Anton Simanowitz

Why is it that so many organizations, seeking to do good in the world, miss opportunities to do so - and indeed sometimes exacerbate the very problem they seek to address? The Business of Doing Good reveals six insights for microfinance and other social purpose organizations using the marketplace to tackle a range of pressing social challenges. To deliver on good intentions, we need to do more than simply deliver "good products," and become organizations designed to do good. The insights focus on creating a business model that moves beyond conventional wisdom about clients and marketplace. This means getting to grips with the realities of clients' lives, and delivering products that address their real needs (rather than simply chasing market demand). It also means recognizing that our vision is realized through our people. By tapping into their potential, and supporting them to do difficult work, we can do quality work - and innovate to constantly do it better. Finally, the insights challenge us to make our social value proposition work from a business perspective - defining our own trade-offs, and evolving our approach to respond to a fast-changing world. The Business of Doing Good charts the course of one remarkable and profitable social enterprise (AMK) that has, with single-minded purpose, made radical choices and reached deep into rural Cambodia, touching the lives of almost 2million people living in poverty. This book is important reading for microfinance and development practitioners, social entrepreneurs, impact investors, philanthropists, researchers, and students of international development.

Why is it that so many organizations, seeking to do good in the world, miss opportunities to do so - and indeed sometimes exacerbate the very problem they seek to address? The Business of Doing Good reveals six insights for microfinance and other social purpose organizations using the marketplace to tackle a range of pressing social challenges. To deliver on good intentions, we need to do more than simply deliver "good products," and become organizations designed to do good. The insights focus on creating a business model that moves beyond conventional wisdom about clients and marketplace. This means getting to grips with the realities of clients' lives, and delivering products that address their real needs (rather than simply chasing market demand). It also means recognizing that our vision is realized through our people. By tapping into their potential, and supporting them to do difficult work, we can do quality work - and innovate to constantly do it better. Finally, the insights challenge us to make our social value proposition work from a business perspective - defining our own trade-offs, and evolving our approach to respond to a fast-changing world. The Business of Doing Good charts the course of one remarkable and profitable social enterprise (AMK) that has, with single-minded purpose, made radical choices and reached deep into rural Cambodia, touching the lives of almost 2million people living in poverty. This book is important reading for microfinance and development practitioners, social entrepreneurs, impact investors, philanthropists, researchers, and students of international development.

This book presents the findings of a five-year action research programme into how far poverty-oriented microfinance institutions (MFIs) in Africa, Asia, and Latin America are contributing to global poverty reduction, and how they can do so more effectively. Martin Greeley reviews evidence on their success in reaching poorer clients and improving the average income and wealth of their clients (chs 2&3). Naila Kabeer reviews evidence on performance against a wider array of indicators, including women's empowerment, citizenship rights, and social inclusion (chs.4&5). Both authors highlight methodological difficulties associated with assessing impact, but are cautiously positive. Susan Johnson is more cautious, suggesting that the contribution of MFIs to the overall growth of financial services in selected parts of Africa and India remains small (ch.6). James Copestake reviews evidence on the organizational factors that influence achievement of MFIs' social as well as financial goals, as well as progress in routinely monitoring and managing social performance (ch.7&8). He and Anton Simanowitz then make clear and simple suggestions for how this can be done better (ch.9). This covers how MFIs can manage their 'double bottom lines' more effectively, as well as what public and private investors in microfinance can do to help them. The bigger challenge, linking up with the wider movement for corporate social responsibility, is to find ways to do so across the entire financial sector.