Dear Violeta,
thanks for your question. Based on our experiences up to now, the main challenges to our social business model involve two major issues:
1 - developing and determining sufficient internal and external capacities to ensure that we are offering good access and accountability with regard to renewable energy products and services across our supply and support chain in the communities where we are active. This has proved difficult in the early stages as unforeseen spikes in demand, general supply and customer service issues have caused us to reevaluate some of our initial assumptions and make adjustments. Additionally, our very limited funds make it even more imperative that we develop a very streamlined and efficient operation.
2- we are also discovering that, as our operation continues to grow, maintaining internal quality in our practices is becoming a larger issue. Continuity and consistency of the communicated and received message in presentations, trainings and after-sales activities within our team, among new entrepreneurs and program participants is something that we are working on to refine further. To this end we are planning a comprehensive audit in the near term which will involve an analysis of our processes from all of these perspectives in order to develop a more consistent and standardized flow of information and reduce misunderstandings.
Up to now we have not experienced much in the way of external barriers to our program. Through our approach of mobilising and involving local, national and governmental stakeholders, we have been pretty much able to ensure that everybody is on the same page with regard to the project vision and shared values.
Comments
Dear Leslie Morris,
According to your experience what are the main barriers or challenges so that social business model can thrive?
Cheers,
The Changemakers's Team
Dear Violeta,
thanks for your question. Based on our experiences up to now, the main challenges to our social business model involve two major issues:
1 - developing and determining sufficient internal and external capacities to ensure that we are offering good access and accountability with regard to renewable energy products and services across our supply and support chain in the communities where we are active. This has proved difficult in the early stages as unforeseen spikes in demand, general supply and customer service issues have caused us to reevaluate some of our initial assumptions and make adjustments. Additionally, our very limited funds make it even more imperative that we develop a very streamlined and efficient operation.
2- we are also discovering that, as our operation continues to grow, maintaining internal quality in our practices is becoming a larger issue. Continuity and consistency of the communicated and received message in presentations, trainings and after-sales activities within our team, among new entrepreneurs and program participants is something that we are working on to refine further. To this end we are planning a comprehensive audit in the near term which will involve an analysis of our processes from all of these perspectives in order to develop a more consistent and standardized flow of information and reduce misunderstandings.
Up to now we have not experienced much in the way of external barriers to our program. Through our approach of mobilising and involving local, national and governmental stakeholders, we have been pretty much able to ensure that everybody is on the same page with regard to the project vision and shared values.
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