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Harvard Case - Fundacion Pro Vivienda Social: The Entrepreneur's Network as a Source of Resources

"Fundacion Pro Vivienda Social: The Entrepreneur's Network as a Source of Resources" Harvard business case study is written by Sergio Postigo, Maria Fernanda Tamborini, Gabriela Bearzi, Gabriel Berger. It deals with the challenges in the field of Entrepreneurship. The case study is 21 page(s) long and it was first published on : Jan 5, 2006

At Fern Fort University, we recommend Fundacion Pro Vivienda Social (FPVS) to leverage its existing network of entrepreneurs to create a comprehensive financial ecosystem. This ecosystem will provide entrepreneurs with access to a range of services including financial analysis, capital budgeting, risk assessment, return on investment (ROI), cash flow management, financial forecasting, balance sheet analysis, income statement, ratio analysis, working capital management, debt financing, equity financing, mergers and acquisitions, valuation methods, financial modeling, cost of capital, dividend policy, financial leverage, break-even analysis, profitability ratios, liquidity ratios, asset management ratios, market value ratios, financial statement analysis, corporate governance, financial risk management, capital structure decisions, initial public offering (IPO), financial regulations compliance, and shareholder value creation. This will enable FPVS to achieve its mission of promoting social housing development in a sustainable and impactful manner.

2. Background

FPVS is a non-profit organization in Peru dedicated to promoting social housing development. It aims to provide affordable housing solutions to low-income families by connecting them with entrepreneurs who can build and finance these projects. FPVS faces challenges in attracting investors and providing adequate financial support to these entrepreneurs. The case study explores how FPVS can leverage its existing network of entrepreneurs to overcome these challenges and achieve its mission.

The main protagonists of the case study are:

  • Fundacion Pro Vivienda Social (FPVS): A non-profit organization dedicated to promoting social housing development in Peru.
  • Entrepreneurs: Individuals who are building and financing social housing projects.
  • Investors: Individuals and institutions who are looking to invest in social housing projects.

3. Analysis of the Case Study

FPVS needs to create a robust financial ecosystem that addresses the specific needs of its entrepreneurs. This ecosystem should encompass:

  • Financial Literacy and Education: FPVS should provide entrepreneurs with training and resources on financial management, accounting, financial statements, financial analysis, capital budgeting, risk management, and financial modeling. This will enable entrepreneurs to make informed financial decisions and attract investors.
  • Access to Funding: FPVS should facilitate access to funding for entrepreneurs through debt financing, equity financing, and venture capital. This can be achieved through partnerships with financial institutions, impact investors, and government agencies.
  • Investment Management: FPVS can act as a platform for connecting entrepreneurs with investors. It can provide investors with information about social housing projects, conduct due diligence, and facilitate investment transactions.
  • Financial Advisory Services: FPVS can offer entrepreneurs financial advisory services, including financial planning, budgeting, cash flow management, debt management, and investment strategies. This will help entrepreneurs manage their finances effectively and achieve financial sustainability.
  • Market Research and Analysis: FPVS can conduct market research and analysis to identify potential investors, understand market trends, and assess the financial viability of social housing projects.
  • Technology and Analytics: FPVS can leverage technology and analytics to improve its financial operations, streamline processes, and provide entrepreneurs with access to real-time data and insights.

4. Recommendations

  1. Establish a Financial Services Platform: FPVS should create a dedicated platform that offers a comprehensive suite of financial services to entrepreneurs. This platform should include online resources, workshops, and personalized consultations.
  2. Partner with Financial Institutions: FPVS should forge strategic partnerships with financial institutions, such as banks, microfinance institutions, and impact investment funds. These partnerships will provide entrepreneurs with access to loans, grants, and other financial products.
  3. Develop a Social Impact Investment Fund: FPVS should establish a dedicated social impact investment fund that will invest in social housing projects. This fund can be funded through donations, grants, and impact investments.
  4. Implement a Financial Literacy Program: FPVS should develop and implement a comprehensive financial literacy program for entrepreneurs. This program should cover topics such as financial planning, budgeting, cash flow management, debt management, and investment strategies.
  5. Leverage Technology and Analytics: FPVS should leverage technology and analytics to improve its financial operations and provide entrepreneurs with access to real-time data and insights. This can include using online platforms for financial management, data analytics tools for market research, and mobile applications for communication and collaboration.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with FPVS?s core competencies and mission of promoting social housing development. By providing entrepreneurs with access to financial resources and expertise, FPVS can empower them to build and finance sustainable housing projects.
  • External customers and internal clients: The recommendations address the needs of both external customers (entrepreneurs and investors) and internal clients (FPVS staff). By providing entrepreneurs with financial support and investors with attractive investment opportunities, FPVS can create a win-win situation for all stakeholders.
  • Competitors: FPVS needs to differentiate itself from other organizations that are working in the social housing sector. By creating a comprehensive financial ecosystem, FPVS can offer entrepreneurs a unique value proposition that sets it apart from the competition.
  • Attractiveness ? quantitative measures if applicable: The recommendations are expected to generate positive financial returns for FPVS and its stakeholders. By attracting more investors and supporting entrepreneurs to build successful projects, FPVS can increase its impact and financial sustainability.
  • Assumptions: The recommendations are based on the assumption that there is a strong demand for social housing in Peru and that investors are willing to invest in projects that generate social impact.

6. Conclusion

By leveraging its existing network of entrepreneurs and implementing a comprehensive financial ecosystem, FPVS can create a sustainable and impactful social housing development model in Peru. This model will not only provide affordable housing solutions to low-income families but also create economic opportunities for entrepreneurs and investors.

7. Discussion

Other alternatives not selected include:

  • Focusing solely on fundraising: This option would limit FPVS?s ability to provide comprehensive support to entrepreneurs.
  • Partnering with a single financial institution: This option would limit FPVS?s ability to offer diverse financial products and services.
  • Ignoring the need for financial literacy: This option would hinder entrepreneurs? ability to manage their finances effectively and achieve financial sustainability.

The recommendations are based on the following key assumptions:

  • Demand for social housing: There is a strong demand for social housing in Peru.
  • Investor interest: Investors are willing to invest in social housing projects that generate social impact.
  • Government support: The Peruvian government will continue to support social housing development initiatives.

8. Next Steps

FPVS should implement the following steps to create a comprehensive financial ecosystem:

  • Phase 1 (Year 1): Develop a financial services platform, partner with financial institutions, and implement a financial literacy program.
  • Phase 2 (Year 2): Launch a social impact investment fund and leverage technology and analytics to improve financial operations.
  • Phase 3 (Year 3): Continuously monitor and evaluate the effectiveness of the financial ecosystem and make adjustments as needed.

By taking these steps, FPVS can create a sustainable and impactful social housing development model that benefits all stakeholders.

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Case Description

Describes the situation brought about by the severe economic and political crisis that swept Argentina at the end of 2001. The local situation had been gradually deteriorating since 1998, when the country slipped into an increasing recession and poverty indexes started climbing consistently. The crisis peaked when the federal government decided to freeze all bank accounts, further unnerving the general population. Fundacion Pro Vivienda Social (FPVS) began to feel the repercussions of the crisis: client numbers became stagnant in 1999, and its regular portfolio could no longer afford new loans. As the recession deepened, FPVS clients found it hard to make the required payments on their loans. The organization faced financial distress, and Raul Zavalia Lagos had to meet with its administrative council to discuss alternative solutions. Focuses on Lagos' role as social entrepreneur, describing his family background, previous experience, and ability to lead the FPVS project and build a network with a series of actors who provided the necessary funding, advice, and contacts. Also explains how FPVS started to respond in 1998 to the worsening local social and economic conditions by developing alternative programs to appeal to new borrowers. As these initiatives proved ineffective, the foundation turned to consider other projects, based on the demands voiced by the communities where it operated.

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