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