拓展行銷通路 - 政大學術集成

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(1)國立政治大學商學院國際經營管理英語碩士學位學程 International MBA Program College of Commerce National Chengchi University. 碩士論文政治. 大. 立Master’s Thesis. ‧. ‧ 國. 學 sit. y. Nat. 拓展行銷通路. n. al. er. io. Promoting Market Access. Ch. engchi. i n U. v. Student: Theo Marmolejo Constante Advisor: Chester Ho. 中華民國一〇四年一月 January 2015.

(2) 展行銷通路 Promoting Market Access. 研究生：毛天恩. Student: Theo Marmolejo Constante. 指導教授：何小台. 立. Advisor: Chester Ho. 政治大國立政治大學. ‧ 國. 學. 商學院國際經營管理英語碩士學位學程碩士論文. ‧ y. sit. Nat. A Thesis. er. io. Submitted to International MBA Program National Chengchi University a. n. v i l n C h of the Requirements in partial fulfilment engchi U for the degree of Master in Business Administration. 中華民國一〇四年一月 January 2015 2.

(3) Abstract. This paper highlights the idea of a social enterprise creation that will tackle HIV/AIDS and poverty issues in the Kingdom of Swaziland. Using a bottom up approach, the enterprise goal is to provide labor opportunities through capacity building workshops that will teach poor people to create products that can be sold in niche markets. Additionally, through the sale of. 政治大. these products, the enterprise will be able to gain a percentage in order to fund projects against the fight of HIV/AIDS. Encourage the involvement of poor communities through, for. 立. example, decentralized planning systems that incorporate explicit poverty reduction goals,. ‧. ‧ 國. 學. preventing or mitigating negative impacts on vulnerable groups.. n. er. io. sit. y. Nat. al. Ch. engchi. i. i n U. v.

(4) TABLE OF CONTENTS Executive Summary ......................................................................................................................... 1 Introduction .............................................................................................................................. 2 1.1.. 政治大. 2.1.. Kingdom of Swaziland Economy ........................................................................................................ 5. 2.2.. HIV and AIDS situation in Swaziland................................................................................................ 5. 2.3.. Poverty situation in Swaziland .............................................................................................................. 7. 立. 學. Marketing Plan ......................................................................................................................... 9. ‧. The Market .................................................................................................................................................. 9. 3.2.. Situation Analysis ..................................................................................................................................... 9. y. Nat. 3.1.. io. sit. 3.. Background/Problem Statement ....................................................................................... 5. n. al. er. 2.. Bottom Up approach to tackling poverty ........................................................................................... 2. ‧ 國. 1.. Ch. i n U. v. 4.. Strategic Alliances Analysis .............................................................................................. 13. 5.. Marketing Strategy ............................................................................................................... 18. 6.. engchi. 5.1.. Mission ...................................................................................................................................................... 18. 5.2.. Marketing Objectives ............................................................................................................................ 18. 5.3.. Target Market .......................................................................................................................................... 18. 5.4.. Positioning ................................................................................................................................................ 19. SWOT Analysis ....................................................................................................................... 20. ii.

(5) 7.1.. Operation Costs and Expenses ........................................................................................................... 22. 7.2.. Scenario Analysis ................................................................................................................................... 23. 7.3.. Budget Distribution ............................................................................................................................... 25. Business Model ...................................................................................................................... 27 8.1.. Customer Segment ................................................................................................................................. 27. 8.2.. Value Proposition ................................................................................................................................... 28. 8.3.. Channels .................................................................................................................................................... 29. 8.4.. Customer Relationship.......................................................................................................................... 30. 8.5.. Revenue Streams .................................................................................................................................... 30. 8.6.. Key Resources ......................................................................................................................................... 31. 8.7.. Key Activities .......................................................................................................................................... 32. 學. ‧. y. sit. al. v i n Ch Key Partners ............................................................................................................................................. 33 engchi U n. 9.. io. 8.9.. Nat. 8.8.. 立. 政治大. er. 8.. Financial Analysis ................................................................................................................. 22. ‧ 國. 7.. Cost Structure .......................................................................................................................................... 34. Bibliography ........................................................................................................................... 35. iii.

(6) List of Figures and Tables Figure 1: Social Enterprise Main Roles .................................................................................................. 11. Table 1: Operation Costs and Expenses ................................................................................................... 23 Table 2:Scenario Analysis............................................................................................................................ 23. 政治大 Table 4: Budget Distribution立 ....................................................................................................................... 25 Table 3: Business Branches Budget Scenario ........................................................................................ 24. ‧ 國. 學. Table 5: Labor Payment ................................................................................................................................ 25. ‧. Table 6: Scenario Analysis/ Number of Employees ............................................................................. 26. n. er. io. sit. y. Nat. al. Ch. engchi. iv. i n U. v.

(7) "Give a man a fish and he will eat for a day. Teach a man to fish and he will eat for a lifetime." ― Confucius. Executive Summary Many organizations have taken on the task to improving the lives of the people living in the world’s poorest regions. The hurdles faced by these people are numerous, the majority of those living in or near poverty lack to even cover the most basic living needs and adding to. 政治大 have to make a descent living 立 are in many cases nonexistent.. this fact, many face serious health problems like HIV/AIDS. The opportunities these people Therefore, in order to help. ‧ 國. 學. people living under the most extreme poverty conditions, it is necessary to provide them with tools and opportunities that will help them transition permanently out of poverty. However, if sustainable change wants to be achieved, it most be created from the bottom up, directly. ‧. addressing the core needs and challenges being faced by the poor. Faces of Swaziland is a. y. Nat. social enterprise trying to address two main issues in Swaziland: HIV/AIDS and poverty. The. io. sit. goal of this enterprise is to work jointly with the Kingdom of Swaziland to create a vehicle of. er. capacity building that will allow to create labor opportunities for poor people and Swaziland. al. n. v i n C exhibition will be U the Kingdom of Swaziland, an art h e n g c h i put together and will showcase (as its. and, at the same time, collect funds for the fight against HIV/AIDS. With the collaboration of. central theme) faces of the people of Swaziland and the stories behind these faces. The exhibition has two goals, the first is to collect funds to initiate the enterprise and second, to create awareness and buzz through the paintings showcased in the exhibition.. 1.

(8) 1. Introduction Sustainable change starts at the bottom. Moving an issue into the realm of "permanentlyimportant" requires the building of new cultural values done in the only way cultures are created: from the bottom up. The greatest failure of international development to this day is the wasting of resources due to a lack of comprehensive knowledge of the realities on the ground. Therefore, the key to adequate source allocation is to getting the right resources to where they are needed most and ensuring those resources are being integrated in a sustainable manner. In this sense, it is by searching for solutions together where we can know what actual situation is, what can or should be done, what can be produced; it is about sitting together and looking for solutions together.. 立. 政治大. A Bottom Up Approach starts from the base up. It is by engaging into projects with and for. ‧ 國. 學. the community, trying to filter the community’s core needs by which governments and organizations can actually find the structure to make things change. Many researchers agree. ‧. that if poverty issues want to be addressed, job opportunities must be brought to the population. What these opportunities bring is value creation for the poorest of the poor, for. y. Nat. sit. those who are usually excluded from the formal economy but who can be included if given an. al. er. io. opportunity. People are capable of doing great things if they are given the opportunity, but. n. what is even more important is that the community actively and directly engages in the. Ch. projects and becomes the driving force behind them.. engchi. i n U. v. 1.1. Bottom Up approach to tackling poverty Muhammad Yunus was awarded the Nobel Peace Prize for developing and promoting microfinance banking to help the poor, the media spotlight will shine on his pioneering model. His Grameen Bank success in Bangladesh with "bottom-up" aid in the form of small loans deserves lavish praise. Countless disempowered people, primarily women, have been lifted out of poverty through the opportunity to become small entrepreneurs and access financial services for the first time. Equally important is the fact that this model has inspired a generation of idealistic young entrepreneurs in the rich nations to flock to this approach. A recent study by the University of Maryland found that "asset-based" social institutions that. 2.

(9) combine lending, financing, and other profitable activities with social aims now represent more than $1.5 trillion in assets in the U.S. alone. While much debate and most of the writing on this perspective have centered around the bottom-up approach and the impact it can have over poverty, a deep exploration of the poverty alleviation implications has lagged. Nonetheless, it is important to highlight that what has not been fully articulated is how this perspective differs from other market-based poverty alleviation approaches, and thus, how its poverty alleviation outcomes may be different. At its core, this approach relies on a hypothesis of mutual value creation; the greater the value. 政治大. created for those living at the bottom, the greater the value that will be created for the nation as a whole. In fact, social enterprises or agencies that are created under this approach are. 立. expected to generate acceptable economic and societal returns to the organization and to the. ‧ 國. 學. local community in which they operate. Furthermore, the revenues generated for the enterprise is either done by selling goods to, or sourcing products from, those at the base of. ‧. the pyramid in a way that helps to improve the standards of living of the poor.. y. Nat. As a poverty alleviation approach, the bottom up perspective relies on the view that serving. sit. markets at the bottom of the pyramid is an economically viable business strategy. As such,. er. io. this market-based perspective differs from grant-based poverty alleviation programs, as the. n. al. i n C generate sufficient revenues to morehthan cover its costs. engchi U. v. goods and services provided by the venture are not free of cost. After all, social ventures must. Still, bottom up approaches to poverty alleviation are not new. Micro-finance initiatives have provided modest-sized loans to small local businesses for several decades. Aid agency programs providing managerial and technical assistance to micro-, small- and medium-scale enterprises have been a hallmark of development assistance for many years. More recently, value chain initiatives have emphasized raising the competitiveness of entire industries, and enabling environment programs have targeted policy reforms to transition informal market activities to a more “Western” legal and regulatory business environment within a specific country.. 3.

(10) As in the case of many other economic and social research and theories, many studies and publishing have been done in favor and against the bottom-up approach. However, one thing remains true. Social changes that arise from the population remain true to the needs and wants of the population, thus generally having a greater impact.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 4. i n U. v.

(11) 2. Background/Problem Statement 2.1. Kingdom of Swaziland Economy The Kingdom of Swaziland is a small, landlocked, open economy, with close trade and financial ties with South Africa. Approximately, 70% of Swaziland’s 1.11 million people live in the rural areas, with their income depending mainly of subsistence agriculture. The country’s economy is mainly driven by its membership of the South African Customs Union (SACU) and the Common Monetary Area (CMA). Despite the efforts being done b the government, the Swazi economy has been stagnated for almost two decades in a low-growth. 治政大battles with severe social challenges being categorized as a middle-income country, the nation 立 – poverty and inequality are pervasive and this is aggravated by the high levels of HIV/AIDS.. trap, with exogenous shocks reinforcing existing structural constraints to growth. Despite. ‧ 國. 學. Recently a sharp decline in SACU revenues in 2011 only demonstrated Swaziland’s economic vulnerabilities. A determinant factor that can aid in the progress of the country is to lay the. ‧. foundations for economic competitiveness and diversifying the sources of revenue.. sit. y. Nat. Swaziland’s business environment and competitiveness is small and weak and faces a series of challenges. Originally, the country’s private sector relied heavily on Foreign Direct. io. n. al. er. Investment as the driver of growth and thus neglected almost completed any entrepreneurship. i n U. v. efforts. Moreover, a large public sector leaves little space for the domestic private sector,. Ch. engchi. which is poorly organized and is not a priority in Government decision making. In general, the Swaziland’s economy is not productive enough and does not generate enough income sources to alleviate current financial burdens with national and international financial institution. Thus, the resources that can be destined towards AIDS and poverty projects is very limited.. 2.2. HIV and AIDS situation in Swaziland The Southern Africa sub-region, in particular, experiences the most severe HIV epidemics in the world. Swaziland, is among the nine countries in Africa, that have adult HIV prevalence rates over 10%. In fact, Swaziland has the highest HIV prevalence rate in the world at 26%, one in four adults are living with HIV. According to the latest figures, life expectancy is just 5.

(12) 48.9 years – one of the lowest in the world. The impact of so many AIDS-related deaths in Swaziland exacerbates existing poverty for families, and has resulted in a very youthful population. More than a third of the population are under 14 years old and only approximately 11% are over 65 years old. In other words, the highest prevalence rate are amongst the most productive working age ranges. Despite the alarming indicators, the country is one of five sub-Saharan African countries that have reached the goal of getting more than 80% people on antiretroviral treatment (ART). This government led campaign was first launched nationwide n 2003 and by 2012, Swaziland. 政治大. was among the few low-and middle-income countries which have achieved universal access to treatment, in other words, 80% of the country’s population who need HIV treatment. 立. receive it. Considering Swaziland’s fragile economy, the government has made efforts to. ‧ 國. 學. supply the drugs necessary for the treatment funding 100% of the drugs domestically. Additionally, the government has made many efforts towards introducing a number of. ‧. initiatives for HIV prevention, such as condom distribution and educational campaigns aimed at changing behaviors in the society. Despite the notable improvements that have been made. sit. y. Nat. in making treatment more accessible, the gains have been felt far more by adults living with HIV, access to treatment for children continues to be extremely inadequate, with only 54. io. er. percent of children eligible for treatment receiving it in 2012.. al. n. v i n C hmainly from international Funding for HIV response provides sources. In 2010, 60% of the engchi U funding for these projects was done by international entities while 40% was covered. domestically. This high level of internationally sourced funding suggests Swaziland’s HIV response is currently unsustainable and reliant on continued international investment in the global HIV response. Most of the funds are disbursed by the Global Fund and PEPFAR; and was hit particularly hard because of the cancellation in November 2011 of Round 11 Global Fund funding. It is important to note that although progress has been made with regards to treatment and Prevention of Mother-to-Child treatment (PMTCT); issues such as poverty, gender inequality and risky cultural practices continue to be factors that contribute to a high risk of HIV. 6.

(13) infection. Moreover, the country urgently needs to create more effective prevention initiatives and center efforts on improving access to HIV testing facilities.. 2.3. Poverty situation in Swaziland The greatest resources a nation has is its people. However, when the vast majority of the population are deprived of the basic human needs, which commonly includes food, water, sanitation, clothing, shelter, health care and education, they are set at a disadvantage and are deprived from the basic capacity to participate effectively in society. Social and economic indicators confirm the existing fundamental inequalities that prevail. 政治大 poverty and deprivation. Many 立 international organizations recognize that the county has an. within the Swazi society such as access to income and assets, and the existence of significant. ‧ 國. 學. urgent need to catalyze a new pattern of pro-poor development where the poor participate and share fully the benefits of growth, human development and social protection.. ‧. Poverty levels in Swaziland are partly explained by the pattern of wealth and income inequalities that has existed throughout the years. Only a small share of the population has. y. Nat. sit. gathered most of the countries income showing that 10% of the population controls over 40%. er. io. of the total national income while 14% of the poorest control a mere 14% of the total income.. al. v i n C h43% of the rural population poverty are the highest. Moreover, fall below the national upper U i e h n g c are poor. The vast majority of the poor poverty line and 40% of the urban population n. Approximately 84% of the population lives in rural areas, where the depths and severity of. population is concentrated in rural areas. Within rural areas, the worst poverty levels (all indices) are found in rural Shiselweni region. In rural Shiselweni, more than half the population live in poverty. As mentioned before, most of the population does not have access to assets which limits their opportunities for a better living. In fact, the only actual available asset poor households possess is the quantity and quality of their labor power. The greater the imbalance of dependents to labor-force participants, the greater the chance of the household being in poverty. Yet adequate quantity of labor-power alone is not sufficient to prevent the household from being poor. There needs to be sufficient labor market demand and opportunities that can 7.

(14) ensue a permanent source of income into a household. For the age group 15-24 years (the age range where one-third of the population falls into), the problem is acutely worse, with national unemployment levels above 40 percent. Bringing labor opportunities to the population plays a pivotal role in reducing poverty levels. Data shows that a unit reduction in inequality would have as great an impact in reducing poverty as a unit of inequitable growth.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 8. i n U. v.

(15) 3. Marketing Plan 3.1. The Market Markets for ethical goods and services originating from Africa have remained resilient throughout the economic downturn. According to Rob Harrison, a Director at Ethical Consumer Research Association, “The annual Ethical Consumer Markets Reports have shown significant growth each year since the onset of the recession. This clearly demonstrates that the trend towards ethical buying is not a luxury which consumers choose to drop when the going gets tough, but an important long-term change in the way people are making buying decisions.”. 立. 政治大. 3.2. Situation Analysis. ‧ 國. 學. Faces of Swaziland is a two-fold project targeted to create labor and raise funds for the fight against AIDS and poverty. With the collaboration of the Kingdom of Swaziland, an art. ‧. exhibition will be put together and will showcase (as its central theme) faces of the people of Swaziland and the stories behind these faces. The exhibition has two goals, the first is to. Nat. sit. y. collect funds to initiate the enterprise and second, to create awareness and buzz through the. io. er. paintings showcased in the exhibition.. al. n. v i n C h organizations U NGO’s, private enterprises, non-profit e n g c h i and agencies that want to join forces. The exhibition will serve as the platform to attract key national and international actors,. with the Kingdom of Swaziland in the search for solutions to current economic and social issues. The ultimate goal of the exhibition is to create an agency from a Bottom-Up Perspective where the key methodology of operation of the institution will incorporate direct feedback from the poor. In this sense, key business and developmental strategies will be implemented from a stand point that arises directly from the necessities of the people. Additionally, rooted from the paintings showcased in the exhibition and under the supervision of the newly created agency, a diverse number of products will be developed through workshops and training programs. These products will be produced and elaborated by women and men living in rural areas in Swaziland thus bringing labor opportunities and new sources of income into areas where unemployment rate are the highest.. 9.

(16) The importance of the exhibition is to create a vehicle for capacity building, rather than just create an event for a charitable cause. In other words, the purpose is to create an social enterprise that will bring social empowerment and business sustainability for the poor and give people control over their lives. Despite the noble intentions behind charities, in many cases these organizations merely provide momentarily solutions. In fact, charities don’t give people control over their lives, what they actually do is the exact the opposite, it makes people dependent. Therefore, what these trainings and workshops will do is to enable the poor to create products that will leverage their underappreciated strengths, put them in a position to be more proactive in generating income, and take care of their health and well-being of their families.. 立. 政治大. Furthermore, through strategic alliances and partners, the agency will help the aforementioned. ‧ 國. 學. products access key markets. Markets are of central importance in the income strategy of most rural households. “Markets are where, as producers, they buy their inputs and sell their. ‧. products; and where, as consumers, they spend their income from the sale of their products” (IFAD, 2003). Due to this fact, poor people living in rural areas in many parts of the world. sit. y. Nat. often highlight that the reason they cannot improve their living standards is that they face serious difficulties in accessing markets. Moreover, low population densities in rural areas,. io. n. al. er. remote location and high transport costs present real physical challenges in accessing markets. i n U. v. and selling their products. Finally, low education levels and the lack of understanding of the. Ch. engchi. markets, their limited business and negotiations skills, and their lack of organization that could give them the bargaining power they require to interact on equal terms with other, larger and stronger producers, all present obstacles that allow poor people to make a descent living. Thus, the social enterprise role can be summarized as follows:. 10.

(17) Social Enterprise. Capacity Building. Collect funds for AIDS and poverty projects. Promote Products. Manufacturer. 政治大. Figure 1: Social Enterprise Main Roles. 立. 1) Capacity Building Agency: Based on the painting from the exhibition, the social. ‧ 國. 學. enterprise will provide a series of workshops and trainings that will teach poor people how to do beautiful, marketable and timeless items for houseware, clothing, living,. ‧. lounging, storage and cooking. The workshops will teach a wide array of techniques and skills on how to develop and produce these products. Furthermore, these products. sit. y. Nat. should be sold and marketed emphasizing how these products are made and who makes them. This way, customers will get to know more about the agency, its goals. io. n. al. er. and objectives and, as how it is providing opportunities to the people of Swaziland.. i n U. v. The agency can work in collaboration with many local and international artists and. Ch. engchi. designers who can come and teach these workshops. Additionally, local artisans can hone their skills and produce better products.. 2) Collect funds for AIDS and Poverty projects: As of recently, it has been acknowledged that there is a crucial role between rural poverty reduction and their relation to market accessibility. It is precisely through this mean Through the sale of products produced by the artisans associated with the enterprise, the social enterprise will collect a percentage and destine these funds towards AIDS and Poverty fighting projects.. 11.

(18) 3) Promote products: As mentioned before, a key role of the enterprise will be to create a united platform that introduces the products made by poor people into larger and significant markets, either through direct agreements with large retailers or through an e-commerce site.. 4) Manufacturer: As a capacity builder, the enterprise will teach poor people how to create products that can be sold in large markets. Therefore, the enterprise will be able to manufacture goods that will be sold and distributed into larger center and/or markets.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 12. i n U. v.

(19) 4. Strategic Alliances Analysis 1. Studio One Eighty Nine: This is a social enterprise created by the American actress Rosario Dawson and Abrima Erwiah who is the worldwide director of social media of fashion house Bottega Veneta. This enterprise consists of creatives that seeks to provide a platform to help promote and curate African and Africaninspired content through an. e-commerce shopping site, a supporting agency. and. an. artisan. produced fashion collection, called FASHION RISING COLLECTION,. launche. d in support of V-Day's One Billion Rising. They focus on creating opportunities. 政治大. for empowerment, education and employment of artisans and creatives.. 立. 2. Ethical Fashion Initiative: This is wide-reaching program of the International. ‧ 國. 學. Trade Centre, the Geneva-based joint agency of the United Nations and the World Trade Organization. This initiative’s goal is to connect marginalized artisans- the. ‧. majority of them women from African and Haitian communities-to the. y. Nat. international fashion industry. They provide leading designers around the world. sit. with high quality, desirable fashion products, while simultaneously empowering. er. io. impoverished producers through access to gainful employment, knowledge and. al. n. v i n facilitating the fashionCworld’s to be ethical and environmentally conscious. h e ndesire gchi U. skills. They provide a route out of poverty through fulfilling work while. Furthermore, they operate under the Fair Labor Association guidelines so as to ensure fair wages, workplace safety, security, freedom from harassment, and the right of collectively bargaining their products into larger markets.. 3. Vivienne Westwood Ethical Fashion African Collection: This is a collection sold by the fashion designer Vivienne Westwood which sells eclectic bags and accessories. This collection is produced in collaboration with Ethical Fashion Initiative and is designed to support the work of thousands of women microproducers from marginalized African communities. The designs are created using recycled canvas, reused roadside banners, unused leather off-cuts, and recycled. 13.

(20) brass; they’re produced in one of Nairobi’s biggest slums, where discarded padlocks and car pieces are collected then melted down.. 4. Fashion 4 Development: Founded by Evie Evangelou in 2011 this initiative was launched in the media platform on South South News which is a digital media platform working in support of the UN Millennium Development Goals. It has since expanded to a private sector global platform that supports the United Nations Millennium Development Goals and “Every Woman, Every Child,” the UN Initiative spearheaded by the Secretary-General Ban Ki Moon. The mission of this. 治政大 economic growth, wellness and implement creative strategies for sustainable 立 independence of communities worldwide and the preservation of culture through initiative is to harness the power of the fashion and beauty industries and. ‧ 國. 學. the expression of fashion. Its guiding principles are the 4E’s: Educate, Empower, Enhance and Enrich. F4D’s tag line is “Giving Back is the New Luxury.” Fashion. ‧. 4 Development’s message is being received with open arms around the world.. y. Nat. sit. 5. EDUN: EDUN is a global fashion brand founded by Ali Hewson and Bono, in. er. al. n. continent.. io. 2005, to promote trade in Africa by sourcing production throughout the. Ch. engchi. i n U. v. 6. Aid for Africa: Aid for Africa is a charity alliance of U.S.-based nonprofits and their African partners working to help children, families, and communities throughout Sub-Saharan Africa. This organization touches many aspects of the African community such as collecting and distributing books to school children, introducing medical strategies to combat the spread of HIV/AIDS, or identifying and supporting women’s micro-enterprise projects.. 7. Soko: This is a self-sustaining manufacturing business based in a wildlife sanctuary in rural Kenya. This social enterprise offers training and employment to women in an area with the highest unemployment rte in the country, and a high rate of prostitution, HIV and Aids and wildlife poaching. Despite its isolation, a 14.

(21) strong social message and marketing campaign has captured the popular imagination, featuring in Vogue, Grazia and Elle, and producing garments worn by Michelle Obama and Elle MacPherson.. 8. SEW (Supporting and Empowering Women): This is a not-for-profit social enterprise in Tanzania aimed at helping HIV positive women. . The organization employs eight "sewing mamas" and pays a fair wage, employer matched pension contributions and 80% of medical expenses. A stable income means the women have access to healthcare, money to feed and school their children, and. 治政大and wallets, which are sold in retail and grain sacks, the women make bags, purses 立 outlets in Tanzania and Australia. Wholesale exports have been distributed. importantly, self-esteem. Furthermore, the products Use mostly recycled fabric. ‧ 國. 學. through Zanzibar, Kenya, South Africa, the US, the UK and Italy. All profit is reinvested back into the project and used to acquire new equipment, hire sewing. ‧. teachers and upgrade the working space. Recently, SEW began working with other brands, such as Australian designer Zoe Elizabeth to produce ethically. y. Nat. al. er. io. sit. manufactured capsule collections.. n. 9. Sidai Designs: This social enterprise works with Maasai women, utilizing their. Ch. i n U. v. traditional beading skills to create contemporary high-end jewelry pieces. Women. engchi. in patriarchal Maasai communities are some of the most disadvantaged in Tanzania. They have no right to own property or livestock, have limited access to education and are often forced to marry at a very young age.. 10. Indego Africa: This is not only an innovative social enterprise but also an example to replicate and put into practice in Swaziland. The core values of this enterprise are based on transparency and good governance that partners with women artisans in Rwanda on a fair trade basis to drive forward a sustainable, long-term solution to systemic poverty in Africa. It attacks systemic poverty by delivering access to export markets and job skills to African women. Their business model is very simple yet powerful since it has partnered with 15.

(22) cooperatives of world-class artisans in Rwanda, made up entirely of women. Sell their masterful fair trade contemporary accessories and home decor products at high-end retailers across the U.S. and on Indego Africa’s online store. Also, they pay the women a fair wage, including 50% in advance of production. They return 100% of the profits to Indego Africa's ground-breaking training programs in Financial Management & Entrepreneurship, Literacy, & Computers. Additionally, they harness local talent to teach the training programs with Generation Rwanda, an extraordinary NGO that provides university scholarships to Rwanda's top students. This enterprise also sells its partners' contemporary accessories and home. 治政大 skills training programs. This profits to the women for ground-breaking long-term 立 has been such a successful business that it is subject of a Harvard Business School décor products at high-end retailers and on its online store, returning 100% of its. ‧ 國. 學. case study and is a member of the Fair Trade Federation.. ‧. 11. Oliberte: This footwear company strives to develop a thriving middle class in Africa by creating fair-wage, sustainable jobs in the heart of Ethiopia. The for-. y. Nat. sit. profit company has harnessed the untapped potential of women in Africa, creating. al. er. io. a safe environment for them to develop valuable skills for the workforce. The. n. Oliberté product is eco-friendly, and the company's business practices are ethical:. Ch. i n U. v. The high-quality kicks are made with all-natural crepe rubber tapped straight from. engchi. trees, with 100% pure leather from free-range, hormone-free goats, sheep, and cows.. 12. Keza: This social enterprise began with the idea of building businesses in Africa for poor women. Their goals where the following: To create locally owned businesses that provided women with an income, and therefore with dignity; 2. To create high-quality products and a preferred brand; 3. To do it all so well that it attracted outside investors to do even more business in Africa. KEZA has a team of international fashion experts that assist in product design and development and, more importantly, KEZA continues to train poor Rwandan women in business development and growth. This helps them to generate salaries of $200-$300 per 16.

(23) month with full benefits. This is a massive boon to people who are used to earning about $17 per month during the best of times. Though the barriers were enormous, the leadership of the local cooperatives combined with KEZA's connections to markets and savvy marketing skills forged a relationship that today is proving profitable for all parties.. 13. Ethical Fashion Africa: this is a not-for-profit company with the sole purpose of creating employment in some of the world's poorest places by making some of the world's most beautiful bags and accessories for major brands. They currently. 治政大 winning products made in East Africa. 立. supply Vivienne Westwood, Carmina Campus & Stella McCartney with award. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 17. i n U. v.

(24) 5. Marketing Strategy 5.1. Mission The mission of the social enterprise would be to provide a platform to help promote and curate African and African-inspired content through various projects aiming to sell the products into larger markets.. 5.2. Marketing Objectives In order to be able to successfully market the products made by poor people of Swaziland it is. 政治大. important to keep in mind the mind objectives the social enterprises is trying to reach. These objectives are focused on enabling the organization to deliver its mission and strategic aims.. 立. ‧ 國. 學. Therefore the marketing objectives are focused on achieving the following: o Generate new customers that want to carry a wide range of the products produced by. ‧. the people working with the enterprise.. o Target audiences purchase more products from the organization.. y. Nat. sit. o Create awareness of the efforts being made by the Kingdom of Swaziland and the. er. io. organization to fight poverty and collect funds for HIV/AIDS projects.. al. o Create brand awareness and identity. n. v i n Create awareness of theC brand values such as empowerment for the poor, so that hengchi U consumers can identify themselves with the enterprise and its products through its. o. products.. 5.3. Target Market The beauty of many social enterprises relies on the fact that the target market can be very large. Due to the nature of these business, the enterprise can form strategic alliances with key organizations and retailers who are interested in incorporating products with an ethical origin or whose purpose is to collect funds for social project. Therefore, for this social enterprise the target market will consist primarily of the ethical product market which strategic partners and alliances, big retailers and designers who work with the local community to develop products for their collections. 18.

(25) 5.4. Positioning Given that the enterprise is going to create unique product lines that provide customers with a distinct collection not offered by other retailers in the market, it will target customers who not only are attracted to unique, fashionable products but also who want to purchase products with a “story” or cause behind them.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 19. i n U. v.

(26) 6. SWOT Analysis Strengths. Weaknesses. o Social enterprise can respond to. o Initially large time resources are. community need in innovative ways. necessary to train people with special. and meet community needs based on. needs and low qualifications. o Engagement of business incubators in. actual conversation and dialogues with the communities that are being. providing. mentoring. targeted.. consultations. and. Social enterprises do not always have 政治o 大 and increase the operational expertise to develop. o Social enterprises in the rural areas. 立. can create local jobs. efficiently in terms of legal, HR,. 學. ‧ 國. economic activity.. o Social enterprises provide social,. business and accountancy skills and. environmental and economic benefits.. knowledge.. ‧. o A high potential of unemployed. o Low market image; perception from outsiders that social enterprises can’t. y. Nat. individual who are able to work. services compared to other sectors.. n. al. er. io. sit. or do not deliver quality products or. Ch. Opportunities o. engchi. by. supporting. v. Threats. o Difficulty in achieving sustainability. Potential to create sustainable social enterprises. i n U. good. due to a number of factors o Potential of market failure.. business development practices. o Opportunity to share and learn best. o Potential conflict with private sector. practices from other social enterprises. in terms of competition of similar. operating in the African region.. made products.. o Opportunity to mentor each other, create a hub for social enterprise development. and. support,. o Other. government. led. social. enterprises in other African countries.. share. creativity and ideas for business. 20.

(27) opportunities. o Opportunity to develop good quality well. paid. jobs. and. foster. entrepreneurship within the local community. o Potential. to. support. young. entrepreneurship. o Potential to increase investment in local economy and address economic. 治政大 Potential to market the sector as able 立 to provide a quality service. inactivity issues.. o. ‧. ‧ 國. 學. o Growing trend of ethical products.. n. er. io. sit. y. Nat. al. Ch. engchi. 21. i n U. v.

(28) 7. Financial Analysis The social enterprise will initially be capitalized by an investment made by the Kingdom of Swaziland however, it is expected that the aforementioned party will be able to recover the investment through the sale of the paintings. The crucial role of market linkages for rural poverty reduction has only recently received the attention it deserves in the development arena. More needs to be done, especially on the implementation side. 7.1. Operation Costs and Expenses The following chart describes the action timeline in terms of the exhibition development and. 政治大. subsequently the capitalization and creation of the Social Enterprise, Faces of Swaziland.. 立. In the operation cost we take in consideration payrolls, supplies, transportation, Purchases in. Payroll. ‧. ‧ 國. . 學. contingent events and other overhead. Note the following description of each item.. o Are included in the payroll all the agents participating in this project; the artist,. y. sit. . Nat. a photographer, film maker, industrial and fashion designer. Inventory and supplies. io. n. al. er. o Includes the art supplies for creating 30 acrylic painting of 120 x 80cm, take. i n U. v. 265 photos to develop the project 240 days of my live and 3 shot time. Ch. documental films. . engchi. Transportation o Contains the internal transportation fee and flight tickets. . Purchases in contingent events o This account will be use to be covered in any situation not estipulate previously.. . Other over head o Take in any extra fee or payment in the development of the project.. 22.

(29) Operation Costs Payroll Inventory and Supplies Transportation Other over head Purchases in contigent events. 1 $ 5,200.00 $ 1,500.00 $10,000.00 $ 500.00 $ 500.00. $ $. 2 5,200.00 $ 1,500.00 $. $ $. 500.00 $ 500.00 $. SubTotal $ 17,700.00 $ Expenses ExhibitionCoordination Instalation and Logistic Curator Support Publicity & Advertising Display Rent Supplies. 7,700.00. $. 2. 3 4 5 5,200.00 $ 5,000.00 $ 5,000.00 $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 500.00 $ 500.00 $ 7,700.00. $ 7,500.00. 500.00 $ 500.00 $. $. 7,500.00. $. 7,500.00. $ 6,500.00. $ 8,700.00. $. 70,800.00. 4 5 $ $ $ $ $ 1,500.00 $ $ $ $ $ 1,250.00 $ 1,250.00 $ $ 500.00 $ 500.00 $ $ $ $ $ 500.00 $ 500.00 $. 6 1,200.00 750.00 1,250.00 500.00 500.00. 7 8 Total $ 1,200.00 $ 1,200.00 $ 3,600.00 $ $ 1,500.00 $ 4,500.00 $ $ $ 1,500.00 $ 1,250.00 $ 1,250.00 $ 10,000.00 $ 500.00 $ 500.00 $ 4,000.00 $ $ 2,000.00 $ 2,000.00 $ 500.00 $ 1,000.00 $ 4,500.00. 1 $ $ $ 1,500.00 $ $ $ $ 1,250.00 $ $ 500.00 $ $ $ $ 500.00 $. 1,250.00 500.00 500.00. SubTotal $ 3,750.00 $. 2,250.00. $. 3,000.00. $ 2,250.00. $. 3,750.00. $. 4,200.00. $ 3,450.00. $ 7,450.00. $. Total $ 21,450.00 $. 9,950.00. $. 10,700.00. $ 9,750.00. $ 11,250.00. $. 11,700.00. $ 9,950.00. $ 16,150.00. $ 100,900.00. 立. 3. 500.00 $ 500.00 $. 6 7 8 Total 5,000.00 $ 4,000.00 $ 6,200.00 $ 40,800.00 1,500.00 $ 1,500.00 $ 1,500.00 $ 12,000.00 $ 10,000.00 500.00 $ 500.00 $ 500.00 $ 4,000.00 500.00 $ 500.00 $ 500.00 $ 4,000.00. $ $ $ $ $ $ $. 750.00 1,250.00 500.00 500.00. 政治大. Table 1: Operation Costs and Expenses. ‧ 國. 學. The expenses table has been developed in such a way that it will cover the necessary activities to create the proper frame to start operations. The exhibition will bring the whole context of. ‧. the culture aspect in terms of the daily life of the community in Swaziland. The Items in the. sit. y. Nat. table describe the activities that will allow the exhibition to take place.. er. io. 7.2. Scenario Analysis. n. a l Scenario Analysis v i n CConservative U h e n g c hAverage i $10,000.00 $ 10,000.00. Price per Unit Number of units sold Sales Total Revenue. 9 30% $90,000.00. Ideal $ 10,000.00 15 27 50% 90% $150,000.00 $270,000.00. Parties Revenue Distribution (42.5%) Kingdom (42.5%) Social Enterprise (15%) Consigment Payment to Artist. $38,250.00 $ 63,750.00 $ 114,750.00 $38,250.00 $ 63,750.00 $ 114,750.00 $13,500.00 $ 22,500.00 $ 40,500.00. Table 2:Scenario Analysis. 23. 30,100.00.

(30) In order to have a better perspective about the possible results, a scenario analysis depicting a worst, average and best case scenario has been developed. The purpose is to determine the price unit, number of units sold, the percentage of items sold, the total revenue generated and hence distribution of profits.. Generating distributional effects on growth and poverty. reduction through poor people’s increased participation in the growth process – for example, by increasing their access to factor and product markets, reducing risk and vulnerability, enhancing asset, and promoting their empowerment The business Branches Budget Scenarios describes the key activities that the Social Enterprise. 政治大. can startup in terms of the budget generated from the exhibition. The enterprise will aim to generate new jobs opportunities, support for new project development and inspire the global. 立. community to support the campaign against the HIV. The budget range gives a perspective. ‧ 國. Ch. Max 35,000.00 10,000.00 2,000.00. 2,000.00 $10,000.00 $ 2,000.00 $ 10,000.00. $. 2,000.00 $ 7,500.00 $ $ $ $ $ $. engchi. er. $. n. al. sit. y. ‧. Business Branches Budget Scenarios Conservative Average Ideal Min Max Min Max Min $ 7,500.00 $ 35,000.00 $ 7,500.00 $35,000.00 $ 7,500.00 $ $ 2,000.00 $ 10,000.00 $ 2,000.00 $10,000.00 $ 2,000.00 $ $ 1,000.00 $ 2,000.00 $ 1,000.00 $. io. Silk Screening Service T-Shirts in a Can Sleepwear Sportswear Fabric Shop Silk Scarves. Nat. Manufacturing Clothing Jewelry Jewelry boxes Handbag Design and Manufacturing. 學. about the amount necessary to start off these activities.. i n U. v. 2,000.00 2,000.00 1,000.00 7,500.00 7,500.00 2,000.00. $ 7,500.00 $ 7,500.00 $ 2,000.00 $ 8,000.00 $ 25,000.00 $ 7,500.00. Total $ 9,500.00 $ 45,000.00 $ 14,500.00 $ 64,500.00 $ 34,500.00 $ 114,500.00. Table 3: Business Branches Budget Scenario. 24.

(31) 7.3. Budget Distribution Percentage 20% 25%. Budget Distribution Conservative Average Ideal Min Max Min Max Min Max $ 1,900.00 $ 9,000.00 $ 2,900.00 $12,900.00 $ 6,900.00 $ 22,900.00. 10%. Enterprise Labor Projections Infrastructure Plant Equipment Inventory and Supplies. 15%. Capacity Builder. $ 1,425.00 $. 6,750.00 $. 2,175.00 $ 9,675.00 $ 5,175.00 $ 17,175.00. 15%. Promoting Products. $ 1,425.00 $. 6,750.00 $. 2,175.00 $ 9,675.00 $ 5,175.00 $ 17,175.00. 10%. Collecting funds. $. 950.00 $. 4,500.00 $. 5%. Administration. $. 475.00 $. 2,250.00 $. 4,500.00 $ 6,750.00 $ 4,500.00 $. 1,450.00 $ 6,450.00 $ 3,450.00 $ 11,450.00 2,175.00 $ 9,675.00 $ 5,175.00 $ 17,175.00 1,450.00 $ 6,450.00 $ 3,450.00 $ 11,450.00. 政治大. 立. 100%. $ 950.00 $ $ 1,425.00 $ $ 950.00 $. $ 9,500.00. $. 45,000.00. $. 1,450.00 $ 6,450.00 $ 3,450.00 $ 11,450.00 725.00 $ 3,225.00 $ 1,725.00 $. 14,500.00. $ 64,500.00. $ 34,500.00. 5,725.00. $ 114,500.00. ‧ 國. 學. Table 4: Budget Distribution. ‧. The Budget Distribution chart refers to the proper assignation of budget form the funds we had generate previously. In the chart you can observe a budget range to cover activities for 6. sit. y. Nat. months.. n. al. terms of independent departments or even organizations.. Labor Payment description Roll Payment monthly (Swazi emalangeni). Ch. Roll Payment monthly (USD) 6 month labor Payment. i. e. er. io. At the same time it describes the different activities that the enterprise will be involved, in. i n U. n g c hUnskilled Domestic. v. Skilled. $. 300.00 $. 420.00 $. 600.00. $ $. 25.90 $ 155.40 $. 36.25 $ 217.50 $. 51.79 310.74. Table 5: Labor Payment The following chart defines the labor roll payment situation of the country in terms of current currency compare to USD.. 25.

(32) Scenarios. Budget Range. Conservative $ $ Average Ideal. Number of Employees Domestic Unskilled 12 9 58 41. Skilled 6 29. 1,900.00 9,000.00. Min Max. 2,900.00 12,900.00. Min Max. 19 83. 13 59. 9 42. $ 34,500.00 $ 114,500.00. Min Max. 44 147. 32 105. 22 74. $ $. Table 6: Scenario Analysis/ Number of Employees. 政治大 The Scenario analysis gives us a better perspective about the number of employees we can 立 At the same time it shows an estimate for a 6 month payment.. hire in term of their capacity and skills.. ‧ 國. 學. Through this projections the Social Enterprise will create guiding principles to start the. ‧. implementation plan. Use partner country frameworks as the basis for coordinated donor support.. . Enhance infrastructure’s impact on the community.. . Improve management of infrastructure investment, to achieve sustainable outcomes.. . Increase infrastructure financing and use all financial resources efficiently.. n. er. io. al. sit. y. Nat. . Ch. engchi. 26. i n U. v.

(33) 8. Business Model 8.1. Customer Segment 8.1.1. New customers identified with ethnical African support. 8.1.1.1.. The Social Enterprise promotes the African industry by supporting new. up and coming trends, bringing to the customers a product through its strategic industry initiatives.. 政治大. 8.1.2. New stylist related with African Culture. 8.1.2.1.. Offering production and distribution support to well establish our. 立. employees trying to get into new markets.. ‧ 國. 學. 8.1.3. African trend supporter. The organizational objectives are to use the social enterprise to create. ‧. 8.1.3.1.. employment therefore contributing to the elimination of poverty and HIV. io. sit. y. Nat. prevention.. al. n. 8.1.4.1.. er. 8.1.4. HIV supporters. i n U. v. Being Swaziland the country with the highest rate of HIV the Social. Ch. engchi. Enterprise will reach the support of organizations to create gateways to more customers. 8.1.5. African Fashion’s local, regional and international designers 8.1.5.1.. Designers will be offered a premium opportunity to check the latest. African fashion trend forward designs to local boutique buyers, Fashion retailers, celebrity stylists, the media, and the general public.. 8.1.6. Global fashion Markets. 27.

(34) 8.1.6.1.. Create advertising and marketing opportunities for new and existing. businesses, introducing products developed by the community .. 8.2. Value Proposition 8.2.1. All products are going to be inspired and based on the Swaziland culture 8.2.1.1.. There is a wide range of traditional attire related to different cultural. ceremonies. Swaziland has been inspirational for the development of ethnic traditional attires as the base of traditional ceremonies.. 政治大 Demonstrate to our customers that 立. 8.2.2. African Style and innovations 8.2.2.1.. dress styles associated with. indigenous cultures may have all the hallmarks of high fashion.. ‧ 國. 學. 8.2.3. Activities to develop the economic growth. ‧. 8.2.3.1.. With a high productivity in textile and low productivity and investment,. y. Nat. the opportunity to settle a Social Enterprise let the community has better. er. io. sit. opportunities.. al. n. v i n All aroundCleaders, development, health and human services, the h e nyouth gchi U. 8.2.4. Provide a better educations 8.2.4.1.. nonprofit world, business, and other sectors acknowledge that educating the children is a collective responsibility in our shoulders.. 8.2.5. Offer opportunities to a community 8.2.5.1.. Bring expertise about child development, early learning, and parenting. to support the community improvement.. 8.2.6. Capacitation for the development of new projects 8.2.6.1.. The Social Enterprise will give support to new ideas coming the society. 8.2.7. Support a community in terms of self-improvement and health care. 28.

(35) 8.2.7.1.. Guide the community to take more responsibilities about their future, in. terms sexual awareness and family development.. 8.2.8. Create sustainable branches focus in specifics manufacturing product 8.2.8.1.. The diversification in products will get the community more involved .. 8.3. Channels. 治政大opportunities, real localization and 8.3.1.1. Sophisticated web design editing 立 internalization, automatic inventory control, membership levels and access. 8.3.1. E-commerce platform,. ‧ 國. 學. permission rules, complete product return system, the ability to import and export products.. ‧ y. Nat. n. al. er. Most magazines target a specific demographic, such as people who. io. 8.3.2.1.. sit. 8.3.2. Magazines. i n U. v. belong to a certain trade or of a certain age group segmentation.. 8.3.3. Websites 8.3.3.1.. Ch. engchi. Efficient marketing and promotional tools.. 8.3.4. Blogs 8.3.4.1.. Using this channel you can create a connection with your audience,. build trust, and gain valuable insight into what your customers are looking for. It allows you to connect with the visitors, to identify market preferences.. 29.

(36) 8.3.5. Department and retailer stores 8.3.5.1.. Working directly with department and retailer stores give you a huge. publicity and enables a customer to purchase all his requirements under one roof.. 8.3.6. Designer shops 8.3.6.1.. The markup for retail clothing is particularly high for well-known. designer brands, it connects with suppliers and customers at the same time.. 8.4. Customer Relationship. 立. 8.4.1. Social Media. Those enduring relationships are the ones that personalize a brand,. 學. ‧ 國. 8.4.1.1.. 政治大. establish a reputation, and build a tribe around your vision. When you give valuable information and expertise away, those with a need approach. ‧. for help.. y. Nat. n. al. er. The rise of new media channels such as Facebook, Youtube, Google. io. 8.4.2.1.. sit. 8.4.2. Multimedia awareness. iv n anywhere U. and Twitter, enable customers to take a more active role as market players and. reach. Ch. e neveryone, gchi. almost. and. anytime.. Identifying. opportunities for growth through new adaptive strategies.. 8.5. Revenue Streams 8.5.1. Profits originating from sale of products 8.5.1.1.. The Profit is not the focus of operations management; what counts is. management of the relationship between the cost of goods sold and the revenue derived from their sale.. 30.

(37) 8.5.2. Retail Revenues 8.5.2.1.. Money income from activities that generates ordinary an specific store. or person in charge by commercialize goods.. 8.5.3. Sponsors 8.5.3.1.. The maximum advantages of sponsorship are the opportunities for. capitalization; generate revenues and the tax exempt.. 治政大as well as some donations from 8.5.4.1. It can bring you free exposure 立 organizations that want to support a campaign. 8.5.4. Crowd Founding. ‧. ‧ 國. 學. 8.6. Key Resources. sit. y. Nat. 8.6.1. Website and social exposure. io. One of the most powerful ways to use social media is as a brand-. n. al. er. 8.6.1.1.. i n U. v. building tool, you can build a reputation for your brand around your. Ch. engchi. company’s values, benefits, and advantages.. 8.6.2. Designs from the exhibition 8.6.2.1.. This specific resource combined the swazi culture let the project. become more attractive for its unique characteristics.. 8.6.3. Network supporting the organization 8.6.3.1.. When your followers support your community, you gain instant access. to them. That means you can find out what challenges they are facing and what they like and don’t like about your offerings.. 31.

(38) 8.7. Key Activities 8.7.1. Manufacturing 8.7.1.1.. As one objective for the social enterprise, the generation of new jobs is. an important source of growth and productive employment in economies, abundantly endowed with less-skilled labor and a comparative advantage in labor-intensive sectors.. 8.7.2. Promoting Products. 治政 to identify and examine the specific 大market you are targeting, by the 立 the benefit obtained increase. segmentation When you are creating an advertising plan and strategy, it is necessary. 學. ‧ 國. 8.7.2.1.. 8.7.3. Capacity builder. It’s an unique capacity building program designed to provide. ‧. 8.7.3.1.. customized training and development for nonprofit professionals.. sit. y. Nat. io. The social enterprise will be in contact with several organizations and. al. n. 8.7.4.1.. er. 8.7.4. Collecting Funds. Ch. i n U. v. institution that want to support the campaign we are instituting .. engchi. 8.7.5. Community Support 8.7.5.1.. It is a business strategy where a production facility is co-funded by a. large number of individuals interested in a certain cause.. 8.7.6. Culture Globalization and Internalization 8.7.6.1.. Globalization lets countries do what they can do best, giving us the. opportunity to seek new markets.. 32.

(39) 8.8. Key Partners 8.8.1. Kingdom of Swaziland 8.8.1.1.. Support the global community in terms of education activities taking. place in the country. At the same time give support to challenges, expectations and future perspectives about the community issues.. 8.8.2. International Cooperation 8.8.2.1.. A international Cooperation provides a global voice and forum for. 政治大. knowledge, expertise and coordinated action for and about co-operatives programs .. 立. ‧ 國. 學. 8.8.3. Multilateral Cooperation 8.8.3.1.. It’s the practice of coordinating national support policies in groups of. ‧. three or more organizations.. Nat. sit. The social enterprise look forward to integrate the community to reach. io. er. 8.8.4.1.. y. 8.8.4. Swaziland community. together common goals, in benefit of the society.. n. al. Ch. engchi. 8.8.5. South Africa Government 8.8.5.1.. i n U. v. Swaziland community has a high depends on South Africa Economic. activities. The social enterprise will contact the government in order to get the required support.. 8.8.6. Designers 8.8.6.1.. Thinking in offering a new opportunity to this community, the social. enterprise has realized the importance of taking advantages from the ethnic designs to build up a way to interact with designer abroad.. 33.

(40) 8.8.7. Retail Stores 8.8.7.1.. The social enterprise is using this key partner as a gateway to reach. new and developed markets.. 8.8.8. Other social enterprises 8.8.8.1.. The social enterprise will be opened for any kind of support from. organization, institutions or personal contributions.. 8.9. Cost Structure 8.9.1.. 政治大 Website platform development and maintenance 立. Seeking for new an interactive way to get in contact with people that. 學. ‧ 國. 8.9.1.1.. will support the organization, a website platform is a low cost tool against the magnitude of audience you can reach... ‧ y. The social enterprise will be promoting itself through active campaigns. sit. 8.9.2.1.. Nat. 8.9.2. Advertising and marketing. n. al. er. io. in social media and different multimedia platform. .. 8.9.3. Operation costs 8.9.3.1.. Ch. engchi. i n U. v. In the operation costs are included all the requirement assistance and. employees, supplies, installation and structure to develop in a proper way the project.. 8.9.4. Logistics and transportation 8.9.4.1.. In business terms in cover the sector to describe the efficient flow and. storage of goods from point of origin to the point of consumption.. 34.

(41) 9. Bibliography Kotler, Philip, Lane Keller, Kevin. Marketing Management. New Jersey: Pearson Education Inc. 2012. Mariotti, Steve, Glackin, Caroline. Entrepreneurship: starting and operating a small business. New Jersey: Pearson Education Inc. 2013. 3rd Edition Osterwalder, Alexander, Pigneur, Yves. Business Model Generation. New Jersey: John Wiley & Sons Inc. 2010. 政治大. Barry J. Babin, Eric G. Harris, Consumer Behavior, Lousiana, Cengage Learning 2015 – 2014. 立. IFAD, PROMOTINGMARKET ACCESS for the Rural Poor in Order to Achieve the. ‧ 國. 學. Millennium Development Goals Roundtable, Discussion Paper for the Twenty-Fifth Anniversary Session of IFAD’s Governing Council 2003. ‧. Oxfam International (2001). Rigged Rules and Double Standards: Trade Globalization and the. sit. y. Nat. Fight against Poverty. London: Oxfam.. n. al. er. io. Legrain, P. (2002). “Free Trade in Chains”. In The Economist, The World in 2003.. Ch. i n U. v. Lankes, H.P. (2002). “Market Access for Developing Countries”. In Finance and Development, Vol. 39, No. 3,. engchi. September. SAQA Journal issue of Art Calendar magazine and the Fall 2006 Hitoshi Shoji , Richard Manning ,OECD Promoting Pro-Poor Growth.2006 World Bank (2005c), Where is the Wealth of Nations? Measuring Capital for the XXI Century,http://publications.worldbank.org/ecommerce/catalog/product?item_id=4980649.. 35.

(42) WHO (World Health Organization) (2004), World Report on Road Traffic Injury Prevention, Geneva. World Bank (2003), Infrastructure Action Plan, Washington, DC. OECD (2001), “Recommendation on Untying Official Development Assistance to the Least DevelopedCountries”, Development Assistance Committee, Paris. OECD (2005c), “Recommendation on Harmonisation”, Paris.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 36. i n U. v.

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