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-Mission Driven -Operate under non-distribution constraint -creative and adaptive to local conditions -often shaped by values and faith -responds to board, community, donors, and public
CHALLENGES: Potentially ambiguous mission (lack of focus). Capital constrained. Often unable to scale. Third party payers: weak accountability, poor services. |
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-practical dreamer, takes problems into their own hands instead of relying on institutions or govt. -Both evolutionary and revolutionary -searches for new ways to solve problems |
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-Mission and Money are balanced -Goal: create sustainable and possibly solutions to world problems CRITERIA: Innovation Financial Sustainability Scale |
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Traits of For-Profit Social Enterprise |
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-Risk Taking -Innovative -Growth oriented -Access to capital -Big emphasis on replication and scale |
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traits of Non-Profit Social Enterprise |
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-Accountable -Emphasis on collaboration -Multiple impact measures -Accountability to more stakeholders |
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-For-profit social enterprise. -discarded husks are into biogas which gives rural homes electricity |
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-Mini premature infant warmer -Revenue-earning Non-profit: Sell product at a low-cost to sustain manufacturing and dissemination costs |
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-For-profit social enterprise -laser system that punches holes in tubing to create affordable drip irrigation systems |
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-Pay per use toilets in Africa - For-profit social enterprise. Investments and revenue from power plant go back into community for training maintenance |
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-Increase effectiveness of Org. -Drives competition -creates accountability |
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-"Set of Claims" about how organization operates -Shows logical relationships -Tells story of organization and explains why it exists -Guides implementation -Improves internal alignment/commitment |
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What an organization needs to do its work (facilities, staff, volunteers, grants, etc. |
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The work that is done in an organization’s main programs |
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: Units of production (number of hours of service delivered, number of clients served, etc.) |
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What happens to clients (new skills gained, milestones reached: short, medium, and long term |
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ULTIMATE result of achieving mission |
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How to use a Competitive Matrix |
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-see if idea is possible -show uniqueness of product -present to investors |
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Steps for creating competitive matrix |
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1-Determine market 2-Determine customer 3-Determine geography |
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For-Profit Social Organization |
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-The product or service being sold triggers the social or environmental change. -Product is often of higher quality. -Social impact is intrinsically tied to the business proposition.. -Easier to scale. -Attracts high-quality employees. CHALLENGES -Must quantify their financial results AND their social impact. -No guarantee that social mission will be preserved as company grows. -Potential perceived bias. -Financial model limits types of customers and products/services EXAMPLES: -Newman's Own -Two Degrees bar |
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Structure binds a for profit and non-profit
EXAMPLES: -Mozilla Firefox - |
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Low-profit, Limited Liability Company - Hybrid organization that facilitates investments in socially beneficial, for-profit ventures |
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Use the power of business to solve social and environmental problems |
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-What can go wrong? (magnitude) -What is the (likelihood) that it would go wrong? -What are the consequences/what's at stake? |
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-What can be done and what options are available? -What are the associated tradeoffs in terms of costs, benefits and risks? -What are the impacts of current management decisions on future options? |
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What are the three types of Risk? |
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-Known -Unknown -Unknowable |
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-Natural disasters -Known risks have happened before and therefore can be measured and managed |
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-Risks where there are several competing plausible models of how reality might unfold, but no accepted paradigm. -Ex) Terrorism, Climate Change |
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-Risks that have never emerged before |
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Strengths Weaknesses Opportunity Threats |
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Risk Type Magnitude Liklihood Solution |
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theory approach logic model |
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focuses on the problem and reason for solution, makes assumptions, focuses on big ideas instead of details |
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displays relationships between activities and outcomes, emphasizes intended results |
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Activities Approach Model |
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displays relationships between activities and outcomes, emphasizes intended results |
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Funded mainly by individual donations; cause that resonates with many people, not one specific group (ex: Susan G. Komen) |
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reimbursed for services but rely on donations given from people benefitting from their services(ex: hospitals and schools. Schools getting money from alumni) |
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Get individual donations from a group by supporting services they already seek, don’t take other funding so loyal to cause (ex: religion, environment, arts, culture, humanities. National Wild Turkey Federation.) |
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relies on donations from one or a few individuals or organizations. All money from one donor (ex: medical research, environmental issues) |
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Does the governments job. gets funding from the government on issues the government has already found to be important and funded; strictly funded, must follow guidelines(ex:foster care) |
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Gets government funds for a new approach to an old problem or a problem that was previously not seen as government’s responsibility |
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beneficiaries decide how to spend the government benefit(ex: housing, employment services, health care, student loans) |
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function by receiving in-kind (actual product, not just money) donations from corporations and individuals and then distributing these to needy recipients (ex: food bank) |
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get donations out of altruism and self-interest, unlawful for for-profit to do(ex: organ donation) |
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gets most money from local sources, established in many places and replicable(ex: Big Brothers Big Sisters) |
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-peoples likes/dislikes and lifestyle habits. -harder to figure out |
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Any data that describes how well the org. is doing. |
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-Product: brand, warranty, tech support etc. -Place: different channels (indirect vs. direct) -Promotion: message is critical (rational, emotional, moral) -price -Public: who to serve. |
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