Here's a story about how members of the Changemakers community are using marketing initiatives to promote conscious consumerism:
Clothing shoppers are rethinking things these days: Can I be fashionable without being frivolous? Is it possible to buy chic clothing that’s also eco-friendly? Do my consumer choices make a difference? Among the retailers answering yes to these questions is an online store billed as "Patagonia-meets-Prada."
The store, Nau, is based in Portland, Oregon-based and was started by ex-executives of Nike, Adidas, Marmot Mountain, and Patagonia Inc. It sells quality, tailored garments made from materials such as recycled polyester, organic cotton, cornstarch and merino wool.
Read more about this solution, or discuss this topic below.
Enabling Farmers Reach Markets - a 'click-and-mortar' solution combining ICT platform and ground supply chain network to fix the agri crisis. Key pain areas for farmers is marketing support , rising input costs , migration of educated and skilled labour to cities and having to bear all wastage/transport costs for uncertain revenue. For any modern industry the various key functions like production, marketing, sales, HR and logistics are managed by professionals and backed by advanced software and ICT tools .
Forus Health as the name stands for means Affordable health "For us". Our vision is to provide affordable technology solutions including new products that address India's unique health care delivery needs. Forus products and solutions are centered on the premise of enabling preventive screening even in remote villages and serviced by minimally trained field worker.
Our flagship innovation is 3nethra- An intelligent pre-screening ophthalmic solution that can identify common eye problems that is reason for 90% avoidable blindness in India.
HEALTH SOLUT
Margahayuland jaya
Posted on May 22, 2013 02:36 AM, in HEALTH SOLUT
Margahayuland. Google PageRank (PR) merupakan bagian penting dari optimasi mesin pencari (SEO), ukuran sistem peringkat betapa pentingnya website atau halaman web dengan menghitung popularitas link, kata kunci
Created on 05/13/2013 by Barada Mallick
Women managed sustainable agriculture, encompassing ecological, economic and social aspects, as follows:
Adopt non-pesticide, soil health and plant nutrient management practices
Deliver safe food at reasonable rates, via organized urban retailing
Raise ownership of the women in agriculture
もっと読む ↓↑ 隠す↑ 隠すHas the organization received awards or honors? Please tell us about them
Winner of “Businessworld FICCI CSR Award 2011-12”, in Large Enterprises Category
Winner of E-India 2010 Citizen's Choice Award
もっと読む↓↑ 隠す↑ 隠すName your entry
Women Managed Sustainable Farming and Urban Retailing
Stage
Idea (poised to launch)
This Entry is about (Issues)
Elevator Pitch
Women managed sustainable agriculture, encompassing ecological, economic and social aspects, as follows:
Adopt non-pesticide, soil health and plant nutrient management practices
Deliver safe food at reasonable rates, via organized urban retailing
Raise ownership of the women in agriculture
Problem
•Reduce use of harmful synthetic agrochemicals, depleting population of friendly species, polluting air and water, and creating health problem for users
•Reduce soil fertility depletion due to unwise fertilizers use and improper soil management
•Improve availability and accessibility of safe food, for urban consumers
•Improve condition of women farmers by increasing their access to resources, decision making power and earning
Solution
Organize 300 women farmers from 10 villages in Pavijetpur tribal block of Vadodara district of Gujarat, India under a producer group. The group will be guided for cultivating food crops in sustainable manner as follows;
•Use of naturally occurring insecticides (e.g. neem tree products), and cultural, mechanical and biological pest and disease control methods
•Balanced use of fertilizers and adopt soil health management practices (e.g. crop rotation)
The food crops, will be marketed in the nearby city of Vadodara. An urban health conceous consumer association will be formed, and the association members will get regular home delivery of the agro produce, following fixed route plan.
Example
Sustainable agriculture will reduce agricultural input cost (e.g. fertilizers) and improve per acre crop production. It will also improve the farm ecosystem.
Improvement in farming knowledge, via training and guidance, is a predominant requisite for empowerment of the women farmers. The skilled women farmers will able to participate in farming decision with their husband, find smart ways to access productive resources and efficiently use their labour endowment for economic gain.
Better availability (enough in supply and easiness in physical reach) and accessibility (reasonable price) of safe food will be a gift for city based middle and lower class consumers.
Impact
The project is in the 'ideation' stage. Expected Impact Indicators are as follows;
•Reduction in use of hazardous synthetic agrochemicals by 90%
•Fall in cultivation cost by 25%
•Rise in per acre crop production by 25%
•Rise in number of farm lands having balanced soil nutrient by 60%
•Rise in decision making power of the women in agriculture (e.g. crop planning) and access of the women farmers to productive resources (e.g. credit) by 60%
•Rise in availability as well as accessibility of safe food to served urban households by 60%
Marketplace
Abhinav Farmer Club at Pune district of Maharashtra, India is into organized production and urban retailing of certified organic agro produce, since more than ten years. The whole activity is managed by village level farmer groups.
Kaushalya Foundation, a Bihar, India based NGO is producing vegetables through farmer groups and marketing it through street vendor network using modernized pushcart.
Unlike the proposed plan by Deepak Foundation, in both the above cases, there are no dedicated women farmer producer groups and city based consumer association for the activity.
Sustainability Plan
Cost
Yearly operating cost: INR 13.4 lakh
Year-1 fixed cost: INR 13.8 lakh
Funding Source
Operating cost for first year and year-1 fixed cost, to be supported through a grant or loan.
Expected yearly incremental gain from organized marketing (while ensuring consumers’ interest) is INR 26 lakh. Part of the profit to be used to pay the loan towards year-1 fixed cost and to compensate the operating cost from year-2 onwards
Founding Story
Demand of organic food is growing among urban consumers in India. But, there is not enough supply of it.The reason being, initial reduces production by going for organic cultivation , tedious task involved in organic cultivation and long time ( about 3 years) involved in organic certification. Due to scanty supply, cost of organic food is beyond reach of the common public. Considering this, the plan is to initiate non-pesticide management practices in crop production, to start with. It will fully adopt organic production practices in steps, by end of third year. The idea is to avoid instant production loss, farmers and land to be acclimatized in steps for organic farming, and customers to get enough supply of safe food at reasonable rates.
もっと読む↓↑ 隠す↑ 隠すWhere do you ensure the availability of nutrients?
Healthy environments., Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
If you had greater capacity, which additional sectors would you like your solution to target - either through expansion, partnership, or thought exchange?
Healthy environments, Nutrient-rich farming, Full nourishment foods, Human wellness and vitality.
How specifically would this added capacity help you improve the quality, efficiency, or sustainability of your existing product or service?
The budgeted year-1 fixed cost (INR 13.8 lakh), is for creating basic infrastructure at the collection center (for sorting and packing of the agro produce) and buying lorry (of capacity 4-6 tone) for transportation. With added finance, cold chain (cold storage and refrigerated van) could be developed. This will reduce storage and transportation loss of the food items by 15-20%.
The plan is also to create a seed fund to be used for financing crop loan to the farmers for productive asset creation (e.g. pump set for irrigation) and other instant farming needs
もっと読む↓↑ 隠す↑ 隠すHow is your product or service connected to vitality for the people and planet?
Approximately 125 words left (1000 characters).
People need appropriate nutrients to grow, learn, and fight off disease. How do you measure, track, or make use of information about nutrient levels in your own work?
Approximately 100 words left (800 characters).
Considering the flow of nutrients from ecosystems to soil to farms to food to communities, what are the barriers to achieving vitality for people and the planet?
Other barriers you have identified
In your view, what developments need to happen in order to help overcome those barriers and produce a more nutrient rich and vital public and planet?
Approximately 125 words left (1000 characters).
What do you consider the most promising trends or evidence that indicates that the developments you described are emerging? Please elaborate.
Approximately 100 words left (800 characters).
Alternative, Inc.
Worker Owned Media & Publishing Cooperative Corporation.
We provide research, back-office services, managing data, publishing, media and sharing of alternatives to mainstream ideas & products in the realm of Healthy sustainable ecological cooperative peaceful living.
Created on 03/21/2013 by changingworlds
Changing Worlds is an educational arts nonprofit organization whose mission is to foster inclusive communities through oral history, writing and art programs that improve student learning, affirm identity and enhance cross-cultural understanding.
Each year, our combined school-based, teacher professional development, traveling exhibits and community outreach programs engage more than 14,000 participants in the Chicago area; 80% of the families we serve are from low-income households and 84% are of African American and Latino backgrounds.
もっと読む ↓↑ 隠す↑ 隠すTitle
Manager of Earned Revenue, Marketing and Communications
団体の所在国
United States, IL, Cook County
この団体が社会的なインパクトをもたらす国
United States, IL, Cook County
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Changing Worlds' Serve 2Gether
あなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Changing Worlds is an educational arts nonprofit organization whose mission is to foster inclusive communities through oral history, writing and art programs that improve student learning, affirm identity and enhance cross-cultural understanding.
Each year, our combined school-based, teacher professional development, traveling exhibits and community outreach programs engage more than 14,000 participants in the Chicago area; 80% of the families we serve are from low-income households and 84% are of African American and Latino backgrounds.
Our innovative approach integrates culture, family and community histories with writing and the arts to help participants explore their own backgrounds, promote peace and learn about others while strengthening their academic and arts learning skills.
What are your organization's top three priorities in the next year?
Changing Worlds’ top three organizational priorities in the next year are as follows:
1. Strengthen and expand our earned revenue structure.
2. Explore new strategies to incorporate technology into our school and community-based programs.
3. Design and implement new data management systems.
Need #1
Consumer/Audience Acquisition
Need #2
Peer Benchmarking Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
In Chicago, 54 elementary and high schools are on track to shutter their doors in the fall. Displaced students will be transferred to neighboring schools, located in the city’s most high crime areas, where youth maybe at risk of increased exposure to violence.
Changing Worlds has been preparing to address a rapidly growing demand for services that build inclusive communities. In 2012 we increased our partnerships by 100%, but had to turn away 70% of schools that requested our support because we did not have the necessary unrestricted financial resources.
Support from American Express will help bolster our ability to reach schools with the greatest need for our programs, engaging students in experiences that can impact social emotional learning, academic achievement, creativity and cultural awareness.
Your support will drive enhancements to our earned revenue structure, as we seek to learn best practices and gain experience in conducting market analysis, developing messaging strategies, creating market profiles and establishing performance measures. This will lead us to balance our dependence on grants and individual contributions and more effectively focus on our mission.
1.
Dedicating the necessary time and resources to ensure the collaborators can achieve its mutual goals.
2.
Fostering an environment where all partners are respected and valued for their contributions.
3.
Ensuring that all partners are committed to achieving the agreed upon goals and outcomes.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Support from American Express will focus on developing strategies for new market research and customer acquisition in connection with Changing Worlds’ earned revenue products and programs. These organizational areas include our traveling exhibit, greeting cards, an activity resource guide for teachers and additional programs. The resources and expertise from American Express will be used to help develop strategies to identify new customers that are located beyond Changing Worlds’ regional network in the Chicago area.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Changing Worlds is in the start-up phase of developing our earned revenue structure. In 2012, the foundation of this area was developed and included defining staff roles, developing strategies and reviewing our fee-for-service products. The area is entirely staff-driven.
While Changing Worlds has not previously worked with a marketing consultant, we have a history of partnering with professionals on projects that include programs, strategic planning and technology planning. Recently, we worked with a communications agency, which provided design services for our annual report.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Develop a market / customer acquisition framework to help guide and train Changing Worlds’ staff.
2.
Develop sales, marketing and communication strategies that can be maintained by Changing Worlds.
3.
Learn and apply best practices in testing Changing Worlds’ products with intended audiences.
What has been the impact of your solution to date?
In 2012, Changing Worlds restructured its development department to transition a team member into a new role to oversee and formalize an earned revenue structure of our programs. The focus was to create standard practices, policies and profit margin scales for programs that include traveling exhibits, in-school and after-school programs, community outreach workshops and products such as greeting cards and an activity resource guide for teachers.
With nine months into the fiscal year, this change led to a 131% increase in earned income compared to the year prior. This directly contributed to enabling us to allocate the necessary resources to support some of Chicago’s most underserved schools, and reach our goal to double our school partners by 100%.
What is your project future impact after receiving professional support from American Express?
To build on past success, Changing Worlds will leverage support from American Express to strengthen our portfolio of fee-for-service programs and products, helping us to maximize earned revenue efforts and diversify our funding sources. We see the partnership informing our efficiency in learning about the needs and desires of potential customers and developing tailored approaches that introduce our programs and products as solutions that address their needs. We also seek to improve our efficiency in cultivating new partners around the country, while providing our staff with supportive structures that can increase productivity.
Co-creating this framework will serve as a valuable training opportunity for our team, which can be leveraged in areas such as donor relations and communications.
This Entry is about (Issues)
Created on 03/17/2013 by Prateek Parakh
Approximately 50 words left (400 characters).
もっと読む ↓↑ 隠す↑ 隠す団体名
Symbiosis Centre for Management and Human Resource Development (SCMHRD)
Organization's Country of Operation
Year of launch of the organization
Years in Operation
Idea phase
Has the organization received awards or honors? Please tell us about them
SCMHRD emerged as the national runners-up in cHRysalis - a national level HR case study competition at Transcend '13 - SIBM - Pune
SCMHRD declared as runners up for the flagship event - "Secret Formula - Intaglio 2013, IIM Calcutta"
SCMHRD won ShyLock at Ojas 5.0, SP Jain-Mumbai
SCMHRD won Finatics at Ignisense, SIIB-Pune
SCMHRD won Cut The Mustard at Ojas 5.0, SP Jain, Mumbai
Paper authored by final year SCMHRD students has been selected for presentation and proceedings in the 42nd IFTDO World Conference in New Delhi
Dewang Mehta and Amar Ujala B-School Excellence Awards for SCMHRD
We want to hear about your “Aha!” moment. Share the story of where and when the founder(s) saw this solution’s potential to change the world.
We were working on a healthcare business plan competition organized by Indian School of Business (ISB), Hyderabad. The plan was quite similar to "Enabling Global HealthCare on Cloud".
Our plan got selected for the finals and was highly appreciated. At that time we realized that this plan is practically feasible and can be implemented in long term.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Enabling Healthcare Omnipresence through Cloud
Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
In Myocardial Infarction, every minute of delay results in 11 days of loss of life of the patient, during the first 3 hours.
If Reperfusion treatment is given within the first 15-30 minutes of the heart attack, damage to the heart can be REVERSIBLE.
One-third of the patients having cardiac arrest die before getting admitted to the hospital.
Early treatment is vital in such condition and if TELEMEDICINE is implemented properly and efficiently at least 1/3rd of patients dying from heart attack can be saved.
The model, however, aims to a lot broader scope than what telemedicine can serve.
The centralization of the database of medical history of patients with its access through the Cloud provides a real time interface to the doctors, patients & Government alike helping in improving the quality of service rendered. The critical time utilized in offering the service & the ease with which this database can be handled electronically.
Describe how your innovation model is distinct from any other organization in your field?
Till date no service provider in Healthcare industry has tried to create a central database leave apart exploring its cloud compatibility.
Currently some companies provide Electronic Medical Record (EMR) and some others provide Tele-Medicine but none of them has never tried to integrate this technologies into a single service. We integrate these individual packages into a single product.
What type of operating environment and internal organizational factors make your innovation successful?
Government support is anticipated. So risk can be distributed.
When adequate data is available, very efficient operations management and inventory management can be carried out to do cost cutting.
R & D can be carried out effectively, when data is available in adequate amount.
Currently government support to the Telemedicine is given only for 5 years. After that the service dries up. Maintenance is necessary after that. So we do not implement cloud in rural area yet. Cloud can cover the spectrum till the district area and from there onward, rural area can be covered by the present practices of Telemedicine. The data collected by Telemedicine shall be put on cloud periodically, by sending the data to the district level and then putting it to the central database.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Innovative ideas can be generated in order to counter the connectivity issues & cost of cloud. For example, to decrease the usage of cooling equipment and run the data centers in hot climate. Also, the efficiency of equipment should be increased so as to reduce the power consumption of the server.
There is a lot of scope for everyone, (e.g. ISRO included 100 hospitals including 22 tertiary hospitals, but there are still thousands of hospitals and a lot of area left.) but for cloud to be effective, huge data collection is necessary and for that, as large portion as possible should be affiliated.
EMR and research can take a long time before it can be utilized fully and can be converted into profitable ventures. So for short term, focus should be mainly on telemedicine & data collection.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すThe systemic challenge you are trying to overcome (select one)
Bring accessible healthcare to communities in emerging markets
Health area (target market) where the need is [select only one]
Primary healthcare services
Categories along the health continuum you are covering [select all that apply]
Prevention, Detection, Intervention, Follow-up, Long-term care, Social integration.
Please describe in more detail: what problem are you trying to solve in the organization's specific context?
Healthcare in India is not much efficiently managed till recent times. With the entry of corporate giants like Apollo, Max and Fortis, this trend seems to be changing but still when it comes to efficient usage of technology, Indian hospitals lag behind the other countries’.
With the law regarding mandatory storage of medical data electronically, in USA a big potential market has opened up. Rationale behind doing this is to manage the data smoothly and to keep the history available to medical fraternity as well as the patients themselves.
The role of cloud has till now been limited in either providing EMR facility or giving telemedicine. But quite a few efforts have been made in the direction of making healthcare omnipresent, i.e. integrating both.
Stage that best applies to your solution [select only one]
Idea (poised to launch)
Core strategies of your business model [select all that apply]
Patient-centered design, Redesign of the public healthcare system for more efficiency (in terms of processes, structure etc.), New/redefined roles for healthcare service provision, New approaches to distribution of health products and services, Unconventional partnerships (between traditional healthcare players and players outside healthcare).
Most relevant tools you are using to implement the strategies outlined above [select only two]
Technology, Education/training.
Please describe your solution in more detail
Doctors can consult one another across the globe. In rare cases, life- saving advises from the best brains of the world can be obtained
A good number of patients will be treated at PHCs only, so no need for them to go to the district hospitals.
Less dependence on any specific doctor, for the patient (flexibility to continue the treatment from where it is, by the other doctor)
Transparency in the treatment and less scope of Irrational Drug Therapy
From rural population, those who want to spend on health and want a premium on services can get a chance (by connecting rural area with private sector by telemedicine). It will lead to decreased number of patients in the tertiary government Hospitals which are already overburdened, and redistribute this number to the private hospitals.
What are your vision and overall objectives?
Vision: Achieving Global HealthCare Omnipresence through Cloud Computing
To develop a healthcare collaboration platform for Consumers and healthcare service providers. To enable consumers to centralize their medical history and providers for their referral communication on investigations, procedures, and medications after patient visit.
To initiate comprehensive practice management source for physicians and integrated interface to communicate with preferred labs, pharmacies, and diagnostic centers.
What is your value proposition?
To Doctors:
Reduction in paperwork
Data synchronization
Laboratories connected
Easy access to medical histories
Ease of consulting the other doctors
Platform to showcase research
Telemedicine - More number of patients
Long-run reduction in cost
Reduction in time-per-patient
To Patients:
Storage and access of clinical history
Avoidance of duplication of investigations
Technology utilization
Online follow-ups
Appointment booking
Online advice from the consulting doctor
Research and opinions of all the doctors accessible
Telemedicine - ease of access
Reliable healthcare information over internet
Who is your customer(s)?
Doctors, Patients and Hospital Chains.
We carried out a Primary Research and ran a Cluster Analysis in order to segment and target our customers. The results indicated the following target segments:
Doctors of all age groups seeking the proposition of Convenience (reduction of paperwork, diagnostic procedural smoothness) and doctors in the age group 20-30 years and seeking the proposition of Value-for-Money (cost reduction, reduction in average time spent on each patient).
Patients who are Benefit seeking (tech savvy, online appointment booking, online advise and follow ups) and Comfort seeking (avoiding duplication of their medical records and thus reducing high expenses), in Transferable jobs and living in Metropolitan cities.
What approaches to you use to reach your customers?
We carried out a Primary Research to identify the factors influencing the consumers. The 3 major sources of promotion (in descending order of effectiveness) are:
1. Doctor recommendations
2. Online social media
3. Posters in hospitals and health magazines
Thus we decide to adopt a 3-pronged strategy:
Doctors – Personal Selling, Direct Marketing
Patients – Recommendations by doctors, Online Social Media
Hospital Chains – Pitch-ins and Promotions
What are your primary activities?
On technological side, the primary activity shall involve setting up servers and database & developing the Cloud platform. An application for user interface shall be developed. Then accounts (unique login id and password) shall be provided to all the customers.
On operational side, at present, the telemedicine involves:
Primary health centers
Ambulances
Tertiary care centres
Here, one lab technician shall be present in such clinics who shall collect blood & prepare peripheral blood smears. He can be trained further to take the ECG. Such clinics are widely distributed in the rural area. Patient can be taken to such clinic in lesser time than to a PHC. Thus, vital time is saved; less chances of patient dying acutely; more admissions to hospital; more profit and less mortality.
Who are your peers and competitors? What problems could these players pose to your success or growth?
Few start-ups like MDYantra have taken initiative in this field. But they should be considered more as peers than competitors because this idea is in nascent stage in India. There is enough room for multiple players to venture into this segment and develop their capabilities.
However, large IT players like Microsoft or Google pose a threat as they may venture into this segment because of their technological capabilities. Similarly healthcare giants like Fortis or Wockhardt may enter the segment because of their medical excellence.
What other challenges - individual, organizational, or environmental – are you currently facing or might hinder future success of your business, and how do you plan to overcome those?
Presently the mindset of population is inclined towards physical visits to the clinics. They will not like to get treated completely virtually, no matter how accurate it may be. A large portion of population is very peculiar to value-for-money and they find the value for money not only in the end-result of treatment but also in the process of getting treated.
Keeping this in mind, the invention is a supplement to the current medical practice. It aims to organize the medical practice in a drastic way. However, it would not be marketed as a replacement to the traditional doctor visits.
Many players are there who are not using cloud but providing these services in fragments.
e.g. EMR and PH storage – Siemens, Wipro GE, TCS, Vepro, etc. telemedicine – Apollo hospitals, ISRO
Briefly describe your growth strategy going forward
The long term growth strategy is 2-pronged.
Firstly, we aim to cover maximum number of villages of India through Telemedicine. Collaborating with the Central Government, we aim to cover government hospitals as well.
Parallel to this, we leverage the power of cloud to go Global. Promoting the service to doctors as well as hospital chains abroad shall be a part of the growth strategy.
What dimensions for growth are you currently targeting for your innovation [select all that apply]
New customer group(s), New regions(s), New market(s)/country(ies).
What makes your business "ready" for growth?
Government support is anticipated in this field in the next couple of years.
Government is preparing ‘Rural Doctors’ who, by a course of 4 years, learn basic treatments. This workforce can be utilized to treat the patients with the help from Telemedicine, which will lead to decreased incentives to be paid.
What are your key growth objectives?
The key growth objectives are:
Implementing Cloud based Healthcare system in 5 major hospital chains across India.
Connecting rural India's primary healthcare centers with these hospitals (villages within 250 km area of each hospital) through Telemedicine.
Financial break-even by the end of 3rd year in operation.
What is your timeframe for growth, in the short and mid-term? What are the growth milestones and key activities going forward?
Profit Analysis:
Profit will be Rs. 110000 per month per cluster. (considering 10 patients per week getting telemedicine treatment and 4 of them actually contributing to the hospital treatment, with 25% of the profit earned by hospital.)
Thus, at the end of 1 year, each cluster can break-even.
After that, if 10 clusters are made, almost Rs. 1.1 crore per month will be the profit.
7 colleges (100 licenses per unit)
3 research centres (50 licenses per unit)
25 hospitals (20 licenses per unit)
Average usage: 4 hours a day
Revenue generated will be approximately Rs. 3200000 per month or Rs. 38400000 per year.
Taking the loan and interest into account, and also expecting more participation from the healthcare firms, the system is expected to start generating profit from the 4th year.
もっと読む↓↑ 隠す↑ 隠すWhat has been the impact of your solution to date?
The proposed solution is to be implemented.
Meanwhile we conducted a Primary Research while working on a case study on Google Health. The results helped us understand the factors which inhibit customers from using online healthcare services. These factors (in descending order of importance) are:
1. Complicated to use
2. My doctors doesn't use it
3. Not useful at all
4. Privacy and data security concerns
Since we have already assessed the impact of Google Health and identified the reasons of its failure, we have a fair share of idea of what gaps need to be fulfilled in order to make our model impactful and sustainable.
What methods for quantification of social impact are you applying (if at all)?
Social impact would be measured on the basis of 3 parameters:
1. Number of patients registered as users of the Cloud based service
2. Number of doctors registered for the service
3. Number of Multi-specialty Hospital chains integrated the platform on there IT systems
4. Geographical coverage in terms of Number of cities, towns and villages
5. Reduction in mortality rate due to lack of primary healthcare
6. Reduction in the number of doctors required in OPD
Could your solution work in other geographies or regions? If so, where?
Cloud computing is a global service.
For example: A patient in India registered for the proposed service go for treatment in a Multi-specialty hospital in USA without carrying any medical records if that hospital has implemented this service on their systems. The hospital need not conduct all the tests again as they have electronic access to the patient's medical history.
We conducted a Primary Research to determine the factors important for choosing a location. After running a factor analysis on the data, the following factors were obtained along with their relative weight-age:
Climate – 10%
Number of Population in the rural area to be covered – 15%
Per capita of first 25% of population – 35%
Distance of the the tertiary hospital from the rural area – 20%
Government Policy – 20%
What is your projected impact over the next 1-3 years?
In the first year of operation, we target 80 multi-specialty hospital chains and nearly 400 doctors.
Over the next 3 years, we aim to have our service implemented across 200 hospitals in India. We aim to have approximately 1000 doctors as our customers during this time period.
Mortality rate from emergencies such as a heart attack to reduce almost by 33%.
Almost 20% of the requirement of the doctors can be reduced in the OPDs.
もっと読む↓↑ 隠す↑ 隠すElaborate on your current financing strategy
The break up of the cost of implementing the required technology is as following:
Cost of a server – Rs. 150000
Interest @5% & 3 year amortization – Rs. 157500
Infrastructure Cost (Transformers, UPS, Generators) – Rs. 18400
Power Cost – Rs. 5957
Network Cost – Rs. 4000
Total Cost per Server (Inclusive of setup and other components) – Rs. 185857
Total Cost for 600 servers: Rs. 11,16,00,000
600 servers would be required to serve 300 clusters or data centers. So the above equipment would serve our model for the first 3-4 years of operation. We seek this investment from Venture Capitalists and explore the opportunity of getting some technology from the government at subsidized rates.
Share of revenue generation in total income of organization (in percent)
Direct sales to patients or other beneficiaries (in percent)
Of the possible sources of these sales listed below, check all that apply to your current strategy
Patients, Other beneficiaries.
Licensing fees, e.g., for technology/franchise model (in percent)
Of the possible sources of these licensing opportunities listed below, check all that apply to your current strategy
Private businesses.
Service contract with organizations, e.g., government, NGOs (in percent)
Of the possible sources of the service contracts listed below, check all that apply to your current strategy
Regional government, 国家.
Explain your revenue generation strategy in more detail
The annual cost of an account of a Multi-specialty hospital shall be Rs. 50000. This subscription fee would be paid by the hospital every year.
Similarly, the annual cost of an account for a doctor (stand-alone practitioner) shall be Rs. 5000
For the first year, subscription fees shall not be charged for patients. They shall be charged once they get acquainted with the software, start feeling that the service adds to their convenience and much of their medical records go online via hospitals and doctors.
The model once implemented at a location, can be replicated at other locations as well.
Rural India is a large untapped area where patients have a willingness to consult specialist doctors but do not have the capability to do so. So, Telemedicine would lead to sustainable revenues.
Share of philanthropy in total income of organization (in percent)
Philanthrophy strategies you are using
Diversified strategy.
Explain your philanthropic approach in more detail
We shall follow 5 approaches to diversify our philanthropy portfolio:
Providing immediate, unrestricted and crucial support to the nonprofit sector
Supporting needs and priorities - actively solicit proposals in our areas of interest
Building capacity for growth and sustainability - strengthen nonprofits for scale-up
Solving social problems by addressing root causes
Sharing solutions and building knowledge - partner with others to reduce redundancy and share knowledge
Expand on your selections; explain how you will sustain funding over the next 1-3 years.
First time investment shall be obtained from Angel Investors. The start up investment would be around Rs. 1 crore which shall be used to establish one cluster of Telemedicine. Hence, seeking investment from Angel Investors is the best option.
As the business expands by the beginning of 3rd year of operation, replication of model shall be made possible by finding investors in Venture Capitalists.
Healthcare subsidies from government shall constitute a major chunk of investment
After the first year, Premium Accounts with following benefits shall be launched for the customers:
Telemedicine for rural area – Database increase, Brand image, increased Revenues, easy follow ups, quick consultation, enhanced customer satisfaction
No advertisements
Online Appointment Booking
Mobile Alerts to the patients
Improved profile visibility
Ability to know the profile-viewers
Free unlimited chat support 24*7
The premium accounts would lead to loyal customers and better profit margins
Besides, Medical Tourism is an upcoming area in which can be explored after 3 years of operation
Created on 03/13/2013 by AlyssaWozniak
PHIL-Athens connects businesses with nonprofits and enables people to click on our website (www.PHIL-Athens.com) to earn coupons and donate to causes they care about instantly and without spending their own money. Visitors to our website select the nonprofit they wish to donate to, the sponsor that they want to have provide a donation on their behalf, and click the 'donate' button, at which point an advertisement is shown for the selected sponsor.
Created on 03/8/2013 by Tutudesk UK
Tutudesk UK supports the South African organisation the Desmond Tutu 2015 Tutudesk Campaign Centre. The aim of the organisation is to provide portable school desks, Tutudesks, to children in Sub Saharan Africa where over 95 million school children don't have the benefit of a classroom desk. This affects handwriting, literacy and overall academic performance.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
United Kingdom, WSM, London
この団体が社会的なインパクトをもたらす国
South Africa, GT, Kyalami
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立ち上げ（試験的な運営を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Tutudesk UK supports the South African organisation the Desmond Tutu 2015 Tutudesk Campaign Centre. The aim of the organisation is to provide portable school desks, Tutudesks, to children in Sub Saharan Africa where over 95 million school children don't have the benefit of a classroom desk. This affects handwriting, literacy and overall academic performance.
The Tutudesk product is an innovative solution that ensures a child has a writing surface whether they are sitting on a chair or the floor. We have a financial sustainable business model through corporate sponsorship and I am creating a new funding stream through UK retail.
To date over 1 million desks have been distributed. The Campaign's objective is to distribute a further 20 million desks to 20 million children by 2015.
What are your organization's top three priorities in the next year?
Tutudesk UK was established in 2012 and all the elements required to launch should be in place by the end of March. Our top 3 priorities are:
- Hold a launch event to raise the profile of the Tutudesk Campaign in the UK
- Raise a minimum of £2m through sponsorship contracts (funding mainly comes from sponsors who can print their logo on the desk as a way to engage with the local community)
- Launch the retail of Tutudesks via Amazon, and also begin retailing in a physical store in time for Christmas
Need #1
Consumer/Audience Acquisition
Need #2
Opportunity Analysis
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
The 1 million desks that have already been distributed by our South Africa office have mostly been funded through corporate sponsorship. A company has the opportunity to print their logo and educational content on the desk. This provides a unique opportunity to engage not only with the students and teachers, but also with the whole community. At the end of the day each child carries their Tutudesk home to do their homework on and, on average, 10,000 Tutudesks would be seen around 25 million times in the course of one year.
Tutudesk UK's goal for 2013 is to raise a minimum of £2m through sponsorship agreements. American Express employees could best support by creating a priority list of targets, developing a strategy for each target and identifying the best way to approach them. For example, Company X plans to launch their soap brand in Zambia. Sponsoring Tutudesks would advertise the brand within priority communities, the educational content on the Tutudesk could teach children about the importance of hand washing and the associated PR will raise the profile more broadly across the country and beyond as required. Send their head of Africa a Tutudesk and proposal.
1.
For Tutudesk, my top priority is to ensure that the partner is appropriate for the brand e.g., no tobacco sponsors
2.
Content expert - I want to work with partners who can share their expertise in a certain area
3.
Shared values - I want to work with partners who are excited to work with Tutudesk and can see benefits in the opportunity
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
Tutudesk UK has three main areas of activity: sponsorship, retail of Tutudesks and charitable fundraising. The support from American Express would focus on sponsorship, however this is the most significant part of the business. The other two areas are brand new and the plan is to grow them slowly in the UK.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
As part of my work so far we have thought about the sectors that we should target for corporate sponsors and the different ways in which they can benefit from the opportunity. We have researched a few companies, however most of the conversations to date have developed from meeting key individuals at conferences. This research will be an opportunity to step back and prioritise our targets, rather than relying on who attends specific events. Tutudesk UK hasn't work with any outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Prioritised list of corporate sponsors
2.
An understanding of how achievable the £2m target is and whether it should be revised either up or down
3.
A relationship with American Express, which we could look to build on in the future
What has been the impact of your solution to date?
To date, our South African office has provided over 1 million Tutudesks to children across 24 countries in Sub Saharan Africa. A recent independent impact report surveyed 426 teachers, who have been responsible for 16,000 students that have been using Tutudesks for a minimum of 2 years. The research showed a wide range of benefits including improvements in both the speed and legibility of handwriting, better concentration and motivation and higher rates of homework completion.
Beyond the direct beneficiaries, many governments have expressed their support for the distribution of Tutudesks in their country. In addition, sponsors have also realised benefits e.g., Maq washing powder saw a 30% increase in sales from distributing Tutudesks in a particularly competitive market.
What is your project future impact after receiving professional support from American Express?
Tutudesk UK is at a start-up stage, just about to fully a launch its activities in the UK. Once we have secured our first few corporate sponsors we expect to expand the team and develop our other activities - retail and charitable fundraising. Support from American Express will help to fast track our work and ensure that we are on track to achieve our target of providing 20 million more Tutudesks to 20 million children by the end of 2015.
This Entry is about (Issues)
Created on 03/2/2013 by Jeremy Aw Yong
Youths in modernized communities are becoming increasingly driven by material needs. Envisage Education (Envisage) believes that every human being has an inner good-side. However, this good-side of human beings is often clouded by the consumerism culture that we were brought up in. This resulted in most youths having a perception that only those who are wealthy are successful people, and that they should only pursue material needs to fulfill themselves.
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Envisage Education Pte Ltd
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
Creating sustainable changes through empathy and youth empowerment
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
What problem is your organization committed to solving? In particular, share what is innovative about your approach.
Youths in modernized communities are becoming increasingly driven by material needs. Envisage Education (Envisage) believes that every human being has an inner good-side. However, this good-side of human beings is often clouded by the consumerism culture that we were brought up in. This resulted in most youths having a perception that only those who are wealthy are successful people, and that they should only pursue material needs to fulfill themselves. Envisage makes use of empathy simulation games to put the youths in situations of the less fortunate and to let them experience the side of life that they do not know. This brings out their inner empathy to the less fortunate and instill in them, the need to be active contributors and positive change-makers to the society.
What are your organization's top three priorities in the next year?
1. Outreach to more youths (higher take up of the program by institutions)
2, Assist aspiring youths, who benefited from the program, to design and implement sustainable social projects
3. Development of more empathy tools and design-thinking frameworks to better educate the youths
Need #1
Message & Brand Strategy
Need #2
Performance Management
Based on your first choice of the eight technical categories you selected above, what is your specific project need? Please be specific!
Being in a growth stage, Envisage in currently restructuring the revenue model and operational efficiency. Due to the intensive manpower and cost constraints in conducting the projects, part-timers sometimes produce deficient results, which can undermine the effectiveness of the programs that Envisage teaches to the youth. Although the founders are passionate of the social cause, the inadequacy of staff productivity can become detrimental to the organization's reputation.
Envisage would like to obtain advice on developing the existing workforce to become more productive. At the same time, to advise the management on the various strategies to revise the revenue and operating model, to achieve greater efficiency and profitability.
Will support from American Express be focused on your organization overall or a specific product/service? Please describe.
The support will be focused on the organization overall. As the adoption rate of the service is relatively high, Envisage believes that the key area of improvement, currently, would be to increase the efficiency of the organization, so as to be in a better position to handle a larger volume of orders.
Have you focused on the above area previously? If so, please explain, including whether you have worked with outside consultants before.
Yes. Envisage has provided training to the existing staff and revamped the previous revenue model before. However, Envisage found that there is a delicate need to balance between the wants of the market buyers and the ability for Envisage to deliver, while maintaining the profit margin. As at date, Envisage has been making low margins out of the current services and are unable to expand the workforce to cope with the expansion.
Envisage has not worked with outside consultants before.
Are you able to commit 3-5 hours/wk over 10-12 weeks?
Yes
Are you able to meet virtually or at a convenient in-person location?
Yes
Are you able to meet in the city where your organization is based?
Yes
1.
Improved revenue and operational model that increases productivity and profitability
2.
Greater productivity and involvement from the existing staff
3.
To develop future recruitment strategies to properly train and educate new recruits
What has been the impact of your solution to date?
Ever since the incorporation 1 year ago, while the founders were still students, Envisage has reached out to more than 2000 students with the program. The most direct impact would be the rate of volunteerism among these students. As a progression from Envisage's curriculum, after instilling the inner empathy within participants, students were engaged in voluntary work in NGOs and VWOs. There were also several interesting entrepreneurial projects that were developed by the students, to benefit the less fortunate. For pictures of these projects, please visit www.envisageeducation,com.sg.
What is your project future impact after receiving professional support from American Express?
With greater staff productivity and a more efficient revenue model, Envisage will be able to expand faster and take on higher volumes of requests. More youth will be exposed to the program and Envisage will be able to cultivate more social-entrepreneurial ideas from them.
This Entry is about (Issues)
A win win deal for Customers and Restaurants.
Created on 01/15/2013 by pattymorrissey
Groupon Grassroots uses the world's largest ecommerce marketing system to connect our subscribers with new causes, rally people together, and lend a helping hand. We empower our subscribers to give a little to make a big difference.
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
Our team is composed of seven full-time staff and two interns. We've used our backgrounds in advocacy, sales, and international development—to name a few—to launch the program, and we continue to drive its development as a central feature of Groupon's social innovation efforts. Campaign organizers currently manage Groupon Grassroots regionally and across the United States.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
Innovation is about creating solutions for unmet needs. We leverage Groupon’s core assets to drive societal change and bottom-line business value. Groupon Grassroots is our first endeavor and we’ve already started expanding our scope of work to find opportunities that marry our strengths with the needs of the community. We’re relentless about translating the benefit of our ideas into something that the entire company can understand. We have confidence to take risks piloting new initiatives and don’t wait to be granted permission to execute on ideas. Our role is to connect the dots between our core business and our footprint on the world and ensure that our legacy is one we can be proud of.
Company Country
United States, IL, Chicago, Cook County
Primary country where this project is creating social impact
United States, National (U.S.)
Additional countries or regions
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拡大中（次のステップで、地域または世界規模でインパクトを拡大させる予定）
The Need: What social or environmental problem are you trying to solve?
We solve the challenge that nonprofits and mission-driven social ventures have with connecting to new donors. We've found that smaller and newer organizations in particular find online engagement to be challenging because they don't know how to employ online marketing tools, and they don't have the reach to engage a wide enough audience to support an online marketing campaign. The problem we're solving for individual donors is helping them overcome the decision-making paralysis that is caused by lack of knowledge on how to vet organizations properly or the feeling that a small gift won't have an impact.
The Solution: What is your solution? Be specific!
We use the power of the Groupon platform, which works to connect thousands of small businesses with millions of new customers, to help small grassroots organizations connect with new supporters; the program is called Groupon Grassroots. Groupon Grassroots features a collection of 10–15 crowdfunding campaigns every single week on Groupon, with the goal of connecting a critical mass of local donors with quality organizations to fund tangible, high-impact projects that make a difference in the communities of our subscribers. A Groupon Grassroots campaign is convenient (it meets people where they already are—in their inbox); it's credible (our customers trust Groupon's brand); and it instills a sense of urgency to give (people have a limited window of time to support a campaign).
The Solution: Why is this solution innovative for your company and industry?
Most people don't realize that Groupon was born out of a collective-action platform called The Point, which was one of the first crowdfunding platforms in existence. When Groupon pivoted to focus on ecommerce and began pioneering the daily deals business, it only made sense to leverage the collective power of our consumers for our original purpose for being.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Please see the video included for an overview of how our Groupon Grassroots program works. One example of our work is our campaign with City Harvest, which benefited merchants and subscribers impacted by Hurricane Sandy. Kyle, the Groupon Grassroots supervisor, worked with City Harvest to develop a compelling project idea, and our dedicated editorial team crafted a compelling and fact-based write-up for the campaign based on information that City Harvest provided. Kyle shared tools in our community resource center with City Harvest and talked with the organization about building out a promotion plan. Once the campaign went live, the organization turned its existing supporter base into evangelists to further the cause, and Groupon promoted the campaign via email, the Groupon website, and the Groupon mobile app. Together we enticed 15,619 subscribers to donate $220,410 to feed 881,640 food-insecure residents. Groupon takes no cut of any donation through Groupon Grassroots, and it even absorbs credit card fees; all donations collected go toward the cause. After the campaign ended, we asked the organization to follow up with an impact update—which we put on our website—to share its progress, engage donors, and ensure transparency about how the funds are used.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We don't view other crowdfunding platforms as our competitors. Rather, we celebrate their successes. We have even partnered with CrowdRise on an Earth Day promotion in 2012 that featured Edward Norton. Crowdfunding sites are most successful when they know their niche; with Groupon Grassroots, we're uniquely positioned to localize content and serve as a bridge to an organization that doesn't yet have the capacity to succeed on its own through other crowdfunding platforms. This falls in line with our goal to help small nonprofits build their capacity in online engagement.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
There wasn't a specific light bulb epiphany; Groupon Grassroots is simply the natural extension of how Groupon was born, with the site The Point. Using our platform and technology for good is in our DNA—it's who we are. Compared to other for-profit corporations that may have corporate citizenship programs as an add-on, social innovation has always been an important part of our success, and it fuels our sense of purpose as an organization year-round.
What has been the impact of your solution to date?
To date, Groupon Grassroots has raised $4.5 million from more than 180,000 individual supporters to fund more than 1,200 campaigns nationwide. Here's what some of our community partners say: "This is a phenomenal program that has had a huge impact on our organization. Our community was excited to see Little Bit represented in a new and different way, and everyone was eager to support the project. Setting up the campaign was very easy…I can't recommend [Groupon] Grassroots enough. Our organization has nothing but praise."
"I think this program is fantastic! I really appreciate such a reputable company such as Groupon giving back to the community!"
Though the exposure and raised funds are great, we’re also providing capacity building to these organizations.
What is your projected impact over the next 1 to 3 years?
Currently the Groupon Grassroots program is operating in the United States only. Now that we have a model that works domestically, we plan to scale this solution globally in the 48 countries where Groupon has a footprint, with immediate plans to expand to Europe. We also have plans to expand the scope or our work beyond campaign organizing. We recently changed the team's name to 'Social Innovation' to reflect this next phase of our evolution, having recently launched our Employee Volunteer Program, Green Committee, and near-term plans to launch a social innovation lab to support intrapraneurs from across the company.
What barriers might hinder the success of your project? How do you plan to overcome them?
Working for an innovative company means our company is constantly changing. Though it's challenging to incorporate changes into our program, we have great relationships internally and have open communication that supports our capacity to add value to ongoing innovations. Our current goal is streamlining our growth with Groupon's growth internationally. While we scale, our greatest challenge will be staying informed about innovations at Groupon internationally to incorporate them into our programs abroad.
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
Customer engagement: first-time customer activations (about 25% of people who donate to a Groupon Grassroots campaign have never purchased a Groupon before). Brand: measurement of PR stories, which have the dual benefit of showcasing our work to the broader community while garnering media attention for our Groupon Grassroots partner organizations. Employee engagement: We partner closely with HR to track awareness of how participation in social innovation activities impact their talent-development goals.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
We have a small, scrappy team of seven full-time staff, but as a fully integrated business unit, we have support and access to Groupon's resources. Our team of editorial writers put together compelling and straightforward write-ups for the campaigns. We work closely with our Communications team to raise the profile of Groupon's social innovation efforts and community partners' promotion efforts. We work closely with our Talent Development team to tie social innovation activities with employee engagement opportunities. The robust marketing tools for Groupon Grassroots' community partners are the result of collaboration with our designers, copywriters, and video teams.
Expand on your answer, explaining the long-term funding and support plan.
The reason we could grow the team from one to seven (plus two student interns) in a short period of time from June 2011 to today is because we've shown the direct link of our efforts to Groupon's bottom line. As we improve operational excellence domestically, we can maintain our commitment to local impact while putting resources into global expansion and development of new social innovation initiatives, such as our newly formed Employee Volunteer Program (EVP) and Green Committee, as well as the social innovation lab that is currently in development.
Tell us about your partnerships across your company and externally that are key to your project's success.
The feel-good factor of our work gives us a competitive advantage over other department leaders vying for the time of our talented—and very busy—employees. Externally, we partner with community organizations across the United States, and soon we will partner with organizations internationally to source and spotlight the great work they're doing.
What internal support have you gotten for your project? What kind of push-back have you received?
Our internal surveys show that employees—C-suite and front-line employee included—value our work. Internal push-back usually stems from a traditional mindset and bias toward charitable work along with the assumption that if it's good for the community, it MUST be a cost-cutter. We are always saying, "Just because it smells like philanthropy doesn't mean it's not good business."
Created on 01/14/2013 by gaurav@idiom.co.in
Spring Health seeks to bring safe and affordable drinking water to a potential 100 million People in Eastern India alone through a radically affordable, decentralized delivery system and thereby establish a last 50 meter supply chain for bringing products and services that fulfill critical needs of rural India.
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
Jacob is co-founder of Idiom Design and Consulting Ltd one of India’s largest design consulting firms. Jacob has had a ring-side seat in the development of organized retail in India, having worked in the core team that led to Future group becoming the largest retailer in India.
Currently, at Idiom, Jacob also leads the Design for Social Change initiative and is part of a team that looks at bringing Design Intelligence, business strategy and capital together for developing the next wave of Indian social entrepreneurs.
He is a part of the Confederation of Indian Industry’s panel that advises the government on Design Policy and has co-founded several design led enterprises like The Design Store, and Dovetail Furniture and advises several ventures on strategic issues.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
The ability to be in the same job but create multiple enterprises. Having set up the enterprise where I currently work, I have been working on entrepreneurial spin offs from it, from manufacturing to retail to now social enterprise.
Among the skills picked up along the journey are an ability to view things holistically, to delve deep and understand the insights that can be used to flip problems into opportunities, ability to look at underlying causes and not just effects and to value things beyond just the financial but also from the social, environmental and cultural and aesthetic point.
Among my capabilities is the ability to work with and inspire teams, work with boots on the ground and not from a rarefied or distant "desk" approach, a willingness to roll up ones sleeves.
Primary country where this project is creating social impact
Additional countries or regions
Project will have impact mostly in north eastern states in India i.e. Odisha, Bihar, Eastern UP, West Bengal and AP
Industry
Consumer Products
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成長（試験運営を続けながら拡大を開始している）
The Need: What social or environmental problem are you trying to solve?
In India, currently, safe drinking water kiosk companies operate almost exclusively in high-density peri-urban and large rural villages. In rural areas, the hand pumps provided by charities and governments have proven unsustainable.
80% of the 400 million rural people in Eastern India have limited access to safe drinking water and instead consume water laden with fecal bacteria because most of them live in hamlets of 100 to 300 households considered too small to be viable for most of the water kiosk companies in India.
Spring Health seeks to bring safe and affordable drinking water to a potential 100 million people in rural eastern India alone through a radically affordable, decentralized delivery system.
The Solution: What is your solution? Be specific!
SpringHealth uses a $250, 8’x10” electro chlorinator that passes eight volts of electricity at four amps through a five percent solution of sodium chloride (ordinary salt). This generates twenty liters of chlorine based liquid oxidants per day, enough to sterilize 80,000 liters of water each day, at a cost of less than Rs 11 a day for the electricity and salt. A Business Associate dissolves 67.5 grams of salt in 2.5 L of water and inserts electrodes plugged into a wall socket supported by a car battery in case of brownout. Two and a half hours later, he or she conducts a two-minute test of chlorine concentration, and repeats the process. The same Business Associate carries the chlorine liquid by motorcycle to 5-6 village kiosks each day, and uses it to sterilize the water in the branded cement tanks attached to each kiosk.
This decentralized distribution system based on existing village kiosks, offers SpringHealth the opportunity to tap into previously unreachable rural markets.
The Solution: Why is this solution innovative for your company and industry?
LOWEST COST HIGHLY SCALABLE SUSTAINABLE BUSINESS MODEL
LAST 50 METRE SUPPLY CHAIN CAPABILITIES
HUGE DIFFERENCE IN INITIAL CAPITAL REQUIREMENTS WHEN COMPARED WITH THE NEXT BEST COMPETITIVE TECHNOLOGY (REVERSE OSMOSIS)
SMALL ENVIRONMENTAL FOOT PRINT
HIGH TOUCH MODEL
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Spring Health places an Antenna Wata electro chlorinator in a market town within 10-15 km of at least 50 villages, each with 200-500 households. With less than a dollar’s worth of electricity a day and 6 cents worth of salt, each electro chlorinator will produce at least 20 liters of chlorine solution per day, sufficient to sterilize 80,000 liters of water.
The company will contract with small multipurpose family shops in a cluster of 50 villages, pay local artisans to build 3000 liter cement tanks in their backyard with a smaller plastic tank in the shop front and provide credit to the shop owner to install a small electric pump to fill the tank with water from his own shallow well or pond. Five company business associates(BA’s), covering 100 villages, will use motorcycles to carry chlorine solution to each kiosk, purify the tank, and test it half an hour later for chlorine residual.
For a price of 2 to 3 rupees rupees (0.04 USD), customers fill their own ten-liter jerry cans with the purified water and carry it to their homes. The shopkeeper earns a 25% margin on bulk sales of safe drinking water, and SpringHealth receives the rest. On sales of 1000 liters/day, shopkeepers receives 50 Rs/day (about $1 US), and an additional probable 50 Rs/day from sales of groceries thanks to increased customer traffic, creating strong incentive for the shopkeeper to sell the product.
Currently more than 70% our customers opt for home delivery and are willing to pay for it. Customers pay an extra Re 1 for the home delivery for the 10 liter jerry can.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Potential competitors to SpringHealth include expansion by peri-urban suppliers like Naandi and WHI, hand pumps provided by government and charities, and existing impure water supplies, and boiling and fitering water by higher income families. For now, the reverse osmosis and UV light purifi cation methods of Naandi and WHI necessitate a large population base, which in turn make penetration into Windhorse’s target areas cost prohibitive.
Also, the successful model adopted by charities like Gram Vikas to set up piped water supply in partnership with the village community with government funding is not scalable to thousands of villages as in the case of Spring Health having reached 900 villages in 15 years.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Comparatively high costs of RO plants makes it inaccessible to most of the population in these north eastern parts of India. On further research and interrogation we found out that the absence of poisonous substances in the ground water makes RO redundant in these regions. Thus, a simple and cost effective technique like chlorination can effectively remove bacterial contamination from water and can be used as a cost effective solution.
Also, we found out that most of kirana shop owners have a well in their backyard that can be used to pump up ground water. Thus, this network of kirana shop owners can be leveraged to create a decentralized and cost effective water purification system, creating a win-win situation of everybody.
International Development Enterprises (IDE) was involved in the initial stages, while conducting pilot, to test the feasibility and viability of the idea.
What has been the impact of your solution to date?
Spring Health uses several metrics to measure the impact that our solution has created as of now. Below is a small snippet of the same:
Till Nov'12:
No of kiosks water kiosks operational: 35
Total no of people employed: 30
Total sales in liters in Nov: 616180
No of households served: 4150
No of people served: 20,750
Because of our kiosk, village entrepreneur is able to earn an extra Rs 50, thus increasing his income by anything in the range of 50% - 200%.
Our customers increase their net incomes by significantly lowering the expense they pay to treat the illnesses they get from drinking contaminated water. Comprehensive study to measure quantifiable impact of the solution is still under progress. Our initial estimate is that a family can significantly save the the INR 1250-12500 a year they pay/person to treat the illnesses they get from drinking contaminated water.
What is your projected impact over the next 1 to 3 years?
Spring Health will be able to provide safe drinking water to at least 4.8 million people in the Eastern part of India alone, over the next 3 years. Our customers will be able to increase their net incomes by significantly lowering the INR 1500 - 15000 a year they pay to treat the illnesses they get from drinking contaminated water.
Other beneficiaries include:
Shopkeepers (Including selling Spring Health non-water products): 25000, Each earning at least extra Rs 50/day.
Delivery boys: 12000, Shop keepers will hire upto two delivery men each per village to do the deliveries
Masons & Local businesses: 500
Direct Employees: 1000
Also, in year 1, we will be receiving grants to spread awareness programs in 150 schools in 1st year = 150*50= 7500 children
What barriers might hinder the success of your project? How do you plan to overcome them?
Large scale viability gap funding by government to include villages under 500HH with RO plants (The numbers of RO plants currently on tender for the next seven years are far short of the numbers of villages we will cover)
Smaller players moving in with electro chlorination solutions that are in consistent thereby creating mistrust in the market. ( our early mover and brand visiblity would be our defense)
Although currently the sale of bulk water that is not sold in sealed containers is unregulated, the government could regulate sale of branded unsealed water in the future.
(We will adopt any sensible regulation)
Customers continue to be brand agnostic and are easily swayed to competitive products.
(Our service and delivery systems will need to evolve to be one step ahead)
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
Idiom will benefit extensively from foraying into social enterprise space, which is fast emerging as a new paradigm of doing businesses, by gaining in-depth expertise, know-how of on-ground applications of social businesses, which will lead to the creation of a new 'Design for Social Change' vertical inside the company, thus creating new revenue streams.
In long term, Idiom sees this project as the seed for a design fund that will fund promising enterprises and help them scale through Business Design.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
I have been able to leverage Idiom Design's expertise in the roll out strategy, project management process, product development and marketing strategy. Most of the work done by idiom is either highly subsidized or on a pro-bono basis. Also, Idiom management has been kind enough to create a deferred payment schedule for the project.
Additionally, Idiom also loaned Spring Health a quantum of bridge funding between the angel and extended pilot stage from March 2011-October 2011.
In the next phase the training manuals for schools, marketing and branding strategy and devices like the RFID tank sensor and handheld will be designed from an industrial design perspective by Idiom.
Expand on your answer, explaining the long-term funding and support plan.
Till now, we have been supported by group of social venture capital funds & individual investors. List of Investors are:
First Light Ventures: $100000
Acumen Fund: $130000
Calvert Funds: $70000
Phil Friedmann Foundation: $50000
Chris Goggin: $50000
Mal Warwick: $50000
To have the intended impact, total cost of the project to reach 10000 villages over the next 5 years is $ 2 million. From month 31 onwards, revenue from internal accruals will be sufficient for us to reach 10000 villages in 5 years starting January 2013.
We will be raising rest of the money from social venture/venture funds in future both in the form of equity and debt. We are currently in discussion with investors to close the next round of funding.
Tell us about your partnerships across your company and externally that are key to your project's success.
INTERNAL
Design, Branding and strategic inputs
Partner-Idiom Design
Status- Ongoing
EXTERNAL
Tank Level sensor and data logger
Partner -Stanford University
Status- Ongoing
Electro-Chlorinator Technology
Partner Antenna Foundation Switzerland
Status: Ongoing
Evaluation Studies
Partner: University Of St. Gallen,
Status: Ongoing
Rural Marketing
Partner: XIMB
Status: Ongoing
Affordable ERP system
Vera Solutions
Status: Initial Discussion
What internal support have you gotten for your project? What kind of push-back have you received?
Idiom Design has been designing the roll out strategy, project management process, product development and has also devised the marketing strategy.
In addition the branding, logo, signage, jerry can design, cycle carrier etc have been developed at Idiom. Idiom has also made and supplied the water filters currently in use and is developing the talking poster for marketing.
Idiom also loaned Spring Health a quantum of bridge funding between the angel and extended pilot.
É crescente o número de instituições, nas mais diversas áreas sociais, culturais e ambientais, que desconhecem as opções de patrocínio e/ou convênios para manutenção das mesmas. Por outro lado o governo disponibiliza redução fiscal para as empresas que se comprometem com os projetos que foram aprovados pelos órgãos competentes. E as empresas ignoram os incentivos fiscais ou não possuem profissionais experientes para habilitar tais empresas a participarem do trâmite de patrocínio dos projetos das instituições. Instituições sem gestão.
Hakuna Matata Imports and Accessories has grown out of my love for Africa, and the learning's that have come from working in Kenya, Rwanda, and Ethiopia. Hakuna Matata Imports and Accessories is a socially based business that supports small business development globally in Nairobi, Kenya, and Addis Ababa, Ethiopia, and locally in Victoria B.C., Canada. Hakuna Matata markets products through an educational medium to help others understand the needs of Africa, the importance of supporting small business development, and models of development that create partnerships as opposed to dependencies.
Experiments
1. Saving precious water,
2. Improving soil fertility,
3. Reduction of labor cost,
4. Reduction of input cost
5. Avoiding loss of production during conversion,
6. Remunerative price to farmers and make agriculture sustainable
Answers
A.1 Use of Laser Leveler, SRI method, grown green manure crops to save water
A.2 Green manure crop, using Bio Amrutha Jalam resulted in earthworm and microbial population growth, helped formation of rich humus, improved soil fertility
A.3 Use of agricultural machinery reduced labor cost
The Virtual TV Studio for Youth : a mentored, collaborative web space for all high schoolers across Canada and around the world, in partnership with local TV broadcasters and their clients. A place to create for school, and the real world.
I have lots of other things in my mind regarding this idea and at present I am alone and looking for partners who have expertise in running online networking sites.
Kindly reach me at ashish23887@gmail.com...! I will appreciate any help and I thank changemakers.com for the platform.
I believe that my project has potential to change the mindset of a rural small businesses especially young entrepreneurs who are fully of big dreams of entering the business world.
These young unsupported businesses have potential to turn around the economy and social disadvantages within their communities.
Created on 11/9/2012 by ebonder
The Virtual TV Studio for Youth : a mentored, collaborative web space for all high schoolers across Canada and around the world, in partnership with local TV broadcasters and their clients. A place to create for school, and the real world.
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
Broadcast professional and social entrepreneur are the appropriate tags for Ely Bonder. From his teens on he has advocated youth empowerment by finding ways for youth to contribute to society. Beyond his day-job he has brought together broadcasters and students through partnerships. As a CTV employee, he has not been shy about advocating for youth. As a wellknown Canadian news anchor with experience at ABC News said about Ely: “Ely has his eye firmly on the future and is one of the few senior members of our News Division working on new models for quality content consumption in the digital age. It is his brand of pioneering mind, rooted in a career of producing quality journalism, that are needed most to ensure the standards of existing media transfer into the next.” (source: LinkedIn.com)
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
An example of Ely's entrepreneur skills was preparing a business plan for the internet that was recognized by a Toronto-based GIGATHON2000 prize sponsored by INTEL, as the web bubble was beginning. It placed youth in the forefront of community development in partnership with the private sector. After just a few years on the job at CTV, he convinced management to pay heed to youth voices and the company allowed him to pilot a TV news magazine by youth, for youth. Later he helped launch an application for a youth-driven Satellite channel, and then convinced his English TV station to allow French kids to take over all the job functions of the professional TV studio for two weekends , in order to produce a demo of youth creativity ( http://youtu.be/L-QThdlowqs ).
Primary country where this project is creating social impact
Additional countries or regions
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
The Need: What social or environmental problem are you trying to solve?
French-language broadcasters in Quebec have been accused of "white-washing" their on-screen appearance, despite an ever-growing multicultural audience base. Ely's eMage.ca organization filmed a cohort of youth who pointed out this issue gently, and as a result received prize recognition by Quebec's broadcast community "Tele Diversite" ( http://youtu.be/lfYoIpcjJsk ) .
Local TV Broadcasters generally have to confront the issue of audience drift to the web, and to maintain the loyalty of their viewers, they must be proactive. Meanwhile youth feel their voice is not reflected on the TV screen . They do not see themselves except when the issue is drugs, sex, bullying, and suicide. There is so much more to being a youth than just social ills.Yth engagement is needed to diminish dropping-out.
The Solution: What is your solution? Be specific!
The eMage Virtual TV Studio for Youth , a secure, mentored and collaborative webspace, would welcome local TV broadcasters to work side-by-side with students from grade 7 upwards. The studio would be integrated into the school curriculum, and empowered by professional and peer mentors across Canada and around the world. Broadcasters would link up with youth projects and visibility of youth creativity and engagement would be integrated into TV broadcasts and their related websites.Youth would be encouraged to answer curriculum requirements through video, and engage in media entrepreneurship and current affairs, in collaboration with broadcasters.
Mentors would help focus the student's concepts and vision, and productions would leverage the natural sense of humour and concerns of youth. Youth video projects would link and be placed at local broadcasters' sites and on-air where appropriate, with sponsorship opportunities. Self-esteem for youth, identity with broadcasters, win-win.
The Solution: Why is this solution innovative for your company and industry?
Local TV broadcasters of all stripes will be given an opportunity to compete with each other to mentor the most youth, thereby increasing the number of potential loyal viewers to their brand. In turn, students will have greater opportunities to access the real world and apply their curriculum goals in the public space. This leads to greater self-esteem and engagement. Sponsors have an innovative way to enhance viral marketing of their brands, due to engagement with youth.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
In collaboration with schools, school boards, ministries of education, and local broadcasters/marketers across the country, the Virtual TV Studio for Youth would be constructed online, incorporating such features as a secure mentorship system for students, a free resource base for collaborative video-editing, relationship building with local broadcasters and their sponsors/partners, teachers’ curriculum guide, and video entrepreneur opportunities for students.
Encouragement would be provided to students to create TV projects that answer the requirements of curriculum objectives. Novel ways of research and results explanation through TV and New Media, explored and produced by students, would be credited as part of their course requirements.
Social engagement with world and local issues would be encouraged as part of students’ social studies , and peer collaboration from around the world through online TV production, would be supported by commercial brands, in cooperation with TV newsbroadcasters, PBS-style. News directors may choose to air student productions as part of their newscast or as interstitial PSAs (Public Service Announcements). An example is our proprietary initiative called NewsRap.TV : http://youtu.be/x2JR6SFvIfU .
As Peppler/Kafai reported in Learning, Media and Technology 06/ 2007, educational engagement is enhanced because media production reinforces the underpinnings of constructionism: learning experiences are most engaging when people are designing and creating. And now, for a larger public, and a larger impact.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Recently WEVIDEO , associated with Google, launched a collaborative online video editing service, the most recent of a number of attempts to do so. This holy grail has been sought after for years, and my initiative banks on such technology to make it happen. We add on the aspect of mentorship and sponsorship and access to local broadcasters, for young people.
We are the first to marry mentorship/broadcasting/education, and the challenge remains to maintain propriety on the concept, before Google searches this public article, and goes ahead on its own dime.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In the mid-eighties, I founded Les Ateliers Super Jeunesse, and rounded up mentors,public funding, francophone youth creators, artists, and a local TV station. I tasked them with creating a TV series for youth and general audiences, and said express yourself. The kids created a 13-part series and completed the screenplay for one 30-minute episode. Then they took over a real anglophone TV studio and all the jobs necessary to make a TV show, with the volunteer collaboration of the employees. The result was "Woups !"
Everyone discovered to their surprise that kids were competent and funny and really good at creativity, that adults loved to mentor, and that making TV was fun ( http://youtu.be/L-QThdlowqs ) . What that could do for education, I said to myself. And then the internet happened, and the pipes became bigger. We are on the cusp of Youth TV Nation.
What has been the impact of your solution to date?
My non-profit, Youth eMage Jeunesse since 1999, has collaborated with schools and youth-serving agencies, in implanting new-media and video production programs as integrated activities. Youth created PSAs for TV, fought for a basketball court at the municipal council level using video and ppt, tweaked Quebec broadcasters' sensitivities regarding ethnic representation on-screen, and became video journalists.
By our actions, we have concretely contributed to the public discourse concerning the new curriculum, making education more relevant to youth.
What is your projected impact over the next 1 to 3 years?
With a successful launch, I project that at least 50,000 high schoolers across Canada and around the world will sign on to the Virtual TV Studio with the approval of their teachers, while dozens of TV stations and Networks will commit resources, airtime, and webspace to their mentored youth collaborators.
Youth entrepreneurs will collect thousands of dollars of discretionary spending as they create PSAs, sponsored educational video documents, and viral commercials for small business, And the drop-out rate will diminish markedly across the board.
What barriers might hinder the success of your project? How do you plan to overcome them?
There has been marked resistance to any scent of commercialism by half the schools in Canada and the U.S., as the experience of Channel One (U.S.) and Youth News Network (Canada) can attest to. Both of those projects have had very limited number of students acting as producers, and depended on youth as consumers.
In contrast, the Virtual Studio encourages a mass of students to act as producers, and attract an audience of adults as the consumers. The Studio is integrated throughout the curriculum, not just Social Studies or Media Literacy. Youth engage in their studies as creators, with the side benefit of creating relationships with the private sector who are banging a drum in applause for the students' academic and creative tour de force.
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
TV Broadcasters are concerned about the drift of viewers to the unregulated web, and need to reverse that flow. They need to create loyalty for their brand and their own commercial clients from current and future audiences. In order to do so, they must be seen to be on the side of their viewers, and especially youth, The Virtual TV Studio for Youth is that infrastructure.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Within the TV station where I work, management is sensitive to this project and admire the persistence with which I pursue it. However, it is perceived as a national project in terms of funding, and whenever the opportunity arises to comment, they have committed themselves to be supportive.
A national TV correspondent and anchor says : "Ely has his eye firmly on the future and is one of the few senior members of our News Division working on new models for quality content consumption in the digital age. It is his brand of pioneering mind, rooted in a career of producing quality journalism, that are needed most to ensure the standards of existing media transfer into the next." ( source : LinkedIn ).
Expand on your answer, explaining the long-term funding and support plan.
Marketing to long-term sponsors, lobbying to broadcasters, and contributing to social policy development at the Federal government level are all current strategies.
The Federal Dept of Human Resources/Skills Development is currently soliciting projects for Social Finance. BCE (national private telecom company) is submitting an acquisition request to the Federal regulator, and is proposing community tangible benefits as part of that. In both cases we are submitting long-term funding proposals leveraging the goals of each project.
Out-reach to long-term commercial sponsors is ongoing, sensitizing them to the dual benefits of both youth and TV partnerships.
We are projecting a yearly operating budget of $500,000 .
Tell us about your partnerships across your company and externally that are key to your project's success.
The work that Youth eMage Jeunesse has accomplished over the years, leveraging free access to TV station technology , has been submitted by the TV station to the Federal Human Resources Ministry, as part of their mandated Diversity strategy.
eMage also benefits from a partnership with non-profit LEARN QUEBEC, and free marketing services from a commercial marketing firm.
What internal support have you gotten for your project? What kind of push-back have you received?
Within the TV station where I work, management is sensitive to this project and admire the persistence with which I pursue it. However, it is perceived as a national project in terms of funding; whenever the opportunity arises to comment, they have committed themselves to be supportive. At the national level, I have not yet received any feedback, after multiple requests for such.
Created on 10/21/2012 by evan.d.shulman
Accelerating growth of a new, sustainable, just economy by serving the societal enterprises that will get us there. We provide high-touch technical and cultural consultative services, helping clients and ventures perform their best by leveraging our core assets and learned experiences.
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
I'm passionate about unlocking the potential within societies. Trained as a systems thinker, I have unique insight into how various societal pieces fit together, to create a holistic whole greater than the sum of its component parts. With this perspective, I constantly challenge myself to look for intervention points that maximize positive systemic change - making that potential a reality. Thinking across disciplines, I see key roles for crafting a better world through all sectors, and hope to better align them to do just that.
With past experience in governance and not-for-profit organizations, my current role in the private sector has given me new learning opportunities to expand my toolset for enacting positive change. I hope to readily apply these learnings through this competition
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
I'm a connector. I'm always up for meeting new people, hearing new ideas, and then automatically synthesizing those ideas with past ones I've come across. This helps me think across disciplines, never limiting myself to the status quo of how a system has been setup. I think big and see possibility.
While I love meeting people, I'm also an introvert. I thrive on intimate spaces, and connecting more deeply, which allows me to dive into issues in search of root problems. Then I can solve for problems at the source, instead of superficially.
I also have a humanistic approach to relationships and teams; I always seek to promote health and growth among my peers and help them reach their own individual potential. I love bringing people together in nurturing environments.
Company Country
United States, NY, New York, New York County
Primary country where this project is creating social impact
Additional countries or regions
Potentially all major cities in large countries where we have offices
Industry
Professional, Scientific, and Technical Services
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
The Need: What social or environmental problem are you trying to solve?
We are at the cusp of a new economy; this economy is more sustainable, more just, and about more than just profit. It focuses on people as well as planet through its businesses. The current economy is broken; it's led to degradation of the environment, and while prosperous for some, has left many out of the equation. The problem lies in how to accelerate a transition from a broken system, to a new one that offers much in the way of a better society and environment. It's exacerbated by the fact that the status quo is rarely eager to change, and may even organize against the emergence of a nascent system. One sector of this new economy are Benefit Corporations: there are 643 of them presently, representing $4.2 Billion in revenues across 60 industries and 15 countries. How can we grow this?
The Solution: What is your solution? Be specific!
Technology has always accelerated change, progress, and development. My company's mastery of technology and innovation can be shared with these new economy businesses to help escalate their rise and replication. A "Societal Impact Services" division would organize company technology and resources as a service to businesses at the forefront of this new economy. We would replicate our current technical services and consumer operations divisions, taking their best practices of single-point-of-contacts to access our services and tools, scaled content for simple issues, and consultative support for complicated issues. These new economy businesses would become clients of this new services division, and get a key technological partner in growing their businesses and with it, the new economy. Our services team would be their one-stop-shop for technical, analytical, and creative solutions to their business challenges.
The Solution: Why is this solution innovative for your company and industry?
Most companies establish charitable trusts or corporate social responsibility programs. This changes the model for "doing good" by creating a new business unit dedicated to supporting companies in the societal sector. It also allows my company to create a new, cross-functional "interdisciplinary" team that can leverage best practices across our organization - from physical workplace services, to consultative efforts, to technical solutions - to help these burgeoning companies
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
== Very Broad for now ==
1) Client asks any question related to their business to their dedicated Account Manager or Technical Account Manager
2) Those Managers work with the Services team, accessing and networking with all parts of the rest of our company to develop and pitch solutions
3) We work with the client to implement the solution(s) and drive their business growth, which has multiple impacts in driving societal and environmental benefits, as well as our business growth.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Our peers are orgs that are supporting the transition to a new economy. Included are The Hub, the Centre for Social Innovation, Ashoka, and Acumen Fund. These peers may even become our clients, helping to bolster their societal impact efforts, creating an exponential impact in the new sector as a whole. Competitors include other technology and consulting firms that leverage their core assets to help businesses - specifically businesses in the current, broken economy. This ranges from Deloitte, Microsoft, to IBM. Our approach would be different in that our company's culture has a very agile, experimental aspect to it, along with a desire to innovate what a better service organization could be like. However competition should help accelerate the transition, which is the ultimate goal.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I'd been thinking a lot about how such a progressive company could take it to the next level. Then I thought about the discussions around charity vs societal enterprise, and how a new sustainable economy is emerging. If we can align our core assets and business skills towards supporting this new economy, we can "do well while doing good." I wanted to create something systemic, that alters the relationships between actors at the root of those dynamics, and challenges the status quo.
This solution also scales out my current intrapreneurship activities. I've been making myself a contact at the company for outside social innovation groups, seeking to connect them to internal resources and experts, to help them develop their initiatives. By putting a formal structure in place, making these organizations paying clients or invested ventures, I'll be able to get a lot more organizational energy into leveraging our assets for societal and environmental well being through these organizations
What has been the impact of your solution to date?
== To be expanded upon ==
My individual initiatives have connected business and product experts in my company to:
- 3 social innovations from the Massachusetts Institute for Technology (MIT)
One social innovation, OpenIR, has benefitted from key geographical technology and insight into how to automate screening of infrared spectral data to further their mission of assisting crisis response teams through better geographic analysis of vulnerable zones due to natural disasters.
- 2 social innovation co-working spaces (Centre for Social Innovation and The Hub)
Recently, I hosted a start-up team looking to create a physical space in the city to also support the new sustainable economy. I put them in touch with an expert in space planning.
I'm also working on putting on a Societal Impact Event on 12/12/12 to bring members of the "new economy" to our office, hosting a panel on various aspects of this new societal impact economy, and facilitating networks between these parties.
What is your projected impact over the next 1 to 3 years?
Having as clients, or investing in for equity over 400 organizations in the societal sector. Through these new business relationships, we will have been able to multiply their impact through our technical and consultative services, offering solutions through our technology, employees, and business best practices.
Helping grow the impact of 10% of Benefit Corporations, as measured by each one's own unique "more than profit" metrics.
What barriers might hinder the success of your project? How do you plan to overcome them?
- Not having a clear vision for the new Services team
- Not truly aligning with our own business interests
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
- A brand new business unit for our company
- Increased morale and desired positions for current employees
- A place to showcase how our technology, services, and people can help move the world forward by implementing it in these new economy organizations
- A chance to have our culture permeate into other companies
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
- Networking with existing teams in the company to form cross-discipline partnerships to support unique needs of each social innovation I've worked with so far.
- Making use of existing programs that encourage employee time and core skills to be applied to outside organizations.
- Securing modest funding through internal partnerships to put on events that support members of the new economy.
Expand on your answer, explaining the long-term funding and support plan.
I want to create new business unit entirely. By proving our impact with non-paying, and non-stakeholding outside clients, and moving towards partnership models with paying outside organizations, I hope to demonstrate proof-of-concept for a larger pilot team of Societal Impact Services.
Tell us about your partnerships across your company and externally that are key to your project's success.
== Internally ==
- Community Affairs
- Corporate Social Responsibility
- Entrepreneurial Affairs
- All Product Teams
== External ==
- 3rd-party verification organizations to validate the members of the "new economy" that we'll select to work with
What internal support have you gotten for your project? What kind of push-back have you received?
I've yet to launch this larger idea, but through my own individual efforts along this track so far:
== Support ==
I've been able to find at least one expert or team to connect each social innovation organizations to
Community Affairs jumped on the idea and opportunity to host an event in support of the larger social innovation community
== Push back ==
TBA
Co.Labs Agency strives to be an innovative educational model housed within institutions of higher education, effectively bridging the gap between business and education.
Co.Labs creates a cooperative business forum centered on apprenticeship. This model will reward entrepreneurs & the business community based upon their ability to collaborate and mentor future generations.
The Small Enterprise Center of Excellence focuses on building operational capabilities of micro entrepreneurs. This is done by implementing a toolkit developed in-house that enables micro entrepreneurs to map operations, manage their supply chain, build marketing skills and manage finances. Partners in the program are mentored post the implementation of the toolkit.
Created on 10/3/2012 by windson
The main aim of this service is to enable lessors to advertise their lease offers, enable Lessees to find Lease offers. and to make this project in such a way that one thinks of leasing think of LeaseDedo.com
もっと読む ↓↑ 隠す↑ 隠すTell us about yourself/your team.
I am an Enthusiastic Software Engineer with very creative and innovative Ideas. I am Microsoft certified Professional, working as .NET Developer at Virtusa Corporation.
I completed my bachelors in the field of Electronics & Communication Engineering in the year 2010. I am the winner of Sir Mokshagundam Visweswaraiah Best Essay Award in the year 2009 for my writings on "Engineering Solutions to Combat Climate Changes".
In my leisure time, I enjoy listening to the music and I seldom paint and do some self-introspection.
I hail from a family that has strong roots in the business. My Father is a Cloth Merchant who runs a independently managed Textiles and Showroom in a small town Tadpatri of Anantapur Dist Andhra Pradesh.
What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?
As I hail from a family of strong Business background, I have the en/intrapreneur characteristics well rooted in me. I also learnt the basics of corporate management which is an added advantage during the work as software engineer at Virtusa.
I have the ability to manage people and get the work done. Professionalism in the quality of work and dedication towards it makes me feel complete.
Some small and live examples include my ability to sell quality clothes for good profits at my father's cloth shop in the leisure time during my childhood and also sometimes now.
I had lead a small team of two being the junior folk because of having the skill gripped in my own hands in an IT Quality Development project at Virtusa.
Primary country where this project is creating social impact
Additional countries or regions
I have plans to globalize this project soon.
Industry
Finance, Insurance, Real Estate
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もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
The Need: What social or environmental problem are you trying to solve?
This project deals with the solution to the need for an ultimate and unique platform dedicated for lease offers.
There is a huge demand for the lessors to publicize their holdings in the areas of Ad Space, Automobile, Vehicle and Property. But there is no single dedicated place that makes all these leasing needs to stand out for.
LeaseDedo.com, One stop for all your Leasing needs solves this problem thereby allowing lessors to happily post their offerings on this website for free of cost with the features that it possess till date.
The Solution: What is your solution? Be specific!
This project handles the need of people who want to publicize their offerings on Lease in the areas of Ad Space, Automobile, Business and Property Lease.
This website has a good future in the Internet marketing because of the tremendous response that exists in market by the lessors offering various things for Leasing.
As from real time market analysis I foresee that there's going to be an overwhelming response to this project if implemented to reach customers globally. The web analytics shows 55% to 60% of the visitors are from United States and for the rest of 45% to 40% there is a parallel competition between India and China.
Even as of now, the project only allows Lessors to speak saying 'we offer so and so' and there is no scope for Lessee to ask saying 'I want so and so'. This feature is also planned and expected to release in next version of this project.
Note: The last paragraph presents a challenge cum solution scenario.
The Solution: Why is this solution innovative for your company and industry?
LeaseDedo.com is established keeping in view of the market analysis made by its founder Pavan Kumar Rao Navule, in areas of leasing websites that are available on the Internet.
The analysis resulted that there is no website uniquely designed to offer its services in Four Lease Subjects viz., Ad Space, Automobile, Business and Property.
Hence this website proves itself to be a unique & it’s however an emerging platform for those who seek to offer their holdings for Lease.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities.
Mr.Shanmuga Sundaram is having commercial space suitable for Shopping Mall and he wants to lease the space. He made advertisement in a local newspaper. But to his surprise no potential customer knocked his door. One fine day while browsing on the Internet, Shanmuga found an interesting website www.LeaseDedo.com that exactly fits his need to post his commercial space lease offer.
He was amazed to see that the registration and posting advertisement on that website is completely free. He advertised with images on website. He waited for couple of days and got calls from potential customers all over the country. Mr.Shanmuga is very happy with that service that he was facilitated from LeaseDedo.com and he thanked it.
Yes, LeaseDedo.com provides a unique platform to its users to post their offers on Lease. The users are not only limited to post their lease offers, but also allows them to post their properties they wish to Sell or Rent too.
Not only Property Lease this is just a specific example. There are many people who want to lease their Car/Vehicle as they are going long term tours or get onsite opportunity. And people who want to lease/sell their business because of having multiple businesses in their hand and are spread across multiple cities/towns. Not that all there are also people who are offering their Ad Space be it a outdoor media like Hoarding, Gantries or be it a space on their automobile (practical examples include advertising on buses and in metro trains).
The revenue comes with the premium ad facility which is in its design phase and yet to be implemented.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The competitors for this website are quite many at nation (India) level.
In Property Lease category 99acres.com, makaan.com to name a few are the biggest competitors in terms of property lease. These sites concern only about buying and selling property but not specially for leasing property.
For Automobile lease category carwale.com, gaadi.com are some of the competitors. For Ad Space & Business lease the competitors are News Paper Classifieds.
The main differentiation between LeaseDedo & all the above mentioned competencies is that they are limited to their specific area of interest whereas LeaseDedo is an integration of all the categories of Lease mentioned, thereby easing netizens to find a unique site specially for Lease offers.
Challenges: Search Engine Visibility, Marketing.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I started to work on LeaseDedo.com in the month of December 2011. This project fell into my mind when I used to go to my office by city bus and watching to the sideways of beautiful Hyderabad with many buildings and corporate houses with "For Lease/Sale" board on it.
Also there are many hoardings that are left deserted without running ads on it saying 'This Ad Space is for Lease' message with contact numbers lacking the attraction potential customers who are present all over the world.
I researched on internet whether there exists a website specially designed for these types of Lease Offers?
I came to see that there are very few websites with limitations to Lease Offers & henceforth I started to implement a new and distinguished website especially for Lease Offers. It is LeaseDedo.Com
What has been the impact of your solution to date?
Launching this project has proven impact with the various lessors got their offerings listed on LeaseDedo.com
It is observed that the advertising with 5 Images per post is an amazing service ever provided for Free of cost.
Many of the customers are benefited from this project and for the benefit rate to get increased needs better place of marketing either it be via email , short messaging services, news paper classifieds, or Google AdWords.
What is your projected impact over the next 1 to 3 years?
As of now there are just 55 customers registered since this project's inception who are well educated about the tactics of online advertising.
In the next 1 to 3 years we can see every lessor and lessee in the world will seek to post his/her offering and inquiry respectively on LeaseDedo.com.
This estimation also includes the features like "Lessee inquiry" and "Globalization of the Project from Nation (India) wide reach" that are yet to be integrated in to the existing project.
Even this website will be assumed as a huge requirement for the bigger nations like US and China which could be analysed after a thorough research on LATimes and NYTimes as well as some of the websites from china.
The project impact ahead can definitely reach greater than assumed number of users of this website.
What barriers might hinder the success of your project? How do you plan to overcome them?
The root cause for the hindrance of the success of the project are like
-> Lack of Marketing due to inadequate monetary funds.
-> The founder needs to be multi-tasking amongst his job and developing this project.
-> Unexpected Hosting Server down times (very rare chances)if any are also considered to cause interference with the success of the project.
もっと読む↓↑ 隠す↑ 隠すWhat is the benefit or value you're creating for your business?
The main theme by which the visitors of this website get benefited from is they are lessors and lessees who find a unique platform for them to showcase and find lease offers respectively. This in turn facilitates each other to share their details including price, contact details and lease duration. This stands out to be a value for both the parties to know each other without having directly contacting each other and once agreed can proceed with the contact details provided.
How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?
Funds are coming from my own earnings that are earned as Software developer. Time spent for this project are 5-6 hours every weeknight and on weekends. Knowledge is gained from the work that I do at my office and thorough research on the theme of this project from City and real estate market.
If gained workmanship, I have the plans to make this a huge platform for all the lessors where they can even be able to upload lease agreements in the form of Microsoft word or pdf documents at premium features this is a feature supposed to be developed in future.
Expand on your answer, explaining the long-term funding and support plan.
This project requires 2 full time developers who are having their expertise in SDLC and Microsoft.NET. The funding required for the project will be spent on development, maintenance and marketing.
One the marketing is done effectively there will be a tremendous increase in page hits.
This project will get support from all the resources mentioned above. Implementing the planned features to the project like taking the user needs and publishing on the website, collecting the lease agreements at premium charges, collecting charges in the form of commission from the lessors after providing them with the details of the lessees who are seeking the similar lease offer posted by any respective lessor etc., will offer good support to the project.
Tell us about your partnerships across your company and externally that are key to your project's success.
As of now there are no partnerships associated to this Project and is eagerly waiting for to establish its own company and seeking partnerships.
What internal support have you gotten for your project? What kind of push-back have you received?
Internal support for this project is completely internal from my heart. This seems to be ironic answer but its true. As of now the investment in this project reached approximately 40000.00 INR. I didn't loose hope and still striving hard to improve it as I presume this project has a really very good future.
Tips analytics is a comprehensive suite to enhance and empower the business process of SMBs and improve profitability by improving margins, reducing wastage and optimizing the inventory and stock levels.
Improvement of SMBs can have a huge positive impact of the economy as a whole.
Miracle Farm Fresh is a start-up business in progress, located in Malawi. Miracle Farm Fresh wants to close the gap that have existed due to misconception of this type of business by many Malawians.
A buy local program that rewards citizens, organizations and local small businesses through a single loyalty card. Our solution provides transparency, increased sales and donations to community projects as well as the ability to lower marketing costs for both organizations and business. Cardholders are rewarded with cash back as well as satisfaction of knowing their purchase helps a local cause.
Net Tuesday brings together community leaders interested in the use of technology to bring about positive social change. It is the largest convener of its kind in Vancouver, with 1000 members representing nonprofit organizations and foundations, government agencies and service providers, designers and developers, innovators and social entrepreneurs. Net Tuesdays are part of a dedicated network of volunteers operating in 25 countries around the world.
Design-thinking workshops for non-profits, activists and social entrepreneurs. Empowering people to find new solutions to existing challenges.
Surrey Canada
49° 6' 21.2292" N, 122° 49' 40.6416" W
SurreyONE is a community based game that generates spending from consumers and businesses alike, within the Surrey communities. This innovative idea provides members of the city of Surrey the opportunity to benefit from entrepreneurial training that will allow for better chances of success for those interested in pursuing a future in business as an entrepreneur or business professional.
Created on 09/12/2012 by Khwendo Kor
Khwendo Kor’s innovative development of Village Banking for poor women in the deprived,strategically key tribal areas of North West Pakistan.
もっと読む ↓↑ 隠す↑ 隠す団体名
Khwendo Kor (Sisters' Home)
Has the organization received awards or honors? Please tell us about them
Yes Khwendo Kor or its founder on behalf of Khwendo Kor have received various awards on the basis of its performance from government and international bodies. These include:: -
a.UN Services Recognition Award
b.Sitara-e-Imtiaz (highest civil award) by President of Pakistan.(1999)
c.The Human Rights Award from the International Labour Organization (ILO)2001
d.Fatima Jinnah Award 2003
e.IUCN outstanding women award 2007
f.Synergos Fellowship 2008
g.PPAF prize for best in entrepreneurship development at village level.
h.Fatima Jinnah President Medal, 2010
i.Benazir award
j.Human Rights Award 2010
k.Best Loan officer-2010 of Khyber Pakhtunkhwa (KP) by Citi-PPAF
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Cost, Equity.
The Need: What problem are you trying to solve?
Two-thirds of those living in Pakistan’s rugged, strategically key, Tribal Areas (FATA) survive on less than a dollar per day. Women are particularly disempowered. Subservient to male relatives, 97% illiterate, vulnerable to honour killings, early forced marriage,domestic abuse. They lead segregated lives, working long, unpaid hours in the fields or at home. They cannot save money, access credit or start businesses. Change does not come from Government focussed on military intervention, business deterred by lawlessness and failing infrastructure, or NGOs viewed as Western Tools. Clerics, Taliban and local elites enforce the deeply conservative culture, with Kalashnikovs if needed.
The Solution: What is your solution? Be specific!
KK (www.khwendokor.org.pk) will use Village Banking (VB) to spearhead change in FATA, empower women, and tackle the interlocked web of disadvantage. KK’s model requires skilled negotiation to reach the women and work with them on health, education or micro-credit. Its success attracts local support, neutralises extremist hostility, and creates the space for work on political and human rights. The proven WORTH model of VB will enhance this success giving women the confidence, literacy, numeracy, and business skills to save, and improve family finances. Confidence will bring further development. In this way a unique combination of models will draw on the deep but latent hunger for development, spreading virally to bring sustainable change to a key part of the world.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
1.KK builds on its access to the remote village (khel) to encourage women to form a small literacy/savings group of up to 20 women who agree to meet, save regularly and help each other learn to read and write, create their own Village Bank, and support each other in running small businesses using WORTH self-instructional materials.
2.KK supports this group to use the WORTH materials to:
a.Ensure members save every week
b.Gain literacy, numeracy, vocational, village banking and simple accounting skills for income generation
c.Identify and prepare borrowers profiles, process loan requests
d.Maintain monthly records of principle and savings by borrowers
e.Ensure that designated females are trained in group management, transparent record keeping and banking skills
f.Become fully responsible for disbursements and recoveries from borrowers on a weekly and monthly basis
g.Establish their Village Bank and open separate VB bank accounts where practical.
3.Khwendo Kor regularly monitors the disbursement, recovery and savings of the bank, increasingly using mobile phones for monitoring, support and the transfer of money. Thus lessening security concerns while promoting local self-reliance.
4.The model spreads by example as neighbouring villages come to see its advantages.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Peers, Competitors
•Male community members
•Informal credit lenders
•Religious and local leaders,
•Local Taliban
Challenges
•Rigid local culture,traditions are male dominated oppress women
•Those providing informal credit fear competition
•Religious leaders may see Savings Banks as against Islam.
•Local Maliks, other powerful people see women’s independence as a threat to their own power
•The Taliban may see all NGOs as tools of the West and threats to their influence (See Maryam’s Mission) http://www.youtube.com/watch?v=UqcxPHeNRoI)
•FATWAS and direct threats are issued against staff and collaborating villages and sometimes carried out.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Shortly before Maryam Bibi met the ODells she recorded this conversation by FATA women.
•We do not have much hope from government or maliks. We solve many problems ourselves. For example we collect Rs 10 to 15 from each household to pay Rs 3000 monthly salary to our Imam
•We have learned much from KK. Now we will start saving regularly, and with KK’s help, open bank accounts, get links to markets, develop our organisation
•We will meet with higher ups,and politicians to share our problems
What the women describe and want is what the combined models will innovatively and provide and be able to replicate at scale.
Please describe the goal of your initiative; outline what you are trying to achieve
Worth women empowerment model strenghten women of FATA to address:-
1. Women’s rights in FATA;
2. Increase in Literacy rate in FATA;
3. Decline Poverty in FATA;
4. Development in conflict zones;
5. Community development and self-help
6. Social franchising of village banking
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
Physical and other accessibility obstacles that prevent communities from reaching financial services, The lack of affordable financial products tailored to the needs of underserved and excluded communities,.
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
The primary beneficiaries will be the underserved, disempowered and socially excluded women in FATA who endure armed conflict, cultural constraints and family living standards far below the human development index for Pakistan, and who suffer even worse problems if they are in families headed by women. The secondary beneficiaries will be the communities in which these women live and men from the communities working in the Gulf and elsewhere. The experience and insight gained through the project should be of value to communities in many conflict zones and can be used by WORTH in its work throughout the world.
Could your solution work in other geographies or regions? If so, where?
Yes. The areas of Khyber Pakhtunkhwa (KP) and FATA where KK works are very similar in geography, culture, and languages. Compared with FATA, Dir Upper, Dir Lower, Chitral and Kalash are similarly lacking in microfinance services and financial literacy, and have a similarly tough terrain but great potential for small scale businesses in agriculture, forestry, and livestock. Southern district such as Karak, DIK, Tank, Kohat, Lakki Marat and urban areas have higher literacy rates than FATA, and varied opportunities for generating income so that much can be achieved in a short time by mobilizing savings and disbursement for women home-based workers. More generally an approach which proves successful in this most challenging of environments should be similarly effective in conflict zones throughout the world.
If your solution is dramatically successful, how will things be different in 10 years?
KK’s long engagement in FATA will enable its WORTH program to succeed, empowering women in remote, rugged and highly conservative Muslim areas where women face disadvantages even greater than those found during WORTH’s development in Nepal. Initially KK expects to reach about 10,000 women of FATA in the pilot phase. Once tested and adapted as necessary, the program can be scaled up to reach thousands more. Anticipated changes for the women and their families include:
1.Wealth creation by those with limited assets.
2.Sustainable Village Banks when the program ends.
3.Higher school enrolment for girls as well as boys (a consequence of changed perceptions of the value of female literacy).
4.Replication in other villages with minimal additional support.
What will have had to have changed to make this happen?
Khwendo Kor believes in rights based approach and strong community participation in following: -
1. Skills development are enhanced for business development at household level.
2. Financial literacy improves women ability to measure profitability
3. Social Franchising reposes self confidence and self sufficiency
4. Formal and informal literacy improve education among women & girls
The above factors need to be changed to ensure khwendo banks realize sustainability and local resource such as saving are mobilize & enterprise are developed.
What has been the impact of your solution to date?
The outcomes of KK’s work include an educational program (4000 pupils 82% female), a micro-enterprise programme increasing incomes among the entrepreneurs by 50% over three years and the registration of 4000 women voters.
WORTH’s initial trial in Nepal from 1998 and 2001 reached 125,000 women and formed 1,500 VBs with 35,000 members. WORTH now reaches over 200,000 poor, rural women in Asia and Africa enabling women to save over $2 million and generate almost $10 million in micro-enterprise earnings.
The reliance on local people makes both models highly sustainable. KK schools remained open in Taliban areas when government schools closed. The 2001 Maoist insurgency ended WORTH’S Nepal programme, but the number of VBs increased, with average capital rising from $800 to $3,200.
What is your projected impact over the next five years?
KK’s WORTH Programme is projected to have the followings impacts:-
1. 500 Social organizations/women’s savings clubs are formed
2. 10,000 women are able to gain vocational and numeracy skills
3. 5,000 Women are involved in income generating activities
4. 5,000 Women are borrowers and custodians of savings and funds
5. 3,000 Women are able to read and write
6. 200 Village banks provide easy access to micro loans and micro-insurance
What barriers might hinder the success of your project? How do you plan to overcome them?
The strictly observed local culture places severe restrictions on women. In this context, religious leaders, maliks and traditional lenders may all oppose the initiative as may the local Taliban. Careful work is needed to select villages prepared to consider Village Banking, to persuade Imams that it is not against Islam, and to engage men, particularly male leaders, in seeing the likely benefits to the whole community. Once examples are established the project will spread rapidly encouraged by ‘Appreciative Inquiry Family day meetings’ to share successes. In KK’s experience the Taliban are reluctant to attack something that has deep community support.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Simple, practical village banking introduced through 5 social franchise VBs to served125 women for loans and savings.
タスク 1:
5 Community Women organizations are formed and trained on social mobilization and Village Banking (VB).
タスク 2:
KK imparts vocational and numeracy skill training to 100 savers, borrowers and community women organizations members
タスク 3:
5 KK community women organizations are working and have completed borrower profiling.
Now think bigger! Identify your 12-month impact milestone
10 simple, practical women’s village banks are operationalized to support 100 women-driven micro-enterprises by FATA women.
タスク 1:
Community women’s organizations are working and complete borrower profiling. Khwendo Kor facilitates community women organizatio
タスク 2:
Khwendo Kor facilitates record keeping for principle and savings amounts on monthly basis and ensures that designated females ar
タスク 3:
Khwendo Kor facilitates community women’s organization in establishment of Village Banks and opening of VB-separate bank account
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
1.KK financing agreement of PKR 15 million with Pakistan Poverty Alleviation Fund; PPAF-Community enterprise development (CED) funded by World Bank for VBs across Pakistan
2.Oxfam Novib is strategic partner of KP & FATA Community Women’s and Men’s Organizations for health, policy advocacy, sustainable livelihood, education
3.Pakistan Poverty Alleviation Fund (PPAF) supports KP Villages in social mobilization for revitalization of government education and health services delivery.
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
Khwendo Kor-Trust Microfinance currently extending micro-credit loan in three districts namely peshawar, Karak, Mansehra of NWFP Pakistan and served more than 1500 women clients since 1993.
Khwendo Kor--Trust microfinance introduces Khwendo Bank (Sisters' Bank) using worth model in Chowa Gujjar Village of Peshawar district. Community organization finalizes General body and executuve body for execution of operations.
Marketing added value & Supply chain for the home based workers handicraffts(mazari,hand embroidary etc). Currently khwendo Kor promoted mazari products world wide
What type of operating environment and internal organizational factors make your innovation successful?
1.Easy Access to micro-credit
2.Local resource mobilization
3.Self sufficiency
4.Participatory decision making
5.Aware and Mobilize the savings among the women home based workers.
6.Action oriented literacy
7.Self help legal rights and advocacy
8.Women empowerment
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We can offer to share our extensive experience working in conflict zones.
KK strives to ensure that women are aware of their rights, e.g., literacy, education, business, skills, voting and participation at policy level and proper education including numeracy, adult literacy, vocational skills essential for development of village banking.
This project also has a Changeshop where you can read more about its latest progress.
Go to Changeshop: Connecting Steps.
Created on 09/11/2012 by ndelgado
Design-thinking workshops for non-profits, activists and social entrepreneurs. Empowering people to find new solutions to existing challenges.
もっと読む ↓↑ 隠す↑ 隠すCountry where this solution is creating social impact
Region in BC where your solution creates social impact
Vancouver.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Access, Quality.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
In 2003, there were approximately 161,000 incorporated non-profit and voluntary organizations operating in Canada. An estimated 13% of which were established in British Columbia. These organizations touch all aspects of our life and have become a fundamental part of Canadian society. Unfortunately, non-profit and voluntary organizations experience many difficulties fulfilling their missions or achieving their organizational objectives, which limits their ability to contribute to the community. Having to manage with limited economic resources is challenging enough, but usually it is the lack of strategic orientation, leadership and management struggles what stands in their way towards establishing a plan and generating ideas on how to reach their goals.
The Solution: What is your solution? Be specific!
Connecting Steps is a series of dynamic workshops for non-profits, activists and social entrepreneurs that uses the design-thinking and co-design framework to empower them in the development of better solutions to social problems.
Connecting steps looks to empower those involved to create a meaningful change through their own effort, ideas and concepts. Participants engage in activities to accelerate meaningful collaboration and learn the skills, tools and techniques that they need in order to tackle the complex problems that affect them.
The project seeks to generate a ripple effect, where workshop participants will multiply the benefit of building their creative confidence by effectively pursuing their organization's objectives and fulfilling their community's needs.
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
“Teach a person to fish…. “
The Connecting Steps hands-on interactive workshops will introduce the framework around design thinking and co-design as creative problem solving approaches. Design-thinking uses the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. Co-design emphasizes the collaborative work, which requires mutual learning between the stakeholders, creating a process that is more democratic and open.
During the workshop, participants will learn tools and techniques in the areas of discovery, definition, visualization, ideation, experimentation and implementation, and immediately apply them to the problems faced by their own organizations. The collaborative approach allows everyone to learn not only from the instructor but also from every participant in the workshop.
After the workshop the instructor will continue with a follow-up which each of the participants to aid them in the application of the skills they have learned. The Connecting Steps website and social media strategy will also allow for participants to stay in touch and learn from each others progress as they apply the concepts learned to their own organizations.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
While there are a few organizations that offer design thinking services, they are mostly focused on business innovation and don’t specialize in the small non-profit groups. Connecting Steps is particularly interested in the small and medium organizations that don't have a marketing or communications department. There is currently no one addressing this market, and there is a huge need and demand for this type of service.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
I have over ten years of teaching experience in the areas of design, marketing and creativity, working as a professor in Mexico and Canada. In 2011 I started to work with the international NGO Poster for Tomorrow and had the opportunity to travel to Africa as part of their Pan African and Draw me Democracy workshops, which aim to strengthen participants’ knowledge and skills in the fields of design, social communication and advocacy advertising. This provided me with the opportunity to see the amazing benefits that could be achieved in a small amount of time.
For my PhD at the University of Victoria I decided to focus on co-design and design-thinking. I was looking for a project to collaborate with and posted an ad asking for any non-profits that would like to work with me. I received an overwhelming response with emails from all kinds of organizations eager to receive help. After talking to many of them I realized that there was a huge need that nobody was addressing.
Please describe the goal of your initiative; outline what you are trying to achieve
I want to help others to help others. I would like to create a ripple effect where the work I do with the leaders of these organizations is translated to the work they do with their communities and causes. I want to empower small and medium sized organizations and individuals so they can achieve their goals and make a positive impact on the world.
What has been the impact of your solution to date?
This program is in the idea stage. But I have extensive experience as a workshop facilitator. I have worked with undergraduate students and professionals in Mexico, Argentina, Ghana and Canada, aboriginal communities in Canada and locally with the Green Streets Games project in Vancouver.
What is your projected impact over the next five years?
I would like to create a strong network with local charities and non-profits. While it would be great to take this across Canada I am more interested in building a strong foundation in BC first. It's important to measure the results of the workshops and build strong case studies, so the workshops become stronger each time and their impact is visible to the communities involved.
What barriers might hinder the success of your project? How do you plan to overcome them?
The two main barriers are cost and continuity.
Cost implies the expenses involved in the planning, promoting and execution of the workshops. I will address this by initially covering the costs myself, and look for external sources of support, such as grants and sponsorships. Volunteers and partnerships are also key elements of this section.
Continuity refers to what happens after the workshops are finished. It's very important to ensure that participants are able to apply the skills they have learned in their own organizations. This will be addressed by establishing a follow-up plan and a resource kit accessible to participants, as well as a social media strategy that allows communication between stakeholders and display of success case studies.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Launch project. Create a network of participants/collaborators. Teach workshops. Follow-up.
タスク 1:
Establish the project in vancouver. Launch Website. Make connections with non-profits and individuals.
タスク 2:
Teach 1-2 Workshops. Create a strong network of collaboration. Launch toolkit.
タスク 3:
Follow-up with participants. Launch Social Media Strategy. Present first results obtained from the workshops
Now think bigger! Identify your 12-month impact milestone
Create website and establish key partnerships.
タスク 1:
Recruit volunteers. establish strategic partnerships with universities and organizations.
タスク 2:
Present success stories obtained from first workshops. Strenghten online network of collaborators
タスク 3:
Establish a yearly schedule for workshops. Possibly include other instructors.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Since the project is on the idea stage there are no current partnerships. However future partnerships would include non-profit organizations and universities.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
What type of operating environment and internal organizational factors make your innovation successful?
I am a graphic designer which allows me to create the technical/creative elements needed for the project and I'm also an experienced instructor and workshop facilitator, which allows me to ensure the quality of the content of the project.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
opening a small business a Bakery and locally grown vegetables. Ideas are to: to flated the back yard 30' X 60' area and put down about 4-6 inches of concrete; local value added fibre to build 30to 60 planters boxes (5' X 3') (Potatoes, Carrots, Beets, Sweet Peas, Turnips, cabbage, tomatoes) with a 5 year plan of expanding the growing areas and to include more vegetables as the business grows.
Local Bakery: Home baked breads, buns, pies, cakes, cookies, muffins, pepperoni cheese sticks, with the plan to increase a varity of home baked goods.
J&P Emerging Enterprises is a company that focuses on helping new and small companies develop their business and get established in the Brazilian market. With a hands-on approach, we assist entrepreneurs with business planning, fundraising, business structuring and strategic management, creating sustainable, effective structures that ensure long term success for these promising enterprises.
Created on 09/5/2012 by Liza Mamaliga
Dulce Plai is a social enterprise working in beekeeping and honey industry in Republic of Moldova. Our activity is driven by the vision to facilitate the sustainable development of beekeeping in Moldova through increasing the competitiveness of Moldovan honey on foreign market and to make Dulce Plai the brand of Moldovan honey on German market.
もっと読む ↓↑ 隠す↑ 隠すGender of Innovator
Female
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
The Need: What problem are you trying to solve?
Beekeepers are struggling in Moldova to win a living and they are complaining everywhere that the state are not supporting them, that the honey is cheap and export is difficult to do.
As a result we have a reduction of the number of bee population in the last 10 years, from 400 000 to 80 000 bee families, respectively the reduction in production. There are many factors that led to this alarming situation like: low honey consumption in Moldova in comparison with other countries, only 40 g citizen/year (while in EU countries the rate is 500- 600 g and in Germany the rate is 1,8 Kg), low awareness of the importance of pollination for agriculture and biodiversity, lack of information about the honey and other bee products consumption importance.
The Solution: What is your solution? Be specific!
In 2017 we have improved the life of 30 young beekeepers, through increasing their income from honey commercialisation, under Dulce Plai brand. As a result the beekeepers will increase the bee population and honey production in Moldova. And at the end the increase in bee colonies lead to a better pollination of farmers’ crops and a great contribution to biodiversity conservation.
In addition we provide job and internship opportunities for rural youth in fields like: beekeeping, accounting, marketing, product management, research and development and others.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
We will develop Dulce PLai the brand of natural Moldovian honey for export in Germany. We will buy the honey from young beekeepers giving them a fair price. This will increase their income and allow them to keep more bees and to produce more honey. Young beekeepers will not immigrate, will have a eco-friendly activity and the bees will pollinate the crops around and will contribute to biodiversity conservation. If the model will work it can be replicated for other agricultural businesses.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
We have as our target market Germany honey market and we have rated the market based on sales volume and profit margin criterion. Since profit margin are low on our products, covering social enterprise costs requires identifying markets where Dulce Plai can sell the products in high volume. Germans who buy honey do so first from supermarkets and speciality shops.
We are different because our main goal is to contribute to sustenaible development of beekeeping. Our honey will be unprocessed, to conserve the properties, specific for Moldvan honey, due to the plant are pollinated
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to economic opportunity.
What has been the impact of your solution to date?
We have a month since registered and 10 days since the launch event. Using Social media we talked about our project, about how important the beekeeping is and tried to make youth interested in.
What is your projected impact over the next 1-3 years?
To help 20 young beekeepers.
To raise Moldovan honey competitiveness on EU market
To contribute to the increse of organic production
To create 5 jop places and 6 internship opportunities
To increse honey consumption in Moldova by 1%
What barriers might hinder the success of your project? How do you plan to overcome them?
Commercial relation Moldova-EU. Lobby and advocacy with young Beekeepers community
Unfavourable natural conditions. Bio stimulents for bee and feeding to keep them survive the dificult years.
Lack of investments, A well-developed fundraising strategy.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To have an agreeent with a customer in Germany
タスク 2:
To find potential clients in EU (Germany)
タスク 3:
To renew the apiary according to organic producing requirements
Now think bigger! Identify your 12-month impact milestone
20 tonnes high quality bottled honey produced by 6 young moldovan beekeepers sold in Germany
タスク 1:
To raise funds for To build the Extracting Packing Storing Center
タスク 2:
To identify the suppliers
タスク 3:
To get the certification for export
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
My Aha moment came in my mind when I got the chance to be fellow at Dekeyser& Friend Academy in Engage in Conservation Project, there I relized that my father hobby, beekeeping, is very important for the biodiversity and also can be a sustainable income generating activity.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Dekeyser&Friends Academy gives me theoretical and practical support, mentorship and a small funding opportunity.
National Beekeepers Associations.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 09/5/2012 by DavidCadia
Nic Boutique provides artisans, producers and designers a platform to express their talents, empower themselves, and learn to become more financially independent!
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Nic Boutique "The very best from the land of Lakes and Volcanoes"
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
The Need: What problem are you trying to solve?
Nicaragua is one of the least innovative and poorest nations in the western hemisphere. Over 50% of the population live with less than $2 a day. Thousands of talented artisans, producers and entrepreneurs, which have the potential to create new economic growth, lack the support and services they need to innovate their products, access new markets and grow their businesses. We believe there is a need for innovative, long-term solutions that promote collaboration, create sustainable growth and improve lives.
The Solution: What is your solution? Be specific!
NIC Boutique is a social enterprise that helps artisans, producers and entrepreneurs express their talents, empower themselves, and become more financially independent by providing them with the support and services they need to innovate their products, access new markets and grow their businesses.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
1. Our multi-disciplinary team of specialists identifies qualified artisans and producers that have products or the potential to create products with market demand.
2. Once a qualified artisan/producer has been identified we perform a custom designed diagnostic based on 7 main categories which are: Design, Brand, Technology, Innovation, Production, Finance and Management to get a 360 degree view of the artisan or producers current strengths, weaknesses, opportunities and threats.
3. We evaluate the results of the diagnostic and select the most viable solutions that will help the artisan/producer improve and innovate their products to prepare them for new markets.
4. Once the artisan/producer's products are ready for market, we begin a testing phase to learn how to best introduce the product into the marketplace and minimize risk.
5. Based on what we learned during the testing phase we make necessary improvements and refine our product introduction strategy.
6. We measure and analyze the results of our efforts to identify and systemize best practices for each product and category.
7. We give back. For every product sold NB designates 10% of the profits to a special fund called FEI (fond de emprendimiento e innovación) that will be used to support entrepreneurship and innovation efforts in Nicaragua.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
In Nicaragua there are currently no local competitors that offer all the services or brand platform that Nic Boutique does. There is a tremendous lack of service providers specialized in innovation and world class design services. The few efforts that have been made to address these needs have been mostly provided through NGO or government sponsored programs that focus mainly on technical training, equipment financing and or business coaching. The biggest problem with this strategy is that these programs do not provide long-term sustainable solutions to innovate and commercialize their products. Once the funding has run out the artisans/producers are on their own.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to talent, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
In under 5 months of operations we have helped several artisans and producers improve their products and introduce them to new markets with better margins such as the Duty Free Store PLISA located in the Managua International Airport and Stop-N-Go speciality gourmet markets in Nicaragua. We also are currently working to begin new product introductions in local supermarket chains and begin exporting products under the NB brand to specialty niche markets in Central America and the US before the end of 2012.
What is your projected impact over the next 1-3 years?
Our goal is to improve thousands of lives in Nicaragua and Central America over the next 3 years. We want to create a new model of development that is built upon teamwork and the belief that design, collaboration and goodwill can be used to combat poverty and create sustainable growth.
What barriers might hinder the success of your project? How do you plan to overcome them?
The greatest barrier that exists for the success of our project right now is the lack of working capital and financing available to us. The project has been funded solely by the founding partners David Cadia, Carlos Chica and close friends and relatives.
To overcome this barrier we entered a new entrepreneurship program funded by the IDB /COSEP / CACONIC called Emprendimientos Dinámicos website: www.emprendimientos.org.ni. NIC Boutique was selected as a finalist in the program and is being provided with free consulting services to help prepare us for a new network of local Angel Investors that the program has created.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
increase distribution points of NB products to include the two major super market chains in Nicaragua
タスク 1:
obtain necessary working capital
タスク 2:
add the missing team members we need
タスク 3:
market our brand and products
Now think bigger! Identify your 12-month impact milestone
exporting NB products throughout the region and US
タスク 1:
create demand for NB products outside of Nicaragua by building the brand
タスク 2:
partner with organizations that are already working with artisans and producers to prepare them to scale
タスク 3:
create strategic alliances with regional and US distributors
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
A few years ago I was in a local artisan market with my girlfriend and found a talented artisan jewelry maker named Carlos Jimenez. His designs were very unique and high quality so I started a conversation with him. We talked for a while and he had a great story and a good product but I noticed he had no logo or brand. He also had no website or marketing strategies or lacked the capital to buy better raw materials. At that time I had a business that was providing businesses with very specialized design and innovation services and I thought what a difference I could make in this person's life if I could be able to provide him with same services. He had a great product and story but just needed a little help to take it to the next level. I knew that I had to do something to help him and other talented people like him. That's when the idea for NIC Boutique was born and the belief that we could make a difference in the lives of thousands of people became my obsession.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Through innovation workshops and conferences that our founder David Cadia provides to small-to-medium enterprises, cooperatives, and local university entrepreneurship programs in Nicaragua, we have been able to meet many of the current artisans and producers we are working with and have made alliances with some of the NGOs/programs that they are receiving support from such as Technoserve and Vital Voices. Also, Movistar Negocios Nicaragua, a division of international telecom provider Movistar, is officially sponsoring the NB team with phones, business telecom services and networking events.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We need to create and support new financing methods. It is extremely difficult to obtain financing for these type of projects, especially in Nicaragua. We want to make a difference in this country and stop not-only the migration of the poor but also the great intelectual migration that Nicaragua and Central America has suffered because of the lack of venture capital and support systems.
Created on 09/4/2012 by Abdus Samad AK
A solution network trying to find solution to real life problem of underprivileged people in the society by providing employment opportunity through innovation
もっと読む ↓↑ 隠す↑ 隠すこの団体が社会的なインパクトをもたらす国
India, KL, Kasaragod and Kannur
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
The Need: What problem are you trying to solve?
On one side there are huge unemployment problem at the bottom of pyramid, but there are good hidden talent within them that could to be unearthed and converted to employment opportunity. On the other hand there are people with excess money looking for investment, however they do not invest in bottom of pyramid due to lack of confidence in that sector
To build confidence and encourage investment there should be one platform which could bring people, corporate, Media, NGO and government at one place and we make it happen using a program called ‘imsocio villages’
The Solution: What is your solution? Be specific!
To create an online and Ground level platform to identify the needs of backward villages, understand the potential of that place and find out a business opportunity. Create a business plan to attract investors and form a governing body consisting of investors, imsocio representative and village persons. Imsocio representative will then give training to these underprivileged people through NGOs and government help and form a self help entrepreneur. The governing body will have the full control of this group and business. Profit thus earned will be distributed among investors for investing, imsocio for facilitating and self help group for working, thus create a sustainable small scale business in different parts of India.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
Doing charity alone is not always a permanent solution. People will get one time help and then they will be in darkness again, so what we need is a perpetual income generation technique in a sustainable way.
Model
Identify a sustainable but a small business, preferably something which could be done from home. Produce end product at lower cost and market it using a strong marketing group governed by imsocio board.
Eg: Current Idea is to implement - paper bag manufacturing unit as a pilot study
• As a first step we have identified a small viallage in a place named Kannur in Kerala, India
• Consists of 25 poor families, looking out to create a sustainable employment for them
• Created a voluntary group among themselves consisting 3 people
• Visited NGO’s, Training institute, media and investor for help
Future work:
• Create a governing body consisting of investors, imsocio representative and people to run this unit
• Create an advisory panel consisting of people from different stream to guide us in the project
• Train people and set process of manufacturing
• Manufacture and market the product
Difference to the society:
• Create employment opportunity in the bottom of the pyramid
• Link the investor with needy people
• Since the planed unit is a paper bag manufacturing unit, it will be environment friendly
• Will act a substitute of plastic bags
• If we could run our pilot study successfully, then we can replicate the model to different parts and expand it
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
NGos and government bodies that work for women empowerment and rural development undertake activities like ours, but not all are organised.
Eg: kudumbasree program is a similar concept but not exact
How we are different:
We are not an NGO, but work for the betterment of society
Most of the self help group fail because they do not have proper governing body, we at imsocio aims at a professional governing body
Most of the self help group work in a traditional set up, but we will concentrate on marketing innovation
Branding of products produced which do not happen in traditional set up
One platform where people, investor, corporate, NGOs, Media and Government could meet
Challenges:
Educating and training the bottom of the pyramid people
Building confidence with the investor
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to economic opportunity.
What has been the impact of your solution to date?
We are in the pilot study stage of imsocio villages and will go for complete implementation soon. We have created a volunteer group, approached investors, media and Ngo for help. Other activity taken up by imsocio had following impact:
We were successful in working with a government agencies to study the future developmental activities of a district in Keara, Ran a campaign named – Earth Hour 2012 raising awareness about global warming.
What is your projected impact over the next 1-3 years?
Generate employment in Rural area
Create a sustainable revenue model for rural empowerment
Create at least 50 to 100 investor group within 3 years
Employment to at least 1000 people at the end of 3 years
Develop imsocio into a good brand
What barriers might hinder the success of your project? How do you plan to overcome them?
Attitude of the bottom of pyramid people can hinder the success of the project and could be overcome by giving through training.
Entire strength of the model lies in the strong governing body, so the governing body will contain people from investor, imsocio and people thus promoting participatory management.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Create at least 3 employment unit in 3 different villages. Bring all these 3 unit as a profit making unit
タスク 1:
Finalize the product to be brought under the manufacturing unit and train the people
タスク 2:
Create the expert panel and governing body
タスク 3:
Getting the right investors
Now think bigger! Identify your 12-month impact milestone
Replicate the success of the previous unit to at least 20 more units. Create a strong brand for further growth
タスク 1:
Get maximum coverage in the media
タスク 3:
Make sure investors gets their returns
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Founders know each other from childhood and formed the organisation named Ichancial Technologies a year ago during collage, however imsocio as a concept was found under Ichanical less than 3 months back. We realized the potential of the business when we studied the strength and business opportunity at the bottom of the pyramid. Today MNC in India looks for business in the bottom of the pyramid. FMCG manufacturers came up with small packaging especially to attract very low income group people, so we realized we can have a good business if we can leverage this people for production purpose, once the production cost is low we can sell easily.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
We look forward to partner with NGO's into rural empowerment
Media partners to take up our cause to people (Already spoke to a leading Kerala newspaper)
Department of public welfare - Government of India
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
PS: The investment needed to start one employment unit is not very high, we need to create many employment unit to see the real business potential. Say if one employment unit is fetching imsocio about $1000 per month, imagine having 500 such employment unit thorough out India that would give imsocio a revenue of $500,000 per month, that huge is the business potential.
Created on 09/4/2012 by Sadequa Hassan
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FSB, A specialized IT service company opened up its Bangladesh office in 2009. It is a multi award winning and the leading e-commerce company in Bangladesh.FSB till now have been closely working with the Bangladesh Rural Societies bringing to the most underprivileged people the best of technology from the west.
もっと読む ↓↑ 隠す↑ 隠すGender of Innovator
Female
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
Established (past the previous stages and has demonstrated success)
The Need: What problem are you trying to solve?
1.Food Crises, economic downfall which effect livelihood of mass people.
Almost 80 percent of Bangladesh’s population lives in the rural areas, with 54 percent of them employed in agriculture and the remainder in the rural non-farm (RNF) sector.
2.Fair trading system
The farmers , fisherman, underprivileged women mostly never get their fair price as the market system is dominated by the middleman never get the access to the market system.
3.Gender discrimination:
Women are restricted at home mostly ar rural area only urban area women get a chance to work.
4.Technology divide
Sadly the use of Information Technology is available toa certain echelon of society more specifically the upper and middle class.
The Solution: What is your solution? Be specific!
Amar Desh Amar Gram (My Country My Village) is the first project of its kind that takes computers and web access to the lowest income group and empowers them with a possibility that was not ever previously available to them before. The project creates a virtual marketplace named as Amar Desh eSHOP for better economic opportunities
it takes the products from the poor to the poorest, producers all around villages of Bangladesh and then opens up national and international markets for them which otherwise is not available to them. Today fishermen from far off Mongla (south-west coastal district) are selling fish in the heart of Dhaka city, women sitting at home producing simple ‘handicrafts” are earning by selling their kathas (handicraft) all over Bangladesh and even abroad, farmers growing fresh vegetables are supplying to consumers and city markets directly. The journey does not end there, the centers that control this supply chain are controlled by youths of the local community.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
THE ONLINE MARKET FOR RURAL COMMUNITY (AMAR DESH ESHOP) FOR POVERTY ALLEVIATION, ECONOMIC DEVELOPMENT AND SOLVING THE FOOD CRISES:
Amar desh eshop directly links the farmers and all other producers of any locality (i.e. any village) to the customers across the country & the globe so that they receive their rightful profit. Due to The system would enable customers to get products at a reasonable price. (e.g. www.amardesheshop.com)
The system also creates equal employment opportunities for men and women ensuring increase in income. 7-9 individuals in rural area will be employed by each e-centre.
The system plays a crucial role in protecting interests of indigenous industries in rural areas by creating income opportunities of rural marginal people, small and handicraft industries and agro-based industry are encouraged in this system by ensuring utmost cooperation in the expansion of markets at home and abroad. A solution for reduction in rural-urban migration. If the victims are under the effect of climate change, it would not affect their livelihood as they have their own identity and virtual mall from where she can earn again even if she has lost everything. She can start earning again through her establishment in the virtual world which is recognized nationally and internationally.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
A low income producers, for example a farmers selling his vegetables to his local markets to the middle man or broker at price BDT 2, then the broker sells this product to wholesaler and wholesaler to main city distributor to local retail market where consumers get at BDT 25.But now through our e-center , www.amardesheshop.com producers can sell at BDT 10 and adding up the delivery cost and 15% commissions it reaches to consumers at BDT 15-18. The e-center staff , the local youth now earning BDT 3,000 monthly where else he had no income before.New distributors entrepreneurs are developed and their only job and earning now is delivering goods from producers to consumers .Under privileged rural citizens can benefit from direct access to target markets on the internet.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
Till date We have established 7 e-center with more than 5500 entrepreneurs. From each center we are serving local communities school and colleges providing websites and softwares build by the local e-center by the local youth, 834 above students being trained. 84000 local community peAmar Desh eShop (e-commerce platform) for Economic development
5500 entrepreneurs has been enlisted
Among them mostly are underprivileged women,Farmers ,Weavers ,Fishermen, Young entrepreneurs
Our e-centres sustainable models have enabled it to become a community of innovative entrepreneurs. From our some e-centres has given more than 3500 women a chance to be self employed and sell their handmade wonders aided by e-commerce, with no hidden charges. Our e- centres employ 25 women, some are over the age of 65 learning and teaching basic computer skills. Both men and women now have the chance through our centres to sell their artistic skills and open a new cultural market.
What is your projected impact over the next 1-3 years?
In the next 3 years if we can make more 64 centers in 64 districts of our country we can serve 768000 community members all our countries enterprenuers to give them a direct market access to trade both nation and international .Can actually train IT experts more than 8960 youths who can work as our Human Resource to manage the whole e-commerce platfrom.The next 64 centers will enable us to develop a network of centres to deliver services to every district but will also allow trade to flow between each district as well as to the capital city Dhaka.
Thus it will directly benefit both the Beneficiary rural producers and consumers who will purchase the products. Cross fertilization will happen.
What barriers might hinder the success of your project? How do you plan to overcome them?
We didn’t have e awareness in our country and During the initiative of the project, not only the rural people but also the urban clan was skeptical about the outcome.The challenges to create e-awareness among the villagers was an achievement .First barrier was there are villagers who had no access to computers in their life time .To train the youth and building a community around our e-center was another challenge still is a challenge.To manage such centers and to communicate to the village producers the aspects Human Resource Development (HRD) is also a big challenge for the project. Funding in the infrastructure, to set up centers in 64 districts is a big challenge for us .The traditional market system, middle man was always a stumbling block but our e-trading system is changing it all.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
To established more centers based on products.
タスク 2:
Train the center employee create more qualified HR
タスク 3:
Marketing and promotional activities to reach end users to buy online-the consumers
Now think bigger! Identify your 12-month impact milestone
タスク 1:
To create a market both nation and international with our products of Bangladesh
タスク 2:
Networking , cross trading
タスク 3:
More promotional activites
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Farmers > local wholesale market , but without the middleman (broker) the farmers can't sell their products to the local wholesaler > The middle man plays a critical role , tricks the farmers to sell the vegetables at very low rate, and they determine the price of the vegetables for example BDT 2 > The middleman sells the product to the wholesaler adding up their margin with a high rate > Then the local whole saler send the vegetables to the major /districts wholesaler adding upp margins > Now retailer shop buy from the districts wholesaler with much more higher rate > then the retailer sells to the consumers at BDT 25 , which famers got the price of BDT 2.
But presently with our e-center
Farmers > to their local village e-center which is maintain by their local youth , they come with their any of the products, get register , took pictures of their products ,put their own price , for example now they sell BDT 10 which previously could sell only at BDT 2.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Partners & Collaborations
BANKS
BRAC BANK AND DUTCH BANGLA BANK
Our E-Commerce websites has a highly secured and Visa and Mastercard verified online payment gateway provided by Brac Bank and Dutch Banlga Bank.
COURIER SERVICES
Sundarban Local courier service as the partner for providing logistical support for inter-country shipment of orders
DHL & Fedex
They have undertaken the responsible for shipping the majority of products(non-perishable items) that are purchased online by consumers worldwide.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 09/4/2012 by jpemergingenterprises
J&P Emerging Enterprises is a company that focuses on helping new and small companies develop their business and get established in the Brazilian market. With a hands-on approach, we assist entrepreneurs with business planning, fundraising, business structuring and strategic management, creating sustainable, effective structures that ensure long term success for these promising enterprises.
もっと読む ↓↑ 隠す↑ 隠す団体の所在国
Brazil, SP, Sao Caetano do Sul
Gender of Innovator
Female
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もっと読む↓↑ 隠す↑ 隠すName Your Entry
J&P: Empowering Entrepreneurs and Developing New and Small Businesses
あなたのソリューションに最もあてはまる段階を選択してください:
拡大中（次のステップで、地域または世界規模でインパクトを拡大させる予定）
The Need: What problem are you trying to solve?
In Brazil, many new and small companies face enormous difficulties when trying to get established in the market. In most cases, that happens because of a lack of strategic planning, which not only delays (and even hinders) the development of these companies, but also hinders them from raising the necessary funds for structuring their business and entering the market. Also, although these entrepreneurs do have access to professional advice (e.g. SEBRAE), many of them end up finding themselves in a situation where they need hands-on assistance in business development, while they focus on developing their products and services.
The Solution: What is your solution? Be specific!
To provide advice and hands-on assistance in business planning, fundraising, business startup, structuring, restructuring and expansion, and strategic management. By working closely with entrepreneurs along the development of their businesses, we come up with methodical processes and develop tools and work systems in order to build solid basis that will enable these businesses to maintain a consistent growth for many years.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
A small gaming company was struggling to develop its business and found itself in a situation where they could not move forward nor get established in this competitive market. We studied their case and provided the company with the following solutions:
>Business Planning: we developed an in-depth business plan, remodeling the business, devising strategies and creating a functional structure, upon which the company would be able to continuously develop and grow.
>Marketing Plan: we created a comprehensive marketing plan that included market research and low cost marketing campaigns that were extremely effective in the local market.
>Company Restructuring: the strategic plan that was created detected a need to restructure the company, which we did by hiring new talents, revising the company's business model and policies, establishing new partnerships, and creating tools, processes, procedures, workflows and new methodologies in order for the company to maintain the new structure without the need for external assistance.
>Fundraising: we presented the company's business plan to potential investors, in order to obtain an investment of BRL 1.5 million.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Our main competitors are:
BizStart (www.bizstart.com.br)
Empreende (www.empreende.com.br)
ACG Business Partners (www.acgbp.com.br)
Herrero Consultoria (www.herreroconsultoria.com.br)
All these companies offer similar solutions to ours, and our company differentiates itself by creating sustainable work systems and structures that are customized to each client's needs. Our hands-on approach ensures that our methodology is applied, tested and adjusted accordingly, and that the entrepreneurs are prepared to maintain an effective business structure.
With these competitors, the challenges we might face are limited resources, and a preference of entrepreneurs for a company that provides immediate results as opposed to the elaborate, sustainable structure we create.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to economic opportunity.
What has been the impact of your solution to date?
Currently, our solution impacts a limited amount of entrepreneurs. We have been assisting a few companies in Sao Paulo and Mato Grosso (Brazil), as well as a few companies in the USA, South Africa and South Korea in order for them to establish their business in Brazil. These are companies from various sectors, such as technology, social commerce, games, import/export, event planning, manufacturing, among others.
In the first few months of operations, our company has also helped several professionals and college graduates with career planning, resume writing and job search.
What is your projected impact over the next 1-3 years?
We expect to impact hundreds of entrepreneurs across Brazil and dozens of companies from other countries, by establishing partnerships with incubators and government programs for small businesses.
What barriers might hinder the success of your project? How do you plan to overcome them?
The barriers we will probably face are limited resources, resistance from the incubators and difficulty to get into government programs for small businesses. Our plan to overcome these barriers is:
1) To seek for external investment in order to obtain the necessary resources to expand the impact of our operations;
2) To present our most successful cases and a partnership proposal that will greatly benefit incubators while being flexible to adapt to their work model;
3) To seek for assistance from a third party that has involvement in the government and experience with such government programs.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
To establish strategic partnerships in order to expand our impact in the entrepreneurship in Brazil
タスク 1:
Create a presentation for our project and a partnership proposal
タスク 2:
List and contact the biggest incubators across the country
タスク 3:
Research and contact entities with involvement in the government
Now think bigger! Identify your 12-month impact milestone
Establish partnerships with foreign entities that support new and small businesses
タスク 1:
Translate and adapt our presentation and partnership proposal
タスク 2:
Research entities worldwide; list and contact the ones that are potential partners
タスク 3:
Hold conference calls or possibly travel for meetings in person with these entities
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
In July 2010, the founders Juliana Guinsani and Paul Camarao were discussing their experience with small companies, and how challenging the Brazilian market is. By looking at that scenario we realized that most of the problems new and small companies face are related to the lack of strategic planning, which is due to either a lack of know-how in planning or for focusing entirely on the product and service development. We also discussed the barriers that foreign companies face when trying to enter the Brazilian market, due to a lack of know-how in the local bureaucracy and the Brazilian culture.
At that moment we realized we had the necessary experience and know-how to help both Brazilian companies and foreign companies looking to enter the Brazilian market, and decided we would start by helping one company at a time, and expand as the demand would grow. And before our business was fully established, we already had our first client, and have been consistently growing since then.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Establishing partnerships is vital for the expansion of our business - it will enable us to help more and more entrepreneurs, employ more people and help the Brazilian economy to continue growing consistently. Without partnerships, our impact will stay limited and we will not be able to reach a considerable amount of companies in need of assistance.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We are able to support other initiatives by assisting them with business and professional development, providing them with the same solutions we offer our clients.
Created on 09/4/2012 by Riswanto Fajar Pengharapan
NONGGUP Solution for Economy Independence – Development Concept Toward the New Papua
もっと読む ↓↑ 隠す↑ 隠す団体名
Wahana Visi Indonesia (ADP. Boven Digoel)
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
Nonggup Solution for Economic Independence
あなたのソリューションに最もあてはまる段階を選択してください:
立ち上げ（試験的な運営を開始している）
The Need: What problem are you trying to solve?
a. Providing basic staples for community
b. Facilitating marketing of plantation product
c. Developing seeding for premium quality rubber plantation
d. Preserving local cultural values against to survive modernization.
The Solution: What is your solution? Be specific!
a. Establishing coop to provide basic staples and facilitate marketing of plantation product.
b. Exploring plantation suitable with the soil, climate, and character of Papuan. The choice was set on rubber plantation
c. Using the coop to cultivate value of solidarity, sense of community, and other positive social values from Papuan culture
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
a. With the coop, community no longer have to walk as far as 16 km only to buy basic staples.
b. In addition, community don’t have to sell their produce to other districts. The coop will buy the produce.
c. Community no longer have to walk as far as 16 km to reach the nearest bank in order to save their money. The coop provide saving facility with a higher interest rate.
d. Rubber plantation proves to be a valuable commodity, as it suits the soil, climate, and cultural condition of Papua. Natural local species needs low maintenance, higher resistance, steady production, and ecologically friendly.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The coop is responsible to buy produce from community, and find buyer. Edible crops and catch are sold locally. For rubber plantation product, the coop collaborate with PT. Montelo, and open more marketing partnership when the production is exceeding target.
We have no competitor as the community is already aware of our concept.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to talent, Access to technology.
What has been the impact of your solution to date?
a. We have increased member, from 24 families we have now 416 families in the 3rd year.
b. We have expanded, from 1 hamlet to 5 hamlets, and even attracting members from other district.
c. Increased sense of community among the hamlets. Previous conflicts is now solved through peaceful method
d. Shifting of gender role. The men work in rubber plantation in the morning, the women cook and care for the children. Previously the women have to search for sagoo in the forest, now they can buy rice in the coop.
e. Community is getting more confidence and no longer dependant of government’s subsidy
What is your projected impact over the next 1-3 years?
a. Expansion to other hamlets and districts, along with the increase of trust from the people to the coop.
b. Community will increase independence on capital, more confident on their own potential and ability.
What barriers might hinder the success of your project? How do you plan to overcome them?
a. Lack of road infrastructure between regency towns, district towns, and from district to the hamlets.
b. Awareness building on coop coordinators and community, to do communal work in repairing the road, so that transportation of goods among hamlets is more efficient.
c. Advocacy effort toward district and regency government.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Opening a branch of nonggup in Mindiptana district
タスク 1:
approaching local community figures
タスク 2:
training for members and potential members about group organizing and nonggup system of profit sharing
タスク 3:
regular monthly visit for group development monitoring
Now think bigger! Identify your 12-month impact milestone
establishment of new venture unit, namely premium rubber seedling supplier
タスク 1:
training of plant occulation for seedling unit manager
タスク 2:
providing patch for entres rubber plant as the main plantation patch
タスク 3:
supplying premium quality rubber seedling, in collaboration with “Getas” rubber research center
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
Nonggup in Mandobo language means togetherness. The coop is established in Ogenetan Hamlet, Iniyandit District, Boven Digoel Regency. The community was previously plunged in debt as they have only middlemen to sell rubber produce.
We tried to offer solution by establishing groups, and relating to a bible excerpt from Book of Kings 4:1-7, in which there was a widow who had 2 sons and was in debt. She was threatened that her sons would be taken as slaves to pay her debt. She sought help to Elisha, but Elisha merely asked “What do you have with you?” She had only oil in jar. So he told the widow to borrow jars from their neighbor, and pour the oil to the empty jars, and miracle happened.
We relate the excerpt on how ‘miracles’ can happen if we maintain good relation with our Creator, family, and neighbor. This inspire Nonggup to exist until now.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
Partnership with company: coop supply clean rubber sheet following company standard, while company pay proper price. When a change of price occurred, company would send a notification letter so that coop could negotiate buying price with community. Company also provides the tools (knife, pressing machine, and emulgator).
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Create conglomeration or capital sharing to create a new prospective venture,so that capital can revolve and increase. This also applies for areas outside the District even Boven Digoel Regency.
Created on 09/3/2012 by laycharles
Ddevelop an in school manufacturing business to employ work experience student to produce wooden awards medals for the Canadian Freestyle sking Timber series.
もっと読む ↓↑ 隠す↑ 隠す団体名
Summerland Secondary School
Country where this solution is creating social impact
Region in BC where your solution creates social impact
Thompson Okanagan.
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your solution addresses? Choose up to two
Cost.
The Need: Describe the need for your solution and the size and characteristics of the community(ies) your solution is engaging
Where’s the switch? What can I do to spark their interest to ignite their self-motivation? These are questions I ask myself countless times as a high school teacher looking for ways to foster self-efficacy, enable innovation, empower and increase high school graduation rates. Summerland Secondary School has about 485 students. To graduate they must all complete a work experience placement. The intent of this initiative is to develop an in school student run manufacturing business. Through this business students would be exposed to all aspects of production, marketing, shipping and receiving. The initiative has the ability to provide successive years of students with peer mentoring and a template to explore business ideas and products of their own.
The Solution: What is your solution? Be specific!
Summerland Secondary School Technology department has been provided with the opportunity to supply the BC freestyle/Provincial freestyle Timberlines freestyle series with wooden award medals for their competitions. At this time our primary goal is finalizing the choice of a CNC router table, secure funding and order the equipment. Once the equipment arrives at the school all aspects of the business will be the responsibility of the selected work experience students supported by the careers councilor and technology instructors. It is the intention of this initiative that all students involved will work and learn all aspects of production. Some of these include:
Assembly of equipment and maintenance
Using computer software to develop logos
Learning the computer operating system for the CNC router table
Working with a production team
Learning material science and finishing techniques
Shipping & receiving
Marketing
Mentoring students new to the production venture
The Model: Walk us through a specific example of how your solution makes a difference; include the primary activities involved in your solution.
All B.C. secondary school students who are enrolled in Grade 10, 11 or 12 must complete Graduation Transitions. In order to meet this goal, students must participate in at least 30 hours of work experience and/or community service and describe what was learned. This type of experiential learning increases the relevance of school by helping students connect what they learn in the classroom with the skills, knowledge, and attitudes needed to be successful in both the workplace and larger community. Our model will provide any grade 10 through 12 student with the opportunity to apply to the in school business. Students will follow standard practices for work experience placement by providing a resume and attending an interview. Once they have successfully become a member of the business team they will embark on learning the business from the ground up. It is the intention of our initiative to provide students with the skills and knowledge that will empower them with the responsibility to run an in school manufacturing business. Students would begin at this time with the assembly of equipment and training in its operation. As we progress and new studnts come on board the existing team will mentor and train the new staff on all aspects of the business. To complete their transition requirement they will complete a report that documents their work, and identifies the employability skills used or developed.
The Marketplace: Who are your peers and competitors? Identify others working to address the same needs as you and indicate what sets you apart from them.
At this time BC Freestyle has been purchasing their award medals from a private business. As we are just in the initial stages of the project I have no knowledge of other schools that are producing award medal. I am aware of high school programs in our district that partner business with school initiative programs to increase student’s exposure to career training opportunities. These play a vital role in providing students with meaningful opportunities to provide services for their communities. When student get involved with projects in the community they see directly the positive results their efforts are having in the lives of others. Our students can be proud participant in their own achievements and the success of others through the medals they will be producing.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The AHA! The moment!
I strongly believe that it is the relationships that we develop in life that have the greatest impact on individuals ability to promote positive change in the world. When I was approached by Wade Garrod of BC freestyle with the question of producing wooden award medals at school, the AHA gonged in my head. This is a perfect opportunity to build relationships and community within the school and with business and organizations outside of the school. Win, win!! Bring together a diverse group of students to implement a business plan, develop transferable skills and take pride in supporting Canada’s young Freestyle skiers.
Please describe the goal of your initiative; outline what you are trying to achieve
This initiative will give us the ability to purchase state of the art CNC technology for our students that otherwise is not being made available to them. By introducing one new piece of production CNC equipment and a business partnership with BC Freestyle the opportunity exist to produce revenue that can be reinvested into our business model. This will impact not only those students who complete a work experience placement but every student who enrolls in our wood technology programs. Subsequently, there is the possibility that momentum from the wooden medals business model will encourage all students to investigate and pursue new innovations of their own creation. This, it is hoped, will help to foster self-efficacy, enable innovation, empower and increase high school graduation rates.
What has been the impact of your solution to date?
At this time the impact has not been felt in the student population as we are in the fundraising and program development stage. The greatest impact so far is in the energy and excitement of students and the departments involved in our school. The prospect of being able to provide such a unique and positive learning experience for our students is producing a positive creative energy.
What is your projected impact over the next five years?
To help students seize the many opportunities in B.C.’s vibrant economy, education is changing. By initiating an operational business we have the ability to offer a mixture of: career exploration, pre-employment training, skills enhancement, and work experience placements for credit towards graduation. It is hoped that this partnership will enhance the goal of career development for a wide range of learner needs and help more students in preparation for further education and training in a career area.
What barriers might hinder the success of your project? How do you plan to overcome them?
The greatest barrier at this time is procuring the funds to buy the equipment. As this venture was only incubated in July of this year, we have a short time span to get product made before the start of the 2012/13 ski season. The plan is to develop relationships with as many interested parties both within the school district and private business. We have to date introduced the venture to our principal in the hopes of qualifying for innovation funding through the school district. There has been some interest from private parties to help fund the purchase of equipment on a 0% financing loan. In addition, we are approaching local cabinet making businesses who might be interested in developing a similar joint venture for piece manufacturing of some aspects of their production.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
At this point getting the equipment on the floor and operational
タスク 1:
purchase and assemble CNC router table
タスク 2:
technical training for students to learn computer programs and router operation
タスク 3:
organize with customer type of materials, logos, and shipping dates
Now think bigger! Identify your 12-month impact milestone
developing a business plan in conjunction with careers department to run inschool business and expand the partnerships
タスク 1:
Organize in school work experience student work schedules
タスク 2:
develop a business plan with carrers department to have students run the business
タスク 3:
organize student groups to brainstorm and develop additional innovative projects
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
The primary partnership is between students producing wooden award medals and the young Canadian freestyle skiers competing to win them. Pride in production, pride in competing. At this time the partnership is the combined efforts of Summerland Secondary School technology and careers departments, our School District and all the individual freestyle clubs across the country associated with provincial freestyle associations.
Are you currently targeting other specific populations, locations, or markets for your solution? If so, where and why?
At this time our only target group is BC Freestyle and the provincial Timber Freestyle series. It is our intention to try to get on board with other BC sports disciplines in the hopes of producing award medals for their perspective disciplines. In addition, the intention of the solution to foster entrepreneurship and innovation among our students and pursue any possible initiative they may present.
What type of operating environment and internal organizational factors make your innovation successful?
As a school we are already set up to run programs and are always looking for way to provide more apportunites and experiences for students. We have the facility to set up the equipment and run a production facility.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 09/1/2012 by piotrmichalak
Soalr Trip is a foundation which works in two main areas: ecology and culture. We work on Polish country, far away the biggest cities. Be Indie is a project which build culture economy and give talented people possibility of self-realization. It gives possibility to everyone get professional experience, get new skills, turn passion to money and stay entrepreneur instead of labour offices client.
もっと読む ↓↑ 隠す↑ 隠すプロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
The Need: What problem are you trying to solve?
There is a large group of artistically gifted and educated persons on Polish country. They are not employed or frustrated of bad-paid jobs below their aspiration. They can't get experience and find a job, can't change a profession because of adult learning offer is dissimilar to the employers demands. O they are passive and don't believe in possibility of change. It's specially intense in art and publishing sector. This situation is caused by:
• lack of cultural economy
• policy of buying a foreign licenses instead of Polish authors
• high barrier to entry the market for small publishers and self-publishers
• difficulties with gaining professional experience
• high prices of paper books, e-books and audiobooks
• no effective communication channels between authors and freelancers
The Solution: What is your solution? Be specific!
1. create market of mutual services in the publishing sector (job fair)
2. increase number of books by Polish authors (free self-publishing)
3. create a system of online training to acquire graphic, DTP, copywriting, illustrator skills and also extending skill of using graphic programs, knowledge of the mechanisms of promotion
4. provide a real opportunity to gain experience
5. promote e-books and e-readers
6. creating opportunities to publish low-cost publications and reading support system (possibility of reviewing, recommending, free reading/listening passages online)
7. improve the competitiveness at the market by getting professional portfolio, establish business contacts, professional references
8. create a platform for funding and promotion of self-publishing
9. creating platform to selling artworks
10. promote new literature by numerous competitions
11. promotion and publication materials neglected by traditional publishers (niche literature, poetry, drama)
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The heart of project will be many-functional portal with system of support artists. Parts of system:
1. 100% free self-publishing (others collet commissions up to 40% incomes) will increase the number of modern Polish books and let sell it much cheaper (78% Polish didn't buy any book last year because of high prices)
2. E-learning platform will learn how to: be a entrepreneur, sell and promote own works, get new skills in order to stay more attractive for employers
3. community of readers and authors allow to exchange the ideas and experiences
4. Quarterly e-zine lets spread the idea of cultural economy and know how all over Poland
5. job fair will increase number of job offers for artists and specialists
6. crowd funding centre allows to gain money for publishing works or its promotion
7. online bookstore and e-readers center
8. marketing and PR center
9. Media/art gallery let newbies get the experience and let others to sell their arts and skills.
The main value is, the portal will be the first system initiative of the cultural economy. It will be targeted primarily for the people from the country, who are away from the latest trends and possibilities of cities and big towns, and has hampered access to culture.
The second one is avoiding of exclusion of the blinds. Thanks the project there will be much more cheap professional audiobooks with modern literature.
Portal will increase access to financing for illustrators,lectors, actors, marketers, reviewers, DTP specialists and proofreaders, whose services normally are too expensive for most self-publishers
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Self-publishing market is low saturated, there are only 4 self-publishing portals across the country, it is still a novelty. There is one crowfunding portal, but does not deal with literacy and art projects. There is no online platform connecting authors and the freelancers. There are few freelancing platforms, but they are very general and working like auctions and not offer possibility of getting experience and learning how to get new skills. There are NGOs dealing with the problem of the digital exclusion, but do not stimulate sustain business solutions, they are limited to the purchase of hardware and software training. Competitors are traditional publishing houses offering on-demand printing and paid editing path, but not the sale and promotion of the book.
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to financing, Access to talent, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
This is still an idea, so there haven't been impact yet, but I observed impact of other ideas I have brought to live, like "Rent an artist", rewarded at European Culture Congress. Bringing artist (sculptor) to business had a great social impact. Many businessmen saw, than art and culture is important, that it's an investment, than more educated staff mean greater incomes and the managing process become more effective. For employers it was great experience their creativity – they saw, the art like a hobby can make the difference in their lives. They have stayed better workers, so they salaries and bonuses have risen. For an artist it was great opportunity to make money on his art. There is a great interest with continue project from business side, and now it's easier to have a donation for art projects in Września area, so thus was more art projects only within 3 months after 1st edition “Rent an artist” than within whole year before.
What is your projected impact over the next 1-3 years?
The impact of the project:
• initiate the culture economy in country
• reduce unemployment among artists
• create new labor market in country
• increase a demand for books
• reduce the country's cultural exclusion and isolation of the blinds
• create environment for the promotion of contemporary Polish literature
• reveal new talents
• increase cultural activities and talented people both as consumers and creators of culture
• rise specialized businesses to serve the publishing and self-publishing sector
• appear niche bookstores and galleries online
• increase community participation in promoting polish literature by crow funding
• artists and unemployed get tools to get new skills and buid profi experience to stay more competitive at the labor market
What barriers might hinder the success of your project? How do you plan to overcome them?
The main identified barriers are:
1. Authors reluctance to taking responsibility for their work
2. Conviction about the prestige of printed books
3. Distrust when dealing with freelancers
4. Reluctance for marketing and no business thinking
5. No confidence with innovative tools
6. Conviction about lower prestige of digital books
7. Low level of knowledge about e-books and audiobooks
8. Low saturation of e-book readers
Remedy:
1. Social campaigns for self-publishing and using e-readers
2. Cooperate with Polish producer of e-readers and its distribution
3. Cooperation with the Polish Association of the Blind to promote audiobooks,
4. Cooperation with portals promoting modern Polish literature, multimedia-books and hypertext.
5. PR campaigns in media an
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
Launch portal with all the functionalities and carry on an information campaign. In result the portal get 300 entries per day
タスク 2:
Publish the first 100 books, get 20 authors per month, and distribute their works via 10 online bookstores
タスク 3:
Achieve 50 transactions per month for the job fair, get 100 clients participate in e-courses, built the 500 person community
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Build illustration library containing 1000 cover pages and 1000 illustrations, achieve to 75 transactions per month on job fair
タスク 2:
Reach the level of 500 participants of online courses and 20 new per month, sign an agreement for the distribution of e-readers
タスク 3:
Publish 25 books distributed in 25 online bookstores per month, finance 10 projects per month by crowd funding
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The idea came to me after many discussions with participants of arts contests, where I am a juror. I've always dreamed about publishing house with system of support for modern Polish authors, but it demands a lot of money to print and fees for wholesales and retail bookshops, and promotion. The solving is online system supporting publishing, cooperation, learning, selling and promoting. I found there are a lot of writers, designers, marketers and other specialists with no work (or low-paid work not connected with their background and qualifications) and perspectives to good life on Polish country. It was the enlightening. Why not to design a platform allowing cooperate, learning, and making money for all these people who dream about earning for life by their art. And it will be a good start for develop of culture economy in Poland. For now, we have no culture economy at all. Success of my rewarded project “Rent an artist” proves, people stay more enterprising if they have a chance.
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
We plan to promote e-books with NGOs, art and cultural portals. We plan to organize various competitions: literary, reviewing, and public awareness campaigns, etc. At the moment there are several NGOs concerned, four literary portals, popular blogger-reviewer and the only Polish portal promoting the new trends in literature and the only Polish portal about culture economy I cooperate with. We plan to cooperate with Polish manufacturer of e-readers and distribute it. At the moment, interested in cooperation is one large warehouse, which focuses around a dozen online bookstore in Great Poland.
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
We need funds for buying software to launch our webportal with all functionalities or info about free GNU licensed or cheap soft. And money for first 6 months of activity. We have idea, knowledge, and passion. We can offer our business and professional knowledge and experience about PR/marketing, creative writing, designing and making businessplans.
Bangalore India
12° 58' 17.7564" N, 77° 35' 40.4268" E
Collaborative Community provides quality creative services to help social sector organizations and enable impact start - ups in marketing, branding, communication or bringing design intervention to their organization.
Services they offer are:
Strategy: Branding, Communication, Product, Retail.
Design: Identity, graphics, website, campaigns, space, craft & product development.
Services: Social media, brand/ design/ craft workshops, design standardization and training programs.
Our target clients would mean:
Created on 08/31/2012 by Andrea Kolb
ABURY combines the desire for style and ethics, exclusiveness and sustainability in a unique and innovative concept. ABURY seeks, preserves and connects exclusive, authentic handicrafts from all over the world and combines it with modern design and distribution – unique and original handmade designs, desirable fashion items with a real history and meaning. An intercultural value creation project.
もっと読む ↓↑ 隠す↑ 隠すこの団体が社会的なインパクトをもたらす国
Morocco, MRK, Atlas mountains
Gender of Innovator
Female
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すName Your Entry
ABURY - beyond fashion - a modern world crafts and heritage project
あなたのソリューションに最もあてはまる段階を選択してください:
成長（試験運営を続けながら拡大を開始している）
The Need: What problem are you trying to solve?
All over the world the knowledge of old crafts is getting lost because modern massproduction is taking over. Many of the old craftsmen and -women esp. in developing countries can't live of their art.
young people don't learn it anymore and we, as a world community loose a lot of wisdom, knowledge and values - and these cultures loose much of their identity.
So we have incredible skills and at the same time great poverty and low education. The project is to:
help them to earn their living with their traditional skills in their traditional environment
combine the tradition with modern design
establish schools that teach the skills to the younger generation
give 50% of the profits back to support education and community projects (teacher who teaches how to read and write, books...)
The Solution: What is your solution? Be specific!
It’s a global initiative to discover, celebrate and support the most talented and entrepreneurial craftspeople in the world.
The project will be helping craftspeople to interconnect and take their work to the next level through the support in design, sales and education in modern communication.
Firstly we identify the masters of the old crafts and put them together with international designers to work with them on product development - so that they start using their crafts knowledge to produce products that are desirable for our world.
We create schools where the old craftswomen educate the young ones - and we give them already a perspective in offering them to work for ABURY after they have finished the free of cost education.
ABURY is the platform and channel that communicates and sells the beauty and the art of the works to the world and that creates a desire for the products.
50% of the profits will be given back through the ABURY Foundation to realise community projects.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
ABURY-beyond fashion kicked off with the “BerberBags”, traditionally handcrafted vintage leather bags from Morocco. Each of the up to 80-year-old bags is a unique and individually embroidered item; a small piece of artwork.
This fascinating handicraft is at risk of extinction due to industrial mass production. Therefore, ABURY used the profits of the sales of the vintage bags to finance local sewing schools to ensure a new generation of sewers to safeguard this tradition. In cooperation with Moroccan artisans and international designers, we have developed first products- the ABURY berber ipadbag, the berberclutch and the berber iphonebag.
This is a fascinating antipode - a traditional handcrafted bag - a piece of art - is covering our western worlds gadgets. We want to show that this doesn't have to be a contradiction - but a true crossing boarders project with a meaning.
Moreover, each bag comes with a Berber fairytale. These fairytales reflect the ancient culture and wisdom of the Berbers. A storyteller has collected and recorded these fairytales from the village elders. Each BerberBag thus becomes an ambassador of its culture.
ABURY therefore supports the preservation of cultural variety and creates the opportunities for people to earn a living through the traditional capital of their culture.
50% of the profits plus donations given directly to the ABURY foundation have given us the opportunity to create the schools and e.g. the support of building a well.
Moreover we have managed to not be seen as a development project but to be a design and luxury brand.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
Several fashion brands are starting with handcrafted fashion designs of development countries - like beloved beadwork in Africa or Fashion for Development in Bangladesh. They also support local craftsmen and women and sell their works to to the world.
Challenge is to communicate the difference.
What differentiates us from them is:
-the business model: 50% of the profits go back and help the communities to improve their living conditions and education
- the creation of completely new and modern products
- the vision of having a platform for modern crafts of the world
- the vision to interconnect these crafts men and to create intercutural value
- the communication
I think there is a huge demand for high class unique and handmade products with a meaning in our world and
もっと読む↓↑ 隠す↑ 隠すThis Entry is about (Issues)
What solution(s) does your initiative address to help emerging entrepreneurs and small businesses grow and thrive in underserved communities? (select all applicable)
Access to supply chains, Access to technology, Access to economic opportunity.
What has been the impact of your solution to date?
We have built a sewing school in the atlas mountains, Douar Anzal and educated 20 women in leather embroidery
and have given work to them so that the women can support the family and secure that children go to school and that they have enough food. Moreover they were able to renovate their community salon with the money they have earned.
We have given the possibility to local artisans in Marrakesh to earn a living through working regularly with us - this is for two families so far.
We have supported the building of a well in the community in cooperation with Ingenieurs sans borders (NGO).
We have provided telecom possibilities so that we can communicate with the people all the time.
We have started a school library with books for kids to support school education.
Moreover we have risen awareness for the subject in Germany through talks and had about 30 press articles in publications like Vogue, ELLE, Instyle, Quality magazine, Gala Style as well as social business magazines
What is your projected impact over the next 1-3 years?
We will integrate education in reading and writing as well as in how to use a computer to give the women a possibility to be more independent.
It is projected to educate another 100 women in Morocco within the next 2 years and build more schools. This with have an impact to more than 1000 people within the families and communities. We already had about 80 applications for the school in the first community we are working with.
Moreover we will expand the project within the next three years to 2-3 more cultures in the world - at the moment we talk about and with cultures in Argentina, Usbekistan and Bangladesh.
We will expand the internet presence to make more people aware of the project and expand sales to Europe and the world.
What barriers might hinder the success of your project? How do you plan to overcome them?
One barrier is quality management in the countries and firstly in Morocco - we have to secure the standard of quality we have started with. Therefore we are currently establishing a production company in Morocco and do interviews with people who can oversee the production on a regular basis and help people to understand our idea of quality.
Secondly it is sales - we have to create a strong sales network and strengthen the internet performance of our website. Therefore we are just working on the re-launch of the website and on an SEO and marketing plan with some experts from India. Moreover we will have to be present in more shops in Europe and worldwide - therefore we will be present at international fashion fairs and work with professionals who will represent the brand.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
Increase sales through strengthening internet platform, marketing and communication
タスク 1:
Re-launch website with the best shop software available
タスク 2:
Realise SEO and internet / social media marketing
タスク 3:
Be present at international fashion fairs like Premium in Berlin and Dasign Venice
Now think bigger! Identify your 12-month impact milestone
Increase production facilities and quality management
タスク 1:
Create moroccan production company
タスク 2:
Hire local quality management staff
タスク 3:
Intensify and establish communication procedures with production staff
Founding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
5 years ago I moved to Marrakesh to renovate a Riad (classic house in the old part of town). We were working with local artisans and the idea was to renovate the riad without using electric tools - like it was built 200 years ago. I dived into the local artisan and craftsmen scene and realised that craftsmen are mostly old and poor - and that young people are not interested in keeping the tradition as they don't have a perspective to earn enough money and survive. and I remembered that the UN says (2001): "Cultural preservation is as important to human mankind as ecological preservation"
Then I got one of these old berberbags and took it back o Germany - all of my friends went crazy - "I want to have one too!" "wow - this is amazing" etc.
So I thought -you only have to bring the two worlds together and we will have a win-win situation - on the one hand people will have unique, never-seen-before-products and craftsmen will have a perspective to earn their living with their skills!
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
1. We do have partnerships with 8 luxury boutiques in Germany, one in Zurich, one in Bozen and one in New York who sell our products already (like abseits in stuttgart, lila in Hamburg, dory & grey in Karlsruhe, ABC Home and Carpets in New York)
2. Partnership with companies for exclusive editions (in process of finalizing with 2 companies) - exclusive design of products
3. Partnership with Astraia - Female leadership foundation - we will start a charity activity to raise money for a teacher project
4. "Enfants en danger" - ralley - the austrian team will raise money for a well
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
Created on 08/29/2012 by vashok3
Approximately 20 words left (160 characters).
もっと読む ↓↑ 隠す↑ 隠す団体名
Society for Elimination of Rural Poverty
Has the organization received awards or honors? Please tell us about them
プロフィール情報（興味、団体情報、ウェブサイトなど）に空欄がある場合、ここで入力した情報が該当の欄にコピーされます。連絡先情報が公開されることはありません。情報をコピーしたくない場合は、このチェックボックスをオフにしてください。.
もっと読む↓↑ 隠す↑ 隠すあなたのソリューションに最もあてはまる段階を選択してください:
アイデア（スタートする準備を整えている）
運営期間を選択してください。
アイデア段階だが間もなく始動する予定
Which of the following best describes the barrier(s) your innovation addresses? Choose up to two
Access, Cost.
The Need: What problem are you trying to solve?
Through the advent of SHG federations, fishermen households are able to meet their basic needs, access better education and healthcare. However, with declining catch in the sea and alarming cost of credit for fishing activities, the impact of the financial inclusion programme is being dampened. With insufficient amount of credit pumped by the banks coupled with long repayment cycles, it has become impossible to render need based financial services at regular intervals of time. SHG federations have failed to reverse the power relations between the traders, middlemen and fishermen, which are bounded by contractual investments for fixed assets, recurring costs and working capital. With bank credit unable to break these ties, some SHG women are acting as arbitrageurs.
The Solution: What is your solution? Be specific!
A producers’ company would be formed with the help of a pilot group of 40-50 fishermen who own boats. The company would procure ‘tuna’ from the boats on a bi-weekly basis and make payments on a weekly basis. Only a small amount of their value of catch sold would be rendered in cash, the rest would be deposited in their account on a weekly basis. This small amount of cash would meet their working capital requirements. Profit sharing mechanism on a monthly basis would be adopted to attract membership. Based on the frequency of catch and trust levels, the company would provide financial assistance to fishermen who have shares in boats in order to take control over their catch. The repayment of the loan would be linked to a certain ‘agreed’ percentage of the value of catch. All the credit activities would be done by the SHG federations with the help of arbitrageurs identified among the SHG members.
The Model: Walk us through a specific example of how your solution makes a difference; include your primary activities
The primary activities of the SHG federations are savings, credit and insurance. With the advent of financial inclusion, the focus of these groups shifted from savings to credit. Credit rendered by banks, financial institutions with limited loan amount per member and long repayment schedule, led to insufficiency of credit for livelihood activities. With limited credit for livelihood activities, the cost of credit was increased by SHG women acting as arbitrageurs.
By organizing fishermen into a company, we plan to institutionalize the credit and marketing aspects of fishing. The business model would be based on linking primitive fishermen to established export markets since transparency in price is a vital factor for running social enterprises.
Tuna is a premium variety of fish consumed in huge quantities in the international markets. Tuna is exported in several forms in the export market. By working with manufacturers, exporters and processing units, the company will sell Tuna in bulk quantities in India. Through the profits generated, we will devise profit sharing mechanisms on a monthly basis, increase our market share by attracting membership. Also, by rendering credit assistance to fishermen who have shares in boats, the company will improve its credibility and control over the boats. Thus, the company will be able to influence the terms of trade and give fishermen control over their catch and help them to get a better price.
The Marketplace: Who are your peers and competitors? Identify others also working to address the needs you are and what differentiates you from them. What challenges could these players pose to your success or growth?
The export sea food market is very mature and highly competitive in nature. Around 40-50 seafood exporters, processors and manufacturers buy premium and exotic varieties of fish from these fishermen on a daily basis. The nature of investments, terms of trade and payment terms with these fishermen are diverse in nature.
While the seafood exporters focus on sourcing, they do not invest in infrastructure like storage, transportation and packaging. There are multiple players involved in the value chain from shore to port. The producers' company formed would focus on improving the decision making capacities of the fishermen.
The key challenge would be to keep the flock together given the huge incentives offered by the market and the political economy to break the company.
This Entry is about (Issues)
もっと読む↓↑ 隠す↑ 隠すFounding Story: We want to hear about your "Aha!" moment. Share the story of where and when the founder(s) saw this solution's potential to change the world.
The advent of microfinance and financial inclusion led to huge flow of credit into the rural economy. The credit satisfied a lot of household needs, but repayment has always been an issue. Microfinance is considered as a priority lending sector and always has a sensitive, pro-poor attitude which makes it difficult for banks, financial institutions to ensure repayment. Also, if the credit usage pattern is observed, the investment on livelihoods, enterprises and income generating activities is limited. The only way forward, is voluntary organizations, professional bodies, NGOs and Governments to take up formation of social enterprises as business models. There will be good asset formation, faster flow of credit and better returns to the rural poor. The best part of the fishermen community, is that the cash inflows occur on a daily basis unlike agriculture. These cash inflows must be controlled, saved and investment for better returns. Hence, linking livelihoods to credit is the key.
Please describe the goal of your initiative; outline what you are trying to achieve
The goal of the initiative is to institutionalize livelihoods with a view of improving credit flows, enhancing returns and influencing trade relations for achieving equity in the society. The initiative bases its foundation on collective action and co-operation which leverages upon the cost-cutting through aggregation of produce, investment in infrastructure for value addition and improvement in bargaining power in order to influence the price in the markets with an aim of better returns to the stakeholders.
Through this process, we aim to link credit flowing from the SHG federations to these livelihood institutions in order to meet credit requirements, decrease credit cycles and ensure easy repayment. Thus, the trade relations will be influenced in favour of the stakeholders.
Which barrier(s) to financial inclusion does your solution seek to address? (select all applicable)
The lack of affordable financial products tailored to the needs of underserved and excluded communities,, Other (Please describe below).
If you selected 'other' above, please specify which other barriers to financial inclusion you solution seeks to address:
Investment of credit in livelihood activities, infrastructure for value addition and processing
For which underserved or excluded communities will your solution create access to valuable, affordable, secure and comprehensive financial services?
The solution would create access to valuable, affordable, secure and comprehensive financial services to the coastal fishermen community in India. The fishermen community have been neglected for the past several decades. Fishermen are adventurous and risk taking people. They have been deprived of education, health and sanitation for several years.
Further, with the development of new ports, oil rigs, SEZ and climate change, the coastal areas are getting eroded on a rapid pace. The fishermen are losing a lot of catchment areas, inlets and creeks to enter the fishing areas. Also, with development of oil rigs and frequent oil sleaks, the catch is going down day by day leading to extinction of certain premium species of fish.
Also, the fishermen household is multi-livelihood in nature. Fishing is an activity completely controlled by men. Women indulge in marketing activities of the fish bought to the share. Market forces determine the terms of trade within a livelihood.
Could your solution work in other geographies or regions? If so, where?
The solution could work in entire coastline of India.
If your solution is dramatically successful, how will things be different in 10 years?
If the solution is successful, the company could venture into the domestic market with value added products for the urban areas. With increasing protein seeking and health conscious consumers in India, fish will become an alternative to other forms of meat. Thus, a huge domestic market can be created based on the value proposition of health and hygiene.
Also, these enterprises will attract huge investments from various financial institutions across the world. These enterprises will further invest in advanced technology in processing and packaging, take-up backward integration and provide better services to the fishermen community.
The solution would dramatically change the terms of trade of the fishermen community.
What will have had to have changed to make this happen?
The critical barrier that has to be broken is the terms of trade influenced by credit, market forces and export markets. In case of inland fisheries, the level of compliance that can be achieved is higher. Hence, most export companies invest in inland and brackish water tanks, through provision of seeds, feed and pesticides.
However, in the case of marine fisheries, the level of compliance is low. The only critical factor is the trade relations established between the existing buyers and fishermen. The company would have to bear losses for a certain period of time, in order to break these trade relations and then leverage upon increased fold of the sea catch.
Also, investment in infrastructure like boats, storage would improve the loyalty of the fishermen towards the company.
What has been the impact of your solution to date?
The solution on proposition has evoked several doubts among the fishermen community who are currently fishing according to the terms of trade in use. However, there are three kinds of responses to the solution - pro-active, wait and watch, oppose. Around 100 fishermen have been enrolled into the company till date.
Some fishermen have given us assurance of stock, once the company starts operationalizing. However, they stress on investment on basic infrastructure in order to store, transport the stock from the boats. The other category of fishermen are waiting for some activity to start, so that they can modify their existing contracts and enter into the company fold.
The biggest opposition, the company is facing, is the womenfolk who are involved in petty vending of fish. They perceive the company as a threat to their existence. However, the company is planning to take-up a wholesale model and in-turn retail the stock to the local women fish vendors for sale in domestic markets.
What is your projected impact over the next five years?
Around 3000 fishermen households would be enrolled into the Producers' Company.
What barriers might hinder the success of your project? How do you plan to overcome them?
The critical barrier that has to be broken is the terms of trade influenced by credit, market forces and export markets. In case of inland fisheries, the level of compliance that can be achieved is higher. Hence, most export companies invest in inland and brackish water tanks, through provision of seeds, feed and pesticides.
However, in the case of marine fisheries, the level of compliance is low. The only critical factor is the trade relations established between the existing buyers and fishermen. The company would have to bear losses for a certain period of time, in order to break these trade relations and then leverage upon increased fold of the sea catch.
Also, investment in infrastructure like boats, storage would improve the loyalty of the fishermen towards the company.
Winning entries present a strong plan for how they will achieve and track growth. Identify your six-month milestone for growing your impact
タスク 1:
Building trust, taking up small consignments, development of procurement procedures
タスク 2:
Preparation of byelaws, operational manuals, MIS plan
タスク 3:
Developing market linkages at local level
Now think bigger! Identify your 12-month impact milestone
タスク 1:
Incorporation of the Company, Appointment of Board, Professional Management
タスク 2:
Business Development, Investment in Infrastructure
タスク 3:
Servicing of Credit for Debt Redemption
もっと読む↓↑ 隠す↑ 隠すあなたのパートナーシップについて教えてください:
The company will partner with a host of support organizations viz.
Society for Elimination of Rural Poverty - for vision support
Godavari Mahasamakhya - for loan assistance, infrastructure support
Institute of Rural Management Anand - for incorporation, MIS plan
Design Studios - for identity design, branding and content development
Self Employed Women's Association - for social mobilization, institutional development
Are you currently targeting other specific populations, locations, or markets for your innovation? If so, where and why?
Fish is a multi-faceted product. Target markets vary with size, variety and source of fish. We have identified different segments for different types of products.
Large Size, Premium varieties - Frozen, Processed Segment for export to international markets
Medium Size, Premium varieties - Value Added Segment for urban upper middle class segment
Small Size, other varieties - Wholesale and Retail Segment for lower and middle class segment
What type of operating environment and internal organizational factors make your innovation successful?
Please elaborate on any needs or offers you have mentioned above and/or suggest categories of support that aren't specified within the list
