Marketing is the process of satisfying the organization’s stakeholders and creating value for these stake-holders. Marketing management is the management of this process.

Stakeholders are persons  or organizations that have a relationship with the organization. Every organization has a different set of stakeholders, although many have the same type. Stakeholders are affected by the actions of the organization and many of these stakeholders are the focus of marketing efforts. Typical stakeholders include customers, employees, distributors, suppliers, owners, and the community.

Marketing is the common thread that ties all the stakeholders together. Many of the relationships are obvious, but let’s look a little closer at an obscure one —  the bank. From a marketing point of view, you have to establish constructive communication with the bank. You must ensure that the bank maintains a positive attitude towards your company. You are selling your organization to the bank very much like you are selling the organization to your customers.

And just as your objective is to keep your customers happy, your objective here is to keep your bank manager happy. The campaign may be simpler, but the process is the same.

Marketing is the process of satisfying the organization’s stakeholders and creating value for these stake-holders. Marketing management is the management of this process. Stakeholders are persons  or organizations that have a relationship with the organization. Every organization has a different set of stakeholders, although many have the same type. Stakeholders are affected by the actions of the organization and many of these stakeholders are the focus of marketing efforts. Typical stakeholders include customers, employees, distributors, suppliers, owners, and the community.

Marketing is the common thread that ties all the stakeholders together. Many of the relationships are obvious, but let’s look a little closer at an obscure one —  the bank. From a marketing point of view, you have to establish constructive communication with the bank. You must ensure that the bank maintains a positive attitude towards your company. You are selling your organization to the bank very much like you are selling the organization to your customers. And just as your objective is to keep your customers happy, your objective here is to keep your bank manager happy. The campaign may be simpler, but the process is the same.

More reading: http://www.ryerson.ca/~kjensen/marketing/chapter1.pdf

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This paper is informed by insight from the theoretical and the empirical literature. The theoretical literature including Hart (1992), Mintzberg (1994a, 1994b), Liedtka (1998)  and Hill and Stephens (2003)  has provided some useful ideas on the evolution of understanding of how to create better strategies.

Hart and Banbury (1994) and their work on strategy-making processes and White (1998) and his work with strategy creation style provides the empirical insight which informs this paper. The purpose of this paper is to focus on the research question: What are the elements of the strategy creation construct?

More  reading: http://conferences.anzmac.org/ANZMAC2007/papers/TO’Shannassy_1.pdf

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There are four principal problems with defining social entrepreneurship in a way that puts so much emphasis on individuals. The first is a cult of personality that focuses on individual traits such as achievement, motivation, tolerance for ambiguity, optimism, intelligence, talent, and so forth. This focus strays from what the entrepreneur does to who the entrepreneur is and his or her ability to sell an idea. Much of the research that underlies this thinking has failed to prove that personality traits contribute to entrepreneurial success, let alone to identify the specific traits that actually matter.

Moreover, the available evidence from exemplary social entrepreneurs suggests that success depends less upon personality than it does on teachable skills, such as the ability to activate the public, raise capital, negotiate results, and manage the difficult transitions involved in taking an organization from its initial start-up phase to maturity.

While skills cannot create ambition and perseverance, they can lower just how much ambition and perseverance are necessary for success. And if skills can be defined and taught, there is the possibility that social entrepreneurship need not be so rare in the future. Instead of one entrepreneur in a million, there may be one in a hundred or one in five.

The second bias that comes from focusing on individuals is a tendency to ignore the role of organizations and the resources they provide for pattern-breaking change. Researchers have long known that successful ideas require a mix of talents that is rarely found in one person.

Indeed, the most compelling research on business entrepreneurship suggests that successful change requires a stream of capabilities including leadership, management, marketing, organizational design, and finance. Whereas philanthropists almost always focus on the individual, venture capitalists almost always focus on the leadership team and the organization to back it.

More reading: http://wagner.nyu.edu/performance/files/ReshapingSE.pdf

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A number of exemplary programs and initiatives from around the globe have engaged students, faculty and administrators in this emerging field of study.  Faculty can learn from more established centers, including the Center for Advancement of Social Entrepreneurship at Duke University and Social Enterprise at Harvard University, to more recent models including the Berea College Entrepreneurship for the Public Good and the Skoll Centre for Social Entrepreneurship at Oxford University.  These programs offer a variety of opportunities for students to learn about social entrepreneurship.

The Asian Institute of Management Social and Development Entrepreneurship Program targets social entrepreneurs and has them build their organization over the 18 month program.  The Sustainable Venturing Initiative at the University of Colorado marries social entrepreneurship and sustainability. Tata Institute of Social Sciences has developed the first Masters in Social Entrepreneurship in India.

Collaboration between the Catholic University of Louvain and University of Liege in Belgium offered the first PhD course in social entrepreneurship. A number of programs in the United Kingdom and the University of Cork in Ireland offer masters degrees in Social Enterprise.  As the demand for social entrepreneurs to help alleviate some of the world’s social problems grows, the number of majors, minors and certificate programs have increased.  Learn more about these programs in this section, or for a comprehensive listing of social entrepreneurship courses, see the March 2008 updated version of the handbook.

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More reading: http://usasbe.org/knowledge/socialentres/Social%20Entrepreneurship%20Handbook.pdf

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We would explicitly include organizations, as well as people, when being part of this community furthers their mission. Without an active community of practice and knowledge, the “field” of social entrepreneurship does not exist. The success of the field depends on the health and effectiveness of this community. Consequently, we will devote this first section of our report to actions that will help develop and grow  a cohesive, credible,  and vibrant community of practice and knowledge around social entrepreneurship.

Now is an opportune time  to take strategic steps toward strengthening this community. The concept of “social entrepreneurship” is clearly gaining momentum.  This is apparent from increased the attention in  mainstream  media, growth of new academic programs around the world, and prominent awards (including the 2006 Nobel Peace Prize) for acknowledged social entrepreneurs.

Our interviewees for this  project recognized the momentum and saw it as presenting an excellent “window of opportunity” for building the field. Yet, most of them also identified tensions, frustrations, and challenges that could undermine efforts to move forward. If these are not handled correctly, the field could easily fragment, be marginalized, or simply become a passing fad. The excitement and energy that have been building around this concept could fade as quickly as they arose.

The reactions of practicing social entrepreneurs were particularly interesting. Because this is a new term, many said that they did  not identify themselves as “social entrepreneurs” until they were officially recognized as such for some award or fellows program:

First there is the identity challenge–what makes an individual or an organization a social entrepreneur? Then  there is the self identity challenge–do people really recognize themselves as social entrepreneurs? The question, of course, is what the identifiers are.

Probably many practicing social entrepreneurs do not identify with this term. It is conceivable that many who do now identify  themselves this way are simply adopting the term to attract funding, as they see it as the  “new thing.”  From the perspective of many social  entrepreneurs, the seemingly endless definitional disputes are “getting in the way” of doing the work, advancing practice, and increasing their effectiveness. For them, too much time is spent arguing over definitions and little is resolved. As one asked plaintively,  “Why this obsession over definition?”

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More reading: http://www.caseatduke.org/documents/CASE_Field-Building_Report_June08.pdf

While every business may not be subject to all the requirements provided, carefully read the information provided by your respective city, county, state and Federal government. Many requirements stem from the legal structure you choose for your business; the type of business you are starting; the estimated revenues anticipated; the number of employees; and the physical location of the business.

All operating businesses are subject to a number of tax obligations, permit and license requirements, zoning restrictions and other laws at the city, county, state and federal government levels.

As a future business owner, begin by learning what your obligations will be BEFORE opening your business. After learning the requirements, secure the forms, apply for the licenses and registration numbers and identify all the costs. These costs are not only part of a business’s start-up expenses but also an ongoing cost of doing business. So, place these expenses in your yearly operating budget and create a calendar of dates when the taxes and licenses are due for renewal and payment.

Regardless of whether you start your own high-tech company, this series of articles will sensitize you to the businessaspects of what’s happening around you- I strongly believe that engineers and scientists can fundamentally improve their contribution to society and benefit them selves as well by learning more about business.

Every nation, every company, every person must deal with the issues of productivity and competitiveness. Our standardof living depends on what we produce, and engineers and scientists, more than any other group, can create wealth for society because they are directly coupledto the engines of productivity.

An awareness of business will help you make more-informed decisions in your career. In the past, engineers obtained job security by joining a stable company and completing their assignments with dedication and excellence. Today,we obtain job security by being competitive in the job market and by making sure our actions directly contribute to the company’s success. That means knowing who the company’s real customers are, what problems theyneed solved, and how our actions affect other parts of the company.

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More reading: http://www.lbl.gov/tt/researchers/resourcespubs/start_business.pdf