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aceleradora.njambre.org!Impact Company Builder�
@njambreAC!
State!
Citizen Sector!
Companies!
lack – of - integration
+ 1.000 M people in extreme poverty (- USD/day)
New types of organizations to change the rules of the game
new, integrated models are emerging
charity fundraised/ grant income !
!social
enterprise!impact
innovation!
CAUSE STRENGHT
!Grey area in which organizations are often loosely referred to as
social enterprises!
charity with ‘on mission’ trading/
contrac6ng !
social enterprise !
socially responsible enterprise !
business genera6ng profits for charitable spends !
commercial enterprise !
Adapted from “Financing Civil Society”, Venturesome
Foto
ETV
Impact innovation company, which is the essence?
ü is a business (delivers good / service)
ü main goal: + social or environmental transformation
ü social and/or environmental impact is achieved by the company´s operations
ü profit is a mean, not an end
Don’t live in the “or”, but in the “and” world
ü open innovation
Impact Sourcing Empower women and youth through digital work
+ empowerment + first work opportunity + work in your place / flexible + new perception from the corporate sector !
social media
data management
digitalization
audio transcript
testing
8
We are a sound entrepreneurial team, combining large experience in tech startups and mergers, global social entrepreneurship, impact innova6on, social development, corporate social responsibility and co-‐crea6on of organiza6ons
We deeply believe in the power of mixing technology, innovation and market approaches to solve social & environmental issues
Emiliano Fazio Paula Cardenau Federico Seineldin
The Founding Team
• team consolida6on, business model, opera6ons, joint fundraising • we co-‐design and co-‐manage the startup in an intensive approach (hands-‐on)
We partner and co-‐manage (get hands on)
Provide seed pa6ent funding
• US12,000 (a grant, conver6ble into pa6ent debt if enterprise succeeds)
Enhancing a community
• co-‐crea6on Hubs • access to partners and expert mentors • marke6ng and visibility
and shared services
• legal, accoun6ng & finance • management system • impact metrics design
How do we Co-‐Build & Accelerate?
Time line
Impact activity
6 months 12 months
We Co-‐Build impact innova6on start-‐ups
We either co-‐build new or partner exis6ng impact innova6on start-‐ups
We host Co Crea6on Hubs Entrepreneurs join an innova6on space with peers and other strategic organiza6ons share support, challenges and ideas. New hybrid models are seeded and emerge.
We seed impact innova6on prototypes We link impact innova6on opportuni6es with high poten6al entrepreneurs and coach them in the business models. Thus, we build pipeline for Njambre and the impact economy environment.
Ecosystem
Our Approach
We support the impact economy environment Mentoring high net worth individuals interested in impact investment Dissemina6ng knowledge through lectures and workshops and media Partnering key players Influencing in public policies
Yet, there are s6ll too few investment-‐ready projects and companies
La6n America needs and has clear opportuni6es for impact innova6on entreprises
11
LatAm at a glance
" 180M people living in poverty, 70M in extreme poverty
" strong access barriers to health, educa6on & financial services
" 66M with disabili6es " 30M without access to energy " 31 M youth neither study nor work
Impact Investment field is growing
" capital has risen steadily (689M reported investments in 2011)
" key intermediaries have emerged in the past 4 years
We Co-‐Create them
About LatAm
The challenge
Still a handful
Emerging support ecosystem
Limited access to capital
Lack of legislation
“hybrid” models needs to be understood
High quality, affordable for all healthcare A network of medical centers that offer services and products at below-‐market prices, 6ered according to the pa6ents’ socio-‐economic level.
the impact • has 60% of the market share of health services in Costa Rica • has generated a saving in surgical procedures +40% vis a vis other
private clinics, which have been forced to lower their prices • provided services for 3 M people. 27,000 sophis6cated eye surgeries • 8 clinics cover geographically the whole country • also serves schools, peniten6ary centers, homes for the elderly, etc.
the business model • started as a 3-‐year grant-‐based eye care program for rural areas, now 8 clinics covering every medical specialty (from basic vision tests to sophis6cated surgical procedures).
• 6erd pricing system by which mid income pa6ents -‐paying rates 40% below market-‐ subsidy low income, rural pa6ents
• this enables ASEMIS to cover costs while maximizing impact, not profits. Profits reinvested in opening new clinics and health special6es (re6na and cornea surgeries//permanent provincial clinics replaced periodic tours)
• USD 5,700 Million budget
case #1 // consolidated
the learnings • organic growth, financed from cash flow. Revenue serves to
finance new services or units un6l they reach break even // occasional cashflow stretches
• pioneers in a non-‐existent market, once Asembis found out how to deliver services effec6vely, the growth strategy was based in developing a system based on rou6nes, improving prac6ces con6nuously, and inves6ng profits to build addi6onal capacity. Some6mes the innova6on is in the process
• “leave Opera6ons to professionals”
• strong investment in recrui6ng “integrated” staff (top quality doctors, nurses or admin, socially commijed)
• For profit mentality while maximizing social impact – the sophis6cated balance
A distribution network of products & services manufactured by people with disabilities (PwD)!increase skills and income, while promoting corporate conscious purchasing!
PDW B
B
B PDW
PDW
TA, financing, equipment, aggregated supplies purchase, new markets, stability in sales
-‐ compe66ve products -‐ opportunity to build inclusive value chains
Flexibility in Purchase Corporate Volunteers
U TI Universi6es -‐ TA -‐ Process improvements
F
Financing Pa6ent working capital
S
Suppliers Flexible condi6ons
- Increased income, skills, dignity, autonomy and citizenship for PwD - New perspective from businesses and consumers towards the capabilities of the PwD
case #2 // ready to scale ª 20 PwD production
workshops !ª 700 workers with
disabilities improving skills and income!
ª 90,000 + hours of work !
ª 105 client companies !
ª 943,000+ people consumed a redACTIVOS product!
ª 40% of redACTIVOS annual profits invested in La Usina NGO!
The model / Lessons Learnt
² The Social – Commercial “tension” was a catalyst for the healthy growth of the social enterprise!
² Breaking the mistrust barrier - opening a new niche means the need to build trust in every stakeholder!
² Increase production capacity while generating new skills in PwD – not any product will do!
² Access to working capital!
² The relevance of relevant KPI to make better strategic decisions!
² Network effect is key to success!
