Social Entrepreneurship
The business plan has to be about Violence Against Transgender people and Non conforming individual. this is what you did before. Now I need an actual business plans on how to resolve this issue.
In recent years, an outbreak of violent crimes against transgender people and mostly women of color has occurred. 13 transgendered people were murdered in the last year alone; blacks and women of color remain highly precarious. The struggle against racism, misogyny, transphobia and poverty poses a high risk of abuse for these people. However, in over 16 countries around the world gender or sexual orientation are not included as a hate crime under legislation, and four (4) states have no regulations in place to combat hate crime.
Law lists gender identification and sexual preference (23 states, 2 territories and D.C.)
Law just lists sexual preference (10 states, 0 territories)
States that define the federal legislation on hate crimes specifically to cover sexual preference or other Sexual identification (1 state, 0 territories)
Actual regulations on hate crimes not including sexual orientation or gender identification (13 states, 0 territories)
Do not hate crime legislation (4 states, 3 territories)
Numerous reports have shown that transgender individuals are subjected to elevated levels of abuse by outsiders and others alike, and also encounter repeated violence. The number of gender-free individuals in the US for instance is unknown, leaving victimization risk figures unclear (Stotzer, 2007). Furthermore, for a number of social and analytical causes, assessment of the degree, scope and character of violence toward persons with gender roles and presentations was difficult.
Despite the challenges of violence against transgender and non-conforming people there are solutions suggested by individuals from my analysis.
Solutions to violence against transgender and non-conforming people
Recognize that violence impacts the whole trans population.
While some contend that some members of the trans population are on the highest percentage in comparison affected by violence as compared to
SOCIAL ENTREPRENEURSHIP3
other available sections, the latest current information indicates that no trans individual is free from violence. Forge, for example, carried out a nationwide IRB-approved survey (n=1.005) in 2011 asking in just one a long-term issue How many people have seen sexual assault of their teens, adult sexual bullying, family violence, domestic violence, or hate crimes. Both trans- and trans-feminine individuals registered substantial percentages of each kind of harassment, varying from 49% of trans-male respondents who experience sexual harassment to 6% of trans-feminine participants who experience data aggression.
By taking trans suicide into account while communicating and strategizing
Committing of suicide in most cases is not a always part of the Disclosure Abuse, however it is supposed to be. There is clearly a link between violence and suicide. Since there is no formal nationwide scheme for naming transgender homicide victims, there is no suicide identification system for transgendered individuals. The issue, however, is terribly big in the few areas that the media is monitoring. For example: between March and October 2015, San Diego, CA metro overall population of over one million, experienced four teenage trans suicides. William Horlick High School in Racine, saw two trans teenagers killing themselves and 2,000 classmates in 2014 and 2015.
Through promoting future hope to individuals
It not is not the same as murder case, but the promoting of a poor rate of “life expectancy” is another way to deprive color transwomen of their potential, a “crime” regularly perpetrated by Trans, LGBQ and the mass press. Think of others you meet or have heard who were born with a deadly disease and granted a limited period to live: how many of them are
SOCIAL ENTREPRENEURSHIP4
enrolled in high school, have a long preparation program for a new job, have a kid, or have tried a new non-profit organization? A handful of them, of course, but far more reflect on their wish list, plan for good-byes or just giving up completely, effectively abandoning some time and remorse. When we tell color transwomen they can’t expect to live long, we steal hope from them. We rob you of any inspiration for investment in yourself, your connections, and your societies. In short, we rob them of their lives while they live
The Revenue Streams Building Block represents
the cash a company generates from each Customer
Segment (costs must be subtracted from revenues to
create earnings)
If customers comprise the heart of a business model, Revenue
Streams are its arteries. A company must ask itself, For what value
is each Customer Segment truly willing to pay? Successfully
answering that question allows the fi rm to generate one or more
Revenue Streams from each Customer Segment. Each Revenue
Stream may have dierent pricing mechanisms, such as fi xed list
prices, bargaining, auctioning, market dependent, volume dependent, or yield management.
Revenue Streams
A business model can involve two dierent types of Revenue Streams:
1. Transaction revenues resulting from one-time customer payments
2. Recurring revenues resulting from ongoing payments to either
deliver a Value Proposition to customers or provide post-purchase
customer support
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There are several ways to generate Revenue Streams:
Asset sale
The most widely understood Revenue Stream derives
from selling ownership rights to a physical product.
Amazon.com sells books, music, consumer electronics, and more online. Fiat sells automobiles, which
buyers are free to drive, resell, or even destroy.
Usage fee
This Revenue Stream is generated by the use of a
particular service. The more a service is used, the
more the customer pays. A telecom operator may
charge customers for the number of minutes spent on
the phone. A hotel charges customers for the number
of nights rooms are used. A package delivery service
charges customers for the delivery of a parcel from
one location to another.
Subscription fees
This Revenue Stream is generated by selling continuous access to a service. A gym sells its members
monthly or yearly subscriptions in exchange for
access to its exercise facilities. World of Warcraft
Online, a Web-based computer game, allows users to
play its online game in exchange for a monthly subscription fee. Nokias Comes with Music service gives
users access to a music library for a subscription fee.
Lending/Renting/Leasing
This Revenue Stream is created by temporarily granting someone the exclusive right to use a
particular asset for a fixed period in return for a
fee. For the lender this provides the advantage of
recurring revenues. Renters or lessees, on the other
hand, enjoy the benefits of incurring expenses for
only a limited time rather than bearing the full costs
For what value are our customers really willing to pay?
For what do they currently pay? How are they currently
paying? How would they prefer to pay? How much does
each Revenue Stream contribute to overall revenues?
of ownership. Zipcar.com provides a good illustration.
The company allows customers to rent cars by the
hour in North American cities. Zipcar.coms service
has led many people to decide to rent rather than
purchase automobiles.
Licensing
This Revenue Stream is generated by giving customers
permission to use protected intellectual property in
exchange for licensing fees. Licensing allows rightsholders to generate revenues from their property without having to manufacture a product or commercialize
a service. Licensing is common in the media industry,
where content owners retain copyright while selling
usage licenses to third parties. Similarly, in technology
sectors, patentholders grant other companies the right
to use a patented technology in return for a license fee.
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Brokerage fees
This Revenue Stream derives from intermediation
services performed on behalf of two or more parties.
Credit card providers, for example, earn revenues
by taking a percentage of the value of each sales
transaction executed between credit card merchants
and customers. Brokers and real estate agents earn
a commission each time they successfully match a
buyer and seller.
Advertising
This Revenue Stream results from fees for advertising
a particular product, service, or brand. Traditionally,
the media industry and event organizers relied heavily
on revenues from advertising. In recent years other
sectors, including software and services, have started
relying more heavily on advertising revenues.
Each Revenue Stream might have dierent pricing
mechanisms. The type of pricing mechanism chosen
can make a big dierence in terms of revenues generated. There are two main types of pricing mechanism:
fi xed and dynamic pricing.
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Fixed Menu Pricing
Predefined prices are based on static variables
Dynamic Pricing
Prices change based on market conditions
List price Fixed prices for individual products, services,
or other Value Propositions
Negotiation
(bargaining)
Price negotiated between two or more partners
depending on negotiation power and/or negotiation skills
Product feature
dependent
Price depends on the number or quality of
Value Proposition features
Yield management Price depends on inventory and time of purchase
(normally used for perishable resources such as hotel
rooms or airline seats)
Customer segment
dependent
Price depends on the type and characteristic
of a Customer Segment
Real-time-market Price is established dynamically based on supply
and demand
Volume dependent Price as a function of the quantity purchased Auctions Price determined by outcome of competitive bidding
Pricing Mechanisms
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The Key Resources Building Block describes
the most important assets required to make a
business model work
Every business model requires Key Resources. These resources
allow an enterprise to create and oer a Value Proposition, reach
markets, maintain relationships with Customer Segments, and
earn revenues. Dierent Key Resources are needed depending on
the type of business model. A microchip manufacturer requires
capital-intensive production facilities, whereas a microchip designer
focuses more on human resources.
Key resources can be physical, fi nancial, intellectual, or human.
Key resources can be owned or leased by the company or acquired
from key partners.
Key Resources
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Key Resources can be categorized as follows:
Physical
This category includes physical assets such as
manufacturing facilities, buildings, vehicles, machines,
systems, point-of-sales systems, and distribution
networks. Retailers like Wal-Mart and Amazon.com
rely heavily on physical resources, which are often
capital-intensive. The former has an enormous global
network of stores and related logistics infrastructure.
The latter has an extensive IT, warehouse, and logistics
infrastructure.
Intellectual
Intellectual resources such as brands, proprietary
knowledge, patents and copyrights, partnerships,
and customer databases are increasingly important
components of a strong business model. Intellectual
resources are diicult to develop but when successfully created may oer substantial value. Consumer
goods companies such as Nike and Sony rely heavily
on brand as a Key Resource. Microsoft and SAP
depend on software and related intellectual property
developed over many years. Qualcomm, a designer
and supplier of chipsets for broadband mobile
devices, built its business model around patented
microchip designs that earn the company substantial
licensing fees.
Human
Every enterprise requires human resources, but
people are particularly prominent in certain business
models. For example, human resources are crucial in
knowledge-intensive and creative industries. A pharmaceutical company such as Novartis, for example,
relies heavily on human resources: Its business model
is predicated on an army of experienced scientists
and a large and skilled sales force.
Financial
Some business models call for financial resources
and/or financial guarantees, such as cash, lines of
credit, or a stock option pool for hiring key employees. Ericsson, the telecom manufacturer, provides
an example of financial resource leverage within a
business model. Ericsson may opt to borrow funds
from banks and capital markets, then use a portion of
the proceeds to provide vendor financing to equipment
customers, thus ensuring that orders are placed with
Ericsson rather than competitors.
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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The Key Activities Building Block describes
the most important things a company must do
to make its business model work
Every business model calls for a number of Key Activities. These
are the most important actions a company must take to operate
successfully. Like Key Resources, they are required to create and
oer a Value Proposition, reach markets, maintain Customer
Relationships, and earn revenues. And like Key Resources, Key
Activities dier depending on business model type. For software
maker Microsoft, Key Activities include software development.
For PC manufacturer Dell, Key Activities include supply chain
management. For consultancy McKinsey, Key Activities include
problem solving.
Key Activities
Relationships, and earn revenues. And like Key Resources, Key
Activities dier depending on business model type. For software
maker Microsoft, Key Activities include software development.
For PC manufacturer Dell, Key Activities include supply chain
management. For consultancy McKinsey, Key Activities include
problem solving.
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Key Activities can be categorized as follows:
Production
These activities relate to designing, making, and
delivering a product in substantial quantities and/or
of superior quality. Production activity dominates the
business models of manufacturing firms.
Problem solving
Key Activities of this type relate to coming up with
new solutions to individual customer problems.
The operations of consultancies, hospitals, and other
service organizations are typically dominated by
problem solving activities. Their business models call
for activities such as knowledge management and
continuous training.
Platform/network
Business models designed with a platform as a Key
Resource are dominated by platform or networkrelated Key Activities. Networks, matchmaking
platforms, software, and even brands can function as
a platform. eBays business model requires that the
company continually develop and maintain its platform: the Web site at eBay.com. Visas business model
requires activities related to its Visa credit card
transaction platform for merchants, customers, and
banks. Microsofts business model requires managing
the interface between other vendors software and its
Windows operating system platform. Key Activities in this category relate to platform management,
service provisioning, and platform promotion.
What Key Activities do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue streams?
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The Key Partnerships Building Block describes
the network of suppliers and partners that make
the business model work
Companies forge partnerships for many reasons, and partnerships
are becoming a cornerstone of many business models. Companies
create alliances to optimize their business models, reduce risk, or
acquire resources.
We can distinguish between four dierent types of partnerships:
1. Strategic alliances between non-competitors
2. Coopetition: strategic partnerships between competitors
3. Joint ventures to develop new businesses
4. Buyer-supplier relationships to assure reliable supplies
Key Partnerships
1. Strategic alliances between non-competitors
2. Coopetition: strategic partnerships between competitors
3. Joint ventures to develop new businesses
4. Buyer-supplier relationships to assure reliable supplies
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It can be useful to distinguish between three
motivations for creating partnerships:
Optimization and economy of scale
The most basic form of partnership or buyer-supplier
relationship is designed to optimize the allocation of
resources and activities. It is illogical for a company to
own all resources or perform every activity by itself.
Optimization and economy of scale partnerships are
usually formed to reduce costs, and often involve
outsourcing or sharing infrastructure.
Reduction of risk and uncertainty
Partnerships can help reduce risk in a competitive
environment characterized by uncertainty. It is not
unusual for competitors to form a strategic alliance
in one area while competing in another. Blu-ray, for
example, is an optical disc format jointly developed
by a group of the worlds leading consumer electronics, personal computer, and media manufacturers.
The group cooperated to bring Blu-ray technology to
market, yet individual members compete in selling
their own Blu-ray products.
Acquisition of particular resources and activities
Few companies own all the resources or perform all
the activities described by their business models.
Rather, they extend their own capabilities by relying
on other firms to furnish particular resources or
perform certain activities. Such partnerships can be
motivated by needs to acquire knowledge, licenses, or
access to customers. A mobile phone manufacturer,
for example, may license an operating system for its
handsets rather than developing one in-house. An
insurer may choose to rely on independent brokers to
sell its policies rather than develop its own sales force.
Who are our Key Partners? Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
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The Cost Structure describes all costs incurred to
operate a business model
This building block describes the most important costs incurred
while operating under a particular business model. Creating and delivering value, maintaining Customer Relationships, and generating
revenue all incur costs. Such costs can be calculated relatively easily
after defi ning Key Resources, Key Activities, and Key Partnerships.
Some business models, though, are more cost-driven than others.
So-called no frills airlines, for instance, have built business models
entirely around low Cost Structures.
Cost Structure
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Naturally enough, costs should be minimized in every
business model. But low Cost Structures are more
important to some business models than to others.
Therefore it can be useful to distinguish between two
broad classes of business model Cost Structures:
cost-driven and value-driven (many business models
fall in between these two extremes):
Cost-driven
Cost-driven business models focus on minimizing
costs wherever possible. This approach aims at
creating and maintaining the leanest possible
Cost Structure, using low price Value Propositions,
maximum automation, and extensive outsourcing.
No frills airlines, such as Southwest, easyJet, and
Ryanair typify cost-driven business models.
Value-driven
Some companies are less concerned with the cost
implications of a particular business model design,
and instead focus on value creation. Premium Value
Propositions and a high degree of personalized service
usually characterize value-driven business models.
Luxury hotels, with their lavish facilities and exclusive
services, fall into this category.
Cost Structures can have the following characteristics:
Fixed costs
Costs that remain the same despite the volume of
goods or services produced. Examples include salaries,
rents, and physical manufacturing facilities. Some
businesses, such as manufacturing companies, are
characterized by a high proportion of fixed costs.
Variable costs
Costs that vary proportionally with the volume of
goods or services produced. Some businesses, such as
music festivals, are characterized by a high proportion
of variable costs.
Economies of scale
Cost advantages that a business enjoys as its output
expands. Larger companies, for instance, benefit from
lower bulk purchase rates. This and other factors
cause average cost per unit to fall as output rises.
Economies of scope
Cost advantages that a business enjoys due to a larger
scope of operations. In a large enterprise, f
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