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Social Enterprise Franchising Webinar

Posted By Stage Six, Friday, April 6, 2018

Register for this webinar about using franchising to scale SGBs here:


Social Sector Franchising Initiative 2018 Webinar Series


Replication and Scaling for Impact: What are the options?
Does Social Franchising have a competitive advantage?  


Image of Family at a Supply Hope MarketWednesday, April 11, 2018 
10:00 a.m.  - 11:00 a.m. (-5 GMT)





In this first webinar of the Social Sector Franchise Initiative 2018 Webinar series we will explore a variety of issues and questions about scaling social enterprises. There is an urgent need to scale promising social enterprises that can meet vital human needs. But are we making headway in identifying the most effective pathways to scale? What do we know about the various options for scaling social enterprises, in terms of their relative abilities to reach significant numbers of customers while holding true to their social mission? Why do many social enterprises fail to scale?  What are the roles of industry facilitators and service providers in enabling scale? We often assume scaling equals replication—what are other routes to scale?

Reaching scale can be challenging and some research says fewer than 1 percent of startups scale. This is due to many factors including: the team and leadership’s ability to manage scale; the enterprise’s business model and technology readiness; fit in new territories; and access to or quality of funding and partnerships.  Organizations often use several strategies, depending on opportunities and geographic differences. Does this complicate scale, or does this help the enterprise adapt in new markets? 

What about social sector franchising as a potential gamechanger for scaling social enterprise? Franchising enables a business to grow exponentially while maintaining standards and achieving economies of scale. Franchising drives economic development by increasing opportunities for jobs and business ownership, and creating pipelines of social enterprises capable achieving higher returns for impact investors.  Franchising   has   an advantage when the business model, technology, and market changes little. It also helps with the uptake of business models by aspiring entrepreneurs. Yet, could there be challenges for franchising when scaling requires more changes?

Bill Maddocks our webinar moderator will explore these issues and more with our four guests who represent a wide range of experience in scaling and replicating social enterprises around the world.



Webinar Guests:

Image of EmmaEmma Colenbrander
Emma is the director of a new initiative at Practical Action that is coordinating a wide range of distribution models to coordinate learning and look for economies of scale. The Global Distributors Collective (GDC) is a partnership-based model that acts as a ‘one stop shop’ for last mile businesses, offering support, information and expertise to overcome the challenges of accessing life-changing technologies. It provides a collective voice for distributors to ensure their voice is heard; drives research and innovation across the sector; facilitates the exchange of information, insight and expertise; and helps pilot, test and scale innovative solutions.

Image of NeilNeal Harrison 
Neal A. Harrison is Associate Director of the Replication Initiative at Miller Center for Social Entrepreneurship. In this role, Neal is focused on scaling-out business models and technologies by developing sector-specific playbooks to spread best practices, as well as supporting entrepreneurs design their scaling strategy. He has over 10 years of experience building start-ups and leading innovation projects in Sub-Saharan Africa, North America, and Europe.


Image of DavidDavid Koch 
David Koch is a partner and co-founder of Plave Koch PLC, a boutique law firm focused on franchising, licensing, and branded distribution. He has over 25 years of experience with clients in foodservice, hotels, educational services, entertainment events, veterinary, staffing, car rental, homeowner services, retail, and other industries. His work involves structuring franchise and license programs, supply chain arrangements, private equity investments in franchising, corporate and commercial transactions, regulatory compliance, antitrust counseling, and cross-border expansion.

David holds an adjunct faculty appointment with the International Transactions Clinic at the University of Michigan Law School, his alma mater, and serves in a similar but informal capacity with the International Transactions Clinic at NYU School of Law. He has spoken at numerous franchise legal and business conferences, including programs in Japan, India, Guatemala, Poland, Romania, England and Canada, and he has authored or co-authored more than 40 published articles and conference papers. Before entering private practice, he was an Attorney-Advisor to the Chairman of the U.S. Federal Trade Commission.

Image of JulieJulie McBride
Julie is a thought leader in the field of social franchising and was recently named one of “Five Innovative Consultants that are changing the world” in Inc. Magazine.  Julie’s experience using the franchise model to scale social businesses spans 20 years, five continents, and several industries including healthcare, water, sanitation, agribusiness, clean energy, and education.  She was instrumental in designing and operating PSI’s pioneering reproductive health franchise in Pakistan (Green Star) and supported the expansion of social franchises into 27 additional countries.  As a franchise consultant at MSA Worldwide Julie helped social business owners and NGOs design and execute franchise systems.  In her most recent venture as founder and CEO of Stage Six LLC, Julie is building and supporting a portfolio of investment-ready social franchises across a range of sectors and geographies. Her efforts to inform and inspire potential actors in this field have included several high profile speaking engagements and publications.  Julie earned her Masters in Public Health from New York University and her Bachelor of Science from the University of Washington. 

Tags:  replication  scaling  Sector Trends  social enterprise  social entrepreneurship  social franchisingsocial entrepreneurship 

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ANDE at Skoll: Embrace Emerging Market Entrepreneurship to Fight Poverty

Posted By Stephanie Buck, Aspen Institute, Wednesday, April 15, 2015
Updated: Wednesday, April 15, 2015

"Twice a year, the Aspen Network of Development Entrepreneurs (ANDE) convenes our Executive Committee—a group of fifteen international development leaders that guide ANDE’s strategy and provide operational oversight.

At the most recent meeting, we opened with a “pop quiz” — What are the three biggest challenges facing small and growing businesses in emerging markets over the next three years?"

Randall Kempner, ANDE's Executive Director dives into this question and the top three answers in this blog post for the Skoll World Forum


Tags:  Entrepreneurship  missing middle  Philanthropy  Sector Trends  sustainability  talent 

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Working methods of Impact Investing Funds in Latin America

Posted By Julian Vargas, Fundacion IES, Friday, August 29, 2014
Updated: Friday, August 29, 2014

This document is a systematization, done by IES Foundation with the support of New Ventures Mexico, which analyses the way ten impact investing funds in Latin-America work. The document discusses the way the funds performs their duties, the problems they face and the solutions they find. The document does not intended to find “the correct” way of doing things but rather focuses on showing the way different funds in the region deal with the challenges related to impact investing, therefore it describes rather than prescribes. The research is based on 10 questionnaires, filled by 10 impact investing funds, and a workshop that was carried out in 2014th Impact Investing Latin-American Forum (FLII). You can download the report (in spanish) here. For questions of more information please contact Julian Vargas Talavera (   

Tags:  ANDE Members  impact investing  Latin America  Sector Trends 

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CGAP Research: DFI Investments into SME Funds

Posted By Genevieve Edens, Aspen Institute, Thursday, February 28, 2013

In 2011, CGAP published a report of funder support for SMEs ($24.5 billion in 2010).  In 2012, they took a look at DFI investors into SME-focused funds.  They found that:  

Most SME funds do not reach the smaller-end of the SME spectrum located in "frontier” markets.  Rather, most of their investments are focused on mid-cap size enterprises. There are limitations to investing in smaller SMEs, especially around the size of deals and the risk profile needed. In addition, some investors believe that the pure private equity model, that uses extensive leverage, is not suitable for smaller investments.

Most public investors are "sector agnostic”. However, popular sectors that attract the most flows include: manufacturing, services, financial institutions.  Agri-business and renewable energy are also gaining interest.

Sub-Saharan Africa and South Asia attract most SME investments.

Tracking developmental indicators is a challenge. For most DFIs, the main goal for supporting SMEs is economic development and job creation. However, DFI-supported SME funds do not collect and define impact indicators in a systematic way that would allow for suitable comparison. Commonly tracked indicators include job creation, women’s employment, rural coverage, annual sales, etc.

 Most DFIs delegate investment decisions to fund managers, retaining an oversight role rather than an operational one. DFI criteria for fund selection mostly include a focus on fund managers that would align with their vision. DFIs prioritize funds that work in markets where the local market regulatory framework is conducive.  They select funds that have sound corporate governance, strong management capacity, deep experience and track record of the General Partner, and strong staffing and internal controls. Some DFIs that are involved in setting up funds are more involved with strategy (as members of the board), capital mobilization, or provision of technical assistance

DFIs often have a long term perspective and see themselves as long term investors. DFIs are comfortable locking in their capital for 8-10 years and rely on fund managers to decide exits.  Overall, data on exits is limited and most DFIs do not disclose information on realized returns.  Initial findings reveal financial returns may not be   as optimistic as expected.

 Read a longer summary here






Tags:  Sector Trends 

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