Social Entrepreneurship in the Age of Atrocities

Social Entrepreneurship in the Age of Atrocities

Changing Our World

Edited by Zachary D. Kaufman

Social Entrepreneurship in the Age of Atrocities provides crucial insight into social entrepreneurship from visionaries in the field as well as other experienced practitioners and renowned theorists. While this book focuses on social entrepreneurship as it relates to genocide and other atrocities, the experiences and lessons learned also apply to additional critical social, economic, legal and political problems such as healthcare, development, education and literacy.

Chapter 5: Stand bold': Indego's Africa's business case for Rwandan women

Conor B. French, Matthew T. Mitro and Benjamin D. Stone

Subjects: business and management, social entrepreneurship, development studies, development studies, social entrepreneurship, law - academic, human rights, politics and public policy, human rights, social entrepreneurship


5. ‘Stand bold’: Indego Africa’s business case for Rwandan women Conor B. French, Matthew T. Mitro, and Benjamin D. Stone INTRODUCTION Long-term partnerships, global markets, and education drive Indego Africa’s social enterprise approach to empowering thousands of entrepreneurial businesswomen in Africa. A non-profit organization incorporated in the U.S., Indego Africa (IA) forges long-term business and development partnerships with for-profit cooperatives of female artisans in Rwanda. IA exports, markets, and sells its artisan partners’ accessories and home décor products on its ecommerce website and to major U.S. retail chains. IA then pools 100 percent of its profits from sales with donations to fund training programs in business management, entrepreneurship, literacy, and technology for its artisan partners. Through their partnership with IA, artisan women generate income through product sales to meet their families’ critical needs while also acquiring the necessary skills to run their own profitable businesses over the long-term. By focusing on both market access and training equally, IA merges two normally divergent development approaches: the traditional aid model and the purely profit-driven commercial model. Similarly, to achieve sustainability in its approach, IA draws financial support for its programs by bringing together two typically separate development funding sources: philanthropic investment in women’s education and the consumer goods market. IA adheres to the premise that ‘[a] company can outperform rivals only if it can establish a difference that it can preserve.’1 For IA, the path toward a durable competitive advantage has meant patiently constructing business infrastructure for scale and sustainability. Perhaps...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information