Social Entrepreneurship The Art of Mission-Based Venture Development

ISBN-10: 0471362824
ISBN-13: 9780471362821
Edition: 2000
List price: $80.00 Buy it from $7.65
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Description: This guide takes the for-profit issues for business development; R&D, risk management and start-up financing, and converts them into strategies and techniques that the non-profit can use and understand.

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Book details

List price: $80.00
Copyright year: 2000
Publisher: John Wiley & Sons, Incorporated
Publication date: 4/14/2000
Binding: Hardcover
Pages: 256
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 1.430
Language: English

This guide takes the for-profit issues for business development; R&D, risk management and start-up financing, and converts them into strategies and techniques that the non-profit can use and understand.

About the Author
Acknowledgments
Introduction
The Need for Social Entrepreneurs in a Mission-Based Organization
The Intended Audience for This Book
The Benefits of Reading This Book
Chapter-by-Chapter Overview
How to Get the Most from This Book
The Benefits of the Social Entrepreneurism Model
Defining Social Entrepreneurism
The Link between Social Entrepreneurism and Business Development
The Starting of an Entirely New Product or Service
A Major Expansion of an Existing Product or Service
The Expansion of an Existing Activity for a New Group of People
The Expansion of an Existing Activity into a New Geographic Area
The Purchase of an Existing Business
The Merger or Partnership with an Existing Organization
The Uses of Social Entrepreneurism to Do More Mission
The Benefits to the Organization
The Risks of Not Using the Model
You Just Chase Dollars
You Make Poorer Resource Investment Decisions
You Don't Keep Up with the Changing Needs of Your Market
You Are Less Competitive
You Are Less Mission-Capable
The Business Development Process
The Seven Steps of the Not-for-Profit Business Development Process
Review Your Mission
Establish the Risk Willingness of Your Organization
Establish the Mission Outcomes of the Business
Idea Generation
Feasibility Studies (Preliminary and Final)
Business Plan (Including the Financials)
Implementation Plan with Accountability
A Social Enterpreneurship Readiness Assessment Tool
First Steps: Mission Outcomes, Risk, and Idea Generation
Is the Venture Idea Consistent with Your Mission?
Review the Mission for Currency
Review the Mission for Flexible Language
If Needed, Update the Mission Statement
File the Mission Statement with the Internal Revenue Service
How Much Risk?
What Will the Mission Return Be?
Generating Business Ideas
Feasibility Studies
The Purpose of Feasibility Studies
Preliminary Feasibility Studies
Define What Your Product or Service Is
Determine Whether Your Target Customer Will Want This Service or Product
Explore the Industry of Which Your Service or Product Is a Part
Make Sure That Your Organization Has the Core Competencies Necessary to Do the Job Well from Day One
The Final Feasibility Study
Final Feasibility Study Contents
The Business Plan
The Need for a Business Plan
The Contents of the Business Paln
A Sample Business Plan
Background Information
The Summary
The Organization
The Service
The Markets
The Marketing Plan
Financing Required
The NFP, Enterprise Janitorial Services, and Its Business
The Organization
The Service
The Target Market
Potential Customer Reactions and Need for This Service
The Sales Strategy
The Market Description
The Target Markets
The Competition
Price Comparisons
The Marketing Plan
The Markets
Customers
Competitors
The Macroenvironment of the Business
Potential Pitfalls
The Financial Plan
Goals and Objectives
The Appendix
Business Plan Financial Projections
Getting the Numbers Right
Use an Electronic Spreadsheet
Consult Your Financial Manager
Include All Your Costs
Have an Outside Reviewer
Developing Your Projections
Sales Target for the First Three Years
Pricing Information
Start-up Costs
Operating Expenses
Start-up Costs and Working Capital Needs
Break-Even Analysis
Pro Forma Profit and Loss Statement
Pro Forma Cash Flow Analysis
Sample Financials for Enterprise Janitorial Services
Financial Objectives
Financial Condition of Owner
Notes to the Financials
Break-Even Analysis
Explanation for Income Projections
Applying the Lessons: A Step-by-Step Business-Planning Exercise
Getting Ready
Product/Service Definition
Definition of the Market
Definition of the Target Market(s)
Listing of Five Core Wants of the Target Market
Listing of Core Competencies
Reaching the Markets
The Mission Outcomes of the Business
Key Financials
Start-up Costs
Initial Size of the Business
Fixed Costs
Variable Costs
Volume Projections
Cash Flow Projections
Pricing--Single Item
Pricing--Multiple Services
Breakeven
Income and Expense Projections
Working Capital Needs
Business-Planning Sequence
Financing Your Entrepreneurship
Assessing Your Financing Needs
What Are Your Start-up Costs?
Working Capital Estimation
Checking with the Cash Flow Projection
Methods of Financing
Before You See the Lender
Kinds of Debt
Other Sources of Capital
Sources of Financing
Commercial Banks
Savings and Loans
Credit Unions
Program-Related Investments (PRIs)
Tax-Exempt Bond Issuers
Rules for Financing
Dealing with Lenders
How Lenders Think
How Lenders See Not-for-Profits
Seeking the Best Lender for Your Organization
Developing and Maintaining a Good Relationship with Your Banker
Technicalities: Unrelated Business Income Tax and Corporate Structuring
The Unrelated Business Income Tax
The Definition of Unrelated and Related
Exceptions to the IRS Rules
A Profit Tax, Not an Income Tax
Deciding Whether Your Business Is Subject to UBIT
A Decision Checklist for the Unrelated Business Income Tax
Uses of Corporate Structuring in Social Entrepreneurship
Rules for Corporate Structures
A Second Not-for Profit
A For-Profit Subsidiary
An Umbrella Corporation
A Cooperative
Social Entrepreneurism for Funders
Why Funders Should Embrace Entrepreneurism
What Is Social Entrepreneurism?
How Does Social Entrepreneurism Help Make Not-for-Profits Better?
Why Should Your Organization Support Not-for-Profit Entrepreneurism?
What Funders Should Do to Encourage Entrepreneurism
Encourage Innovation
Understand That Not All Ideas Work Out--Even Yours
Provide Funding for Entrepreneurial Activities
Encourage Lifelong Learning
Go to Contract for Services
Bid Stuff
Don't Punish Efficiency or Good Management
Fund Overhead
End Match
Don't Worry about What's Not in the Contract
Encourage Competition, Not Just Collaboration
Final Thoughts
Holding on to Your Core Values
Markets That Move Outside of Your Values Envelope
Customers That Demand Truly Unreasonable Changes in Policy or Program
Chasing Dollars Instead of Mission
Going for Short-Term Returns Instead of Long-Term Gains
Making Sure That Mission, Not Just Money, Is the Bottom Line
Final Thoughts
Resources for Further Study
Index

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