As experts in social value assessment of business models, we support various corporates to monitor the social performance and assess the impact of their initiatives.The idea of social value is distinct from CSR, and is way broader.

Unlike CSR, social value creation considers social concerns not as disconnected problems but as opportunities linked with business strategy. Thus, for a farmers model, social value would include the changes that the business investment, the product features, and the business model of engagement brought about in (a) the farms and allied enterprises of the farmers – effective practices, reduced costs of production, ensured output marketing, overall net incomes and assured returns; (b) the lives of the farmers and their families – awareness, increased incomes leading to other investments in human and material assets, such as education, promotive health, household and business assets, etc; and (c) the local agricultural ecosystem – in terms of use of efficient and good practices, collective and bulk marketing, better inputs supplies and market linkages.

The overarching parameter for social impact assessment, as also for the sustainability of the model, is the worth that the value-chain operators (staff, agents, channel partners, if any) derive out of the business association (reaching scale, new skills and expertise, impacts in terms of incomes, sustainability of their businesses, etc.).

Organizations have started to realise that long-lasting economic value cannot be created without creating social value. We think it is a good beginning.