The well done strategic planning is the most important precondition for a balanced growth and strengthening the company profile as well as an indicator for innovation and development processes.It is never mind if the company is from the SMEs category or large multinational company.To be able to plan strategically provides a competitive advantage to every one enterprise.In the focus of this proposal are the social enterprises (SE) which as rule are from the SMEs category.Even more–they are recognized as the new pillars of the social-responsible economy policy.Social enterprises are set up to tackle with social or environmental needs: in particular of those operating in innovative sectors such as renewable energies, ethic finance, means providing EU with the opportunity for a prosperous, inclusive and environmentally sustainable future. According to the experience of partners and recent reports such as UNDP "Social Enterprise: a new model for poverty reduction and employment generation",the challenge for the further development of the sector in Europe is the overcoming of a number of problems summarized in the uncertainty of the legal framework in which SE operate, reduced capacity of access to financial sources, the restriction to local markets. Such barriers are stronger in those European countries which have recently undergone transformation into market economies.Most of these problems are resolving by good strategy planning consist with the legislative frameworks and market conditions. It will allow not only to react to market fluctuations but to analyse and develop medium and longer term concepts for entering new markets, develop new business models etc. which are bringing added value to the SE. In the sphere of this so important issue the SE meet one the same problem as most of the SMEs-lack in strategic planning.The aim of the SESP project is to transfer of developed innovative learning models and (e-) learning content which are flexible enough to address the specific needs of the SE (time and place flexibility), is adoptable and modular (different backgrounds,sectors) and reflects the practical needs of the end users. The initial core of the partner consortium has been changed in order new experience and expertise to be added. All of the partners are relevant stakeholders in the participating countries what underlines the importance of the project and strengthens valorisation activities.The tangible outcomes are the learning model, the SESP curriculum,Learning Content,the e-learning modules.They will be available in five languages (BG, DE, LT, EN, PT).The intangible outcome is the innovation-no curricula and training programms available, which really address specifically SE needs in strategy planning. Also good practice examples and case studies. So the SESP is innovative providing a new approach for a SE which so far has not been addressed in detail.The impact envisaged is created pre-conditions for SE sustainable growth and development.