U okviru projekta “Pokret omladinskog aktivizma - POMAK”, od 23 do 25. januara 2015. godine, na Borskom jezeru po prvi put u Srbiji, organizovana je Nacionalna Konferencija o socijalnom preduzetništvu i kreativnim industrijama. Nakon otvaranja konferencije prva sesija upravo je bila posvećena priručniku o kreativnim industrijama i socijalnom preduzetništvu mladih, a o njemu su govorili njegovi autori Ana Filipovska , Aleksandar Đerić i Ana-Marija Đurić. Učesnici su zahvaljujući Milošu Ljubomiroviću, autoru filma Sjene, imali priliku da čuju i praktični uspešni primer prikupljanja sredstava putem crowdfunding-a. Projekat o socijalnom preduzetništvu i kreativnim industrijama, Pokret omladinskog aktivizma “Pomak”, Timočki omladinski centar realizovao je u partnerstvu sa Krovnom organizacijom mladih Srbije, a uz finansijsku podršku Ministarstva omladine i sporta Republike Srbije.

1. Social Enterprise Youth Guide
Ana Filipovska

2. http://funkyguerrilla.com/
Social Enterprise Real Story

3. Socialization of business
Social enterprise will create new ways to do
business
 Social enterprise is often defined as
finding business and market based
solutions to systemic social issues,
such as social exclusion, long-term
unemployment and sustainability.
 A social enterprise puts a higher
premium on its social mission and
its social returns which moderate
the way it runs its business.

4. To identify social enterprises, we
commonly use this criteria:
1. Constant production and selling of goods or services;
2. The enterprise is autonomous in relation to public and private sectors;
3. The enterprise takes economic risks in order to obtain their own income;
4. The enterprise employs certain, minimum number of paid workers, and
most often volunteers participate in activities of social enterprises;
5. Business activities are clearly undertaken in order to achieve the social
impact and benefits to society or to a marginalised group;
6. The enterprise has been formed and operates as a result of an organised
and solidarity action;
7. The management is based on the principle of “one member - one vote”;
8. Beneficiaries participate in the management structure of social enterprises;
9. There are clear rules and practice related to limited distribution of profit.

6. Social Enterprise Models
 Model One: Engage in a trading activity that has no direct
social impact, make a profit, and then transfer some or all of
that profit to another activity that does have direct social
impact (the ‘profit generator model’)
Example: for-profit businesses with CSR programmes
 Model Two: Engage in a trading activity that does have direct
social impact, but manage a trade-off between producing
financial return and social impact (the ‘trade-off model’)
Example: fair trade businesses; microfinance institutions; firms
that employ disadvantaged people
 Model Three: Engage in a trading activity that not only has
direct social impact, but also generates a financial return in
direct correlation to the social impact created (the ‘lock-step
model’)

7. KEY PARTNERSHIP
The network of suppliers
and partners that make
the enterprise work
Commercial:
-Coffee distributor
-Drink distributor
-Local chamber of
commerce
Impact:
-Non-for-profit partner
supporting young people
with long-term
unemployment
- Social Enterprise
Alliance
-Social Investor
KEY ACTVITIES
The most important
things that need to be
done to make the
enterprise work
Commercial:
Baristaring
Cooking/catering
Customer service
Impact:
Support and participation
activities
VALUE
PROPOSITION
The products and
services that create
value for specific
customer segments-
what keeps customers
returning to your
enterprise
Commercial Value:
Great fair trade
coffee , fresh organic
food, personal service
Impact Value
Proposition:
Sustainable income for
young people who
have been long term
unemployed
CUSTOMER
RELATIONSHIP
The types of relationship an
social enterprise establishes with
specific customer segments
Commercial/Impact
Personalized services, repeat
custom , loyalty, long term
customers
CUSTOMER
SEGMENTS
The different groups
of people or
organizations an
social enterprise
aims to reach and
serve
Commercial:
Walk-by commuters
Local businesses,
offices, services
(retail and catering)
Regulars
Impact:
Ethical consumers
Non-for-profits
Other social
enterprises
Social procurement
customers (catering)
Government
purchasing jobs for
people with long
term unemployment
and financing
training
KEY RESOURSES
The most important
assets (physical,
intellectual, human,
financial)
Commercial:
Kitchen/coffee
Equipment
Shop(asset)
Location
Staff
Impact:
Support expertise
Support staff
Impact brand
CHANNELS
How an social enterprise
communicates with and reaches
its customer segments to deliver
a value propositions
Commercial:
Retail-high traffic near public
transport station
Word of mouth
Commercial:
Impact:
Inventory
Equipment
Utilities
Staff
Support and participation
costs (staff, productivity,
training, work)
Readiness cost
Commercial:
Impact:
Retail sales
Catering sales
Participation and
support funding
Training funding

8. Legal structure for social enterprises
Italy UK Serbia
Legal framework Low decret 155/2006 Companies Act 2004
Community Interest
Company regulations
2005
Law on Professional
Rehabilitation and
Employment of Persons with
Disabilities
Law on Cooperatives
Law on Associations
Law on Endowments and
Foundation
Company LawLegal forms Association,
Foundations. Social
cooperatives, private
companies
All companies
regulated with
Companies Act from
1985
Association, Foundations.
Social cooperatives, private
companies
Entrepreneur
model
collective
empowerment
individual and
collective
empowerment
individual and collective
empowerment
Profit
distribution
Direct or indirect
distribution is
forbidden
Partial distribution of
profit allowed
Is no regulated
Governance principals of
participation “one
principals of
participation “one
Is no regulated

9. EU funds available for financing
social enterprises
 EaSI (2014-2020) - EU
Programme for
Employment and Social
Innovation with global
budget of 920 million
of euro is a financing
instrument at EU level
to promote a high
level of quality and
sustainable
employment.
 COSME is the EU
programme for the
Competitiveness of
Enterprises and Small
and Medium-sized
Enterprises (SMEs)
running from 2014 to
2020 with a planned
budget of €2.3bn.

10. Conclusion
 You may have the most beautiful and meaningful social
mission, but you have to have sustainable means to fulfil it,
the economic activities must be efficient and produce
financial return.
 The biggest challenge in the social enterprise
development to find and maintain the delicate balance
between its social goals and profitability.
 In a world dominated by individual and corporate interests,
a Social Enterprise has the capacity to mobilize and
focus on common goals to do things differently because of
the desire of social and economic transformation for justice

11. If we want to keep moving forwards equity and
sustainability, we have no other choice than to be
creative and innovative!
Discussion/questions?