ACTA DEL TRABAJO FIN DE MÁSTER
Acta Oficial del Trabajo Fin de Máster de GONZALO SEBASTIÁN, RODRIGUEZ ZUBIETA, con documento nacional de identidad número 22146218, quién opta al título de Máster en Desarrollo Emprendedor e Innovación de la Universidad de Salamanca, mediante su proyecto denominado: INNOVACCION: Programa de formación/incubación para Emprendedores por necesidad, Emprendedores sociales, Emprendedores de Triple Impacto, y emprendedores para la superación de la pobreza. Presentes en el tribunal correspondientes a la Comisión: José Carlos Sánchez García quien actúa como presidente, Oscar González Benito quien actúa como secretario/a y José Miguel Sánchez quien actúa como vocal, formando parte del tribunal calificador respectivamente.
El tribunal resuelve: Que luego de valorar la presentación de este Trabajo Fin de Máster se le evalúa con una calificación de Sobresaliente de nueve (9)
Dado el 22 de febrero de 2018
Fdo. El presidente del tribunal
University of Salamanca Chair of entrepreneurs
INNOVACTION: incubation/training program for entrepreneurs, social entrepreneurs by necessity, Triple Impact Entrepreneurs, and entrepreneurs for the overcoming of poverty.
End-of-Master's degree to qualify for the title of M aster in Entrepreneurial Development and Innovation
By
Gonzalo Sebastian Rodriguez Zubieta
Salta, Argentina, 2017 1
Dedication Theeffort tomake this work, wouldnot have beenpossiblewithout the company, inspiration and resilience of my daughters, Malena and Sun,that has accompanied me during all the timeand without which it would not have had the same motivation orthe same sense. Also, I want to give the recognitionit deserves to Javier González Benito, guardian of the thesis, without which it would havebeen at least a job ending. To my fellow travelers on the pathof social enterprises in Magis that, always by my side,have been able to support me inthe completionof this workinthe hard moments inwhich this has been developed. To my fellow M asters, that, although we haven't ever met in flesh and bone, have always been present from thevirtuality, supporting, helping, creating community strongand healthy. TheM inistry of Productionof the Nation Argentina, in particular to your Social Innovation, with whose support andfundinghave been able to make a reality of the completion ofthis Master's Degree. Andfinally,(and not least),the companionof life that has markedand pushed the course of the end of this adventure: Jimena.
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GENERAL INDEX Introducción.......................................................................................................................6
Presentación y descripción del proyecto........................................................................10 1.1 Resumen.....................................................................................................................10 1.2 Objetivo General.........................................................................................................11 1.3 MET AS y logros esperados (a mediano plazo) ..............................................................11 1.4 publico destinatario .....................................................................................................11
2.1 Contexto teórico: estado del arte..............................................................................14 Estado del Arte del Emprendimiento y Empresas Sociales...................................................14
2.2 Contextualización Socioeconómica...........................................................................18 Problema Social:...............................................................................................................18 LAPOBREZA MULTIDIMENSI ONAL EN SALTA: principales componentes ...............................18 B. Hábitat .....................................................................................................................19 C. Desnutrición y malnutrición.......................................................................................21 2.3 La importancia del desarrollo emprendedor y su relación con el desarrollo sustentable.....23 Desarrollo emprendedor a nivellocal..............................................................................24 ¿Qué entendemos por desarrollo emprendedor? .................................................................26 Pero.... ¿de qué m anera contribuyen losem prendedoresy las nuevas empresas al desarrollo local? ...........................................................................................................................28 Tipos de em prendedores................................................................................................29 Clasificación de em prendedores:....................................................................................30 ¿Todo em prendim iento contribuye por igual al desarrollo local?.....................................33
3. INNOVACTION: el Programa...................................................................................36 3.1
Localización..........................................................................................................36
3.2 Descripción.................................................................................................................37 3.3. Fundamentación.........................................................................................................39 3.4 Finalidad.....................................................................................................................40 3.5. Objetivo general.........................................................................................................40 3.6. Objetivos específicos..................................................................................................41 3.7. Población destinataria.................................................................................................41 3.8. Difusión y convocatoria...............................................................................................42 I.
CONVOCATORIA ........................................................................................................42
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II.
ETAPAS DE S ELECCIÓN ...............................................................................................44
III PREMIO........................................................................................................................45 IVVIGENCIA D E LA CONVOC ATORIA ...................................................................................45 3.9 Detalles y Fases del programa INNOVACT ION............................................................45 1.
CONVOCATORIA & DETECCIÓN ...................................................................................45
2.
PRE –INCUB ACIÓN ....................................................................................................46
3.
INCUBACIÓN .............................................................................................................46
4.
POST– INCUBACIÓN ..................................................................................................46
DESARROLLO DEL CON TENIDO D ELAS FASES ......................................................................46 1 CONVOCATORIA & DETECCIÓN (Promoción, Comunicación e Identificación de prospectos) ......................................................................................................................46 PRE – INCUB ACIÓN i) (Contextualización y sensibilización.)..................................................47 PRE – INCUB ACIÓN ii). (Diagnóstico y Análi sis de pre-factibilidad del emprendimiento.).......48 INCUBACIÓN i). (Modelació n de negocios)..........................................................................48 INCUBACIÓN ii). (Prototipado)...........................................................................................49 INCUBACIÓN iii). (Validación, ajuste y exposición - evento presencial e integrador de 2 días)49 POST – INCUBACIÓN i) (Legales, fiscales y registrales).........................................................50 POST – INCUBACIÓN ii) (Preserie y salida al mercado).........................................................50 POST – INCUBACIÓN iii) (Alianzas estratégicas comerciales y cadenas de valor compartidas).50 3.10 Cargas Horarias y recursos necesarios para cada Fase..................................................51 4.- IMPLEMENTACION .......................................................................................................58 ANEXO I ............................................................................................................................70 BASES Y CONDICIONES DE LA CONVOCATORIA PARA ACCEDER AL PROGRAMA DE EMPRENDIMIENTOS DE INNOVACION SOCIAL Y DESARROLLO SUSTENTABLE “INNOVACTION” ........................................................................................................................................70 BIBLIOGRAFIA ..................................................................................................................59 ANEXO III: MATERIAL DE FORMACION: TALLER DE CANVAS PARA COOPERATIVAS Y UNIDADES PRODUCTIVAS DE LA EC ONOMÍA SOCIAL ..........................................................................120
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Index of Tables Page Table N°1: different facets of the phenomenon entrepreneur 28 Table N°2: of
Sources of Income and mission according to the classification
35 Entrepreneurs and enterprises
Table N°3.
54 Incubaccion process
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Introduction
The history of M agis Still not constitutedas a Civil Association M agis, the founders of M agis, myself among them, in the year 2013, in the role of the teacher in higher education in the social economy, were identifying, contacting and incubating at different entrepreneurs, and supportingthe formation of associative groups. After a short time, there arose the need to institutionalize the work as a whole, and associative groups, germs of future social enterprises,cooperatives, they decided togive birth to the civil association M agis. So, share not only common efforts relating toacquisition of private and public funds, but also, in the framework of a collaborative economy, share equipment and work spaces, tools, joint business ideas, and it has been decided to move forward in the next formation of a federation of cooperatives.
During the year 2015 started a process of incubation of 2 social enterprises (cooperatives) of that initial group of 10 social enterprises supported, developing stages of preincubation, gestation of startup's and nomination to public funds that led to the award of funding of the program Local Productive Systems (SPL), the M inistry of Production of the nation as a whole with UNDP.It is during the final stage of that year and the beginning of the next, where the contact with specialized institutions becomes more 6
intense, initiating processes of transfers and exchanges that provide foundations and strengthen our social business incubator MAGIS, these contacts and exchanges are carried out with the Social Innovation program and their respective business incubator of the University of Deusto (Basque Country, reference: garbiñe Henry), with the specialist in social innovation and its relationship with the social economy of the Loyola Andalucía University,Juan de Dios García Serrano, and with the specialist in Ethics and Development at the University of El Salvador, Eloy M ealla, among others.
Also in the same year (2015), form part of the research team of the National University of Jujuy, in partnership with the Center of Research that runs the PRONOA SPU winning project next to the Civil association Warmi Sayajsunqo (organization of communities recognized worldwide, who works in the Puna), resting in the specific area of solidarity economy and gestation of innovative inclusive value chains.
Already in the year2016, formulates and postulates, in conjunction withthe Catholic University of Córdoba, with which relates not only institutionally, but running in the draft winner SPU Index of associations in Salta, which over actors and conditions of the association in the city.
Proposals were made in conjunction withthe municipal government of the city of Salta and with thedirection of industrial parks of the Ministry of Industry of the Nation, to the calls of PROFIP (Ministry of Economy), Regional Public Goods (IDB), Bloomberg M ayors Challenge, in issues relating to territorial development, the fight against poverty, and public-private institutional devices.
In May of the same year, wins theinvitation made by the Foundation for Sustainable Development (FSD), which consisted of the stay of a fellow (B.A.Nicholas Lokker) at the 7
University of Duke during 8 weeks. (Duke University is one of the most recognized private universities in the United States of America and the world, located in Durham, North Carolina) and after the stay of the fellow was again won another competition for a grant based on the draft prepared in conjunction with thevisiting fellow.
In the last time, twoof its members /directors, have been designated for carrying out the training and the development of study materials for Salta and Jujuy Argentina Academy program undertakes, the Ministry of National Production.
In the year 2017, after winning a grant for institutional strengthening for the incubator for social enterprises, Magis founded, together with other social incubators 5 of Argentina, the federal networkof incubators social and tripleimpact nexus, which run in 2018 the program of environmental impact PROESUS incubations, the Ministry of the Environment of Argentina in conjunction with UNDP.
M agis is inspired by Ignatian values: the pursuit of social justice, self-awareness and personal discernment as a way with others, and the service as a search for overcoming collective bargaining. In addition to theseM agis is located in the poorest area of Argentina and, therefore, their work is oriented toovercoming poverty throughthe use of tools of social entrepreneurship and social innovation.
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Part I
9
Presentation and description of the project 1.1 Summary INNOVACTION: incubation/training program for entrepreneurs, social entrepreneurs by necessity, Triple Impact Entrepreneurs, and entrepreneurs for overcoming poverty.
•
INNOVACTION (innovation in action), it is a methodology in construction, that the Civil Association Magis has been developing since the year 2013 for the development of entrepreneurs and social enterprises. The main objective of this thesis is to present this training program in an orderly and systematic. It is based on previous experiences, not systematized until now. General characteristics of the INNOVACTION:
•
Training to assist entrepreneurs, develop a habit socially entrepreneur
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Promote and enhance the value of intangible elements within organizations that are central in the social entrepreneurship as are the moral values and, at the same time, enhance the computer as necessary to promote the importance of these values.
•
Promote models of social organizations out, and also toward the center, supportingthe constitutionof companies from the collective, with a high degree of participation and a reinvestment of profits in the own activity
•
Develop models of intervention, in the form of social enterprisethat integrate, develop and promote a sustainability: social, environmental, economic, cultural, aesthetic...
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Generate a natural forum for discussion and awareness of social entrepreneurship and other measures for thepromotion of the economy without compromising the human and social development. 10
1.2 General Objective •
The purpose of INNOVACTION is to facilitate social or entrepreneurial people witha vocation for overcoming poverty, adevice of training/incubation period, to develop a responsible social behavior, entrepreneurial and sustainable manner through the generation of businesses or organizations that, withthe focus on the business model of social enterprises and/or impact, will help to achieve one of the ODS (sustainable development).
1.3 goals and expected accomplishments (a medium-term) Know and manage innovative ways to develop economic ventures based on values such as solidarity, environmental sustainability and the triple impact. Understandthe basic concepts of the new economic models and theories of sustainable development as well as thebasic language of the objectives of Sustainable Development UNDP Co-create, validate and accelerate ideas and business models of triple impact with local territorial implementation in the short term, aimed at thegeneration of selfemployment and on overcoming poverty
1.4 Target audience INNOVACTION is for persons or socially and economically vulnerable groups, concerned with thegeneration of self-employment and/or embedded in networks of popular and solidarity economy. (Entrepreneurs by necessity, cooperatives, fair trade, associative groupings). Cooperatives or not, find themselves unemployed, some in labor informality and precarious, being in full working class people, mostly young people with big difficulties in accessing the labor market and that generate a subsistence way of life through occasional work, informal and precarious, without access to social security, in 11
some cases expelled from the formal education system, with their educational trajectories in their majority interrupted, due to the impossibility of combining study and work, due to inflexible systems completed or not intended for adult population in activity.
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Part II
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2.1 theoretical context: State of the art State of the art of entrepreneurship and Social Enterprises In the past two decades, social entrepreneurship has become the forefront of development initiatives aimed at improving the life of the marginalized and the poorall over the world (M anson et al. 2004; Bornstein & Davis, 2010; McAnany 2012). Previously, attempts to impact on these communities were executed exclusively by government agencies, private foundations or non-profit organization, volunteers, and non-governmental organizations (Kerlin 2009). Despite its prevalence in poor areas, the majority of the host countries have not experienced significant changes in their socio-economic status (de Waal, 1997; Kerlin 2009).
In line withthese findings, Alvord, Brown and Lens (2004), of the University of Harvard University analyzedthe influence of the government, aid agencies and private foundations, and concluded, "...too often,the results of these initiatives have been disappointing, both in terms of effectiveness and sustainability, not to mention its ability to increase the scale of their impacts in a meaningful social change." The traditional ngos often lacks the means to generate significantly and permanently the impact in impoverished communities, as has been demonstrated by the social, political and economic conditions that continue to decimate tothe societies in which these organizations have been established (de Waal, 1997).
This argument does not have the function to discredit the social contributions of the nonprofit organizations, charity funds, governments, aid agencies or voluntary organizations; on the contrary, these organizations have contributed historically to themarginalized and poorof the world. Although some of their activities have been questionable with the environment, USAID has funded the development, economic and humanitarian assistance to people in need around the world. There are many others that have had a significant impact on the communities where they are located, and constantly improve the well-being 14
of the people concerned. Their ability to contribute to the progress of society is not in question. The problem is that these organizations are not the most efficient or the most effective means of generating social change (M cAnany 2012).
All of these traditional models share a number of inherent flaws that hamper its ability to maximize their contributions to society. Specifically, it is clear that they can achieve selfsustainability; always are economically dependent on their donors, and consistently compete for funding , which inevitably alters the achievement of its social mission critical (Salamon and Anheier 1998). Furthermore, they are often criticized for their lack of articulation, the management structureof the "top-down", their inability to promote self-reliance and independence in the communities that contribute, and its wrong social initiatives sometimes fail to consider the culture or traditions of the affected individuals.
There are several options as a solution to these problems; social enterprises have demonstrated their capacity to generate a sustained change. As pointed out by Katzensteinand chrispin (2011) in his essay describing the social enterprises in Africa, "entrepreneurship is, after all, the engine of economic growth in the developed countries, and the concepts of company have demonstratedtheir effectiveness in many developing countries." In addition, the nature of the financially independent allows them touse more efficiently the social initiatives. In the Social Enterprise: a global comparison, writtenby Janelle A. Kerlin, social enterpriseis examined as a means for civil society to resolve social problems.
The growing interest in the social enterprise has been encouraged by the belief that market-based approaches to the social benefit can significantly contribute to theselfdetermination and the long-term sustainability of the programs aimed at the most disadvantaged, especially in regions where the funding from the government and from private sources is limited or unavailable. In fact, policy makers and international 15
development strategists alike have begun to analyze the social enterprise to regenerate communities, provide public services, and promote a new socially responsible economic engine. Kerlin (2009).
Unlike the other models, social enterpriseworks productively as a business, but differs in that it focuses on short-term humanitarian development, economic growth; it combines "...a social mission with a business-as a discipline" (Katzenstein& Chrispin 2011). In other words, a social enterprise is a business economically independent that prioritizes and actively seeks the social development, through the financing of initiatives of their own. It is not surprising that every time it is used more as a means to solve the problems of society (Emerson & Twersky 1996; Thake & Zadek 1997; Alvord et al. 2004).
These companies are devoid of many of the problems faced by the old systems of help
Encourage a bottom-up approach(bottom-up), includingthe system of leadership; they are implementing policies and programs that promote the sustained socio-economic independence in the communities that influence; have the capacity to grow and increase the positivesocial impact over time; and after that were initially established, social enterprises do not require funding or grants, as they are for-profit institutions, and are able to sustain themselves, which means that they have more freedom toact in favor of the needs of the communities, and not to the wishes of the donors.
Social entrepreneurship is shown as an ideal model for the generation of more productive and efficient impact on social issues in poor or marginalized communities around the world. The traditional models such as thegovernment, aid agencies, non-profit organizations and non-governmental organizations have shown in the time efficiency flaws in its design, or reach the same level of efficiency as the model of social enterprise. 16
Recently, the concept of social entrepreneurship has received considerable attention by economists, social scientists, philanthropists andinternational governments. It is still too new as a concept tobe able to reach have achieved a universal definition. However, there seems to be a general consensus on the characteristics and its procedures. For example, David Bornstein and Susan Davis in his book The Social Entrepreneurship: what everyone needs to know identify the utility of the model as a means to solve social issues: "The Social Entrepreneurship is a process through which citizens build or transform institutions to advance solutions to social problems, such as poverty, disease, illiteracy, environmental destruction, human rights abuses or corruption, with a view to improving the lives of many." Consistent with the authors, McAnany (2009) describes theinherent purpose of social entrepreneurship how to resolve problems within the society,and addresses their unique potential toincrease the social impact over time through A "wave": "[the social enterprise] tends to start locally to resolve a problem with an innovative approach, and once theidea has been tested and shows positive results, attempts todisseminate thefocus to more peopleuntil you reach a large scale. It also seeks sustainability through permanent funding sources and through practicing the organizational effectiveness and demonstrate clear benefits".
In addition, Katzenstein & B.R. Chrispin (2011) note, "The Social Entrepreneurship is a variation of the entrepreneurs witha social mission explicit and central as its reason for being. The impact on society, rather than wealth creation becomes the main value created." The "impact" of the missions is the main priority, above the creation of wealth or the recruitment of volunteers or the accumulation of subsidies or grants, unlike traditional models. Finally, the Alvord Brown and Lens (2004) studied thoroughly social enterprises throughout theworld and found that " create innovative initiatives, build new social agreements, and mobilize resources in response tothese problems, rather than market criteria." These socially aware, at the same time seeking the profit not only are
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innovative; they are recognized for their ingenuity and are constantly discovering new ways to overcome challenges in the communities they serve."
The definitions referred todistinguish the social entrepreneurship for their exemplary demonstration of innovation, its ability to mobilize resources, its fundamental priority of a social mission established by the company itself, and its ability to make an impact on society, with the potential to increase and expand their initiatives over time. Although the social entrepreneurship is a versatile concept continues todevelop a formal definition, and all the above descriptions are accurate in their own sense, but for clarity in this work, only one definition will be used. This will be the government of the United Kingdom: "companies primarily social objectives whose surpluses are reinvested in their majority for that purpose inthe business or in thecommunity, instead of being driven by the need to maximize profit for shareholders and owners" (Kerlin 2009). In other words, it is a for-profit business that is actively pursuingtheir social goals through investing their profits in the initiatives that contribute to the promotion of these objectives.
2.2 Socio-economic context A Social Problem: The MULTIDIMENSIONAL POVERTY IN SALTA: main components -
A. Unemployment and informal employment: the challenges which cannot be resolved in the country, even less in Salta and that does not stop and it became a social scourge that affects 44% of the Salta and in regard to the informal labor, there are, according to the data provided by the INDEC, around 85,000 informal workers only in the city of Salta.
Exactly, there are 82,716 wage earners who do not make positive contributions, working in conditions of precarious employment and whodo not have labor rights that protect 18
them in the framework of the activity performed. Work, but are invisible to the formal labor market.
"The informal labor is a serious problem. We are talking about workers who live in precarious conditions and the increase in the cost of labor is the main factor that explains the unregistered employment. "The entrepreneurs do not fit through the price, but the salary," explained to the director of the Institute of Labor Studies and Economic Development of theNational University of Salta (Ielde), Phd in economics Jorge Peace."
Nearly half of the workers of Salta is black. The new Indec (2017) ranked jumps as the jurisdiction with more informal labor, with 47 percent. In the NOA, 40% percent of the workforce has no pension contributions, social work or vacation; and in the country, the percentage drops to33.8 percent.
B. Habitat Another problem addressed by theproject is the overcrowding and the lack of access to decent housing. The NGO "A roof for my country" reported that 70 thousand Salta live in precarious settlements, do not have access to basic services of electricity, gas, sewer and water. Currently, there are 147 settlements throughout the province, and 54 in our capital.
In our geography there are a total of 147 informal settlements in which they live about 18,500 families; while, in our Capital, are 54 settlements and 6 thousandfamilies living in them. According to a Roof for my Country, in the settlements only a 3.2% percent of the families have sewers in their homes; the 27.4 % percent account with septictank; and the 69.4% percent have wells.
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The 77.5% percent of families access water through irregular connections, and does not reach the 10% percent of the totalnumber of housing units connected tothe drinking water network.
Of the neighbors who reside in settlements, a 8.5% percent provides water through tanker, the 62.3% percent of the inhabitants of settlements is hung to thepublic network of light, and a 8% percent do not account with this service in their homes.
Only a 20% percent accesses the regular connection of electrical service, while a 8.9% to meters. The 65% percent of the inhabitants of informal settlements, access the gas through bottles; a 34% percent use firewood or charcoal; and only a 0.7% percent has access to the home network of natural gas.
"Salta is the fifth province with thehighest housing deficit in the country, behind of Formosa, Santiago del Estero, Chaco and M isiones."
According to the Provincial Housing Institute of Salta (IPV) the number of these families that are registered in the agency, amounts to 23,000. However, if you add thosewho do not have housing and who are not registered in the IPV, the deficit reaches 32,719 families only in our capital city. 10,500 people are enrolled in the Department of Land and Habitat. Now, the land will be delivered by lot, according to the executive. 147 settlements there are distributed throughout the province of Salta according to the field research carried out by the non-governmental organization. Live 18,500 families. 20
8.9% overcrowding in Salta affects 8.9% of households. It is one of thekey variables that contemplates the Unsatisfied Basic Needs (UBN).
Doubled in the last decade the number of families sharing the same home, going from 6.6% to 12.2% of all households, in Argentina there are 12.2 million households and 16% of these belong to rented dwellings, which is equivalent to two million families without a home of their own.
C. Malnutrition and malnutrition -
Another problem that the project will face is to malnutrition and malnutrition The NOA and NEA Argentina has one of the highest rates of chronic malnutrition higher in South America. Acute malnutrition in Argentina exists and that the infant mortality rate (IM R) has declined between 2003 and 2013, but the cases are concentrated in areas of extreme poverty in the NOA and NEA, including settlements of native peoples.
Depending on which area of Argentina, a child is born, it will be your chance to live, the north and the southof Argentina have this difference, that is to say that a newborn or a pregnant woman are more likely tolive in the Patagonian Region or in the City of Buenos Aires in the regions of Northwestern Argentina (NOA) and Argentine Northeast (NEA). For example, in theProvince of Neuquén, the neonatal mortality rate is half the national rate, while in other provinces triple thosenumbers.
The 2015 and 2016 beat strong with cases of acute malnutrition that is only now seem to be visibilised and reinstalled the issue with strength in the face of society and also revived between the links that work for themalnutrition and child mortality in Argentina.
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The shortages of monetary resources limit the economic autonomy of the households to access minimum conditions of subsistence. The information provided has revealed the existence of a proportion of households even with difficulties tomeet the basic needs of food and of a relevant set of domestic units that declared insufficient income or inability of savings. The insecurity and the perception as to the level of income and yourcapacity for savings are highly linked to thesocio-economic stratification, a situation that is evidence of a significant gap in favor of the higher stratum.
* Salta is the province withthe highest percentage of labor informality of Argentina 45% (according to HDI provincial UNDP Argentina 2016): * In Salta 6 of every 10 children are poor * 4 out of every 10 children do not eat properly before you go toschool. * 35% of the population more traumatizeddoes not have satisfactory access to energy. * 40% of the population live in precarious housing conditions and overcrowding. * The percentage of poverty and indigence in theNOA is more than 5 times higher than in CABA * 160,000 housing is the housing deficit of Salta, fifth in the country. * In the north a child has 6 times more likely to fall intopoverty as in CABA * 40% of the population ofSalta is poor. * According to the UNDP Human Development Index, Salta is the 4th province with Less development of Argentina.
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2.3 The importance of entrepreneurialdevelopment and its relationship to sustainable development
In the contemporary worldis significant endeavors of theformation of a territorial basis, as a strategy for socio-economic development, social inclusion and settled in the territories and local communities. There has been a remarkable expansion of socioeconomic initiatives and endeavors of the popular sectors and support organizations, as a social response to the problems of poverty, precarious employment and social exclusion among others.
It is difficult to imagine a sustainable solution in the fight against exclusion that does not envisage the active participation of the people who are in the same situation. It has always been considered topeopleat risk of socio-economic exclusion as subjects patients of the social action promoted by governments, ngos and the philanthropy exerted by the companies, without considering the abilities and desires of overcoming these populations.
On the other hand, in recent years we have witnessed how the business activity has been seen as one of the origins of social, environmental and economic problems. Part of the society perceives that the business benefit goes tothe detriment of society.
This perception has been aggravated lately leading to some business sectors to be permanent criticized as is the case of the companies of the food chain. The trust in business has fallen, and this loss of confidence reduce your benefits by entering into a vicious circle. According to this paradigm, business-society relations are much more complex, and what needs to change the perspective by stating that they are not the results
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of the companies what is good for society, but rather is the development of society what makes grow the results of the companies.
It is a program of theoretical-practical approach of management of openinnovation processes and the creation of shared value within or between organizations in the alternate theoretical classes and practical cases of success.
Entrepreneurial development at the local level
In the last two decades there have been major changes in the international context of the globalisation of markets, the emergence of new technological paradigms based on ICT (information and communications technologies), the volatility of demand and the shortening of the product life cycle.
At the level of the regional economy, this new scenario resulted in two related phenomena.
There was a process of rejerarquizacion The territory as an economic agent and a revaluation of the same from the point of view of the development. From a more static and passive where this was thedeposit of the factors of production to an idea of the space as an area of building relationships between agents and elements (visible or not) that form the basis of new dynamic competitive advantages, based on innovation and learning at the local level.
As a result,the traditional conception of microeconomic competitiveness, primarily based on the exploitation of economies of scale to the interior of the (large) companies, was giving way to the idea of systemic competitiveness. 24
Systemic Competitiveness: The performance of firms depends not only on what they can do in isolation, but also the degree of development of the productive capacities of the] territories where they are installed as well as the existing relations between thecompanies and the rest of the local actors.
Thus arises the new paradigm of local development (Llorens, Albuquerque and Castle, 2002) that combines this new assessment of the territory and its role in the development witha new vision of the productive development policies at the regional level and its mechanisms. Under this new look the regional development responds, increasingly, factors and processes that originate in the dynamics of each region, in its capacity to generate processes of innovation and learning.
According to this perspective, the new paradigm of local development, the role of the State local should be more focused on the stimulus to the elements and invisible or intangible factors of the territory, among them: 1.
The ability to react and adapt to new changes in the business scene,
2.
A dynamic local leadership and the commitment of the community.
3.
A broad base of actors involved in the process,
4.
A development strategy based on cooperation, public-private action and a
wide degree of consensus of the same (Maillat, 1998). Similar observations are derived from the OECD approach (through your Local Economic and Employment Development - LEED) which holds that local governments should shift its focus:
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1.
From the urban perspective (associated tourban planning and regional
development) to a more complex agenda that includes businesses, individuals and their skills 2.
From the provisionof infrastructure (services, transportation, etc.) to the
soft infrastructure (business development, R+D+d, access to capital, etc.) 3.
From the attractionof foreign investment to the retention of the diversity
and talent at the local level.
Also, the LEED emphasizes that the process of local development is increasingly a process of "management", implying the increasing weight that the strategic and management activities of the "service provider-client relations" have in any process of local development.
In this context, thedevelopment entrepreneur appears as a key vector within the strategies of local development due to their potential contributions.
However, before moving on what are these contributions at the local level, it is important that we define that is entrepreneurial development.
What do we mean by entrepreneurial development?
To begin with, the phenomenon of entrepreneurial development encompasses various facets that it is better to go desanudandolas, from the beginning, so as not to give rise to confusion. Many ofthese facets have to do with the applications that has the term "entrepreneur". 26
We speakof entrepreneurs when we make reference to those involved in the process of creating new businesses. And we must also consider the founding fathers of young companies. But we can also use the term more broadly and include those who stand up to new organizations, in general, including those that are not-for-profit organizations (ngos, foundations). There is also the set of individuals involved in the gestation of new projects within existing institutions or companies (corporate or institutional entrepreneurs, respectively).
Table 1 different aspects of the phenomenon of entrepreneurship The figure outlines the different facets of the entrepreneurial phenomenon. If we look at it from the center outward, we can see that although in the heart of this phenomenon, the entrepreneurial development is associated with the creation of companies such as canal of generation of value and wealth; out other more aggregated and spacious dimensions, such as the capabilities and skills associated to entrepreneurship or values.
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It is important that we take into account that the term entrepreneur is not only limited to the individuals, even when they are key capabilities or entrepreneurial competences (attitudes, skills, abilities) that enable youto create and develop entrepreneurship (tolerance torisk and uncertainty,creativity, to name just a few). That is why entrepreneurial societies, being those whose inhabitants support and share the values associated with the initiatives of entrepreneurs.
Without wishing to give an account of all the complexity and variety of meanings that has adopted the concept of entrepreneurial development, thenwe propose two guiding definitions that will serve as a common basis for the rest of the classes. The same is based on the pioneering studies of the Entrepreneurial Development Program (PRODEM ) carried out in conjunction with the Inter-American Development Bank at the beginning of the decade (Kantis and others, 2002 and 2004).
But.... How do you help entrepreneurs and new businesses to local development?
To understand the contributions that the creation of new companies has on the local development processes, we can mention some intermediate variables or channels through which greater entrepreneurial activity would result in a higher level of development.
Among the most important ones, we can emphasize the introduction of innovations, are these new products, new processes, new markets, new forms of provisioning and new forms of marketing. Among otherthings because the new companies are increasingly important as vehicles for transfer to the market of the knowledge generated in universities and R&D.
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At the same time new companies can also be a channel through which locally adapted knowledge and value propositions identified in other regions or cities. In this way, either through innovation in its strictest sense and through the local adaptationor incremental innovation, new companies have a key role in the diversification of production, the emergence of new activities and sectors, and ultimately, the rejuvenation and change of the productive structure.
Another channel frequently mentioned is the generation of new jobs. In fact, entrepreneurs generate new income and employment opportunities not only for themselves but also for those who find work in them. In particular, the new businesses are a key vehicle for channeling the creative and innovative capacity of thepopulation, in particular that of younger people.
Types of entrepreneurs
One of the most important tasks of any academic discipline and of any public policy is to clearly define their objects of study or recipients.In the field of entrepreneurial development this is particularly difficult due to the dynamism of the ecosystems and the entrepreneurs themselves that influence them, forcing redefine the taxonomies, as it periodically to existing classifications are added new types of entrepreneurs that need to be addressed both from the academic literature, as well as from the technical support,and from the promotion.
Today we talk about types of entrepreneurs that were unthinkable a couple of decades ago. In part, this is due to the contextual changes, technological, and market, that these same entrepreneurs. Now,what do we mean by entrepreneurship and towhich we call the entrepreneur in this job?.
29
We define entrepreneurship as the process through which the "opportunities tocreate future goods and services are discovered, evaluated and exploited" (Shane and Venkataraman, 2000). From the perspective raised by these authors is an entrepreneur any individual who, in order to take advantage of this opportunity, engages in a creative process in which you organize various resources in a new combination to offer new products, whether these goods or services. Given that this can be done in the framework of a new organization as in the case of an existing organization, we find a first criterion of classification of entrepreneurs: those who create organizations and those who lead processes of the creation of new projects within existing organizations.
Classification of entrepreneurs:
-
Entrepreneurs: peoplewho, to create new products (goods or services), create new organizations or non-profit organizations (companies, Non-Governmental Organizations).
Intraemprendedores: persons who lead new processes projects working in
the dependency ratio in organizations that exist. It is the case that develop new projects in companies (corporate entrepreneurs) or in institutions (institutional entrepreneurs). Now, if we stop and focus on the business entrepreneurs, excluding the creators of non-profit organizations, it is valid to ask us a question do companies should only pursue an economic benefit, or to put it another way, theeconomic order is the only one who can pursue a company? In the last few decades emerged entrepreneurs and business paradigms that, in addition tothe economic impact, social and/or environmental. This gave rise to new type of entrepreneurs:
30
Social Entrepreneurs: Understand by social entrepreneurs who seek to satisfy a need or
create social value but using market strategies tomeet that goal. Social entrepreneurs act as agents of change in the social sector, innovating and acting in accordance with the desire to create a sustainable social value, as defined by Harding (2004). Thus,social entrepreneurship are akin to a Civil Society Organization (CSO) to the extent that pursue a social objective, but adopt the format and the business strategy of a company to achieve greater impact.
Triple Im pact Entrepreneurs: these entrepreneurs assume that, in addition to generating
economic and social impact, companies must make a positive impact on the environment. Triple impact companies are organizations that are born in order to achieve a good social and environmental, and use market strategies to meet its objective. In other words, are companies that seek to strike a balance between economic development, social development and the protection of the environment, developing an activity which, from its essence, are looking for economic, social and environmental benefits in an integrated manner.
Entrepreneurship by necessity and by opportunity: among its indicators the Global
Entrepreneurship Monitor uses the classification by necessity and opportunity to distinguish two types of impulses that motivate entrepreneurs to undertake. So, under the definition of "entrepreneurial activity driven by the need" business activity is included in stages that are involved in the same because it has no other option. At the same time, under the definition of "entrepreneurial activity driven by opportunity" is included to the entrepreneurial activity in the early stages whose main thrust is related to the desire to develop a project in response to a need or solve a problem. Be independent, selffulfilment, put their knowledge into practice or to increase their incomes tend to be some of the motivations that accompany this activity.
31
If we go back to the original definition of entrepreneurship that we assume, linking it withthe process of discover, evaluate and exploit opportunities,we should discuss whether we should call entrepreneurship to the independent activities that are driven from the need (Naudé, 2009). Assuming a critical perspective, in a report of the Development Bank of Latin America", is problematizedthe entrepreneurship by necessity linked tothe economic activities of livelihood, self-employment, and even to the microempresarialidad as a refuge from the unemployment.
In close relation with the above, it is also necessary to give particular attentionto the linking of the concept of entrepreneurship with a particular business scale, as in the vulgar use of the term persists theassociation of entrepreneurship withsmall-scale business, when not directly with subsistence economic activities, or even informal. In particular, in the category of micro is usually representedthe ideas of a role (microemprendedor), of a scale (micro), and of a type of organization (informal). As well, Arancibia et al. (2003) defined as "micro-economic activities that arise as survival strategies of workers and their families, in which their members put in your main resource, the job, in the productionof goods and services, in general for sale on the market or barter."
Unlike the category 'micro' set in the M SMES that establishes levels of billing to define business scales, we can see that there are no criteria withstandardized indicators of organizational typeor to define 'icroemprendimiento'.
Taking into account this ambiguity, and in coincidence with the perspective of the Development Bank of Latin America, BUKSTEIN (2004) Analyzes thelimited impact at the local and regional economy what it defines as subsistence microenterprises or enterprises with capacity of simple accumulation in both the majority are not registered and are held in the framework of the informal economy. 32
T able 2 Sources of Income and mission according to the classification of entrepreneursand enterprises
All entrepreneurship contributes equally to the local development?
The available evidence indicates that most of the entrepreneurs generate autoempleos or feed the fabric of subsistence microenterprises and low productivity. Three out of every four microenterprises that are born in Latin America could be catalogd in this way (Shoar, CAF, 2013; 2010). That is to say, they are entrepreneurs who develop artisanal or small commercial activities with few prospects to grow and whose main motivation to undertake is the lack of opportunity toget a job. It is as well to a large extent on "hidden unemployed workers" in the form of entrepreneurial activity (CAF, 2013). 33
In fact, if you look at the statistics from the records of companies, it also notes that the micro enterprise segment does not grow in general toward segments of small or mediumsized enterprises. The data available for Argentina show that only 22% of small companies in 2010 were the result of the positiveevolution of micro enterprises in 2003, percentage that falls to 5% for medium-sized enterprises in 2010 (Red, 2012).
34
Part III
35
3. INNOVACTION: The Program
Since the year 2013, M agis has been developing a combination and refinement of methodologies used in this period, which called INNOVACTION (innovation in action) that for the first time you attempt to systematize in this work, always in a format of training/incubation, and through an annual call for nominations of entrepreneurship/business ideas/aspiring social enterprises
3.1 Location The INNOVACTION program will be implemented in the city of Salta Capital y conurbano (Gran Buenos Aires), an area of urban and peri-urban agriculture, economic activities are small-scale productive commercial, subsistence, and the vast majority of them in terms of informal labor, in the incubation process will be carried out training activities - training to be carried out in facilities of the Catholic University of Salta Headquarters Center in a central area to 150 meters from the main square in the capital city of Salta, our space has an office with a meeting room and space management- administration, there are also two (2) classrooms equipped (desks, Internet, projector, screen, sound and slate) with capacity for 40 People each, the space is shared by convention/ Resolution No. 1406-16 with the Catholic University of Salta, allied entity of the Civil Association for the magis. 2 Location: tutoring accompaniment complement incubation training modules and will be carried out in the workplace of the entrepreneurs / cooperatives, this being the territorial element of the process. All the entrepreneurs / cooperatives have domicile in the city of Salta and large jumps and mostly in suburbs that medium and high levels of social vulnerability (unemployment and informal employment, working conditions, and the precarious habitat).
36
3.2 Description INNOVACTION runs through a training program/ incubation of enterprises with territorial and social impact, boosting the value of prior knowledge, the associativity of unemployed persons, subocupadas, in informal employment, working conditions, and the precarious habitat, encouraging participation and a more dynamic integration and daily in the work and the creation of new opportunities that have an impact on the transformation of the reality and the quality of life of the entrepreneurs who participate in the program by strengthening entrepreneurs in the following areas:
-
Social economy, popular and solidarity: (i) (ii) local development associations,
(iii) sustainable development, (iv) Social Innovation, Social Enterprises (v) and (vi) ODS objectives of Sustainable Development.
-
The personal path: (i) The personal path. Being a person in fullness, identity,
ii) personal maturity, authenticity, self-esteem, assertiveness, iii) iv) Emotional Intelligence, (v) human solidarity.
-
The way with others: i) interpersonal relations, communication and listening,
affectivity, (ii) M anagement of feelings, iii) Processes of forgiveness and selfforgiveness in relationships, iv) assertive communication and dialog, v) team work.
-
Validation of business ideas: (i) market research to improve the insertion of
specific products in value chains and local markets, (ii) Opportunities and threats of the entrepreneurship in their environment; different types of ventures, iii) competition, market segmentation, iv) Location of the Entrepreneurship: zoning and analysis of the sector chosen for the location, v) Features: rural/urban and/or intermediate situations. Importance of the location: easy location, distances and/or 37
tours according to the distribution and/or receipt of products, goods, or services, services: water, electricity, telephone, internet, e-mail, others. -
Agile strategies and tools to improve management, resources and capacities of
entrepreneurs: (i) Quality, safety and hygiene work, (ii), iii) Lean Startup, iv) Design thinking, (v) Elevator pitch, (vi) development of resources, identification and implementation of funding or subsidies for entrepreneurs.
-
Productive aspects. Services and/or Products: (i) Production Processes,
identifying the steps and their requirements. ii) Concepts of Raw M aterial, Labor, production process and finished products. iii) suppliers. Existence and conditions, iv) Definition of products and/or services to offer, v) Need to determine the costs of production (of products and/or services), (vi) Differences between cost, expenses and losses.
-
M arketing aspects: (i) M arketing Strategies for services and/or products, (ii)
Determination of prices / Distribution / Packaging / Advertising / Promotions / positioning, (iii) different marketing channels, iv) The client: actual and potential. v) data base. Use of Tools: for preparation of records, marketing and search for information on the Internet.
-
Economic and financial aspects: i) Insertion of costs in the activity and day-to-
day of the entrepreneur, ii) Rating: fixed and variable costs, (iii) Records: Use of forms of inputs and outputs. Gross and net income, (iv) Point of Equilibrium and margins of profitability and security.
-
Banking and legal aspects: (i) Registration monotributo M onotributo and
social, (ii) working conditions, health and safety, social security, (iii) (iv) The right to associate, contract of employment, (v) Tools bank: checking, savings, current accounts: concepts, opening requirements, costs, maintaining and closing, (vi) registration of effectors: Registration. Benefits, vii) Assistance in the protection of intellectual property, viii) Assistance in management accounting and legal for entrepreneurs. 38
-
Quality of production (services and/or products): (i) Conditions and
Regulations on Safety and Hygiene. Allotments, restrictions. Bromatology, (ii) (iii) Documentation of the activities of the companies, (iv) fees and taxes.
-
Strategic and institutional linkages: (i) link with the SM E sector, commercial,
academic and research groups and other actors of the community to resolve specific problems of the sector.
3.3. Rationale
According to the undp Argentina, with its brand new sustainable development index IIDSP (provincial), Salta is located in this ranking only above of Santiago del Estero, Chaco and Formosa. poverty understood and measured by its causes from a multidimensional look, affects the inhabitants of the city of Salta by gaps and conditions of deprivation, as six out of ten children are poor, the ratio between the amount of inhabitants of the household and number of rooms that owns the housing is more than three persons per room, one in four children do not reach the threshold of minimum conditions of housing for its development and early stimulation, three out of ten children Educational disadvantages presented by malnutrition, four out of ten children do not eat properly before you go to school, these conditions generate inexorable consequences in the most vulnerable population affected. i)
Protein Energy M alnutrition in children to 40%: children have affected their cognitive development, with disorders of language and motor development, coordination, poor school performance," according to WHO.
ii)
Labor informality to 40%: Jorge Paz, director of the IELDE, lecturer at the National University of Salta, a researcher at the Conicet, said "salta is the province with the highest rate of informal labor in Argentina, a factor to explain the high degree of multidimensional poverty. 39
iii)
Precarious housing conditions and overcrowding to 21%: the poor quality of the materials, location in flood-prone areas, lack of services, are problems faced by the most vulnerable households in Salta.
(Iv)
Lack of access to energy for heating and kitchen to the 65% of the
population more vulnerable according to the 2013 survey of informal settlements.
3.4 Purpose
Between the multidimensional poverty, the lack or shortage of support for entrepreneurs, the emerging entrepreneurial ecosystem in the province of Salta, the null support for self-employment, poor training to achieve the same, the limited financial support on the part of the State provincial Salta, the almost nonexistent territorial articulation of local universities with the world entrepreneur, the limited amount of companies that add value, the limited industrialization of strategic raw materials in the region, the limited and almost zero support for the creation of companies of the cultural industry, all of this does not face a great challenge as an institution that takes on the role of "bridge" and catalyst as a coordinating role that brings an innovative vision, solidarity and collaborative to create Value and wealth in Salta, our city has great potential for entrepreneurs who are currently in the informal sector generate activities that have a potential scalable and replicable in products and services.
3.5. General Objective
Achievements to achieve with the implementation of the incubation project: The overall objective of the incubation project, "INNOVACTION" is: to identify, promote and strengthen entrepreneurship of individuals and groups violated (the vast majority of entrepreneurs by necessity), with the aim of generating self-
40
sufficiency (self), providing them with tools, resources and networks in a process of (12) twelve months of incubation, formative and experiential.
3.6. Specific Objectives
Actions that favor the fulfilment of the overall objective
i)
Validate endogenous popular knowledge and share new concepts and tools of social and solidarity economy, new economic models and theories of sustainable development, as well as the basic language of the SDGS Sustainable Development objectives of UNDP and move tools agile as of social innovation and open for the development of sustainable enterprises and sustainable.
ii)
Transfer and appropriation of innovative tools on the part of the entrepreneurs who participate in the project, tools based on values such as solidarity, the association, the identity, sustainability, assertiveness, social justice and the dignity, to be able to explore from a technical, pedagogical and psychological, the possibility of being a person in its fullness, from the way staff, to build the road with others to undertake.
iii)
Co- create and learn to generate business models from a vision of sustainability and local territorial identity in the short term, aimed at the generation of quality employment, overcoming poverty and social mobility.
3.7. Target Population
Characterization of the endeavors to strengthen. INNOVACTION is for persons or socially and economically vulnerable groups, concerned with the generation of self-employment and/or embedded in networks 41
of popular and solidarity economy. (Entrepreneurs by necessity, cooperatives, fair trade, associative groupings). Cooperatives or not, find themselves unemployed, some in labor informality and precarious, being in full working class people, mostly young people with big difficulties in accessing the labor market and that generate a subsistence way of life through occasional work, informal and precarious, without access to social security, in some cases expelled from the formal education system, with their educational trajectories in their majority interrupted, due to the impossibility of combining study and work, due to inflexible systems completed or not intended for adult population in activity.
3.8. Dissemination and convocation Strategies that will be used to prioritize projects and communication strategies to develop: Thanks to the joint and direct link to the AC M agis has with several cooperatives, in addition to the close links developed with the community development department of the city of Salta, the dissemination will take place directly in the homes of the cooperatives, through the local entity of INAES controller, the undersecretary of social economy of the government of the province, providing material of diffusion, as well as exposure of promotional material in neighborhood centers, CICs, health centers, CDR ministry of development, complementing a creative campaign on social networks. Lectures and workshops will be held during the 30 days prior to the launch of each call, with simulations of incubations and validation workshops of ideas, to display a preview of the methodology to be applied. The organizer, during the year, it will detect possible prospects for the next cycle of convocation, to whom invitations to partake of the same.
I.
Convocation To participate in the entrepreneurship must be enrolled in the web platform (hereinafter the "Platform"), whose address is (e.g.) www.magissalta.org/INNOVACTION, By completing with as much detail as possible the totality of the required fields in the record, both of the project as of 42
the entrepreneurial team that recorded by attaching a video pitch of up to 3 minutes in length, referred to entrepreneurship It is a requirement for the entrepreneurs who wish to be selected, comply with the following criteria: (I) be projects of national origin, with a development of less than four years. (Ii) generate an impact, linked with any one of the SDGS* thematic axes: (preferably the highlights) 1. End of Poverty 2. Zero Hunger 3. Health and Wellness 4. Quality education 5. Gender equality 6. Clean water and sanitation 7. Affordable and clean energy 8. Decent work and economic growth 9. Industry, innovation and infrastructure 10. The reduction of inequalities 11. Sustainable cities and communities 12. Responsible production and consumption 13. Climate Action 14. M arine Life 15. Life of terrestrial ecosystems 16. Peace, justice and strong institutions 17. Alliances to achieve the objectives
* The Sustainable Development Goals (SDGS), also known as Global Objectives, are a universal call to the adoption of measures to put an end to poverty, protect the planet and ensure that all people enjoy peace and prosperity. These 17 goals are based on the achievement of the M illennium Development Goals, although they include new areas such as climate change, economic inequality, innovation, sustainable consumption and peace and justice, among
43
other priorities. The objectives are interrelated, often the key to the success of one will involve the issues most frequently linked with another.
The SDGS carry a spirit of collaboration and pragmatism to choose the best options with the aim of improving the quality of life, in a sustainable way, for future generations. Provide clear directions and goals for adoption by all countries in accordance with their own priorities and the environmental challenges of the world in general. The SDGS are an inclusive agenda. Addressing the root causes of poverty and join us to make a positive change in the benefit of the people and the planet.
(Iii) comply with criteria of technical quality, innovation and creativity. (Iv). To promote teamwork and the association. V). Technical feasibility, practice and economic for its effective implementation. The notice shall be excluded from those persons who are under the age of 18 years. Also, they will not be able to participate in the Notice of the employees of any of the sponsors and organizers, their auditors, people and companies contracted to provide any product or any service related to the convocation, or their relatives by consanguinity or affinity up to the second degree inclusive, or their spouses.
The participation in the notice will be considered as acceptance of these bases and also, as a sworn statement that the participant does not have transferred or pledged the rights of publication and/or reproduction of your name and/or picture in any form, with third parties. Each entrant warrants that hold harmless the organizer of all and any claim that he could receive under the submitted material and/or information and /or provided, and/or rights granted for the present purposes.
II.
Stages of selection
The notice will include the selection of a multidisciplinary jury composed of representative of: the organizers, government, relating to sustainability and the 44
cooperative world, who will select 30 (thirty) ventures such as program participants of the Convocation.
3. Prize
The 30 (thirty) ventures winners will have access to an Incubation Program 12 (twelve) months of duration (hereinafter the "INNOVACTION Program" or the "Prize") and also to the participation of two events one of validation and adjustment of the models of turnover per month six (6) and one of closure in the form of experiential encounter and exposure of the business models of the projects with a duration of two days (2), in double working day in the month 12 of the implementation of the program.
IV EFFECT OF THE CALL
Provision is made for two (2) annual cycles of the Convocation, one with home in the month of M arch and the second starting in July. The registration period shall be valid from the day 01 M arch 2018 until the last day of the month of M arch of the same year at 24:00 hours. The same will be developed on the platform www.magissalta.com.ar/INNOVACTION and shall be valid throughout the territory of the city of Salta and large jumps. You will receive queries, offering advice and guidance
[email protected] via email or the telephone number of the incubator M AGIS.
3.9 Details and phases of the programINNOVACTION Phases: 4 (four)
1. Call & Detection (subtotal 1 month) (I) Advocacy, Communication and identification of prospects) 45
2. PRE-incubation (subtotal 3 months) (I) Contextualization and awareness (Ii) Diagnosis and pre-feasibility analysis of the project
3. The incubation period (5 months) subtotal (I) Business M odeling (Ii) Rapid Prototyping (Iii)
Validation, adjustment, and exposure - Face-to-face event and inclusive
of 2 days.
4. POST - 3 months incubation (subtotal) (I) Legal, tax and registration (Ii) Pre-series and going to market (Iii)
Commercial alliances and shared value chains.
TOTAL DURATION: 12 months
Development OF THE CONTENT OF THE PHASES The Training Program INNOVACTION "incubation" comprises the following stages:
1 Call & Detection (Advocacy, Communication and identification of prospects)
The process of accompaniment and strengthening of INNOVACTION Program "entrepreneurs", begins with the first phase in which the incubator M AGIS perform actions visibility and promotion of the program in print media, radio and television, local actions will be complemented with a series of talks and workshops during the 30 days prior to the launch of each call, with simulations of 46
incubations and validation workshops of ideas, to display a preview of the methodology to be applied. The organizer, during the year, it will detect possible prospects for the next cycle of convocation, to whom invitations to participate in the same, performing an initial pre-selection to those who will have an interview to finally complete a list with criteria of merit and pre feasibility of new developments, which will be creditors be benefited with the participation of the INNOVACTION process of M agis. Duration of the PHASE 1: 1 (one month)
PRE-incubation (i) (Contextualization and awareness.) In the second phase " Pre-incubation period", the Entrepreneurs selected beneficiaries who access the INNOVACTION program, participate in preincubation process divided into two stages: The first where there will be a contextualization of the activity and entrepreneurial environment, in this sub stage the entrepreneur access to content that contextualize a local development vision aligned with their interests to undertake and self sustaining, this stage of the process will also involve a strong accompaniment of awareness and experiential training, which will address concepts and methodologies that will establish the conceptual bases, attitudinal and motivational for the entrepreneur or associative group entrepreneur start the road to take.
The second stage is carried out a detailed examination of the capacities, resources and opportunities that measure the pre feasibility of each project and lay the groundwork for the accompaniment of subsequent phases of incubation.
The contents of the sub stage i): A) Social economy, popular and solidarity: (i) (ii) local development associations, (iii) sustainable development, (iv) Social Innovation, Social Enterprises (v) and (vi) ODS objectives of Sustainable Development. 47
B) The personal path: (i) The personal path. Being a person in fullness, identity, ii) personal maturity, authenticity, self-esteem, assertiveness, iii) iv) Emotional Intelligence, (v) human solidarity. C) The way with others: i) interpersonal relations, communication and listening, affectivity, (ii) M anagement of feelings, iii) Processes of forgiveness and selfforgiveness in relationships, iv) assertive communication and dialog, v) team work. Duration of the phase 2 / sub stage i): 1 month
PRE-incubation (ii). (Diagnosis and pre-feasibility analysis of the project.) In the second phase " Pre-incubation" sub stage II), the entrepreneur is accompanied him for making a diagnosis and analysis of your project: The diagnostics from the sub stage II): (I) Analysis of the current customer segment. (Ii) Analysis of their marketing and distribution channels. (Iii)
Analysis of your current key resources and activities.
(Iv)
Analysis of the segments of income per unit of current business.
V) Swot Analysis at the operational level, Organizational and HR. (Vi)
Identification and analysis of current costs.
Duration of the phase 2 / sub stage ii): 2 (two months)
The incubation period (i). (Modeling) The third phase started with the sub stage i) with the completion of the "Diploma in M anagement of enterprise creation, Innovation, Social and Territorial," issued in conjunction with the National University of Córdoba, official university degree from the National University of Cordoba, the same form an integral part of this proposal and acts as the backbone of our proposal of incubation, the degree of
48
each entrepreneur who is involved in our program "INNOVACTION" is included in the overall budget of this program.
The diploma will address content and accompaniments of the undertakings in the incubation stage sub stages i), ii) and iii) with tools for modeling the value proposition and the development of the business model of the enterprises incubated, addressing and exploring issues relating to the following axes: The path between the idea and the business opportunity, open innovation, Agile tools (canvas, read START UP), costs and financial structure, point of balance, flow of funds, sales, profit margins, theory of change. Duration of the phase 3 / sub stage i): 2 (two months)
Incubation (ii). (Rapid Prototyping) The third phase sub stage II), also in the framework of the Diploma, incorporates tools for prototype development and testing of the product or service, addressing issues relating to the following axes: Design Thinking, M PV Design & Development of the minimum viable product PM V, product life cycle, the market testing, identification and development of customers or Customer Development M ethodology. Duration of the phase 3 / sub stage ii): 2 (two months)
Incubation (iii). (Validation, adjustment, and exposure - Face-to-face event and inclusive of 2 days) The third phase sub stage iii), continuing also in the framework of the Diploma, consists in the participation of a meeting integrator in headquarters to designate 2 with the duration of five days in double working day where they will be validated and adjusted the business models through the exchange between entrepreneurs, mentors, evaluators, sponsors and experts on the subject, Presentation of the PM V with Pitch to guest judge and potential donors and investors, workshop of open and collaborative innovation for adjustment and validation of the PM V. This
49
intermediate stage acts as validation for the development of entrepreneurship, intermediate diagnostic. Completion of the course of the diploma. Duration of the phase 3 / sub stage iii): 1 (one month)
POST - Incubation (i) (Legal, tax and registration) The fourth phase begins with the sub stage i) with the accompaniment legal, tax and registration of entrepreneurship, municipal allotment of production space, qualitative and/or marketing, inscriptions in provincial taxes, national and municipal authorities, monotributo monotributo registration / social contracts for the loan, another type of commercial contracts for the entrepreneur. Duration of the phase 4 / sub stage i): 1 (one month)
POST - Incubation ii) (Pre and RTS) The fourth phase continues with the sub stage II) with the accompaniment and the development of a pre-series and the design of strategies of market outlets, at this stage, the entrepreneur is preparing to market its first collection, provided its first service on the market in a formal manner, this stage has a importance of validation in the street (market), acting in evaluation of results for the product or service, is an impact measurement with testing of the target market. Duration of the phase 4 / sub stage ii): 1 (one month)
POST - Incubation (iii) (commercial alliances and shared value chains) The fourth phase continues with the sub stage iii), in this sub stage the entrepreneur develop relationships with local actors, public, private and civil society, especially for the implementation of marketing strategies defined in previous phases, this phase is also characterized by the understand and implement and participate according to each particular case what we refer to as the "value chain", which consists in generating a link of the commercial rate, productive with a company of local entrepreneurial ecosystem or that operates in the local environment, it may be a my smes, SM E or large company, the link that is promoted is the partnership, association, sponsorship and/or leverage of the 50
entrepreneur, seeking to identify in any of the Links in the value chain of the company linked to a productive relationship commercial beneficial for both parties, promoting the relationship is not philanthropy or handouts, but the competitiveness, cost savings, innovation or productivity. Duration of the phase 4 / sub stage ii): 1 (one month)
Table 3 Content + INNOVACTION stages
3.10 loads of time zones and resources needed for each phase Phase 1: Soft skills: THE PERSONAL AND THE WAY WITH OTHER Load
16 theoretical
Practical 32
Duration (number of meetings and
Two fortnightly meetings, in each fortnight two full days of 8 hours each
duration of each) Contents
The personal path. Being a person in fullness, identity, personal maturity and authenticity, self-esteem, assertiveness. 51
Personality and Identity. Emotional intelligence and spiritual intelligence. The human solidarity The way with others. Interpersonal relations, communication and listening, affection and psychological management of feelings, processes of forgiveness and self-forgiveness in relationships, assertive communication and dialog. Keys to team work. Psychology of team work. Formation of communities of life. Emotional ecology in community life Conception and visions of leadership. Decision-making. Resolution of conflict in an assertive manner.
Human Resources (role and functions)
Teachers (2) and (1)
Material (folder, pen, ruler, eraser,
Printed material (theoretical notes + study guides and
pencil, Theoretical
practical activities), leaves, biro, notebook, projector,
Notes, field notes,
microphones, audio equipment
highlighter, leaves) Evaluation and certification (evaluation activities planned, certificate
Follow through evaluation activities and accompaniment with interdisciplinary team (included in the bibliographic material delivered)
and conditions to obtain)
Phase 1: CONTEXTUALIZATION Load
16 theoretical
Practical 64
52
Duration (number of meetings and
Two fortnightly meetings, in each fortnight two full days of 8 hours each
duration of each) Theories and Ethics for local development and sustainable development. Reflection on the multidimensional poverty, IPM multidimensional poverty index and the SDGS 2030 as the baseline and diagnostic tool for generating new business, entrepreneurship, value chains with inclusion and social justice, a concept of development and territorial development models: concept of local development, endogenous development; New Paradigm: Social Enterprise. M anagement Contents
of Social Enterprise. Social and environmental mission v/s maximization of profit. Global Vision of the ethics in business. Conceptual basis and explanation of Social Enterprises. Implications and impacts on society and the environment. Indicators of success. Cases of social enterprises in the world, South America and Argentina. ·The environment for companies B: "The System B"
Human Resources
Teachers (2) and (1)
(role and functions) Material (folder, pen, ruler, eraser,
Printed material (theoretical notes + study guides and
pencil, Theoretical
practical activities), leaves, biro, notebook, projector,
Notes, field notes,
microphones, audio equipment
highlighter, leaves) Evaluation and
Evaluation OF THE PERSONAL TRANSFORM ATION,
certification
ORGANIZATIONAL AND COMMUNITY (who am i?
(evaluation activities
Where do I come from? With whom do you share? What is
planned, certificate
my environment? What are the chances of transformation for 53
and conditions to
me, for my community and for my territory visualized?).
obtain)
Overview and Integration of everything experienced in the process, which will be used as input for the next phase
Phase 2 : incubation: First Part DIAGNOSTIC CAPABILITIES AND OPPORTUNITIES Load Duration (number of meetings and duration of each)
16 theoretical
Practical 64
Two fortnightly meetings, in each fortnight two full days of 8 hours each Exploration and identification of competencies and capacities of their own, endogenous and community-based cooperatives or associations. The difference between idea of business opportunity It is conceptualized entrepreneur, undertake,
Contents
entrepreneurship, classes and types. You will learn up to three validation tools of business opportunities Activities are carried out theoretical practices, group work, group dynamics and role play
Human Resources (role and functions)
Teachers (2) and (1)
Material (folder,
Printed material (theoretical notes + study guides and
pen, ruler, eraser,
practical activities), leaves, biro, notebook, projector,
pencil, Theoretical
microphones, audio equipment
54
Notes, field notes, highlighter, leaves) Evaluation and certification (evaluation activities planned, certificate and conditions to
Follow through evaluation activities and accompaniment with interdisciplinary team (included in the bibliographic material delivered)
obtain)
Phase 3: Incubation: Agile M odeling / Tools Load
16 theoretical
Practical 64
Duration (number of meetings and
Two fortnightly meetings, in each fortnight two full days of 8 hours each
duration of each) Agile learning tools to undertake:
Traffic LIGHTS OF THE COM M UNITY DEVELOPM ENT
Contents
Brainstorm ideas
M ap OF CUSTOM ER EXPERIENCE
M ap of empathy
CANVAS
Thinking OF THE DESIGNER
ELEVATOR PITCH
Design thinking, conceptualization, features and application of the methodology for exploration and detection of needs and solutions co-created
55
Human Resources (role and functions)
Teachers (2) and (1)
Material (folder, pen, ruler, eraser,
Printed material (theoretical notes + study guides and
pencil, Theoretical
practical activities), leaves, biro, notebook, projector,
Notes, field notes,
microphones, audio equipment
highlighter, leaves) Evaluation and certification (evaluation activities planned, certificate and conditions to
Follow through evaluation activities and accompaniment with interdisciplinary team (included in the bibliographic material delivered)
obtain) Phase 4: Incubation Part Three: design, rapid prototypingand validation of Social Enterprise project Load Duration (number of meetings and duration of each)
16 theoretical
Practical 64
Two fortnightly meetings, in each fortnight two full days of 8 hours each Diagnosis, Evaluation and Formulation of Projects. New tools Costs and Budgets, concept of LEAN STARTUP, applicability of the tool in the customer validation, Validation types of customers. That is the project management, project management, conceptualization, What is a project?, the
Contents
processes for managing projects; Initiation, Planning, Execution, M onitoringand Control, Close, application of the tools for the management of specific projects: M anagement of integration, Scope M anagement, Time M anagement, Cost M anagement, Quality M anagement, Procurement, Human Resources M anagement, M anagement of communications 56
(includes development of a business pitch), Risk M anagement, Stakeholder M anagement
Human Resources
Teachers (2) and (1)
(role and functions) Material (folder, pen, ruler, eraser,
Printed material (theoretical notes + study guides and
pencil, Theoretical
practical activities), leaves, biro, notebook, projector,
Notes, field notes,
microphones, audio equipment
highlighter, leaves) Evaluation and certification (evaluation activities planned, certificate and conditions to
Follow through evaluation activities and accompaniment with interdisciplinary team (included in the bibliographic material delivered)
obtain) Phase 4: Post Incubation Load
16 theoretical
Practical 64
Duration (number of meetings and duration of each)
Two fortnightly meetings, in each fortnight two full days of 8 hours each Diagnosis, Evaluation and Formulation of Projects. New tools Costs and Budgets, concept of LEAN STARTUP, applicability of the tool in the customer validation, Validation
Contents
types of customers. That is the project management, project management, conceptualization, What is a project?, the processes for managing projects; Initiation, Planning, Execution, M onitoringand Control, Close, application of the 57
tools for the management of specific projects: M anagement of integration, Scope M anagement, Time M anagement, Cost M anagement, Quality M anagement, Procurement, Human Resources M anagement, M anagement of communications (includes development of a business pitch), Risk M anagement, Stakeholder M anagement Human Resources
Teachers (2) and (1)
(role and functions) Material (folder, pen, ruler, eraser,
Printed material (theoretical notes + study guides and
pencil, Theoretical
practical activities), leaves, biro, notebook, projector,
Notes, field notes,
microphones, audio equipment
highlighter, leaves) Evaluation and certification (evaluation activities planned, certificate and conditions to
Follow through evaluation activities and accompaniment with interdisciplinary team (included in the bibliographic material delivered)
obtain)
4.- Implementation : It should be noted that judges, in conjunction with the alliance of social Incubators link, has been awarded in December 2017 of the M inistry of the Environment PROESUS of the Argentine Nation, and therefore implemented, since M arch 2018, an adaptation of the INNOVACTION program described in this thesis.
58
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Annexs
68
69
Annex I
Terms AND CONDITIONS OF THE INVITATION TO ACCESS THE PROGRAM OF INITIATIVES OF SOCIAL INNOVATION AND SUSTAINABLE DEVELOPM ENT "INNOVACTION" The notice seeks toselect the best endeavors to promote,reflect and disseminate Sustainable Development Goals (SDGS).
The aim of the call is to identify, promoteand strengthen high-impact initiatives that promote sustainable development by providing them with tools, resources and networks in a incubation process, formative and experiential.
The Sustainable Development Goals (SDGS), also known as Global Objectives, are a universal call to the adoption of measures to put an end to poverty, protect the planet and ensure that all people enjoy peace and prosperity. These 17 goals are based on the achievement of the Millennium Development Goals, although they include new areas such as climate change, economic inequality, innovation, sustainable consumption and peace and justice, among other priorities. The objectives are interrelated, often the key to the success of one will involve the issues mostfrequently linked with another. The SDGS carry a spirit of collaboration and pragmatism to choose the best options with the aim of improving the quality of life, in a sustainable way, for future generations. Provide clear directions and goals for adoption by all countries in accordance with their own priorities and the environmental challenges of the world in general. The SDGS are an inclusive agenda. Addressing the root causes of poverty and join us to make a positive change in the benefit of the people and the planet. 70
The present terms and conditions (hereinafter referred to as the "Databases") govern the operation of the convocation.
I.
Participation
Toparticipate in the entrepreneurship must be enrolled in the web platform (hereinafter the "Platform"), whose address is
[email protected] complete with as much detail as possible the totality of the required fields in the record, both of the project as of the entrepreneur that is registered by attaching a video pitch of up to 3 minutes in length, referred to entrepreneurship, complying with this process between 28 February and 31 M arch of this year. The registration, application and evaluation of the projects of the Convocation will take place through the multidisciplinary platform where a jury will vote the projects 71
based on the following criteria: ODS + Innovation, team work, feasibility, product, scalability and market. It is a requirement for the entrepreneurs who wish to be selected, comply with the following criteria: (I) be projects of national origin, with a development of less than four years. (Ii) generate an impact, linked with any one of the SDGS thematic axes: 1. End of Poverty 2. Zero Hunger 3. Health and Wellness 4. Quality education 5. Gender equality 6. Clean water and sanitation 7. Affordable and clean energy 8. Decent work and economic growth 9. Industry, innovationand infrastructure 10.The reduction of inequalities 11.Sustainable cities and communities 12.Responsible production and consumption 13.Climate Action 14.M arine Life 15.Life of terrestrial ecosystems 16.Peace, justice and strong institutions 72
17.Alliances to achieve the objectives
(Iii) comply with criteria of technical quality, innovation and creativity. (Iv). Encourage team work. V). Technical feasibility, practice and economic for its effective implementation. The notice shall be excluded from those persons who are under the age of 18 years. Also, they will not be able to participate in the Notice of the employees of any of the sponsors and organizers, their auditors, people and companies contracted to provide any product or any service related to the convocation, or their relatives by consanguinity or affinity up to the second degree inclusive, or their spouses. The participation in the notice will be considered as acceptance of these bases and also, as a sworn statement that the participant does not have transferred or pledged the rights of publication and/or reproduction of your name and/or picture in any form, with third parties. Each entrant warrants that hold harmless the organizer of all and any claim that he could receive under the submitted material and/or information and /or provided, and/or rights granted for the present purposes.
II.
Stages of selection
The notice will include the selection of a multidisciplinary jury composed of representative of the sponsors, organizers, government, relating to sustainability and the world entrepreneur, who will select 30 (thirty) ventures such as program participants of the Convocation. The same will be published on the platform the 01 April 2018. Undertakings which are beneficiaries of the Convocation, in addition toaccess the NRA Grant - Prize(as defined below), will travel to the headquarters city of the
73
event selected for that purpose (itinerant and federal), Mendozaor skips or vice versa are proposedfor the first twoeditions of the program. At the time of the receipt of the ANR winners will be required to sign a letter tothe purposes ofthe Prize receipt and release of all liability tothe Organizer. The winners assume the damages, of any kind, that might suffer on your personor property, onthe occasion of the enjoyment of thePrize. The Organizer will not assume any kind of responsibility in that regard. The organizer will not be responsible for any damage or injury of any kind suffered by the winners or third parties, on the occasion of or in relation tothe enjoyment of the Prize.
III.
Prize
The 30 (thirty) ventures winners will have access to a NRA grant of up to $400,000.00 (four hundred thousand Argentine pesos) and to an Incubation Program (months) 12 months duration (hereinafter referred to as the "Program" or the "Prize")and also to the participation of a closing event in experiential meeting format setting, validation and exposure of the business models of the projects with a duration of 5 days (5), in double working day with transfers, accommodation and meals included.
The program comprises the following stages: i)
Pre-incubation (Diagnosis and
contextualization)
Offers entrepreneurs the chance toparticipate in a program of pre-incubation where will travel the road between the idea and the business opportunity, working 74
alongside the incubators belonging to the networklink, issues relating tothe following axes: Display - inspiration, teamwork, interpersonal, Collaborative tools, Social Innovation and shared value chains. Duration of the phase1 (one month) ii)
The incubation period (M odeling)
The second phase includes tools for modeling the value proposition andthe development of the business model of social enterprise and triple impact, addressing issues relating to the following axes: Open Innovation, agile tools, commercial viability and financial point of balance, Profit margins etc.) Duration of Phase 1 (one month) iii)
The incubation period (Rapid Prototyping)
The third phase incorporates tools for prototype development and testing of the product or service, addressing issues relating to the following axes: design thinking, M PVM inimum Viable Product Design. Duration of the phase 1 (one month).
iv)
Event validation, adjustment, and exposure
(face-to-face event and inclusive of 5 days) The fourth and last phase consists in the participation of a meeting integrator in headquarters to designate 5 with the duration of five days in double working day where they will be validated and adjusted the business models through the exchange between entrepreneurs, mentors, evaluators, sponsors and experts in thesubject.
Training Program / incubation. The Program has a training plan and incubation simultaneous tostrengthen those areas of expertise that have more challenges, accompanying and promoting their empowerment through knowledge management, both theoretical and practical.
75
When you start theprogram all projects used as a basis for planning as an economic resource theNRA grant of up to $400,000 (four hundred thousand Argentine pesos), granted by the ministerial portfoliosponsor more relevant to the nature of the undertaking, the enterprises will receive a certification of the training program / incubation received, and access to institutional linkages with the sponsors, as well as benefit to form part of the entrepreneurial Nexus Nexus alliance, of which the entrepreneur will be selected as the ambassador Nexus Nexus tocommunicate, promote, raise awareness and position the program for a year.
IV.
Duration of the call
The Notice will be valid from the day 28 February 2018 until 31 M arch of the same year at 24:00 hours. The same will be developed on the platform
[email protected] and will be valid throughout the territory of the Republic of Argentina. You will receive queries, offering advice and guidance via email
[email protected] or telephone XXXXXXX.
V.
Specific Conditions
The simple fact of participate in the call implies the totaland unrestricted knowledge and acceptance of all conditions contained in these terms and conditions, as well as the acceptance of the modifications that might make the Organizer on any matter not provided for in them; cases in which the participants shall not be entitled to any claim whatsoever. The participants declare that all the information delivered to theOrganizer is entirely on your property and specifically authorize the Organizer to disseminate all the information and material that is delivered or to be linked with the participating projects of the Program, in the ways and means that the Organizer deems appropriate 76
without theright toany compensation. The participants stated explicitly that such dissemination does not infringe in the form some own or confidentiality obligations toward third parties. The sending of data and any form of participationin this matter by the participant the acceptation of the present rules, and the authorizationfor a period of two (2) years for the publication and dissemination of their data and images in the Platform and in othermedia that theorganizer for the purpose (comprising all types of publishing and reproduction and the rights that may exist in the future), in any part of the world, free of charge and exclusively for the purposes of publicizing the results of the call (the Organizer, as a condition of computation of data sent, require the persons referred to prove their identity and provide Your consent in front of him and/or to a designee, so that the data is publishedin the media that the available), and its commitment not torevoke the authorization for the use of the data. When circumstances beyond the control of the organizer or provided for in the present bases or that constitute a fortuitous event or force majeure so warrant, the organizer may suspend, cancel or modify the notice. In the event of a change in the call shall be published in full the new databases that are available to him in the Platform and in themedia that set the Organizer, without generating any right or claim on thepart of the participants. The organizer will not be responsible for any damage and/or loss that might be suffered by participants orthird parties in their persons or property, on the occasion of the suspension, cancellation or modification of the Convocation. Except as otherwise providedin notice made by the participants inthe occasion of his participation in the invitation or thereafter, shall be deemed to be participants, by the fact participate in the call, authorize the organizer to send you information about the various competitions that take place. Any situation, conflict or dispute arising from the interpretationof the present rules shall be decided by the organizer. For any question that may arise from the
77
implementation of the convening participants andthe Organizer will be subject to the jurisdiction and competence of the competent Courts
Febr
Mar
Apri
uary
ch
l
May
Ju
July
ne
Aug
S ept
Octo
Nov
Decem
ust
embe
ber
emb
ber
r
er
A
Con
Jury
Eve
Jury
Event
CAL
voca
selec
nt (5
select
(5
L
tion
tion
DA
ion
DAYS )
FOR
YS)
PRO POS ALS (A) Diss
Diss
PRE
Incub
Inc
emin
emin
-
ation
ation
ation
(A)
(B)
(B)
PRE-
The
The
uba
incub
incu
incu
incu
tio
ation
batio
batio
batio
n
(B)
n
n
perio
perio
d (B)
d
n
(B) 1
2
3
mont
month
h
(B)
(B)
1
2
3
mo
mont
mont
mont
nth
h
h
h
Diag
Model
Pro
Vali
Diag
Mod
Prot
Validat
nosis
ing
tot
datio
nosis
eling
otypi
ion
ypi
n
ng
ng 78
VI.
S chedule ofthe call
The annual program is two(2) 2,018 editions, the first starting the incubation in April to July and the second edition from September to December) for 80 enterprises beneficiaries at the federal level.
VII.
S chedule the closing event (5 days)
79
S chedule
Monday
Tuesday
Wednesday
Fri
Thursday
day Thematic
Day1: Triple
Day2:
Day3: Value
Day4:
Da
Impact
S trategy
Chains
Networking
y5: Ex hib itio n
08:00
Breakfast
a.m.
09:00
Social
Scaling
Workshop of
Workshop
Ex
Innovation
Strategies
Shared Value
of
pos
Workshop
Workshop
Chains
Networking
ure
and Triple
(Financial
and Cluster
of
Impact
and
Bus
Commercial)
ine
a.m.
ss Mo del s 12:30
Lunch
a.m. 14:00
Free
a.m. 16:00
Presentation of sponsors and sponsors.
a.m.
80
Validation
M assive
Forum with
Activity of
Ex
innovation
Open
Companies -
commercial
pos
activity and
Incubation
networking
and product
ure
Triple Impact
activity
and CVC
validation
of
17:00
(Group
(Forum and
(Group Work)
(Group
Bus
a.m.
Work)
work in
Work)
ine
groups)
ss Mo del s
20:00
Free
a.m. 21:00
Dinner
a.m.
Annex II: Training M aterials M odule Soft Skills
81
INNOVACCION: COMMON TRAINING FOR THE COLLECTIVE UNDERTAKING
82
INNOVACTION
IElementos module of Human Development
83
Learning Objectives
1. Reflect on the conditionality of the family origin, cultural, social and emotional development in the development of the person
2. Develop the motivation and interest in the pursuit of maturity, to be able to move forw ard toward the formation of high performance teams Them aticUnits
Agenda Item 1: Personality and Identity
Contents 1. Structure of the personality and conformation of the identity. 2. Autobiography: know me by my story. 3. Know Me by my deep w ishes andmy vulnerabilities. 4. God, the most intimate part of my being and my decision to live. 5. Personal Maturity and authenticity.
Texts AND RECOM M ENDED RESOURCES 1. Basic a. Synthesis of the personality, Allport, Filloux, Lersch (s.f.). Article w ith no author. b. Cabarrus, Carlos (2005). Grow Up drinking from the ow n w ell. Workshopof personal grow th. Bilbao: Cultivate, pp. 27, 52 and 58. c. Cabarrus, Carlos (2003). Being a person in fullness.The human formation from the Ignatian perspective. Guatemala: Rafael Landívar University. d. Script to develop "My Autobiography." Taken from "Grow ing Up drinking from the ow n w ell". P. Carlos Rafael, Cabarrus, S.J. Cultiv ate Brouw err. 11 Edition. Bilbao, 1998
2. Complementary 84
b.
A. The nine types of personality according to the Enneagram
(2011) (Summary)
The nine types of personality (s.f.) Article with no author, available in Buenastareas.com c. Enneagram - FreeTrial. In: http://w ww.eneagrama.com/RHETI/ eneagramalibr e.asp d. Morales, Vinicio (2007). Test of the Enneagram Essential [integration] e. Levine, Peter (2001). heal the trauma. Editions Uranus [Abstract] f. Medina, José Luis (2009, September). Development of the personality and resilience. Paper presentedat the Congress SETEPT, Madrid.
Suggested activities
1. For the personal w ork a. Read carefully and thoughtfully the proposedtexts. b. Develop the autobiography (see thescript in"Texts and recommended resources"). c. Review the process violated, personal and social, as well as the resilienceof eachone. d. Discover andrecognize thedeep aspirations and desires.
2. For w ork ingroups 85
a. Sharethe meaningful learning the process of personal life. b. Reflect on the community and social implications of the process violated and resilience. c. Put in the effort to identify the structureof the personality and identity of eachone in the group, fromthe deepdesires. d. Consider how the w ork in thew ork and the collaboration w ith the Jesuits helps us to grow in personalknow ledge.
Item 2: Self-esteem and self
Contents 1. It is self-esteemand self-concept. 2. Elements that make upthe self-esteem. 3. Key components of theself-concept. 4. Self-esteem andinterpersonal relations.
86
Texts AND RECOM M ENDED RESOURCES 1. Basic a. Bonet, Jose V. (1997). Is a friend of yourself. Manual of selfesteem [Abstract].Available in Cepguadix.es b. Script for the exercise: "the relationship betw een the attitudes and behaviors of our families, and how w e relate today, as adults, w ith others" . c. Script for the exercises on "Indicators of self-esteem." Taken from the book of Father Carlos Rafael, Cabarrus, S.J. "Grow Up drinking from the ow nw ell".
2. Complementary a.Fromm, Erich (1976). have or be. digital version published by Psikolibro, pp 1129. b.Bragg, (2006). The content of happiness. Spain: Point Of Reading [Pages].
Suggested activities
1. For the personal w ork a. Perform the exercise:"the relationship betw een the attitudes and behaviors of our Families, and how w erelatetoday, as adults, w ithothers" (see the script in "Texts and recommended resources"). b. Study the table of indicators of adequate and low selfesteem and perform the three proposed exercises (see the script in "Texts and recommended resources"). c. Think about how the ow n esteem influences and determines the level of relationship w ith others.
87
2. For w ork in groups a. Share on indicators of esteem and low self-esteem, and how they have been developed over the family and social life. b. Deliberate in common on the influence that may have self-esteem in the establishment of healthy relationships. c. Exchange of experiences in w hich the collaboration w ithsome Jesuit has helped me to grow in self-esteem.
88
Agenda Item 3: Emotional Intelligence and Spiritual Intelligence
Contents 1. Different types of intelligence. 2. Emotional Intelligence and Relationships. 3. Spiritual Intelligence.
Texts AND RECOM M ENDED RESOURCES 1. Basic a. Bonet, Jose V. (1997). Is a friend of yourself. Manual of self-esteem [Abstract]. Available in Cepguadix.es b. Goleman, Daniel (1996). Emotional Intelligence. Spain: Editorial Kairos, pp 2575. C Torralba, Francesc (2010). Spiritual Intelligence. Barcelona: Editorial Platform [Interview w ith the author]. D. 2. Complementary a.Soler, Jaume and conangla, Mercé (2012). The emotional ecology [Interview ]. b.Jiddu Krishnamurti (2005). The inner freedom. Chapter 4. Digital Version of Zen Yasui.
1. For the personal w ork a.Ask and review how to live and manage their emotions in interpersonal relations.
89
b.Reflect on how to cultivate and strengthen the spiritual intelligence, the fruit of the harmony.
2. For w orkin groups a.Share on the levels of emotional intelligence and how they live in their teams and communities. b.Consider w hat means place as a basis for the development of the spiritual intelligence in their spaces. c.Exchange, from personal experience, w hich brings the w ork in a collective undertaking to grow th in the spiritual intelligence.
90
Agenda Item 4: Human Solidarity
Contents 1. Solidarity: self-esteem not narcissistic. 2. A basic community option. 3. The solidarity from various platforms of life and action.
Texts AND RECOM M ENDED RESOURCES 1. Basic a.Cabarrus, Carlos (2001). Logbook to accompany companions. Travel Guide psycho-historical-spiritual. Bilbao: Cultivate Brow er Javier Saravia [Abstract].Third party. Harmonic historic commitment. b.Cabarrus, Carlos (2009, November). The ethical behavior of the person in fullness. "The Formation of the Laity and Jesuits," Province of Central America.
2. Complementary A. Another w orld is possible (2009, January). presentation based on the conferenceof Leonardo Boff during the World Social Forum", BelémBrazil.
Suggested activities
1. For the personal w ork a. Read carefully and thoughtfully the proposed texts. 91
b. Meditate in an attempt to answ er the follow ing questions: In my personal essence there are seeds of solidarity? What is my fundamental option in life? How does my vulnerability or my integrity makes me be in solidarity w ith those most in need?
2. For w orkin groups a. Share experiences of contact w ithpeople impoverished, hopeless and sinful. b. Perform some volunteer experience that allow them to make contact w ith realities limit. c. To reflect in common as the partnership option in the collective undertaking, invite you to develop and strengthen this dimension of solidarity.
7
92
INNOVACTION Personal Growth Area
93
Personal Growth Area
Module II Human Relations
94
11
Learning Objectives 1. A deeper know ledge of processes, attitudes andbehaviors that contribute to the establishingof righthuman relations. 2. Acquire the tools to promote effectivecommunication, open, sincere and assertive in interpersonalrelations.
/
Thematic Units AgendaItem 1: InterpersonalRelationships
Contents 1. Basic characteristics of the relationships. 2. Human dignity, otherness and fraternity. 3. Difficulties torelate. 4. How to establish healthy interpersonal relationships. 5. Processes of forgiveness and self-forgiveness in relationships.
Texts ANDRECOMM ENDED RESOURCES 1. Basic a. Gallo, Antonio (2012). My Values Adults. Guatemala: Edit. Face Parens, Rafael Landívar University. Chapter 2: "My first value: human dignity". 2. Complementary 95
a. Daniel
Goleman,
(s.f.)
Emotional
Intelligence.
[Video]
Available
at: http:// ww w.youtube.com/w atch?v=3FStGPjjw 7I b. Gardner, How ard (2005). Multiple Intelligences: the theory in practice. Spain: Cambridge University Press. Cap. The First Part 2: "A version matured" [w ritten w ith JosepWalters]
96
1 SUGGESTED ACTIVITIES
1. For the personal w ork A. Read carefully and thoughtfully the proposed texts, seeking to be considered in their experience (beliefs, attitudes, skills, etc.), to identify:
How does your level of communication interpersonal relationships, open,
freeand healthy?
What is it like to live in his person the major or fundamental law s of
interpersonal relations? B. Formulate a personal response from your experience and readings to this question: w henhuman dignity is vulnerable in relationships? 2. For w ork in groups a. Share examples of cases in w hich healthy relationships are established, human, harmonious and the climate that is generated. b. To reflect in common: c. How the management of intelligence, emotions and feelings determines the level of interpersonal relationships that are established in the teams or communities?
97
Agenda Item 2: Assertiv e Communication and dialog
/
Contents 1. Assertiv eness in communication. 2. Dialog and ability to listen. 3. Characteristics of assertive communication. 4. Assertiv e strategies and difficulties in interpersonal relations.
Texts AND RECOM M ENDED RESOURCES 1. Basic a.
Assertiveness (s.f.).Article taken from Wikipedia.
b.
"By measuring and know ingmy assertiveness."
a. Castanyer, Olga(2013).The assertiveness: theexpression of ahealthy self-esteem. Bilbao: Cultivate Brow er, pp.42-74. b. Manor, Maite (2013, May). Assertiveness. Rafael Landív ar University. c. Disc@apnet (s.f.). Tab Assertiveness. Programof personal development and improvement of skills.
Suggested activities
1. For the personal w ork a.
The exercise of theexperience of the ow nassertiveness (seethe script in "Texts and recommended resources").
b.
Seek to be examined in their experience (beliefs, attitudes, skills, etc.), to identify: 98
How do youexperience thecharacteristicsof assertive communication? What are thedifficulties that have tobe assertive-ain interpersonal relations?
2. For w ork ingroups a.
Share examples of cases assertiveand non-assertive in interpersonal relations.
b.
To reflect incommon: What are themain difficulties in theassertiv eness and dialog that influence relationships?
99
INNOVACTION Personal Growth Area
100
Personal Growth Area
Module III Team W ork And Community Life
101
1 Learning Objectives 1. Examine the factors in thegeneration of climates conducive to community living andw orking in teams. 2. Identify key ecological affective management andteam w ork, to help promote healthy communities and teams and effective.
Thematic Units
Topic 1: The Five Keys to work in a team
Contents 1. Differencesbetw een groupw ork and teamw ork. 2. The "5C" and the "5S" of w orking ina team. 3. Search of the Magis as ideal for team w ork. 4. Creating synergies to humanize our places of work.
102
1
Texts AND RECOMM ENDED RESOURCES
a. Ander-Egg, Ezekiel (1983). team w ork in Buenos Aires: Institute of Applied Science.Collection Ideas into Action, No.1. b. Aspects that favor team w ork (2011). [Presentation taken from Pnte. org]. c. Rojas, Right (s.f.). The 5S basictools forthe improvement of thequality of life. [Special Note taken from peer.cl]. d. EUSKALIT (1998). Methodology of the 5S, higher productivity, better w ork place. Brochure n°2.
1. Basic
103
2. Complementary a. Morales, Vinicio (s.f.). Work equipment and/or w orking group. [Presentation]. Suggested activities
1. For the personal work a. Read carefully the proposed texts. b. Reflect on the following questions: What are my responsibilities for the life rump' or computer? What should I improv e? What I think is the Ignatian ideal for team work - looking at the people, processes, etc.?
2. For w ork in groups a. Share experiencesthat have been successfully work together as a team and illumine them from the Ignatian experience. b. Reflect on how to humanize our places ofw ork.
Agenda Item 2: Psychology of teamw ork in the ignatian perspectiv e
/
Contents 1. Difficult times for team w ork and community life. 2. How to handle conflict and resistance group. 3. Build bridges to unite minds and hearts.
104
Texts AND RECOM M ENDED RESOURCES
1. Basic a. Enrique
Martinez
Lozano
(2007). personal grow th
and
social
commitment. The Mail of HRP-Spain, n° 47, 2° Semester. b. The Indisputable Law s of Teamw ork (2008). [Summary of the Book of John Maxw ell taken fromHacienda.go.cr] c. Idiaquez, José Alberto (2009, August). Psychology of teamw ork from an Ignatian perspectiv e . 2. Complementary a. Maxw ell, John C. (2001). The 17 Indisputable Law s of Teamw ork. Miami: Caribbean[Full Text]. b. Hughes, Marcia and Bradford, James (2007). The emotionally intelligent team: To understand anddevelopa behavior to succeed. Editorial Jossey Bass [Summary preparedby Resumido.com]. c. Morales,
Vinicio
(s.f.). personal grow th as
a
w ay
of
human
maturity. [Presentation].
Suggested activities
1. For the personal w ork a.
Read carefully and thoughtfully the proposedtexts.
b.
Meditate on the follow ing questions: How do I live my limits and my borders in theframew ork of the teamw ork?
105
Whatis required of me to build bridges instead of barriers or divisions?
2. For w ork ingroups a.
Analyze if it is possible the testimony of community life andof equipment from the Ignatian experience.
b.
Shareof thedangers of conflict andhow todeal w ith them to overcome resistance group.
106
AgendaItem 3: form ation of com munitiesof life
Contents 1. Characteristics of a community of life. 2. Conditions for the establishment and development of communities of life as a prior step to the creation of a Work Team 3. The fundamental conflicts that can affect thelife in common
Texts AND RECOM M ENDED RESOURCES 1. Basic a. Cabarrus, Carlos (2001). Logbook to accompany companions. Guide psychohistorical-spiritual. Bilbao: Cultivate Brow er [Summary of Javier Saravia], pp. 3-14. b. Whitfield, Charles L. (1999). Limits, boundaries and relationships: How to get to know each other, protect and enjoy yourself. Bilbao: Cultivate Brow er.[Review of Fernando Plaza, http:// w ww.arturosoria.com]. c. Noblejas, Ma. Los Angeles (2000). Words for a meaningful life. : Brow er. d. Noblejas, Ma. Los Angeles and Rodríguez, Ma. Isabel (2005). Logotherapy, a help to cope w ithadversity. Journal of Psychology n° 16. 2. Complementary a. Pacheco, José Antonio (2011, July ). Emotional Intelligence as a w ay of positiv ity in the management of emotions. b. Cabarrus, Carlos (2010, June). human dimensions in political action.
107
Suggested activ ities
1. Basic
1. For the personal work a. Read carefully and thoughtfully the proposed texts. b. Answer the follow ing questions, in the lightof the personal experience and readings: What is my contribution to shaping a community or team that is life? How discernment becomes a tool of personal, community life w ith incidence? What are some of the experiences of the fundamental conflicts that hav e an impact on the community life and computers?
2. For w ork in groups a. Share w hat are some cases of personal and community conflicts that hav e affected life in common. b. Reflect on features of communities of life and personal grow th.
Agenda Item 4: Emotional Ecology in community life /4 Contents 1. The psycho-eco-affectiv ity. 2. Clean, renew able energies and environmental concerns in the community life and w ork as a team. 3. Affectiv e fragile ecosystems. 4. The art of liv ing the psycho-eco-affectiv ity.
Texts AND RECOMM ENDED RESOURCES 108
a.
Conangla, Ma. Mercé and Soler, Jaume (2012, April). Emotional
Ecology. Spain Cabins n° 64. b. Borrell, Francesc (2004). How to w ork together as a team and build quality relationships w ith superiors and colleagues. Editions 2000 Management. Cap. 3: "To lead and coordinate teams". c. Seven principles of ecology emotional relationships. Video made by "Essence
of
Being"
available
at: http://w w w .youtube.com/w atch?v=Unl-x5IR0e0 d. 2. Complementary a. That is not my problem (s.f.). Http://w ww.youtube.com/ video available on smANcb w atch?v=084o8 2. For w orkin groups a. Discuss how you can overcome the unhealthy emotions.
INNOVACTION 109
Personal Growth Area
110
Personal Growth Area
Module IV Leadership as a Service
111
Learning Objectives
1. Identify thecharacteristicsof all leadership and from there to orient it tow ard a vis ion of service 2. Acquire the tools and develop attitudes that contribute tothe decision-making based on processes of discernment and to the resolutionof conflict in an assertive manner.
Thematic Units /
Agenda Item 1: Conception and visions of leadership
Contents 1. Authority andleadership. 2. Various types of leadership and w ays of being a leader. 3. Characteristics of leadershipbased on the service. 4. Leaders. 5. Ignatian leadership in the style of theJesuits.
Texts ANDRECOMM ENDED RESOURCES 1. Basic A. Nicolas, Adolfo (2013, May 6). The Ignatian Leadership Conference in Valladolid, Spain. b. Low ney, Chris (2008). The leadership of the Jesuits. Editorial Vertical Pocket. Chapter 2: "leaders". 112
c.
Vasquez, Carlos (2003). Some details about theleadership, and in particular, on the Ignatian leadership. Texttaken from theIgnatian identity "Module" of the Diploma in Social Management Ignatian.
2. Complementary A. Borrell, Francesc (2004). How to work as a team and buildquality relationships with superiors and colleagues. Editions 2000 Management. Cap. 3: "To lead and coordinateteams", pp 27-34.
113
• Suggested activ ities
1. For the personal work a.
Careful reading and reflective of the materials proposed.
b.
Meditate on the follow ing questions: What traits of leadership is reflected in the essence of mypersonality? Does the leadership that generates computer?
2. For w ork in groups a.
Share experiences of v arious types of leadership.
b.
Reflect on how each person reflects a leadership that may or may not contribute to surv ival of equipment.
Agenda Item 2: Decision-making in an Ignatian perspectiv e
Contents 1.
The
discernment. 2. Human and spiritual discernment. 3. Ignatian criteria for a good discernment. 4. Personal discernment, community and apostolic. 5. Rules of the Ignatian discernment.
Texts AND RECOMMENDED RESOURCES 1. Basic
114
A. Cabarrus, Carlos (1998, Nov ember). The examination, route of access to the discernment. Central American Institute of Spirituality. Guatemala.
115
b. Boom, Basilia (s.f.). Human and spiritual discernment. Central American Institute of Spirituality. Guatemala. 2. Complementary a. Central American Institute of Spirituality. Guatemala (2007). the option for life, a requirement of the human discernment. b. Center
Loyola
de
Pamplona (2012,
June). Keys
to
spiritual
discernment. Resource in support of the "Ignatian discernment Workshop".
Suggested activities
1. For the personal work a. Careful reading and reflective of the materials proposed. b. Meditate on the follow ing questions: What are some criteria for decision-making from the Ignatian perspectiv e? How do I apply and liv e the human and spiritual discernment in my person and relationships? In my person is the attitude to discern in the decision-making? 2. For w ork in groups a. Liv e the experience of a shared personal discernment. b. Share experiences of community and apostolic discernment, by applying the rules of discernment.
Agenda Item 3: Conflict Resolution in an assertiv e manner
Contents
116
1. How to deal with differences w ith others in a healthy w ay. 2. Principles and criteria needed to resolv e conflicts. 3. How to clean relationships. Process. 4. Strategies for the management of the conflict: negotiation, mediation and arbitration.
117
1. Basic a.
Castanyer, Olga (2013). assertiveness: the expression of a healthy selfesteem. Bilbao: Cultivate Brow er, pp. 42-74.
b.
The tw elve conflict resolution skills (2003). Translation of 'Has N. Morales Figueroa and Annette of Peace.
2. Complementary a. Morales, Vinicio (s.f.). Conflicts in a w ork team. Synthesis. Rafael Landívar University. Guatemala. b. Morales, Vinicio (s.f.). Effective Team. Synthesis. Rafael Landívar University. Guatemala. c. Barcelo, Tomeu (2012). rogerianas basic attitudes in the interview of aid relationship. Miscellaneous Quotes Vol 70, No. 136, pp. 132-158.
• Suggested activities
1. For the personal w ork a. Careful reading and reflective of the materials proposed. b. Meditate on the follow ing questions: How do i have addressedand resolved the conflicts in life? How have Icleaned some relationships that disrupted my personal growth? What do I have applied the negotiation, mediation and arbitration w hen i have tried to resolve conflicts? 2. For w ork in groups a. Share experiences of conflict experienced on a personal level, teamor community and how they have been resolved. b. To reflect in common on principles and criteria that have been applied to resolve conflicts and difficulties.
118
119
Annex III: TRAINING MATERIAL: CANVAS WORKSHOP FOR COOPERATIVES AND PRODUCTION UNITS OF THE SOCIAL ECONOMY
120
Objectives ❖ Zoom In tool ❖ Diagnosis ❖ Detect points to work ❖ Show ❖ To make a diagnosis of our cooperative, and identify points to improve the way we work ❖ Learn about a new tool to work and visualize what we do. ❖ Share and inspire us with the work of others.
Parts OF THE WORKSHOP ❖ Presentation ❖ Explanation of the tool ❖ Point-by-point work ❖ Collect lessons learned ❖ Close and task
M aterials ● Post-its for each cooperative. ● Canvas printed in large size ● M arkers to write ● Paper tape to put the names
121
● Hang a poster that says: I want you to pass in this workshop? I don't want to happen?
Schedule
9:30 Call for Proposals: (Accreditation and breakfast) Start 10:00 am
Know Us - expectations (30 min) Assemble pairs of people who do not meet to chat and presented on the basis of two questions during 3 min. WHO AM I? Where did I come from? After are presented in a crusade, in 1 min each.
Finally, all are invited to write on a post its and stuck in a poster or on a wall what is expected and what is not.
What is it and what is it for? (10 min) Explanation of the canvas Delivery of the giant canvas for each cooperative.
Canvas of Christmas: Example: To better understand the proposal 122
Different ways to start: ● From the customers/consumers ● From the resources ● From the products and/or services
Questions?
Let's M OVE ON TO THE M ODULES OF THE CANVAS
1. Value Proposition (30 min) What is the problem of our customers/consumers we help solve? What needs of customers/consumers we meet?
The value that give our customers/consumers can be: ● The novelty of a totally new product or service ● The customization versus the generic. ● The work "done" when the service is complete and allows the customer to focus on something else or save ● Origin of products or services of the social economy ● Price, especially in low-income sectors ● Accessibility to products and services that previously had no access. ● Comfort/utility, to facilitate things or make them more practical.
123
Exercise What services or products are offered in the cooperative? That problem of our customers/consumers solve? What is the value that give our consumers to what we do?
2. Consumer clients (30 min) We can offer services or products for different audiences: ● M ass: when a large group of customers/consumers with similar needs. Ex: bakery ● Niche: if what we offer is for a specific audience. Ej: catering for events for kids. ● Segmented: we cater to different types of customers/consumers with special products or services for each one. Ex: Baked Goods, sandwiches, meat.
Within each category there are different types of customers/consumers. Ex: The catering can be ordered 1) a kindergarten; 2) parents who do not have time and want everything ready; 3) parents who give much value to the decoration and the personalized service, 4) other
Exercise Who and how are our customers/consumers
124
Write in post-its first of all and then segmentarlos and characterizing them (you can use a color for each client)
----------------Here you can make a small cut of 20 min--------------------------------
3. Relationships with customers/consumers (30 min) We already know that we offer and to whom. Now it's time to define the type of relationship that we have with each client to: call your attention, to ensure that we buy and to ensure that we buy more. Relationships can be ● Personal Assistance: The client can communicate with a real representative of the cooperative to help you during the purchase process or later. You can be in person or online via mail or telephone. ● Self-service does not maintain a direct relationship with customers/consumers, but are given all the necessary means for customers/consumers can buy for themselves. For example, they can provide the products by free market or shop online. ● Communities: Another way is to create a community around the product, especially with the help of Facebook. As is the case of snails and Ants: a community of customers/consumers of the social economy that organizes your shoppingcart, and can also give you information about products or what they need
4. Distribution channels (30 min) At the time of sell, it is essential to reach out to customers/consumers in the appropriate manner.
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The channels of communication, distribution and sale are the point of contact between the cooperative and the customers/consumers. Serve to: • Educate customers/consumers a company's products and services; • Help customers/consumers to evaluate the value proposition of an enterprise; • Allow customers/consumers buy products and services; • Provide customers/consumers a value proposition; • Offer customers/consumers an after-sales service.
Exercise Link the value proposition for each client as described in the previous paragraph, with the distribution channel. How is our relationship with each of the types of customers/consumers?
How many channels we have? How we handle every one? There is one more effective?
If all goes well at 13:30 ---------------------------------------Court FOR LUNCH----------------------------------------------
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After 3:00.
Return to the workshop at 14:30pm
5. Income (30 min) How much can you pay for our customers/consumers by what we offer? Why do you currently pay? How do you currently pay? How would you like to pay?
There are several ways to generate income that can be combined depending on the client and the product or service offered. ● Sale of products: the customer pays, receives it and can do with it what you want ● Fee for usage: the customer pays for what uses of a product or service that is provided by the Cooperative. ● Subscription Fee: For a single payment (daily, monthly, yearly, etc) the customer has uninterrupted access to a service. ● Rent: When customers/consumers pay for using a product for a set amount of time. The cooperative wins because you can rent several times the same product.
Each source of income can have a different way to put a price on the product or service. It is important not only to know how much revenue we will generate, but also when and how to enter to the cooperative income: before, during, or after the user receives it?
Exercise
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What are our sources of income? What is the main? The charge for each service? How and when to pay us? How is the administration of such income? There is a team in charge? There is a accountability of those accounts?
6. Key Activities (30 min)
What activities require our products, distribution channels, relations with customers/consumers and sources of income?
Exercise What are the resources and the key activities without which we could function as a cooperative? That depend on that are carried out in a timely manner? What happens when you are not carried out? There are contingency plans?
7. Key resources (30 min)
What key resources require our products, distribution channels, relations with customers/consumers and sources of income?
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The key resources can be: Physical facilities, vehicles, machines, systems, point-of-sale and distribution networks. Intellectuals: specific knowledge, brand, associations and databases of clients/customers. Rights: The team prepared to carry out all operations. Economic: some models need to have extra resources to leverage operations.
Exercise What are the key resources without which we could function as a cooperative?
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8. Networks (30 min)
Who are our key partners? Who are our key suppliers? What key resources we acquire our partners? What key activities carried out by the partners? Why is it good to join? ● Optimization and economies of scale: to reduce costs, outsource parts of the process and share resources.
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● Reduction of risk and uncertainty: in a competitive environment. To form an alliance in order to offer a more comprehensive service or to distribute in certain areas ● Purchase of certain resources and activities to either providers or other cooperatives so as to increase the capacity of the cooperative.
It is important to value these relationships, keep them, make sure they survive and find that each time will be better. It takes time and often work of ant.
Exercise Who are our most important allies? How are our relationships with them? That makes you generate a mutual dependence?
9. Costs (30 min) This is the most difficult to explain.
What are the most important costs inherent in our business model? What are the key resources more expensive? What are the key activities more expensive? Both the creation and delivery of value as the maintenance of relations with customers/consumers or income generation have a cost; once they have been defined, it is time to calculate them.
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Low-cost structures are more important in some models than in others, so it may be useful to distinguish between two broad classes of cost structures: according to costs and according to value (many models of business are between these two extremes). According to costs: The aim of the models based on the costs is to cut costs where possible. This approach aims to create and maintain a structure of costs as low as possible, with proposals for low-value price. According to value: some do not consider the costs of a business model are a priority, but prefer to focus on the creation of value: value premium and personalized services.
There are also different types of costs Fixed Costs: This type of cost does not vary depending on the volume of produced goods or services. This is the case, for example, salaries, vacation rentals and the manufacturing facility. Variable Costs: This type of costs varies in direct proportion to the volume of goods or services produced. For example, raw materials. Economies of scale: This term is re ere the cost advantages that gets a cooperative as it grows its production; for example, the reduced prices to make a purchase. This makes the cost per unit increases the production.
Exercise Our value proposition, has a structure according to costs or value? What fixed costs WE HAVE TO DEAL WITH? What VARIABLE COSTS WE HAVE TO DEAL WITH? How are our costs compared with our income?
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Closure of the workshop (20 min) 1 Closure: Write by cooperative What is the concept that cost them understand? What is it that they realized that they were more loose and they must continue to work?
Conclusions (10 min) -That I liked? "That took me?
Task -
Complete the canvas with the equipment, they return with questions.
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To attend the second training with the poster CANVAS worked at the session (IM PORTANT TO REM EMBER)
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Note To TRAINERS FOR THE END -
Get photos to each canvas to be registered
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Taking photos of the expectations placed at the beginning
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Get photo to the programming
Questions: What was the most difficult to understand? The points on which was more loose each cooperative? Write a brief overview on the participation of each one? In what areas could be strengthened to each one.
Workshop 2
Objectives In the second workshop will be of exchange between cooperatives.
The trainers iran repasandolos concepts by inviting to share the various strategies and activities, as well as opening up to specific queries that arise after they have sociabilizado the canvas with other colleagues
Important: In the event that has been a module without explaining will be used the first hours of the workshop to complete the training. As well as you can also change the content, in the event that during the first workshop will detect that there is a dimension very marked on the emphasis.
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Parts OF THE WORKSHOP ❖ Round of news ❖ Resolve doubts, adjust it. ❖ Presentation of each cooperative ❖ Questions and ideas for each ❖ Close
M aterials ● Post-its for each cooperative. ● M arkers to write ● Paper tape to put the names ● Hang a poster that says: I echoed after the workshop? (This question at the beginning, in relation to the first meeting, and at the end)
In turn, each cooperative shall carry the canvas worked at the previous meeting
Schedule 9:30 Call for Proposals: (Accreditation and breakfast) Start 10:00 am
Update (20 min) Round where each participant account developments after the Workshop 1 Had time to share it with colleagues? 134
How was the reception? That things were resonating?
Review Canvas (10 min) To display the full canvas (you can return to the canvas of Christmas)
Round of questions (60 min) Each cooperative are invited to consult about the doubts that have arisen. The idea is that the doubts are resolved in a loud voice, among all cooperatives.
Complete presentations (30 min) Cooperatives are invited to, after resolving the doubts, being able to complete their canvas.
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Presentation of each cooperative and sharing Explanation of the methodology: The trainers will determine the times for this part of the workshop, depending on the number of participants and the quality of the presentations. You can also assemble two groups, or raise trios of work give feedback to each other.
For each cooperative, is expected to present to the other his canvas, with emphasis on the value proposition.
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Then opens a space of questions (optional) and finally are invited, in so far as they want to "share ideas" on how they could improve at each point. If you are many, can be done with post-its that each write and paste on the canvas, but it would be best to do it personally.
Presentation of cooperative #1 (10 min) Questions (10 min) IDEAS (10 min)
If all goes well at 13:30 ---------------------------------------Court FOR LUNCH---------------------------------------------After 3 hours of workshop.
Return to the workshop at 14:30pm
Presentation of COOPERATIVES #2 to #3 The times stipulated for the presentation of 7 cooperatives, if there is more you can assemble 2 groups to share (a trainer in each group)
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Presentation of COOPERATIVES #4 to #7 The remaining cooperatives are presented with the same methodologies 136
17:40 the end of the presentations
(20 min) Share -That I liked? "That took me? -How i felt?
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