View
278
Download
6
Category
Preview:
Citation preview
enterprises.brac.net
R e a l i z i n g p o t e n t i a l t h r o u g heconomic empowerment
H. U. M Mehedi Sajjad | BRAC Enterprises | 03.09.13
enterprises.brac.net
What’s inside . . .• Overview of BRAC Social Enterprises
• Evolution of enterprises
• Looking at Few Principles Behind Success
enterprises.brac.net
Overview• BRAC Social Enterprises is the income generating concern of BRAC
• Creating market access for the marginal growers, bringing right quality products and services to customers, creating job opportunities – thereby contributing to poverty alleviation made BRAC Social Enterprises a unique model of business for good and changing lives.
• The income-generating model partially enables BRAC’s development programme expenditure. Of total expenditure, 74% expenses are carried by BRAC itself, rest through donor funds
• Income generated from the enterprises are re-invested in social activities like people education, healthcare, livelihood development – always ensuring positive changes in quality of life of people who are poor and deprived.
enterprises.brac.net
Reason for existence of BRAC Enterprises
To enable BRAC to attain its vision and mission by
Sustaining the development interventions of BRAC
Poverty alleviation through entrepreneurship development and job creation
Generating surplus for BRAC
enterprises.brac.net
BRAC’s Social Enterprises
Retail– Aarong
Livestock – Dairy– Artificial Insemination– Poultry Farms (DOC)– Poultry Rearing Farms– Feed Mills– Broiler Processing & Marketing– Fisheries
Health – Sanitary Napkin & Delivery Kit
Agriculture– BRAC Salt– Sericulture– Nursery– Cold Storage– Tea
Alternate Energy & Renewables– Solar– Recycled Handmade Paper
Printing & Packaging– Printers– Printing Pack
enterprises.brac.net
BRAC Social Enterprises are UNIQUE
Enterprises grew out of ‘development interventions’ and not set up as businesses
They do NOT have any ‘shareholders’ but have ‘stakeholders’ that is; those who benefit from BRAC’s Programs – the poor and the entire community. Therefore the decisions are based on ‘stakeholder value’ not ‘shareholder value’
Therefore, there can in some cases be a an element of with in the enterprise ‘cross subsidy’ based on driving mission objectives (which normally does not exist or is not encouraged in commercial enterprises)
enterprises.brac.net
every enterprise of BRAC has its root connected to resolving development challenges
enterprises.brac.net
- Country’s top fashion and retail brand with 11 outlets nationwide
- 13 production & 653 sub-centers
- 65,000 rural artisans directly engaged, 85% of them are women
- 25,000 artisans in independent cooperative groups and traditional family-based set-ups market their goods through Aarong
- Empowers destitute rural women by providing opportunities for employment and income generation
- Ensuring commercial success of the enterprise of women producers
- Reviving traditional skills of rural artisans.
Aarong at present
enterprises.brac.net
– Delicate balance between social good and making profit for sustainability
– Market efficiency • Product quality, pricing, distribution/supply chain, market promotion• Developing strong brand for long term business results
– Business risk management• Product risk/single product dependency• Seasonality risk• Geographical risk• Customer risk/single customer dependency
– People (who’re making the difference) & people behind the people (leadership)
enterprises.brac.net
‘pilot, perfect, scale up’
the BRAC mantra
BRAC believes ‘small is beautiful’ but ‘big is necessary’to create positive impact on poor peoples lives
Recommended