Global Social Venture Competition

How to Build a Business Plan

By Cynthia W. Massarsky

A Brief Tutorial on Business Planning for Nonprofit Enterprise

By Cynthia W. Massarsky

Social Enterprise in the United States: Alternate Identities and Forms

By Dennis Young, Paper prepared for The EMES Conference, December 2001; originally appeared on NCNE’s website: www.nationalcne.org

A number of key players help inform the practice of nonprofit enterprise. They include academics, independent consultants and consulting firms, management assistance centers, foundations, venture philanthropists, workshop and seminar leaders, and, of course, nonprofit organizations themselves.

Academics and university faculty instruct future nonprofit leaders and practitioners, research and write about the field of nonprofit enterprise and business ventures, and generally advance the field. Students attending schools with social entrepreneurship programs also provide research and consulting services to nonprofit organizations.

Independent consultants and consulting firms provide business development activities including strategic and business planning, concept development, market research and competitive analysis, feasibility studies, marketing strategies, business plans, financial analysis, capitalization strategies, partnership development, and management support during implementation.

Management assistance centers offer technical assistance and other educational services similar to those provided by independent consultants and consulting firms.

Foundations support nonprofit organizations and their business ventures through grants (including recoverable grants) and, in some cases, program related investments (PRIs). Typical areas of support include grants for business planning, research, feasibility studies, and start-up operations. On occasion, foundations also sponsor workshops and seminars on nonprofit enterprise for their grantees.

Venture philanthropists apply the social venture capitalist model to support nonprofit enterprise. Venture philanthropists and social venture capitalists/lenders emphasize financial investments, long-term relationships, hands-on management assistance, networking in similar issue areas to share knowledge and practice, risk management and accountability performance measures, and exit strategies.

Workshop and seminar leaders provide relatively short-term training for nonprofits interested and/or involved in business ventures.

Nonprofit organizations are among the most important players in the field, primarily because they are the target audience – the ones who are practicing nonprofit enterprise. Through their efforts, other nonprofit organizations, as well as the sector at-large, are able to learn from their experience and focused expertise.

House Small Business Committee Testimony
By Bill Shore, Community Wealth Ventures

A Report from the Good Ship SROI
By Cynthia Gair, The Roberts Enterprise Development Fund, www.redf.org

Venture Development Overview

Excerpt from “Venture Forth! The Essential Guide to Starting a Moneymaking Business in Your Nonprofit Organization.” By Rolfe Larson.

This material is used by permission of the Amherst H. Wilder Foundation, Saint Paul, MN. Copyright 2002. On the web at www.wilder.org/pubs.

Nonprofit Ventures: The good ones are profitable
(Sharon Oster, Yale School of Management)

Pricing in Nonprofit Ventures

By Sharon Oster, Yale School of Management

Developing Viable Earned Income Strategies

Excerpt from: “Strategic Tools for Social Entrepreneurs: Enhancing the Performance of Your Enterprising Nonprofit.” By Dees, Gregory J., Peter Economy, and Jed Emerson. This material is used by permission of John Wiley & Sons, Inc. New York, NY – Copyright 2002.