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How to Survive Over 16 Years as a Social Innovation Startup

More This Week: Japanese Startup Scene 101, Why Startups Fail in Southeast Asia, How to Build a Rocket-Growth SaaS on Your Own

Welcome to Asia Tomorrow's eighth weekly news! For this week, I completely overhauled the content format for a better reading experience. With a mix of a deep dive into the entrepreneurial journey and a collection of valuable resources, I hope the new format delivers a better insight for you.

A Social Accelerator with 16 Years of Proven Profitability Records

Very50 is a business accelerator startup focusing on social impact businesses. Since 2008, the investor has supported over 50 projects encompassing 10 countries. The projects include the Traditional Healthy Market of Indonesia and a Training Center for the disabled in Vietnam. What’s unique about Very50 is that the company can generate a steady profit while continuing social investment. This is possible thanks to the startup’s MBA-style entrepreneur training programs, social innovation education for students, etc.

From Musician to McKinsey Consultant and a Social Innovator

Ryosuke Sugaya, founder of Very50, has a unique story of founding a social startup. The Japanese founder was initially a professional keyboardist with seven years of experience. However, after facing global issues like child prostitution in Cambodia and lack of medical aid in Pakistan, Ryosuke realized that solving social problems is possible with an understanding of business. This led to a career as a consultant at McKinsey Hong Kong and a social startup founder afterward.

Key to a Sustainable Social Startup: “Search & Jump In”

Very50 does not rely on donations, grants, or investments from outside. The company generates 99% of its total revenue from its business, including entrepreneurial coaching, consulting in public relations and sales promotions. Ryosuke underlines that “looking for opportunities to establish a steady revenue foundation” is crucial for sustainable social activities. To achieve this, relentlessly looking for and challenging business opportunities is necessary. Ryosuke’s story shows that continuously developing services for revenue and making competitiveness is essential, even for social startups.

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