社会企业管理英文版

1、1 IntroductionSocial enterprise is not purely business, nor is the general social services. The social enterprises make a profit to contribute to society through the operation of the business practices. The obtained surpluses should be used to help the disadvantaged, promote community development an

2、d social enterprise investment. Emphasis on social values is more than the pursuit of the biggest corporate earnings. In 2011, the Australian Government established the Social Enterprise Development and Investment Fund (SEDIF) with a fund of $6 million, which is managed by the Forresters for support

3、ing social enterprises(Ridley, R. J. and Bull, M. 2011).To make the management of fund more reasonable, the Forresters try to find the suitable social enterprises to support. As there are so many social enterprises in Australia with a chance to succeed needing funding, it is not so easy for the Forr

4、esters to find the company with a good return on investment. Many issues exist in the current social enterprises, for example, the enterprise is bootstrapped, run and operated by individual entrepreneurs, there is no suitable business strategy. Thus, it is necessary to find the current issues and th

5、e solutions for the enterprises. Moreover, the Forresters find promising enterprises to support.The report gives a detail analysis on the social enterprises in Australia. The strength and the weakness are determined. And then, the good model of the social enterprises is showed, the company with chan

6、ge needed is suggested with suitable change measurement for a better development. The company can improve through making business strategy, determining core value of the service and enhance the ability of the structure. The failure enterprise is also presented. In final, the report defines the commo

7、n issues of the social enterprises and provides the strategies for solving the problem, and then achieving the goal of long-term development. Then, a comprehensive conclusion is obtained based on the analysis(Cheryl K, Joanne M. 2011).2 Recommended now2.1 OrganizationGoal and valueMars Hill was esta

8、blished in 2001, whose goal is to provide a safe space for the formation of community and the support for visual, written and performance art. With the development of Mars Hill, now it has shifted to run an ethical business and meet the need in the community.EnvironmentThere is fierce competiveness

9、in the industry. However, the market is also huge. The Mars Hill has art display which is difficult for others to cope. Moreover, the high-end quality of product also improves the advantage.StructureThe Mars Hill is operated mainly by volunteers for a certain time. However, there is a strong need fo

10、r the full time staff to deal with the work. Thus, with the increasing of the revenue, the Mars Hill recruits some paid volunteer. A certain fund has ensured the operation.SupportThe development of Mars Hill is related with the supporters and partners, who give a range of funding or other support. F

11、or example, the Parramatta Leagues Club, and the NSW State Library which uses Mars Hill as a heat venue for the State-wide Poetry Grand Slam competition.RevenueAs the Mars Hill has a variety of supporter who offers the funding, and it expands the business in the market, there is a good revenue condi

12、tion in the Mars Hill to keep the program operating well.Business modelThe Mars Hill focuses on developing the art activities, which can generate some revenue. High qualityend of the coffee is also the advantage of the company. To expand the business, it increases the amount of advising and training

13、, which is good for the reputation and ensuring a good quality of the service.Through the process, there is a healthy and sustainable development model.2.2 Model analysisThe Mars Hill has a good business model with right value position and healthy business style. The development contributes to the i

14、mprovement of its structure. It is obvious that there is a good IOR for the enterprise. However, the service and management idea is always changing, which is not stable. And there is no clear strategy for the value position. Thus, a strong development plan for the position is needed.2.3 ConclusionTh

15、e business model of Mars Hill is successful. There is a good business model to ensure the revenue, a high quality of product and various meaningful activities increases its competitiveness, a goodorganization structure manages the enterprise well. Thus, there is a sustainable development model for t

16、he Mars Hill, and it is strongly commended.3 Recommended with change3.1 Organization descriptionGoalCharcoal Lane is a modern Australian restaurant, whose goal is to serve contemporary Australian cuisine combining with native flavours. Moreover, it employs and trains disadvantaged indigenous and non

17、-indigenous young people. Charcoal Lane was established by Mission Australia, which is a social enterprise that acts as a transitional labour market program.EnvironmentIn the restaurant industry, there are various enterprises as there is a huge market. However, the competition is also fierce. The se

18、rvice quality and the management directly determine the revenue.Service valueThe Charcoal Lane provides personal and group support, life and employability skills development, structured work experience and accredited Certificate III in hospitality, whose goal is to achieve sustainable mainstream emp

19、loyment.Revenue analysisAs showed in the report, the Charcoal Lane has $1 million revenue after its first year of operation. After three years of trading, the Charcoal Lane is expected to create net profit so as to support the comprehensive training program.Cooperation and supportCharcoal Lane works

20、 closely with both the VAHS and AAV. The business does not fully pay for the rent for VAHS while the AAV assists in setting up of the company by bring fit-out cost. The partnership is crucial for the development.StructureCharcoal Lane is managed within the Mission Australia organizational and govern

21、ance structure. The manager controls the social enterprise and training programs and reports to the State Director. Moreover, he manages the finance, HR, marketing, media, payroll and legal services. Another team in Charcoal Lane team is worked to bring all the expertise together and solve the issue

22、s. There is also a separate Charcoal Lane team within Mission Australia, which brings together expertise and meets weekly to discuss issues.3.2 Model analysisThe business model has strong competitive position for its good cooperation with other agencies. It also has the advantage of skills people be

23、cause the indigenous trainees take on the head chef role. Moreover, the Charcoal Lane employs youth workers to allow for the trainee. However, there are still difficulties for the company. One of the challenges is to work with partners who may have different expectations. Everything should be agreed

24、 by VAHS before action.3.3 RecommendationBased on the analysis, we found there is a good business model for the enterprise. However, several key issues should be considered. One of the most important issues is the structure. The committee has met difficulties to agree with the partner. Thus, a coord

25、ination group is needed to solve the problem. Moreover, it can form a mechanism to deal with the business. The second one is the position of the value. The number of trainee can not be the only indicator of the program, but the quality of the program should be ensured. The final issue is the busines

26、s strategies. More business strategies, for example advertising is strongly needed.3.4 ConclusionThe business model of Charcoal Lane is successful. Firstly, its goal is meaningful and there is actually positive effect on the society that it helps disadvantaged indigenous and non-indigenous young peo

27、ple get skills and work. Then, the revenue in the model is also excellent as it is commercially breaking even in the first year. After three year, it may support all the programs. Its success is also related with its cooperation with a lot of agencies, who gives support on money, worker, work opport

28、unity and others.The company has a good structure to manage it and process strong competitive than other companies. The type of the business is strongly recommended to support.4 Reject4.1 OrganizationGoal and valueMu ooz Eritrean Restaurant & Cateringis an African restaurant in Brisbane, which o

29、ffers training and work experience for the refugee women in the neighbor countries. The goal is to enhance cultureinteraction in the local community. The Mu ooz Eritrean Restaurant & Catering helpsbythe refugee providing work opportunity for them to obtain the income, learn skills and make the c

30、ommunity tight.EnvironmentIn the restaurant industry, there are various enterprises as there is a huge market. However, the competition is also fierce. The service quality and the management directly determine the revenue.StructureThe Mu ooz is one of the forming parts of the Eritrean Australian Wom

31、en & Family Support Network Qld. The enterprise is under administration of its management committee administers. There are a total of fifteen paid staffs in the enterprise except for the manager and the chef.PartnershipTo make the enterprise run normally, the Mu ooz cooperates with a variety, of

32、especiallythepartnersthecompany in the training industry. For example, the Qld Department of Education & Training providestraining service for the company. Moreover, the Social Ventures Australia assists in finance and business mentoring. Those factors improve the training level and offer a bett

33、er service for the refugee woman.SupportWhile cooperate with the companies, the Mu ooz alsofundingseeks fromtothedifferent places. TheBrisbane City Council runs a program providing fund for the project. Other funding includes $5000 grant from the Gambling Community Benefit Fund, a $2000 funding from

34、 Foresters Community Finance, a $1000 loan from Foresters, and an $8 000 grant from Moorooka Council. There are also other funding,which plays a great role in the development of the Mu ooz.4.2 Analysis on the modelThe Mu ooz, Saba provides flexible work opportunities for the refugee women, which is

35、very importantto help them. Most of them have limited language, skills, and a lack of confidence. These aspects cause a restrict ability of full time work. Thus, the flexible work opportunities increase its advantage in theindustry. However, there are issues in the model. Firstly, there is no strong

36、 leader and good structure in the company. Most of the work is done by founder Saba Abraham, who needs committee to help with decision making. Another key issues is that there is a good business way to make the breaking even. Most of the revenue is from funding support. The final issue is to deal wi

37、th the economic downturn. There is no effective way to handle it, which cause a loss.4.3 ConclusionThe Mu ooz has a good service value, which brings positive effect on the society. However, the industry has fierce competition and is highly related with economy. The company should take a differential

38、 strategy to increase its core ability. As the weak structure has limited the development, and there is no clear and sustainable development plan, we should reject the enterprise.5 ConclusionsBased on the case analysis, there are several issues in the social enterprise. A common one is the position

39、of the value. There is no quite good value of the enterprise goal, or the goal changing. Another one is the revenue model. Some enterprise is operated by support from funding without strong competiveness. If there is economy crisis of a less of funding, it will be difficult. The final one is the structure of the enterprise, more experienced people is needed to operate the company. To better development the company, firstly, the enterprise should have a right position of value. And then, it is necessary to make advertisement strategy and improve the service qua