Harvard Case - Cultivating Social Enterprise in Peru: A Portfolio Approach
"Cultivating Social Enterprise in Peru: A Portfolio Approach" Harvard business case study is written by Oana Branzei, Jan Dutkiewicz. It deals with the challenges in the field of Social Enterprise. The case study is 25 page(s) long and it was first published on : May 28, 2009
At Fern Fort University, we recommend that the Peruvian government adopt a comprehensive strategy for cultivating social enterprise, leveraging a portfolio approach that combines direct investment, capacity building, and policy reform. This approach aims to foster a vibrant ecosystem for social entrepreneurship, driving sustainable development, addressing social challenges, and contributing to economic growth in Peru.
2. Background
The case study focuses on the efforts of the Peruvian government to promote social enterprise as a key driver of development. The government has recognized the potential of social enterprises to address pressing social issues like poverty, inequality, and environmental degradation while creating jobs and generating economic growth. However, the current landscape presents challenges, including limited access to finance, inadequate infrastructure, and a lack of awareness about social entrepreneurship.
The main protagonists are the Peruvian government, represented by the Ministry of Production and the Ministry of Social Inclusion, and various stakeholders involved in the social enterprise ecosystem, including NGOs, impact investors, and social entrepreneurs.
3. Analysis of the Case Study
Framework: The analysis utilizes a framework that combines elements of social entrepreneurship, impact investing, and public policy. This framework allows us to assess the current state of the social enterprise ecosystem in Peru, identify key challenges and opportunities, and develop recommendations for a comprehensive strategy.
Current State:
- Social Entrepreneurship: Peru boasts a growing number of social enterprises tackling diverse issues like education, healthcare, and environmental conservation. However, many struggle with access to funding, market reach, and technical expertise.
- Impact Investing: The impact investing landscape in Peru is still nascent, with limited institutional investors and a lack of standardized impact measurement frameworks.
- Public Policy: The government has implemented initiatives to support social enterprises, including tax incentives and access to government procurement. However, these efforts are fragmented and lack a cohesive strategy.
Challenges:
- Limited Access to Finance: Social enterprises face significant challenges in accessing funding, especially early-stage ventures. Traditional financial institutions often lack the expertise and risk appetite to invest in social enterprises.
- Weak Infrastructure: The lack of a robust legal and regulatory framework for social enterprises creates uncertainty and hinders growth.
- Limited Awareness: There is a need to raise awareness about social entrepreneurship among the general public, potential investors, and policymakers.
- Lack of Capacity Building: Social entrepreneurs often lack the skills and knowledge needed to scale their ventures and achieve sustainable impact.
Opportunities:
- Growing Demand for Social Impact: There is increasing demand from consumers and investors for businesses that create positive social and environmental impact.
- Technological Advancements: Emerging technologies like mobile banking and digital platforms can facilitate access to finance and market expansion for social enterprises.
- Government Commitment: The Peruvian government has demonstrated a commitment to promoting social entrepreneurship, creating an opportunity for collaboration and policy reform.
4. Recommendations
1. Establish a National Social Enterprise Strategy:
- Develop a comprehensive strategy: This strategy should outline clear objectives, target sectors, and key performance indicators for measuring progress.
- Create a dedicated agency: Establish a dedicated agency responsible for coordinating and implementing the national social enterprise strategy.
- Align with Sustainable Development Goals (SDGs): Ensure the strategy aligns with the SDGs to address key social and environmental challenges.
2. Foster a Vibrant Social Enterprise Ecosystem:
- Develop a legal framework: Create a clear legal framework that defines social enterprises, provides tax incentives, and facilitates access to government procurement.
- Promote impact investing: Encourage the development of impact investment funds and provide incentives for institutional investors to invest in social enterprises.
- Support capacity building: Establish programs to provide social entrepreneurs with training, mentorship, and access to technical expertise.
3. Facilitate Access to Finance:
- Create a social enterprise fund: Establish a dedicated fund to provide early-stage financing for social enterprises.
- Develop blended finance models: Combine public and private funding sources to reduce risk and attract investors.
- Promote microfinance: Expand access to microfinance institutions to support social enterprises operating in underserved communities.
4. Enhance Awareness and Engagement:
- Launch public awareness campaigns: Raise awareness about social entrepreneurship through media campaigns, educational programs, and public events.
- Promote social enterprise success stories: Showcase successful social enterprises to inspire entrepreneurs and investors.
- Engage with stakeholders: Facilitate dialogue and collaboration between government, businesses, NGOs, and social entrepreneurs.
5. Implement a Portfolio Approach:
- Direct investment: The government should directly invest in promising social enterprises through grants, equity investments, or loan guarantees.
- Capacity building: Invest in training programs, mentorship initiatives, and incubators to support social entrepreneurs.
- Policy reform: Implement policies that create a favorable environment for social enterprise growth, including tax incentives, access to government procurement, and simplified regulations.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the Peruvian government's commitment to sustainable development, poverty reduction, and inclusive economic growth.
- External customers and internal clients: The recommendations address the needs of social entrepreneurs, investors, and the broader community by fostering an ecosystem that supports social enterprise growth.
- Competitors: The recommendations consider the global trends in social entrepreneurship and impact investing to ensure Peru remains competitive in attracting talent and investment.
- Attractiveness: The recommendations are designed to attract investment, generate economic activity, and create positive social impact.
Assumptions:
- The Peruvian government is committed to promoting social entrepreneurship as a key driver of development.
- There is a growing demand for social impact investments from both domestic and international investors.
- Social entrepreneurs have the potential to create significant positive social and economic impact.
6. Conclusion
By adopting a comprehensive strategy that combines direct investment, capacity building, and policy reform, the Peruvian government can unlock the immense potential of social entrepreneurship to drive sustainable development, address social challenges, and contribute to economic growth. This approach will create a vibrant ecosystem that fosters innovation, attracts investment, and empowers social entrepreneurs to create a more equitable and sustainable future for Peru.
7. Discussion
Alternatives:
- Focusing solely on direct investment: While direct investment can provide immediate support to social enterprises, it may not be sufficient to create a sustainable ecosystem.
- Relying solely on market forces: Leaving the development of the social enterprise ecosystem entirely to market forces may result in limited impact and uneven distribution of benefits.
Risks:
- Lack of political will: The success of the strategy depends on sustained political commitment to social entrepreneurship.
- Insufficient funding: Securing adequate funding for the initiatives outlined in the strategy is crucial.
- Lack of capacity: Building the necessary capacity within government agencies and among stakeholders is essential for effective implementation.
Key Assumptions:
- The government will prioritize social entrepreneurship in its development agenda.
- The private sector will respond positively to incentives and opportunities for impact investing.
- Social entrepreneurs will be able to leverage the support provided by the government and other stakeholders to scale their ventures.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and responsible parties for each recommendation.
- Establish a monitoring and evaluation framework: Develop clear metrics to track progress and measure the impact of the strategy.
- Engage with stakeholders: Facilitate ongoing dialogue and collaboration with social entrepreneurs, investors, NGOs, and other relevant actors.
- Promote transparency and accountability: Ensure the strategy is implemented transparently and that progress is regularly reported to the public.
By taking these steps, the Peruvian government can create a thriving social enterprise ecosystem that drives sustainable development and improves the lives of millions of Peruvians.
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Case Description
A consultant with CARE Enterprise Partners (CEP) is tasked to provide consulting for three social enterprises in different stages of development, each benefiting from CEP funding and support. CONASE - an oatmeal manufacturer selling to the government's vaso de leche free breakfast program - asked for advice on strategic analysis and creative approaches to customer relations. Seviagro - a market linkage social enterprise aggregating produce from smallholder artichoke farmers for resale to a large processing and export company - requested support with cost analysis and accounting. Corporacion Solar - initially established as a buyer and reseller of spinach produced by Andean farmers but currently transitioning from a market linkage model to a hybrid model - was looking for assistance in reshaping its growth strategy to target major buyers in Lima with a more diversified product offering. The three for-profit social enterprises profiled in this case sample a new breed of locally-reliant, market-driven models, which could further Peru's rural development in mountainous regions like the Ancash province. Their success could be tremendously influential in charting a new approach to development in the Andes. Success here could also endorse CEP's pioneering approach to development around the world. But despite careful start-up planning and very promising triple-bottom line projections, each enterprise confronted unexpected challenges in customer relations, cost management, sourcing and distribution. As these social ventures were getting off the ground, their founders' ability to simultaneously meet their social goals and remain economically viable was in jeopardy. The case asks students to put themselves in the consultant role and reposition these social ventures for sustainable growth.
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