| Summary: | 碩士 === 南台科技大學 === 商管專業學院 === 99 === Abstract
As Baderman & Law(2008)stated, many charities such as non-profit organizations, social rescue organizations and foundations still raise their funds by accepting donations or still run their organizations by enrolling volunteers. As a result, they are often restricted due to their limited finances and systems. Furthermore, their organizations are unable to be run efficiently. Most NPOs (non-profit organizations) have encountered the same problems such as unsteady fund sources, bad financial situations, and the difficulty of affording their basic human resources and administrative expenses. However, the problems mentioned above also bring about the creation of a social enterprise which can not only meet the needs of the society but also achieve the goal of a sustainable operation.
This research aims to explore the constructive modes of two case enterprises and to analyze how their managing elements meet the social needs and how they achieve the goal of sustainable operations. The research is based on the theory modes from Yang et al.(2009) which are brought up by Hamel(2000)、Afuah(2004) and Osterwalder et al.(2005). The theory modes include six parts, value proposition, business strategies, profit systems、Source distributions, value nets , sustainable operations. The exploring steps are as follows: 1. Choose the case enterprises which have won the prize in some social enterprise designing contests and they have been put into practice. 2. Exploring their managing elements to analyze their performances.3. Generalize all the managing elements for each case enterprise 4. Analyzing the results and giving some suggestions.
The research comes to the following conclusions: 1. The case enterprises exactly meet the social needs, and can use creative ways to involve their helping objects in the process of making profits. 2. Both of the case enterprises have clear goal markets. 3. The creative spirits and the value of their social mission are shown clearly in the system of profits, and thus the differences can be seen between the profit and non-profit organizations. 4. The case enterprises can both use the Internet to draw the value web for the suppliers, customers and the third participants. Through the strategic alliances, the resources can be integrated, and therefore diversified products and services can be developed, funds can be more easily obtained and competitive ability can also be improved. 5. The case enterprises both can develop their own managing modes by following their mission goals, service features, ability to sustain the competition and sustainable operations.
Keywords: Social enterprises, Business Model, Business element, Business Performance, Non-profit organizations.
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