Lessons Learned LEP week 6: Brand and Breathe

1. Christian N. /TomásV. P. / Madalena C. / George F. S. /
Elise B.
LESSONS LEARNED
WEEK 6

2. WHAT DIDWE DO DURING HOLIDAYS?
• Students’ survey
• Talking to potential partners
• Interviews with SE
• Create a video and A/B Landing pages
• Update our blog
Microsoft
SAP
…

3. RESULTS OFTHE STUDENTS’ SURVEY –
55 RESPONDENTS

4. RESULTS OFTHE STUDENTS’ SURVEY
– 55 RESPONDENTS

5. WHO DIDWETALKWITH…
https://docs.google.com/spreadsheets/d/1YH
h5wMFjXd6AIHVm99O_h9lYIf2aJqUHFT_C6x
Y_ftw/edit?usp=sharing

6. WHAT DIDTHEY SAY?
Social enterprises
will appreciate and
maybe require a
long-term follow-up
OUR CSR
Strategy is
focused solely on
Entrepreneurship
& Education
initiatives
Including Skilled
Professionals to
volunteer as pro bono
consultants on the
platform will help
improve credibility &
Quality Assurance

7. WHAT DIDTHEY SAY?
CRITITAL SUCCESS
FACTORS: recruiting
and retaining
volunteers.You have
to manage their
profiles and
expectations
For SE: Instead of
asking “would you
pay for our service”,
ask which problems
do they have and
for which
solutions would
they pay
You need mentors
to provide more
valuable services. If
they are professors,
do not associate
B&B with only one
college.

8. WHAT DIDTHEY SAY?
Critical Success Factors:
- Set clear deadlines for
projects
- Screen young
professionals
- Assure quality of the
work
- Implement a system of
evaluation and create a
contest
“Great
Idea!”
Importance of
obtaining a 1st
pool of
volunteers and
give them
responsibility
(and "pressure")
for the work
done

9. WHAT DIDTHEY SAY?
Mentors
will give us
credibility
“There is
clearly a
needfor
your
platform in
the market”
“You should definitely
charge something”
- Commitment of SE
- Reduce service
solicitations for those
who are really
interested
- Gives value to your
work
- Financial
sustainability
We have to
define clearly
what services
do we offer

10. WHAT DO SOCIAL ENTERPRISES
STRUGGLEWITH?
FUNDING
Qualified
HR
Management
activities
Legal
status
Mission
Drift
Measure
Social
Impact
Lack of capacity
to follow
communication
plans!!!

11. VALUE CURVE
comparison with competitor

12. REVISION OF BUSINESS MODEL (2.0)

13. REVISION OF ELEVATOR PITCH

14. LANDING PAGES

15. 1

16. 2

17. LANDING PAGES: STATISTICS
Visits and Conversions

18. HARVARD CASE: Human Resource Management in the Nonprofit
Sector: Purpose and Passion Cary L. Cooper and Ronald J. Burke (eds) (Edward Elgar Publishing Ltd)
“… Throughout the world, nonprofit organizations are considered
more trustworthy by the general public, carrying great brand trust and
potentially greater brand equity.”
Five main differences between international nonprofits and their for-profit counterparts:
Brand management is neglected because marketing itself is seen as a
limited range of activities, mainly concerned with fundraising.
The role of the brand for nonprofits is critical in every aspect of it
operations, from funding, to recruiting employees and volunteers,
establishing partnerships, and delivering its products and services.
Different HR
&Org cult
Collaborative
approach
Decentralized
structures
Complexity of
customers
&stakeholders
Role of Mission

19. HARVARD CASE (2): Human Resource Management in the Nonprofit
Sector: Purpose and Passion Cary L. Cooper and Ronald J. Burke (eds) (Edward Elgar Publishing Ltd)
Internal branding is so or more relevant than external:
• Communicating the brand effectively to employees;
• Convincing them of its importance;
• Successfully linking every job in the organization to the delivery of the brand essence
Nonprofit Brand IDEA
Integrity: from the mission to the organizational structure
Democracy: everyone can be a brand ambassador
Ethics: core values and organizational culture
Affinity: prioritize collective interests

20. B&BVideo
https://www.youtube.com/watch?v=VrpM5gN7p-c

21. Christian N. /TomásV. P. / Madalena C. / George F. S. /
Elise B.
THANK YOU FOR
LISTENING