Amanco case

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Amanco case

About this Typology About this Typology This typology breaks down the traditional boundaries between the nonprofit and private sectors and draws definition to this new institutional animal--part business-part social--the social enterprise. In doing so, the typology explores how institutions have combined a mix of social values and goals with commercial business practices and how they have come up with ownership models, income and capitalization strategies, and unique management and service systems designed to maximize social value.

The illustrative typology classifies different models of social enterprise in order to navigate readers through the currently ill-defined, diverse and dynamic landscape of this emerging field.

Amanco case

This typology is an outgrowth of a paper commissioned by the Inter-American Development Bank in entitled: The typology is a work in progress, and will be updated with Amanco case models, examples, and case Amanco case. We invite you to send us your comments and examples of your social enterprises that we can include here.

Attribution should be made by providing a link to http: The Author The Author Kim Alter has endeavored to bring business practices to nonprofit organizations and international development agencies, encouraging their sustainability through earned income, in more than 30 countries worldwide for over a dozen years.

She is founder and Principal of Virtue Venturesa management consulting firm specializing in social enterprise. Web and document designs are by Vincent Dawans from Virtue Ventures. Kim and Vincent can be contacted via the online contact form.

The second section puts the social enterprise field in context. It starts by organizing practitioners on a spectrum by their philanthropic versus their commercial orientation. The third section presents several ways of classifying social enterprises, either based on their mission orientationbased on the level of integration between social programs and business activitiesor based on the nature of their target market.

The fourth section presents several common social enterprise operational models grouped into three main structural categories which cover a wide range of interplay between several variables, such as clients, market, social service programs, mission orientation, financial objectives, etc.

Social Enterprise Typology

Finally, the fifth section examines social enterprise structures as they relate to ownership and legal status. Acknowledgements Acknowledgements The Inter-American Development Bank must be recognized for commissioning the original version of this paper entitled: Without the support provided by the Inter-American Development Bank this work simply would not have been possible.

Specific thanks are owed to Alvaro Rameriz, Division Deputy Chief and Jacqueline Bass, Senior Advisor for Micro and Small Enterprise, the Inter-American Development Bank, who provided the foresight and leadership to instigate this typology, labored over the cases, and tirelessly read and commented on the paper in its various incarnations.

I would like to thank and acknowledge the contributions of the following individuals who agreed to review and provide feedback on this paper. Each one is a respected leader and major contributor to the social enterprise and international economic development fields; their thoughts, ideas, words, and previous work laid the foundation for this piece.

Special recognition goes to Vincent Dawans from Virtue Ventures for his contributions to sections on impact measurements and graphical representations. Finally, much gratitude is due to Laura Brown, faithful editor, who willingly took this paper in its original incarnation on her vacation.

Amanco case

Inthe Social Entrepreneurship Program SEPwhich replaced the Small Projects Fund, was created to promote social equity and the economic development of poor and marginal groups.

The Social Entrepreneurship Program promotes business operations that generate social benefits and help community organizations encourage microenterprise development. Thus, in its year history, the Bank has supported numerous projects that fall under the rubric of social enterprise through this program.

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SEP uses its resources strategically and funds a limited number of representative projects; such operations must be capable of promoting learning between countries or of being emulated in other parts of the region.

Supports financial services and business development projects with a special emphasis on poor and marginalized groups. Government agencies, bilateral funds, and multilateral donors have joined forces with IDB and the Social Entrepreneurship Program to strengthen that assistance.Elaborados en Corel.

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