Miquel de Paladella Supporting entrepreneurs Preliminary lessons learnt

Miquel de Paladella Supporting entrepreneurs Preliminary lessons learnt from a benchmarking exercise 1

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Geography of delivery 3

Establishing Scaling Validating Achieved great growth; Attracts money; Tests Focused in KPI-based international expansion; Concepting growth; growing market Founders or investors Solution tested and traction and share; Hiring Committed, skills. Ideating might validated in the market; exit company processes. balanced founding team to improve start KPIs identified; Can Vision, mission defined; with shared vision and attracting external Strategy drafted; Key Initial idea in place; one values; Able to develop resources. person or vaguemilestones defined; committed team; MVP; Basic team of founders no explicit commitment resources to test it. formed. in the team. Committing Many options at initial and final phases. Fewer options in the middle. STAGE OF SUPPORT: WHEN DO THEY SUPPORT 4

PORTFOLIO OF SERVICES Training Expert support Mentoring Financial support Brokering funds 5 Business support Profile raising Network Scaling

HOW DO THEY REPORT/TALK ABOUT THEIR SUCCESS? Number of entrepreneurs Growth / survival rate of ventures Revenue of ventures Size of support network Jobs created by ventures No. of female entrepreneurs Social impact created by ventures Total lives benefitted Green impact created by ventures 6

HOW DO THEY FUND THEMSELVES? Philanthropy Government grants/public funding Service sold to other stakeholders Fund management 7 Services sold to entrepreneurs Events

WHAT DELIVERY MECHANISMS DO THEY USE? Professional Bridge for Billions SCP/RAC Light Intense Unreasonable Institute Ashoka Volunte er 8

SIZE OF THE PIPELINE AND SELECTION PROCESS Applicants 2, 700 1 st phase How many people apply, and how many are finally selected. How many people participate, and what are the non-selected taking from Phase 1. 2 nd phase 43 9 Idem. 3 rd phase How many people participate, and what are the final outcomes of the process.

SIMILARITY GAUGE Endeavor Unreasonable Institute Enactus INJAZ Al. Arab Bridge for Billions Mowgli Schwab Foundation SEED EFE Flat 6 Labs AMIDEAST ILO Green Jobs SPARK Yunus Social Business RIBH MENA ETF Ashoka Based on an overview of programme (mostly), objectives and geography, this is an (un-scientific) snapshot of how similar benchmarked programmes are to the Green Entrepreneur Programme. 10

HOW IS SCP/RAC GREEN ENTREPRENEURSHIP (GE) PROGRAMME POSITIONED VIS-A-VIS THE OTHERS? (at this early stage) − + − Professionalism of trainers/mentors + − External experts + − 11 Quality of training tools/materials Green expertise +

PROVISIONAL CONCLUSIONS: CORRELATIONS Stage of support ⇔ funding source § The earlier the stage of the entrepreneur, the more philanthropy or public funding they need. § The later the stage of the entrepreneur, the more interest in investment or services they are. § Very few manage to generate income through services: do entrepreneurs value what they get? Is the service good enough to pay for it? EXCEPTIONS: 12 Unreasonable Institute Bridge for Billions Ashoka Support Network

PROVISIONAL CONCLUSIONS: NICHE or WARNING Very few programmes support entrepreneurs in the Validating phase (when it works in small, and it is time to grow). Why? - Because entrepreneurs collect little evidence? - Because business models are not solidly tested? - Because the innovation is not designed to scale, but only to work in small? - Because entrepreneur might not be the right person to take it to scale? - Because investors prefer more consolidated stages? - Because public funding and philanthropy prefer early stages? 13

PROVISIONAL CONCLUSIONS: INTERESTING RARE ANIMALS www. change. X. org 14 www. bridgeforbillions. org

Thanks Miquel de Paladella Up. Social. org 15