs
succeed
– How can we help them to flourish, and more importantly
– To get the resources they need?
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10. Key Factors for Each Driving
Force
Opportunity
(O)
Resources
(R)
Entrepreneurial
Team (E)
Opportunity = Technical Feasibility + Market Acceptance
Seizing the Window of Opportunity (WOO)
Importance of Pattern Recognition
Evaluation Criteria: Market, Technology, Economy, and
Compatibility with Strategy
Business Plan
Fits and Gaps
Key Success Factors: Experience, Capabilities, and Mindset of the Entrepreneur
Excellent Entrepreneurs: Obsession to opportunity, Motivation to excel, Commitment,
Tolerance for ambiguity, Adaptability, Creativity, Communication skills, Leadership,
Practical approach, and Sense of humor
Forming a Team: Synergy, Teamwork, and Chemistry
Resources = Man, Money, B-Plan, Network
Principle of Minimal Resource Commitment
(Staged Commitment of Required Resources)
Utilizing OPR (Other People’s Resources)
Positive Cash Flow
+ Habitat (T)
skrhee@business.kaist.ac.kr October 30, 2010 10Bae 2010, Working
11. Creative destruction by Joseph
Schumpeter
• In Schumpeter's vision of capitalism,
– innovative entry by entrepreneurs was the force that sustained
long-term economic growth,
– even as it destroyed the value of established companies and
laborers that enjoyed some degree of monopoly power derived
from previous technological, organizational, regulatory, and
economic paradigms
• Evolutionary view
– Inheritance
– Mutation: recombination of existing elements
– Natural selection
• Creative
– There is nothing new under the Sun
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13. Christensen’s Disruptive
Innovation Idea
• Disruptive innovation
– A process by which a product or service takes root initially in simple
applications at the bottom of a market and then relentlessly moves „up
market‟, eventually displacing established competitors
– Whole new population of consumers access to a product or service
– Characteristics of disruptive businesses, at least in their initial stages,
• Lower gross margins, smaller target markets, and simpler products and services
that may not appear as attractive as existing solutions when compared against
traditional performance metrics
• Rationale for the phenomena
– Companies tend to innovate faster than their customers‟ lives change
• Eventually end up producing products or services that are too good, too expensive,
and too inconvenient for many customers
– By only pursuing “sustaining innovations”, companies unwittingly open
the door to “disruptive innovations”
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14. Some Examples
• Disruptor
– Cellular phones
– Community colleges
– Discount retailers
– Retail medical clinics
• Disruptee
– Fixed line telephony
– Four-year colleges
– Full-service department
stores
– Traditional doctor‟s
offices
skrhee@business.kaist.ac.kr October 30, 2010 14
15. Disruptive Innovation for Social
Change: Catalytic Innovators
• Create systemic social change through
– Scaling and
– Replication
• Meet a need
– Either overserved
• Because the existing solution is more complex than many people require
– Or not served at all
• Offer products and services
– Simpler and less costly than existing alternatives and
– May be perceived as having a lower level of performance, but
– Users consider them to be good enough
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16. Disruptive Innovation for Social
Change: Catalytic Innovators
• Generate resources
– Donations, grants, volunteer manpower, or intellectual capital
• In ways that are initially unattractive to incumbent competitors
• They are often ignored, disparaged, or even encouraged by
– Existing players for whom the business model is
• Unprofitable or otherwise unattractive and
– Who therefore avoid or retreat from the market segment
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17. Kaizen
• Kaizen
– Refers to philosophy or practices that focus upon continuous
improvement of processes in manufacturing, engineering,
supporting business processes, and management
• Incremental improvement v. radical innovation
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18. SE 창업초기의 경영젂략
• 무슨 가치를 추구하겠다. 무엇이 되겠다….
– 멋있는 이야기는 끝나고… 실제 비즈니스를 시작하려면
• 비즈니스는 무엇읶가를 파는 것
– 팔 물건(또는 서비스)이 있고
– 사겠다는 사람이 있고
– 이 과정을 계속할 프로세스와 자원이 준비되어야…
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19. SE 경영짂단도구 Framework
사명
도전 혁신
모듈 2
사업
모형
모듈3
사업
역량
가치제안
수익모형
목표시장
전략
4P
경영시스템
4M
자금운용
창업 및 성장 과정
모듈 1
사회적
기업가
정신(SE)
Gap 분석
• SE의 수사와 실제
• 미션의 타당성
• 기회/도전/혁신의 정의
기업진단
• 동태적 진화 모형
• 비즈니스모델 확립과
사업역량 구축의
상호작용
• 핵심 과제 도출
기회
19skrhee@business.kaist.ac.kr October 30, 2010
20. New Business Development
from Innovation
• Overlapping Process Perspective for Commercialization of
Innovation
– Breakthrough innovation
– Technology push
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1. Imagine 3. Incubate 5. Demonstrate 7. Promote 9. Sustain
2. Mobilize interest
and endorsement
4. Mobilize
Resources
6. Mobilize Market
Constituents
8. Mobilize
Complementary
Assets
Building the Value of a New Technology
Satisfying and Mobilizing Stakeholders at Each Stage
21. The Beginning
Development
Acceptance
Growth
창업과정은 Jigsaw Puzzle 풀기
• 구석에서 시작? 복판에서 시작?
– 일관된 순서와 방향에 따라 필요한 조각 찾아내기
– 보이는 조각들의 짝을 그때그때 맞춰 가기
• 가까이 보기, 멀리 보기, 사람들 만나기, 방안에 틀어박혀 고민하기
– 비즈니스 개발과정은 아이디어의 정교화와 자원동원과정의 역동적 반복
• 나선형 성장모형(Spiral growth)
– 한 시점에서 보면 비즈니스는 언제나 완벽하지 않다
– 그러나 어느 정도 시간이 지나고 나면 과거와는
다른 수준의 문제를 고민하고 있다 삽질포굿!
• 경영짂단도구에서 말하는 세 모듈은 구멍가게
에서 대기업까지 어디에나 있는 보편적 경영
요소 첫 거래가 있을 때부터 평가가능
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22. 질문과 답의 반복
• 가치제안
– 사회적 가치, 경제적 가치
– 이해관계자와 고객을 설득하는 핵심논리를 말함 우리 편이 되고 싶죠?
• 목표시장
– 누구에게 우리의 아이디어와 서비스, 상품을 팔 것인가? 그들은 왜 우리와
비즈니스를 하려고 할까?
• 그들의 돈을 받으려면 그들이 무엇을 생각하고 원하는지 알아야겠죠?
• 수익모형
– 돈이 들어오고 나가는 주요 과정을 사업계획 상의 시간 축 위에 표현하는 것이
최우선 현금흐름 분석의 기초
• Devil‟s in the detail!!! (자세하게 자세하게, 그리고 더 자세하게….)
• 잘 모르는 회계용어를 복잡하게 쓰는 것은 젂문가에게 오히려 오해와 혼선만 제공
• 사업하는 사람들의 미싞과 거짓말 돈은 도는 것이고, 빚으로 사업하는 것???
건젂한 용돈관리, 가계관리와 비즈니스 자금관리는 모두 같음!!!
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23. 질문과 답의 반복
• 젂략
– 내가 시장 안에서 어떤 위치를 차지할까?
– 내가 시장에 들어가면 모든 관련 주체가 “반응”할 것!!!!
• 그들의 반응을 예상하고 내가 어떻게 대응할 것읶지 멀리 내다보고 깊이
생각하는 것이 젂략의 요체!!!
• 카르타고의 한니발이 로마를 치기 위해 코끼리 부대를 이끌고 이베리아
반도를 돌아 알프스를 넘는 정도의 생각이 젂략
– 장기적으로 내가 어떤 위치에 갈까? 거기에 어떤 경로를 거쳐서 도달할
수 있을까?
• 이 내용이 내부직원과 외부 이해관계자(투자자, 사업파트너…)들에게 정확히
공유되어야!!!
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24. 질문과 답의 반복
• 4P
– Product, Price, Place, Promotion: 마케팅의 핵심/장사의 기본 조건
• 팔 것이 있어야… 가격과 고객접귺, 알리기
• 이 4가지를 자세히 (자세히, 자세히, 자세히 …) 정하는 것이 마케팅 플랜
– 상품을 생각하는 쉬운 방법
• 상품은 비즈니스의 “핵”이다. 이것이 비즈니스 모델의 가치제안의 구체적
실체이다 (realization of value proposition)
• 고객은 우리의 가치제안이나 젂략, 사명 따위를 보는 게 아니고, 상품(제품
또는 서비스)을 보고, 경험하고, 판단한다.
• 즉 상품은 고객과의 소통이며 우리의 짂실이 담겨 있는 메싞저이다…
• 4M
– Man, Machine, Material, Method: 생산의 핵심/만들어야 팔지!!!
• 내부 읶력과 장비, 기술… 이들을 엮은 프로세스
• 혂대적 생산체제의 가치사슬에서 내가 하는 읷은 극히 읷부분… 남들의
가치사슬과 어떻게 연결되나? 어떻게 강력한 파트너를 구하나???skrhee@business.kaist.ac.kr October 30, 2010 24
25. 차별화
• 조심해야 할 말…
• 4P와 4M이 비즈니스의 핵심
– 이것들 중 대부분은 적어도 “남들만큼 ” 은 해야!!!!!!
– 그리고 무엇 하나는 남들보다 잘하는 게 있어야죠!!!! 그러지 못하면
사업은 망한다는 게 시장경제의 원리
• 혁싞!!!!
– 내가 갖출 것 다 갖췄나?
• 이걸로만 되면 혁싞이란 말을 할 필요가 없죠!!!
• 혁싞은 가죽을 벗기고 무두질하는 고통을 동반하는 읷, 장난이 아닙니다….
• 돈만 벌려는 영리기업들도 매읷 혁싞합니다…. 사회혁싞을 추구하는 사회적
기업… 공짜는 없습니다.
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26. 질문과 답의 반복
• 경영시스템
– 최소한의 경영시스템
• 법적 젃차와 사업형식에 따른 회계, 세무관리 시스템
• 읶사제도, 조직 내의 권한과 책임, 의사결정체계
– 지배구조
• 초기 창업팀의 읶적특성에 의존하는 체제에서 장기적으로 기업사명을
안정적으로 추구할 수 있는 싞뢰성 확보 필요 모든 이해관계자의 관심사!!!
• 자금관리
– 자본조달과 자금운영계획
• 투자와 운영예산의 구분
– 투자 판단의 기준 정립 필요
• 고가 장비 사서 쓸까요? 빌려 쓸까요?
• 자금조달원가와 투자수익율 요구 기죾
skrhee@business.kaist.ac.kr October 30, 2010 26
27. 강의 끝, 생각 시작!
• 오 요리와 DC Kitchen Central의 혁싞과 성장모델을
비교해서 토론해 볼까요?
skrhee@business.kaist.ac.kr October 30, 2010 27
28. 이승규 Prof. Seung-Kyu Rhee
What Are the Critical
Success Factors for Social
Enterprise?
March 11, 2009
International Conference on Social Enterprise
29. Conventional Approaches to BD
skrhee@business.kaist.ac.kr October 30, 2010 29http://www.forthsector.org.uk/
30. Mathematically Speaking…
• There are conditions and there are conditions
– Factors?
• Common denominators?
– Necessary conditions and sufficient conditions
• But in business, there are no such things as necessary or
sufficient conditions
– There are stories…
– Well, they vary all the time following
• When and why they are told
• By and to whom they are told
• So I will stick to my own way, which is
– List all the challenges, and think hard about them!
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31. What Other People Have Said?
• Eight critical success factors
– Leadership
– Partnerships
– Proof and clarity of innovative concept
– Business planning and marketing
– Triple bottom line planning
– Short and long term benefits management
– Community engagement
– Risk management
skrhee@business.kaist.ac.kr October 30, 2010 31
David Boyer, Heather Creech and Leslie Paas (2008)
The SEED Initiative and the International Institute for Sustainable Development (IISD)
32. What Other People Have Said?
• 9 factors leading to the success of social enterprise
– Creativity means “big picture”
– Networking means great at constructing relationships
– Leading role means positioning the social enterprise as market leader
– Deal making means do the right deals with right people at the right time
to build wealth
– Planning means think before you leap
– Ability to control & manage people means both employees and volunteers
– The above leads to cultivating investor relations that has to act slowly and
cautiously
– The approach is “spin off strategy”
– Setting clear goal, focus and have a humble start
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Factors Leading to Success & Failure of Social Enterprise
Raymond YIM Chun-man (March 2008), Social Entrepreneurship Soul-mate Company Ltd. (HK)
33. What Other People Have Said?
• 9 factors leading to the FAILURE of social enterprise
– Naïveté
• Some NGO Board members have the mind set that see money as evil
• Commercial world is a jungle and businesses compete brutally
• Creating a business almost always create more problems than it solves
• Business ventures as an excuse for pursuing personal agendas or “pet” ideas
• General public can afford to pay for organic produce??
– Lack of business skills
• Social enterprise failed is only because lack of management skills
• Lack of marketing skills is crucial in leading to social enterprise failure
• Their first goal is not identify a demand in the market or provide the highest
quality service or product at the most competitive price
• Transforming a NGO into a SE takes time, which means money
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Factors Leading to Success & Failure of Social Enterprise
Raymond YIM Chun-man (March 2008), Social Entrepreneurship Soul-mate Company Ltd. (HK)
34. Challenges Facing Social
Enterprises
• Making money is hard enough
– But it is not a rocket science, either…
– The most successful entrepreneur in entire Korean history, Late
Chairman, Chung Ju Yung of Hyundai Group was a runaway boy
after his elementary school
• Doing well by doing good?
– Before you think of doing something good, you have to survive
first!
– The business should make sense at any scale Hansalim
• From its inception in 1986, it has been always self-reliant
• There is no such thing as Free Lunch
– If you want something from others, you should propose them
something valuable to them in return
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35. The Third Sector
• Let us think about the first two sectors!
– Governments and Public Sector, where dirty politicians working so
hard for power prevail
– Businesses and Private Sector, where the filthy rich working so
hard for more money prevail
• Why should the success in the third sector be any easier?
– The biggest challenge for the success of SE is to excel in
• Power game in stakeholder management,
• Jungle fight in making money, and at the same time
• Not losing their vision and integrity in doing all these hard work!!!
– SO much more worth trying!!!
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