Social enterprise in notfor profits Making money while

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Social enterprise in not-for -profits Making money while keeping your mission safe

Social enterprise in not-for -profits Making money while keeping your mission safe

Why social enterprise is a good idea for not-for-profits Challenges How social enterprises can

Why social enterprise is a good idea for not-for-profits Challenges How social enterprises can work in a not-for-profit www. fitzgerald. org. nz

New source of good Social entrepreneurship – opportunistic innovation Social innovation – better systems

New source of good Social entrepreneurship – opportunistic innovation Social innovation – better systems products & services to meet need Social impact – identifying the difference we make www. fitzgerald. org. nz and www. socialenterpriseauckland. org. nz

Organisational types Type of enterprise Focus Income sources Not-for-profit business Mission Social impact Grants

Organisational types Type of enterprise Focus Income sources Not-for-profit business Mission Social impact Grants and donations Earned income, fees, contracts and donations Social enterprise Social business For-profit business Mission and market Profit reinvested in social impact Market & mission Social impact and profit distributed Market Profit Break-even through commercial revenue Social value creation focus Profits are reinvested in social impact Socially driven and profit making Socially responsible business Commercial value creation focus www. fitzgerald. org. nz Business donating to charity

Different organisational species Not-for-profit Social enterprises www. fitzgerald. org. nz

Different organisational species Not-for-profit Social enterprises www. fitzgerald. org. nz

Differences in Logics Characteristic Social (not-for-profit) Commercial (for-profit) Desired outcome Social value Economic value

Differences in Logics Characteristic Social (not-for-profit) Commercial (for-profit) Desired outcome Social value Economic value (profit) Primary driver Values-based mission Market preferences Tactic Collaborative Competitive Source of legitimacy Unity of purpose Market position Funding source Contracts and donations Trading income Stakeholders Clients and families, funders, Customers, owners Performance measures community Quantitative social output, financial measures, and qualitative social impact stories. www. fitzgerald. org. nz Quantitative financial measures (e. g. , profit, ROI)

Issues to consider www. fitzgerald. org. nz

Issues to consider www. fitzgerald. org. nz

Business model Key Partners Key Activities Value Propositions Key Resources Customer Relationships Channels Revenue

Business model Key Partners Key Activities Value Propositions Key Resources Customer Relationships Channels Revenue Streams Cost Structure www. fitzgerald. org. nz Customer Segments

Issues to consider www. fitzgerald. org. nz www. socialenterpriseauckland. org. nz www. fitzgerald. org.

Issues to consider www. fitzgerald. org. nz www. socialenterpriseauckland. org. nz www. fitzgerald. org. nz

Structure www. fitzgerald. org. nz

Structure www. fitzgerald. org. nz

thank you www. fitzgerald. org. nz

thank you www. fitzgerald. org. nz