Profit with purpose ? 

In the dynamic realm of social entrepreneurship, the Social Entrepreneurship Network Deutschland (SEND) stands at the forefront, pioneering advocacy and policy initiatives in Germany to take the cause to a new level. Despite the absence of a specific legal framework, SEND and other key stakeholders made certain strides in recognizing the role of social entrepreneurship and institutionalizing its importance within governmental discourse. 

The core of SEND's mission is a multifaceted approach covering advocacy, communication, and capacity-building efforts. Through strategic advocacy, SEND is shaping the ecosystem together with the legal and political landscape. Concurrently, efforts to enhance public visibility and awareness serve to showcase the potential and transformative power of social entrepreneurship, promoting support and recognition on a national and international scale.

“We do advocacy work to improve the legal political framework for social entrepreneurs, but also communication to increase the public visibility of social entrepreneurs and give them the relevance that they deserve, showing the potential and the chances that come with them. We do a lot of projects to build up networks nationally and internationally. We also work on content - a project with some of the public banks to develop new financing instruments, working on impact investment possibilities and opportunities. We are working on a more dense structure of impact measurement so that people have more tools because that's not a deeply implemented impact measurement structure in Germany”.

- Birgit Heilig, Co-founder

Networking initiatives play a pivotal role in fostering collaboration and knowledge exchange within the social entrepreneurship ecosystem. With more than 800 active members, SEND nurtures a vibrant community of innovators and practitioners, driving collective action towards common goals.

One of the key challenges facing the sector is the absence of a clear, legally implemented definition of social entrepreneurship. This situation poses hurdles to standardization and professionalization efforts on the one hand, and to governmental multisectoral support for social enterprises on the other. A public supporting infrastructure is struggling to navigate the balance between social impact and commercial viability. Struggling to envision both business and social sides in one package, ministries tend to divide enterprises into business-like and nonprofit-like, supporting them separately. 

As SEND continues to expand its reach and impact, the quest for a more inclusive and supportive ecosystem remains paramount. With the rising interest in social procurement initiatives, the social dimension presents a more complex challenge that is relatively difficult for mainstream companies to grasp. Many of them find themselves hesitant and unsure of how to navigate this unfamiliar terrain.

One of the primary obstacles lies in dispelling misconceptions and building awareness around concepts such as integration and inclusion. Convincing mainstream companies that social integration not only works but can also yield high-quality products delivered on time requires evidence and advocacy. 

The journey towards social procurement adoption often begins with procurement departments, driven by a desire to embrace sustainability and social responsibility. However, the pace of adoption varies across companies. While some adopt a cautious approach, preferring to observe outcomes before implementation, others eagerly embrace the opportunity to be early movers in a rapidly evolving landscape.

Role models play a crucial role in inspiring other businesses to engage in social procurement. When mainstream companies witness the success stories of others, they become more inclined to follow. This highlights the importance of partnerships between social enterprises and mainstream businesses, where success stories are shared alongside honest reflections on challenges and opportunities for improvement.

“To make more businesses “buy social” is also a matter of good practice. If companies see role models and see examples where it's working well, that helps them. It helps if other companies like mainstream companies are doing it and telling about it. I trust people that are similar to me. It's natural, It's human".

- Birgit Heilig, Co-founder

Despite the growing interest in social procurement, there remains a gap between the aspirations of social enterprises and their readiness for B2B engagement. While Germany boasts a portfolio of social enterprises, a significant portion may not possess the necessary readiness for corporate-level engagements. Bridging this gap requires targeted initiatives focused on education, mentorship, and capacity building tailored to the specific needs of social enterprises.

Looking ahead, the journey towards mainstream adoption of social procurement in Germany promises to be an enriching exploration of cultural mindset shifts and different vocabulary. As stakeholders navigate this evolving landscape, there remains much to discover and explore. 

“Our own hashtag means “to be meaningful together”. We call ourselves “network", and that's also our main job to build up networks and build bridges between different sectors and different stakeholders. And that's exactly what we have to do now with BuySocial as well - to bring together the social business sector and the classic mainstream economic sector”. 

- Birgit Heilig, Co-founder

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