EEE 3403/EEE 5403 Online. Social Entrepreneurship School of Spears School of Business

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1 EEE 3403/EEE 5403 Online Social Entrepreneurship School of Spears School of Business Class Meets: ONLINE Room: CLB 212 Instructors: Office: Phone: Dr. Craig Watters and Iana Ezhova, Ph.D. student Room 343 Spears School of Business Watters / (cell) craig.watters@okstate.edu Office hours: /Call for appointment EEE website: The core psychology of a social entrepreneur is someone who cannot come to rest, in a very deep sense, until he or she has changed the pattern in an area of social concern all across society. Social entrepreneurs are married to a vision of, for example, a better way of helping young people grow up or of delivering global healthcare. They simply will not stop because they cannot be happy until their vision becomes the new pattern. They will persist for decades Bill Drayton 1. Course overview Welcome to the entrepreneurial revolution!! The nascent field of social entrepreneurship is growing rapidly and attracting increased attention from many sectors. The reasons behind the popularity of social entrepreneurship are many. On the most basic level, there s something inherently interesting and appealing about entrepreneurs and the stories of why and how they do what they do. People are attracted to social entrepreneurs like Nobel Peace Prize laureate Muhammad Yunus for many of the same reasons that they find business entrepreneurs like Steve Jobs so compelling these extraordinary people come up with brilliant ideas and against all the odds succeed at creating new products and services that dramatically improve people s lives. But interest in social entrepreneurship transcends the phenomenon of popularity and fascination with people. Social entrepreneurship signals the imperative to drive social change, and it is that potential payoff, with its lasting, transformational benefit to society, that sets the field and its practitioners apart.

2 This course is about using entrepreneurial competencies to craft innovative responses to social problems. Entrepreneurs are particularly good at recognizing opportunities, exploring innovative approaches, mobilizing resource, managing risk and building viable enterprises. These skills are just as viable in the social sector as they are in business. The focus will be on a black South African township. 2. Course Objectives The primary goals of this course are to develop your intellectual, personal and professional skills so as to enable you to explore the possibilities of social entrepreneurship as a career and/or life option. This course aims to: I. Increase awareness of the pervasiveness and complexity of social and environmental challenges and how those challenges can create entrepreneurial opportunities II. Provide you with the tools and conceptual framework to evaluate entrepreneurial business opportunities in the social sector III. Deepen our understanding of social entrepreneurship as a tool (with strengths and limits) for achieving significant lasting social change; IV. Examine the challenges and rewards of creating and developing social purpose organizations V. Build the knowledge, skills and attitudes necessary for responding to these challenges VI. Introduce you to the best and sustainable business practices in the field of social entrepreneurship VII. Provide an appreciation of the relative strengths and weaknesses of different organizational forms, nonprofit and for-profit, in providing social goods and services. VIII. Familiarize you with the emerging nontraditional financing mechanisms being used in these sectors IX. Provide you with the legal and ethical foundation to enable you to make informed decisions 3. Readings, Texts, Course Materials and other Requirements I. Understanding Social Entrepreneurship, Jill Kickul & Thomas Lyons II. Readings and study questions posted to D2L 4. Student grades Midterm, Final 15 pts 30 pts each Original Concept & Business Model (poster) a 40 pts 40 pts 4 Study questions, as assigned 5 pts 20 pts each 2 Social Entrepreneur Profiles, either as interviews or from secondary sources, due 5 each 10 pts

3 April 1 a. Students will form virtual teams of 3 or 4 people to apply the theories and models of entrepreneurial thinking and behavior to discussed social opportunities, translating the opportunities into well-conceptualized business concepts, and then build a model around that business concept The write up will actually be a virtual poster presentation, constructed by the team. This poster model must show the basic market and socio-economic feasibility of the proposed business for our South African township and must reflect all we have covered in class, as well as additional outside readings as relevant to your proposal. A framework for doing the analysis and poster presentation of the business model will be presented in class. This poster is due April 1. We will present/post these final projects on D2L. 5. Attendance Policy: Attendance = online Discussion Board participation is required. It is not an option. You are allowed two unexcused absences = non-responses to a Discussion Board posting. If you miss more than two times, you will forfeit one letter grade (10%) in the course (the equivalent of your class participation grade). More absences, lower grades. 6. Teaching/Learning Style: All reference materials used in class will be posted on D2L and students should use these to complement their readings. Discussion will happen on the Discussion Board and this is where we will work through the readings. 7. Academic Integrity: Oklahoma State University has adopted an academic policy emphasizing that honesty, integrity, and respect for others are fundamental expectations in our University. The Spears School of Business requires all students who take Spears courses to certify that they have read, understand, and agree to comply with the University's Academic Integrity Policy. Spears students should have already completed a certification statement. All other students enrolled in this course, business school minors, are also required to complete a certification statement available in the Undergraduate Office. Completed statements will be kept on file in the Undergraduate Office. For other important information concerning important dates, holidays, dropping/ withdrawing from a course, the integrity policy, class attendance, and other general expectations, you may visit: 8. Students with Disabilities/Special Needs: If you are a student with accommodation needs, please be sure to register with the Office of Disability Services. Contact me at the

4 beginning of the semester so that I am aware of your specific accommodations. This will help you achieve success in the course and at the university. 9. Course Structure and Reading Assignments Week 1 Week 2 Week 3 Week 4 Introduction Syllabus Review Chap. 1,2 & posted reading Definitions Social e vs. Missions Chap. 3 Opportunity, Opp. Recognition, Assessments Chap. 4 The business myth of the social entrepreneurship Entrepreneurship, Social Entrepreneurship, and Their Contexts Social Entrepreneurship vs. Entrepreneurship: Can you tell the difference? What is entrepreneurship? What is social entrepreneurship? What makes a venture a social entrepreneurship venture? Why is social entrepreneurship important? What is social entrepreneurial success? The Social Entrepreneurship Mission The goals of social entrepreneurship Missions The Business Model and the Mission Examples of how to balance mission & business model Recognizing Opportunity What is an opportunity for the social entrepreneur? Assessing opportunities Windows of opportunity The social entrepreneur and examples of opportunity exploitation

5 Week 5 Week 6 Week 7 Week 8 Week 9 The Social e business model The Social Venture Social innovations Organization structure Finance Funding & Review Exam A business revenue model review for social entrepreneurs Chap. 5,6 Chap. 7 Mobilizing Resources The business myth of the social entrepreneurship Matching organizations with funding: revenue generation, fund raising, and beyond Legal Issues with a Social Entrepreneurship Customers A business revenue model review for social entrepreneurs Financial Management of the Social Entrepreneurship Examples of business formations around financing the business Who are they and what do they look like?

6 Week 10 Week 11, 12 Week 13 Week 14, 15 Week 16 Examples of business formations around financing the business How Marketing Evolves in Startup Firms; The Marketing Mix; Product Strategies; Setting Your Prices; The Unique Selling Proposition; Crafting a Communications Approach; The Guerrilla Marketing Concept; Setting Up Distribution Measuring Impact Chap. 8, 9 Growth and the Future Wrap-up Poster presentations posted. Discuss entrepreneur profiles and their impacts locally. Entrepreneur profiles posted. Social Accountability How social entrepreneurship changes the world big changes, small changes: global changes, local changes. Social Entrepreneurship & Innovation What is innovation? Social entrepreneurial applications of innovations Technology and Societal Patterns; Innovation, Technology and the Social Entrepreneur Disruptive vs. Sustaining Technologies; The Technology Life Cycle; Four Technology Decisions the Entrepreneur Must Make; Understanding Key Issues In Innovation and New Product/Service Development Growing the Venture Social Economic Trends in the Nature of Markets; Marketing, Strategy, and the Social Entrepreneur

7 How Marketing Evolves in Start-up Firms; The Marketing Mix; Product Strategies; Setting Your Prices; The Unique Selling Proposition; Crafting a Communications Approach; The Guerrilla Marketing Concept; Setting Up Distribution