Enhancing Skills - Documents
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Marketing Social Enterprise
Marketing is in a funny position in social enterprises. They are organizations with great ideas and a great passion. So it makes sense to sell customers on the great things that they do for the community. Indeed, the enterprise's success ultimately depends on how well it does those great things or supports them. That's why social enterprises face intense pressure to get out and grow, despite the higher costs inherent to them and very limited sources of funding and investment. Yet there's rarely enough time and resources to back up this keen interest in marketing with adequate market research.
As a result of all these factors, many social enterprises are drawn to "cause marketing." Their brochures, ads, luncheon presentations, and radio spots emphasize how "good" their customers are entitled to feel after they make the "right" purchase decision.
This is the trap into which both Inner City Renovation (ICR) and Potluck Catering stumbled over the past five years. In Winnipeg, after losing some natural allies in the nonprofit housing sector, ICR tried to use cause marketing to find commercial customers. It didn't fly. Nor did Potluck's attempts to cause-market catered food to businesses in downtown Vancouver. As subsequent research revealed, what these markets really want is to get is quality building or quality food, not to help the disadvantaged. To sell the cause, ICR and Potluck first had to sell the product
And they have. Both have now established themselves as players in these markets. More important, each organization has made marketing a key function of their operations, with the staff and budget it requires. And guess what - they now find their customers are more receptive to "the "cause"!
Authors: Glen Lougheed and Marty Donkervoort
Source: CCCR's i4 ejournal
Publication Date: 2009Tags
The Canadian Social Enterprise Guide - 2nd Edition
The Canadian Social Enterprise Guide was originally published in 2006 and was the first extensive and comprehensive published resource, tool kit, and collection of social enterprise stories in Canada.
The revised 2nd Edition of the Guide reflects the learning of Enterprising Non-Profits program and its 10 years of supporting the development and success of social enterprise through technical assistance and resource development. The Guide includes chapters written by enp staff, social enterprise practitioners, professional trainers, funders and organizational development professionals.Tags
Success Without Succession
Inner City Development Inc. was established in the summer of 2002 to provide good jobs to people in Winnipeg’s inner city who live in poverty and who are marginalized by systemic discrimination. For more than four years, they have survived in the construction market, creating full-time jobs with average or better sector wages, benefits, education and training, career laddering and a supportive work environment.
The enterprise has annual revenues of $2 million and has reached financial break-even and is now expanding into other sectors. The question is, can this, can this enterprise be sustained? Will it grow and expand? Could it be replicated elsewhere? If not, can it be considered successful and what are the implications for social enterprise as a strategy for empowerment on a broader scale.
Author: Marty Donkervoort
Source: Making Waves Magazine
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