Published Paper Details:

Business models and frameworks play a dynamic role in the corporate world, where billions of dollars are invested with the aim of maximizing income, revenue, and return on investment (ROI). Traditionally, these models have been crucial tools for strategizing growth and achieving organizational success. However, there exists another equally vital dimension of the business landscape: the social sector, encompassing social enterprises and self-help groups (SHGs), which operate outside the scale and visibility of Fortune 500 companies and major conglomerates. Social enterprises, much like their corporate counterparts, are driven by clear visions, missions, goals, and objectives, all aligned toward achieving key result areas (KRAs). In emerging economies like India, the concept of a Social Stock Exchange (SSE) has gained prominence, highlighting the need to recognize and adapt business models traditionally designed for corporate environments to fit the unique realities of the social sector. These models not only support subsistence marketplaces but also aim to maximize benefits for all stakeholders involved. This paper focuses on the applicability of the Business Model Canvas (BMC), a tool originally developed for corporate strategy, to the context of social enterprises (SE). Specifically, it explores how BMC can be effectively adapted to self-help groups (SHGs) engaged in ecotourism activities in India. The study assesses whether the robust framework of the BMC, proven in the corporate world, can support the growth, sustainability, and impact of initiatives in the social sector. The insights gathered aim to offer a foundation for applying the BMC to other areas within the broader social enterprise landscape.