The book picks: Who says the great things are done by the rich!

"Social Enterprise" was selected as "http://www.aliyun.com/zixun/aggregation/4585.html" > Washington Post 2011 Innovation Trend, many people in the real world did not aspire to make a fortune, but determined to do great things. Social entrepreneur Yunus's new book, "Who says great things are done by the rich," introduces a case of social enterprise, guiding entrepreneurs interested in the field how to take the first step, the establishment of social enterprises, share the following:

Most of us are not very patient in nature and want to get things done quickly, especially in the face of the global problems that have raged for hundreds of of years, the lack of patience and the need to quickly tackle the serious problems of poverty, disease, famine, displacement and oppression. We want to create a plan to solve the problem overnight, after all, these problems have been around for so many years, why do we have to endure one more day?

It's good to be impatient.

I can understand this attitude, even quite admire, but a pragmatic point of view, sometimes, slowly reduce the severity of the problem, but rather than try to solve it better. Big plans to help millions of of people in one breath tend to end up out of control, and unless we are prepared in a step-by-step manner, "Dreams are great" is probably the beginning of a catastrophe.

When I discuss social enterprises with young people, I never try to change their lack of patience, and we really should hold on to the appalling social problems of human beings, but I suggest that we should show a different urgency: those who are interested should " Start small, instead of designing huge plans to change the world overnight.

It's enough to create a micro program that helps a few people at a time, and it takes months, even years, to prepare for a super project, to ponder, develop, and raise money; What you should do is to practice a micro-project at once and learn while you are doing it.

When you push a small project, you can see that some parts of your plan are working, some parts are completely useless, and some parts work but not well, and you may even find something that you have never thought of in your plan. The experience can then be used to improve the original plan.

Then you will have a successful social enterprise, improve the lives of a few people, then you can copy the seed once, twice, 10 times, 100 times, 1000 times. The seeds of the ambitious goal, long in a small basic model, through continuous replication, can eventually put together a large-scale project, so the cultivation of such small seeds is the key to solve the problem.

The good thing about this impatience is that everyone is involved in a social enterprise, whether you are a student, a housewife, a senior executive, a working or retired company, an unemployed person, a retired person, a scholar, a laborer, or anyone of any kind, regardless of background. Can express your creativity through the design of a micro-social enterprise and the support of a few.

The real power of a social enterprise is to let the average person or a small group of friends enjoy the opportunity to sway, do not need too much resources, only a very small size, you can create in the future or can exert influence in the world of enterprises.

It is impossible to predict a starting point and ultimately to create the greatest impact. Do you remember? When I started a village bank, I did not have a business plan to serve millions of people, but only lent 27 dollars to 42 people in Chopra village.

Start with a small business-start today, learn by doing, and never give in until you find the right design.

Find the problem: The rich are extinct, the poor are not cured

This chapter is about a social enterprise founded by two Italian youths. Fucna is a doctor and Raimosa is an entrepreneur who aims to address the world's most dangerous genetic disease, thalassemia.

Initially Fucna and Raimosa created "child care" to achieve this goal, and now the organization is working with the rural Healthcare trust, and the joint ventures have started operating in the second half of 2010.

The first step in their journey was to cure several children who were destined to die. You may not know about thalassemia, which is a terrible genetic flaw, and people with a single thalassemia gene are not going to get sick, so the patient is not usually aware that he or she has inherited the gene.

But in the event that both spouses have a thalassemia gene, every child they give birth has a one-fourth chance of genetic two disease genes, the birth of such a child, within a few months will begin to disease, survival depends on continuous blood transfusion, but even if there is blood transfusion, poor countries of thalassemia patients, still rarely live 18 years old.

Thalassemia is now almost extinct in Europe and other rich countries because it can be detected by simple blood tests. As a result, the disease is rampant in developing countries, especially in South-east Asia.

A strong ambition produces a way.

The deaths of two of patients have prompted FUCNA to start thinking about whether they can fight thalassemia, which is raging in developing countries. At that time, Fucna and his colleagues spent months treating two young children, but the drugs were useless, and they were suffering from a rare tumor called neuroblastoma, a malignancy that is good at 3-5 years of age.

Can see the child's parents grief, but they determined to turn grief and indignation for strength, so find Fucna, said to him: "Doctor, we want to do something to help other families do not have to suffer from the pain we have experienced, do you have any thoughts?" 」

He said: "You can set up a foundation to help other Italian families, but I would like to make a different proposal, why not start an organization for the world's poorest countries, poor children, treatment of rare blood diseases?" 」

Fucna to these two families: "In the case of neuroblastoma, the disease is extremely rare in Italy, with about 50 cases per year in the country, so it is very difficult to establish a knowledge base for improving treatment."

"In the developing countries, there are thousands of cases of neuroblastoma, and there are now hundreds of doctors in the local hospitals who have started tracking, but they have no contact, experience or learning from each other," she said.

"If we can start to extend the health care system to the poor in the developing world, we will create a win-win situation, on the one hand we can help, treat these suffering patients, on the one hand, can also collect rich knowledge of rare diseases, otherwise these diseases will remain unknown mysterious state." 」

The parents soon agreed to support the doctor's advice and received sponsorship from a large Italian bank to form a foundation for additional capital injections. Fucna, who originally worked in Florence, fought for a year off, starting in January 2007 to set up a non-governmental organization to "treat children", working on rare cancers and blood diseases, developing therapies, and treating children suffering from such diseases around the world.

Another network also pushed Fucna's mission. He often takes care of sick children from all over the world at the Children's Hospital in Florence, where their parents have been spared to come to the hospital to get their children treated by top experts.

One of them, a baby girl with thalassemia, came from Pakistan and Fucna with her colleague, Sodani, to transplant her baby girl, donating the bone to the mother of the baby girl, who was not a baby girl, but was a woman with a higher risk (the case of a girl with a sister's bone marrow mismatch). As a result, the operation was successful: The baby girl's life was saved, and two physicians and her parents built up very close feelings in the process.

The girl's mother, who was also a doctor, heard that FUCNA plans to extend world-class treatment for rare blood diseases to developing countries, and parents immediately agreed that Pakistan was the ideal place to push the project, and that Thalassemia was the primary goal.

Now the "Save the Children" Group is committed to treating the thalassemia patients in Pakistan, using endowment funds, in the capital Islamabad, Pakistan Medical Institute affiliated hospital, set up a dedicated unit, with two beds dedicated to the treatment of bone marrow transplant patient.

The initial construction cost was low, costing only 35,000 dollars. Follow-up spending is also small, the bone marrow transplant Unit employs 15 people, including nurses, technologists and so on, their total monthly salary of about 5,600 dollars, in other words, so long as the cost of such a small, can save the patient's life.

Their plans are small, especially when there are so many potential patients waiting to be treated (50,000 people in Pakistan are estimated).

In December 2007, FUCNA and the team underwent a total of 20 bone marrow transplants, the outcome of which was comparable to that in Italy, where hospitals in the future would open similar units, with the ultimate goal of allowing all children in the country to undergo surgery.

To be clear, the "Child Care" program in Pakistan and Kosovo is not operating according to the social enterprise model, it is a traditional non-governmental organization that relies on charitable donations to survive.

Cross subsidy, "cut" rich poor

Today, the "Save the Children" Organization is ready to bring life-saving technologies to Bangladesh, in partnership with the Rural Medical Care Trust, with a social enterprise architecture.

The idea of adopting a social enterprise model came from the "Save Children" CEO Raimosa, who read my book, obsessed with the idea of a social enterprise, sent me an email describing what his organization did in Pakistan and then invited me to work with it.

But how does a bone marrow transplant become a self-sustaining business? Especially the poor in this country. In fact, this is the time to draw on creative and rigorous planning.

The key to economic self-sufficiency in this service is cross-subsidization: Rich families, which can afford the normal surgical costs of bone marrow transplants, will help pay for the poor families that cannot afford it.

The first step in the current business plan is to set up a bone marrow transplant unit in two hospitals in Bangladesh, each unit is equipped with three beds, of which two are paid in full, and the third bed is specifically for poor families, whose parents may be paying a nominal fee or free of charge altogether. The total income and expenditure should be settled and the profit and loss should be achieved.

These units should be able to operate seven to 10 transplants a year, in the future, Bangladesh will build more such units, and once the social-oriented companies plan to test and adjust successfully, the joint venture will begin to draw the next step-to push the same system into the larger India, where each element of the plan reflects extremely elaborate planning and consideration.

For example, with regard to the cost factor, the JV expects to charge a considerable 20,000 dollars for each bone marrow transplant, but it is a fee for affluent patients who should be able to pay for the bone marrow transplant unit, including the doctor's fees, five nurses and support staff salaries, equipment maintenance costs, etc. 20,000 dollars is a lot of money, but this figure accounts for only one-tenth of the general cost of bone marrow transplants in the United States or Europe.

So what can be done to find enough wealthy families to fill up two fully charged beds to subsidize the cost of surgery for poor children? The answer is divided into several parts.

First, the first batch of bone marrow transplant units should be able to find eight to 12 full fee patients each year. This is no problem, and many families in Bangladesh bear the cost of transfusion every month, so the money is within their means. Second, when such units increase in the future, the joint ventures can also receive patients from neighbouring countries, and once a reputation is established, both Asian and African countries may come from afar to seek medical attention.

The appeal of the Bangladesh Bone Marrow transplant Unit should be great: if you're from a wealthy family in Asia or Africa, and you have a child in need of a transplant to save your life, your options include Rome, London or New York, incorporating medical expenses, travel expenses and accommodations, with a total cost of between 200,000 and 400,000 dollars.

Remember, children who underwent a bone marrow transplant had to be hospitalized for 45 days to recover from the hospital, and it would be amazing how expensive it would be to spend 45 days in the vicinity of a hospital looking for a hotel. A more attractive option is to travel to countries such as Bangladesh, where patients are more familiar with local culture, costing only one-tenth of the western world, and more affordable than those who can afford to go to Italy for medical treatment.

Of course, in order to attract patients from overseas, the quality of service provided must be as good as that of Italy or the United States, and no one is willing to sacrifice the medical quality of the sick child, even if it is to save money, which is expected to be achieved.

This example illustrates the power of a social enterprise. When I started starting a social enterprise, as an economics teacher, FUCNA is a medical practitioner who is concerned with child cancer, but over the years, we are on the same topic: How to get the poor in developing countries to enjoy the same level of important products (financial services, medical care, etc.) as rich people in developed countries? Now we both believe that social enterprise is the answer.

(Author: Yunus)

If no note, this site is original or compiled, reproduced please specify: This article from bukop.com (author: six elder brother)