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As Muhammad Yunus will help the poor

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DÜSSELDORF. Profit may not be. And of course, no dividends. These are the conditions, as does Muhammad Yunus not listen to reason. After all, he hates nothing more than the idea that companies "make profit at the expense of the poor". "Social Business" is his new book, the "end poverty" as was the customer could achieve much. Yunus is in "social business" in front of a business model that meets the zeitgeist.

What exactly is a social business, says the best of it what it is not: The corporate form is not working for profit, is it a non-profit organization. The goal of such a company is run, "a social problem to be solved by economic activity," as Yunus writes. There are examples of some of it already. Sometimes they are offshoots of large corporations such as Danone, Veolia, BASF and Intel, even small start-ups.

A social business has nothing to do with Corporate Social Responsibility (CSR). Here is a small part of the profits will be donated to charity. A social business is using its resources "to 100 percent for social purposes." In addition, CSR is often the image-building.

Yunus wants to appeal to business people who feel not committed the eternal growth and personal success instead of looking more likely to feel, to bring something really positive. The Nobel Peace Prize in 2006 proves once again that he is neither a dreamer nor a reality also a professor, but a pragmatist. At some 250 pages he gives detailed guidance on how to start a social business and what’s important. It’s about the creation, legal forms, and of course funding.

Impatient you should not be in this form of company – and not think too much in the same categories: "If you start small, you can get started quickly and learn quickly from his mistakes. Experience has shown him that this principle is in such difficult markets by far the most effective. Hardly any project worked right from the start. Hardly any of it but also failed.

Yunus is to build a structure around such companies. These include academic courses that are partially completed. He speaks of a "social business MBA. It also needed "a number of investment funds". These funds are to keep under newly established social businesses and assess their effectiveness, so that funds can flow into the most promising new ventures.

Yunus hopes that will increase social Busniess in the coming years, and a "parallel world" is to for-profit companies. But it seems to him "inevitable" that a parallel stock market is created that is dedicated to the raising of investment capital. The value of shares would no longer measured by the expectation, but in social benefits. The idea does lead Yunus of detail will be confident but not as much as everyone else in his book.

"Social Business" is a highly readable book, certainly not without idealism, but full of realistic ideas for a better world. The German reference is certainly present, not least because of examples such as BASF and Adidas. The world’s poor would be happy if many managers would be inspired by Muhammad Yunus.