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Purpose The purpose of this paper is to contribute to a better understanding of how a social enterprise opportunity is brought to fruition in an emerging market. Design/methodology/approach This real-time longitudinal case study tracks the emergence of a micro-franchise start-up from conception to inception. Using a narrative perspective as a conceptual lens focuses attention on the relational, temporal and performative elements of the interactive process that occurs between social entrepreneur(s) and the environment(s). While interviewing provides the primary source of evidence, multiple data collection methods were utilized. Findings The analysis of the process elements centres on the narratives of the micro-franchise co-founders and other key informants that prompt action aimed at bringing the opportunity to fruition, showing how the social entrepreneurs bring the inside out and the outside in. Research limitations/implications Despite challenges to the appropriateness of Western management theory within emerging markets, this study has shown that theory at a sufficiently high level of abstraction can be useful. It also demonstrates the need to study process over time and be inclusive of the range of stakeholders and contexts that influence it. Social implications The findings indicate that social enterprise start-up is a co-creative process that evolves in unpredictable ways over time. Beyond start-up, only time and further study will determine whether social enterprise will prove to be the panacea for poverty and marginalization that governments expect. Originality/value This research gains real-time insight into social enterprise emergence. It underscores the multi-dimensional nature of context and provides evidence indicating that the relationship and influence between social entrepreneur(s) and their environment is not one way.

MotivationThe development of human capital is a priority for most nation states, accelerated by the COVID‐19 global pandemic. In the context of reimagining a “new normal” post‐COVID, we reconsider the concept of human capital, and focus on knowledge, skills, and training of individuals in order to capture aspects of inclusive development.PurposeThis paper shows how the perspective of women, informal sector workers, representing some of the most marginalized workers in society, informs and improves our understanding of human capital and its development and utilization.Methods and approachOur findings are derived from field‐based research conducted over the summer of 2021 in which multiple (virtual) focus group discussions (FGDs) were held with selected members of the Self‐Employed Women's Association (SEWA) in India.FindingsThrough our FGDs, the participants provided new perspectives and insights into our knowledge of human capital, emphasizing the importance of social protection programmes, gender equity, ongoing training opportunities, decentralized supply chains, and income security. Perhaps most significantly, the benefits accrued to women through being organized have been key to unlocking their human capital potential.Policy implicationsOur research highlights themes that are often overlooked in the literature or are beyond the scope of more narrow conceptualizations of human capital. We show that human capital is tightly interwoven with other forms of capital (community assets), and hence efforts to build the former cannot be achieved in isolation from attending to the latter.

Subject area The subject areas are social entrepreneurship and marketing in social enterprises. Study level/applicability This study is applicable to undergraduate or MBA-level courses; possibly executive programs as well. Case overview Farm Shop was established in 2012 as a not-for-profit trust, with an aim of developing a distribution platform for poor, rural communities across sub-Saharan Africa so that smallholder farmers could get the farm inputs and services needed to increase their productivity and income. Attempting to reach scale, this social enterprise is in the process of building a micro-franchise network. Unlike franchises in industrialized countries where the franchisor starts with a vetted and replicable turnkey business, Farm Shop was created from scratch. After prototyping the shop concept and validating the business model in Kiambu County of Kenya, Farm Shop has 10 fully operational shops and is keen to start its growth phase, aiming to have 120 shops in its network within the next 12-18 months. It is only at that point that break-even will be achieved. Recognizing the key role of marketing in Farm Shop’s growth efforts, the founders are now focused on finalizing their go-to-market (GTM) strategy. Having initiated and measured the results of a number of marketing activities over the past six months, it is now time to decide which of these activities should be incorporated into their micro-franchise system. The management team knows that to provide advice, training and quality products to farmers, they first needed to develop awareness, interest and desire for what Farm Shop has to offer, not to mention the need to gain the farmers’ trust. Fundamentally, farmers needed to be convinced that Farm Shop can help them improve their productivity and income. Expected learning outcomes The study enables to gain an overall understanding of the range of challenges and opportunities associated with establishing a micro-franchise in an emerging market context; to gain a better understanding of social marketing, including the four types of behavioral influence it attempts to achieve and the similarities and differences between social and commercial marketing; to introduce the “theory of change” concept, providing a framework for understanding how and why change will occur; to introduce the concept of business models and explore the differences between “traditional” and “social entrepreneurship” business models; to understand how a competitive advantage is created; to introduce basic marketing concepts and the GTM concept and its role and application in a business model for a new social enterprise and to understand how marketing contributes to the social enterprise’s strategic goals and sustainability, thereby gaining an understanding of how “social marketing” is differentiated from commercial marketing. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

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