Being THE Advisor for your clients - don't just sit behind the desk and do the work; be out there and be the person your clients go to whenever they have an issue.
Copywriting workshop designed for the Writer's League of Texas. Includes an introduction to copywriting (writing for business), who's hiring, professional qualities, and the most profitable writing projects.
A sample lecture from "Law Firm Research" course at Georgetown Law. This lecture covers strategies for identifying and researching niche legal issues and marketing your expertise to potential new clients.
Being THE Advisor for your clients - don't just sit behind the desk and do the work; be out there and be the person your clients go to whenever they have an issue.
Copywriting workshop designed for the Writer's League of Texas. Includes an introduction to copywriting (writing for business), who's hiring, professional qualities, and the most profitable writing projects.
A sample lecture from "Law Firm Research" course at Georgetown Law. This lecture covers strategies for identifying and researching niche legal issues and marketing your expertise to potential new clients.
PR for Startups - N RAVI SHANKAR - Aim High Consulting - 5th july 2014 Kesava Reddy
Having made the bold move of launching a start-up business, it is likely that you are faced with the challenge of spreading the word about your products or services to potential customers. Most start-ups look enviously at the big brands, wishing they could emulate their marketing activities. Of course, they are never able to do so due to an acute lack of funds to invest in marketing, especially in the early stages.
The goal of media relations is to get positive coverage in the mass media without paying for it directly as by advertising. Media relations involves working with media for the purpose of informing your potential customers about how your offering will benefit them, and doing so in a credible positive and consistent manner. Typically, this means coordinating directly with the people who influence, generate and distribute news and features in the mass media.
One of the most cost-effective ways to build buzz around your start-up is to get it covered by the media, either local or national. But how does one go about doing that on a shoe-string budget?
Why do we start startups? A good question for the inaugural class of the NYC Media Lab. Covering Motivation, Lean, Business Model Canvas, the Rich/King Dilemma, and Scale Outcomes
My Money Story Series: Credit Karma Talks Finances, Credit, and DebtKabbage
Visit our SlideShare to learn from our partner, Credit Karma, why you should check and build your credit report, best practices for establishing financial health, and how to recover from debt.
Law firms can grow in a variety of methods. Law firms can increase caseloads, employees, or efficiency. The best strategies encompass all three. Join this online seminar and learn how to increase growth in all of these specific areas.
This webinar covers:
- Best practices for marketing a law firm to a tailored audience
- Strategies for adding employees on a per-needed basis
- Solutions and tools that increase law firm efficiency & productivity
NCET Tech Bite | Melissa Marsh, Prepare for GrowthDave Archer
Melissa Marsh, founder/owner of HRinDemand share tips on "Three Ways to Refresh Your Employment Strategy for 2016!" Get ready to build a strong and resilient employment strategy with a renewed focus on:
- Creative recruiting
- Preparing and planning for increased pay rates and perks
- Developing your current workforce - "Love the Ones You're With"
Preparing as Entrepreneur and for Entrepreneurship. What does it take to prepare before starting a Business. This presentation can be a preparation starter kit for people looking to start their own venture.
PR for Startups - N RAVI SHANKAR - Aim High Consulting - 5th july 2014 Kesava Reddy
Having made the bold move of launching a start-up business, it is likely that you are faced with the challenge of spreading the word about your products or services to potential customers. Most start-ups look enviously at the big brands, wishing they could emulate their marketing activities. Of course, they are never able to do so due to an acute lack of funds to invest in marketing, especially in the early stages.
The goal of media relations is to get positive coverage in the mass media without paying for it directly as by advertising. Media relations involves working with media for the purpose of informing your potential customers about how your offering will benefit them, and doing so in a credible positive and consistent manner. Typically, this means coordinating directly with the people who influence, generate and distribute news and features in the mass media.
One of the most cost-effective ways to build buzz around your start-up is to get it covered by the media, either local or national. But how does one go about doing that on a shoe-string budget?
Why do we start startups? A good question for the inaugural class of the NYC Media Lab. Covering Motivation, Lean, Business Model Canvas, the Rich/King Dilemma, and Scale Outcomes
My Money Story Series: Credit Karma Talks Finances, Credit, and DebtKabbage
Visit our SlideShare to learn from our partner, Credit Karma, why you should check and build your credit report, best practices for establishing financial health, and how to recover from debt.
Law firms can grow in a variety of methods. Law firms can increase caseloads, employees, or efficiency. The best strategies encompass all three. Join this online seminar and learn how to increase growth in all of these specific areas.
This webinar covers:
- Best practices for marketing a law firm to a tailored audience
- Strategies for adding employees on a per-needed basis
- Solutions and tools that increase law firm efficiency & productivity
NCET Tech Bite | Melissa Marsh, Prepare for GrowthDave Archer
Melissa Marsh, founder/owner of HRinDemand share tips on "Three Ways to Refresh Your Employment Strategy for 2016!" Get ready to build a strong and resilient employment strategy with a renewed focus on:
- Creative recruiting
- Preparing and planning for increased pay rates and perks
- Developing your current workforce - "Love the Ones You're With"
Preparing as Entrepreneur and for Entrepreneurship. What does it take to prepare before starting a Business. This presentation can be a preparation starter kit for people looking to start their own venture.
Nhrd Article Organisation Structures In Dynamic TimesKrish Shankar
An article on the challenges most companies face as they look to have the right organisation in dynamic times. written for NHRD Annual journal April 2012
Are you feeling overwhelmed with the number of grant proposals that you are writing or the hours that you are logging planning yet another special event? Have you ever wondered about a better way? Non-profits outside the US have relied on “social enterprise” or earned income for years. In fact, very little of their funding comes from grants, special events, or traditional philanthropy.
The concept of earning your own income provides non-profits with three advantages – a solid strategic business plan for operations, a sustainable source of revenue, and unrestricted funds. This presentation covers the basics of social enterprise.
Leveraging The Internet To Achieve Business ObDrew Diskin
The current economic conditions and changing health care marketplace require hospitals and health systems to think differently about their Web presence... Here\'s some ways of looking at solving the bigger problems.
Strategic Alliances for Non-Profits outlines key success factors when proposing a joint relationship with a Donor-Sponsor-Corporate Social Responsibility Partner. It identifies both the work it takes from the Outbound and Inbound side.
Thank you Geraldine Gatehouse for working with me on this great presentation
This presentation is an overview to help people turn a business idea into a real business. It walks you through the questions you need to ask yourself if you're ready for entrepreneurship, if your business idea is a feasible one, what you need to do to market and brand it, and the sales effort you need to make it successful. The full Webinar series is an 8 week intensive workshop that dives into each area in depth so that the individual is ready to launch their business at the end of the workshop.
Entrepreneurship for people with disabilities - Entrepreneurship: A Flexible ...Karel Van Isacker
Entrepreneurship for people with disabilities - Entrepreneurship: A Flexible Route to Economic Independence for People with Disabilities
Presented in Cartagena, Colombia on 27 August 2018
A quick makeover of my wife's PowerPoint presentation. I tried explaining the 6x6x6x6 rule for text but she cannot relate to that. Shows how a good template and simple pictures can transform a text heavy presentation.
So you want to start a social enterprise?Pilotlight
As the funding climate for charities becomes increasingly challenging, many are seeing social enterprise as a way of diversifying their income streams to create a sustainable business model. However, with failure rates for new businesses in the private sector running at nearly 50% in the first five years, how can charities give their ideas the best chance of converting to ventures that deliver?
At Pilotlight we bring teams of business leaders, our Pilotlighters, together with charities and social businesses to give them the strategic support they need to become more efficient, effective and sustainable. We asked some of our Pilotlighters who have built their own businesses, to share the questions that they think every organisation should ask before starting a social enterprise. They’ve also provided the answers that we hope will help you think through and start to plan your new venture.
Q1: Why set up a new business?
Q2: Who are our customers and what are they looking for?
Q3: What do we want the business to look and feel like in a few years time?
Q4: Will we have the cash available to fund what we need, when we need it?
Q5: What might go wrong and how could we respond?
Q6: Do we have the capability to deliver the social enterprise effectively?
Q7: How do we build the right team to plan and launch it?
Q8: How will we build customer awareness and demand for our offering?
Q9: How do we make sure that our current employees and volunteers don't see the social enterprise as a threat to what they do or what the charity does?
Q10: How do we know if we’re making progress?
Q11: We have never attempted anything quite on this scale, how do we set ourselves up for success?
Q12: What kind of partnerships will help us succeed?
Other things to consider
Business Start Up Toolbox with Kristen BuzzairdPeopleFund
Session provides an overview of the essential resources, tools and solutions that every Business Start Up needs to know about. I will cover resources, tools and solutions related to the following areas: *Business Planning *Time Management *Financial, including securing capital,capital resources/options, financial planning and management *Marketing Strategy and Planning *Networking *Human Resource *Legal and how to avoid the top 10 mistakes when starting a business.
Starting a business...a guide on what to consider, brand identity, financing, culture, marketing, plus more. Includes interactive tools for you and your team.
How To Get Corporate Sponsorship For AnythingChinedum Azuh
Getting Corporate Sponsors for Your Idea, Book, Business or Event!
Have You Thought About Sponsorship For Your Business, Event, Book, Show, Speaking or Charity?
The bank declined your loan application. Mom, Dad, and friends don't have money to spare. So how can you fund your business's growth, book publication, idea, or live event? The answer is ‘corporate sponsorship’.
Corporate sponsorship can provide a vital source of funding. To secure sponsorship you need to understand what sponsors are looking for and offer benefits and value that meet their needs.
This presentation is an answer to your prayer.
Similar to Earned Income, Social Enterprise and Fee for Service (20)
There are a LOT of definitions, and people have even written 20 pages articles on this. Here is the definition that is used by the Social Enterprise Alliance, a membership organization of individuals and groups involved in social enterprise. So you can see that this is a pretty broad definition and not really helpful. But here are some examples that might help you think about it. If you are the Visiting Nurse Association and you charge fee for service, you could be considered a social enterprise--any nonprofit organization that charges fee for services or has another earned income strategy could be considered a social enterprise. You might ask for people to throw out some examples. Give the example of AETH--selling books about theology both advances their mission (of training Hispanic theologians) while also raising money for the organization.
Let’s talk about two more terms: Earned Income and Fee for Service. Read through-- Then, a lot of the money we receive in nonprofit organizations is contributed income--contributed by individuals, foundations, companies--
So how do you get started? The most important is to determine ORGANIZATIONALLY what your goals are in pursuing an earned income strategy. Goals are the most important—if you don’t know why you are considering a business venture, it will be impossible for you to conduct a business planning process and come up with a plan to meet your goals If your organization has not done a strategic plan, you should do this first…so that you understand how the business venture fits in overall with where you want to go Some common goals are: Read and explain each Advance mission--maybe you want to employ older adults in your community, so it’s important to create a social enterprise that is focused on jobs-- If you have recently lost funding and that is your motivation for thinking about it, your goal might be to diversity revenue, or simply raise cash --revenue only Sometimes having a social enterprise raises your visibility in the community or among your constituents-- Probably the next two are NOT good reasons to start--we don’t think it’s ever a good idea to do something just because someone else thinks it’s a good idea--but we also know that donors and funders applaud when organizations try to diversify their income Sometimes--it may be that you have a really, really good idea and just want to make it happen But being clear about your goals is essential. If you want to employ people, you might use a different earned income strategy than if you simply wanted to increase revenue with minimal expense and effort. To simply increase revenue, you might rent out your parking lot or increase your fees--but if you want to employ people, you might create a related business. STATE--it can also be a combination of each THINK THROUGH FOR A MOMENT-=WHAT ARE YOUR GOALS? WRITE THEM DOWN ON A SHEET OF PAPER If you’re not sure, think of who else in your organization you would have to talk to It’s really important to get consensus on this--you are going to have a really different result if your goal is primarily to advance your mission than if your goal is to simply produce revenue
Here are things that nonprofits sometimes worry about--sometimes people on their boards have asked them to consider all of this UBI--unrelated business income What kind of organizational structure?--the reality is that you can start a business within a nonprofit When your earned income venture starts making lots of money, you can worry about all of this--starting out, there is only one thing you need to worry about
Characteristics of nonprofits that have successful social enterprises. 1. Dedicated leadership The board, the executive director and other management must agree that operating a social enterprise would be beneficial to the organization. In addition, there needs to be a ringleader/champion responsible for the coordination, support and expertise in the social enterprise. This person should possess both the skills necessary to run an enterprise and the passion to carry the idea through to reality. 2. Matched mission Not only will mission match enhance community, constituents and staff support, it will ensure the organization continues to operate according to the needs of the community. If the enterprise is not directly related to the organization’s mission, then the organization may be subject to an unrelated business tax. 3. Culture of innovation The organization as a whole must be willing to try new things and think outside of the box. A positive attitude toward potentially useful ideas is extremely beneficial. 5. Quick decision-making skills Just like any other business operation, time is money. The organization should be organized to allow quick and precise decision-making for the social enterprise. 6. Low overhead cost Profit in a social enterprise does not come immediately. Most organizations report a need for subsidies in the first year. Thus, having a low overhead cost helps improve the social enterprises sustainability and impact on the organization’s budget. 7. Ability to adapt to change Creating a social enterprise will not only bring internal changes to an organization, it will also cause a need for the organization to continuously change with the outside market. Learning how to manage organizational change is a key to longevity, not only within the organization but also for the social enterprise. 8. Active business plan Having a plan/road map to follow is essential to the success of an enterprise. Studies have shown that organizations without a business plan are more likely to fail within the first year than those with a business plan (SBA). Business plans assist in identifying possible risks and hidden costs the enterprise may face. 4. Customers Market demand (customers) is a major determinant to the success of any enterprise. If the product or service created is not meeting a need, the enterprise will not be financially profitable. The product or service must have a unique quality that separates itself from competitors. Sometimes we do things because we think it’s a good idea--a successful earned income strategy needs to focus on the customers. Sources: 1. Community Wealth Ventures, Inc. (July 2003). Powering Social Change, Lessons on Community Wealth generation for Nonprofit Sustainability. Retrieved 2. Beinhacker , S. L., & Massarsky, C. W. (2002). Nonprofit Enterprise: Right for You? The Nonprofit Quarterly 3. Social enterprise alliance. Quick poll results and 4. Gees, G., Emerson, J., & Economy, P. (2001). Enterprising nonprofits: A toolkit for social entrepreneurs
After this webinar, We will be sending you a “risk assessment” audit to take with a team from your organization to help you determine your readiness for starting a social enterprise. But even if you aren’t ready, you can start looking around your organization to determine what earned income possibilites exist that don’t require a lot of additional effort… We’re going to talk through next how you can look around your organization and see what might be available to you to generate additional income.
Take a few minutes to think about your RiskAssessor results and the list of characteristics of successful social enterprises. Show the grid handout. Ask people to write these in their grid. Let them know there is an extra copy of this in the back of their packet, so please do write on this one! We believe there are 3 elements to an opportunity. 1) Your strengths & resources 2) conditions in the market--an unmet need 3) your ability to craft a solution to that need that builds on your resources, has potential customers, and advances your mission Take a moment now, pull out the yellow sheets of paper, and write down your mission on one of them
Social Enterprise Resources Anything a nonprofit possesses, including people, objects or intangible skills, that supports its social venture’s success.
Give an example of each Human capital = キ Volunteers キ Board, staff キ Champion キ Membership キ Alumni キ Available time Technology--computers, some software that you’ve developed that works for your organization that might help organizations with similar issues, a database Money--do you have some unrestricted cash available to invest Facilities--do you use your facilities 24-7? Can you share? Lease out? What about your parking lot? One nonprofit that we know of in a low-income community allowed people over the weekend to sell their cars and other property out of their parking lot? Could people in your community use your facility in some way? Products or service you currently offer--often the easiest way to generate earned income is to: charge, or charge more for something you are already offering; to think of new markets for something you are already offering (e.g, you are offering adult recreational programs that are grant-funded or government funded--who else might be interested who could directly pay?) What other tangible resources do you have? Make a list.
Think through your reputation and brand--if you are known for something, would someone pay to be affiliated with it. Similarly, you have probably developed relationships and community connections--can those be leveraged in some way? What about that data in your database? We know you probably won’t “sell” your client list, but are their people who would ilke to get in front of your clients? Offers that you could send to your clients An often overlooked resource is the knowledge within your organization--=what do you know? Who else might be interested in this? After this webinar, we will be sending you an inventory sheet--get a group of people with you to walk around your facility--bring it to a staff meeting and do a group brainstorming on what are the kinds of things that you can do?
In addition to looking at what you already have, it’s important to look at in the community. Do you have a waiting list? What have people asked you for that you don’t currently provide? Ask people at the front desk, in the field and out in the community to tell you what they are hearing? Very often, the best earned income ideas come from things that people have already told you that they wanted but that you didn’t have funding to provide--listen carefully.
Ask people to take a moment to do this…then…transition to next slide
Sometimes market research doesn’t have to be complicated--stop and do the “grandmother” test This is the SEEDCO example--a large foundation funded social enterprise that didn’t work because no one ever asked the potential consumer. Their idea was that employers would welcome a day care service for sick children, allowing employees to come to work instead of missing work when their children were sick. Their market research --with employers--confirmed their idea. Employers liked it and were even willing to pay for it. The problem was--the solution involved low-income workers taking their sick children by bus to a network of home-based day care providers…. If anyone on this webinar is a mom or dad, would you ever do that? Would anyone?
Since you are here to learn about how to generate some earned income and probably quickly, we aren’t going to talk about a comprehensive business planning process that will take months and tens of thousands of dollars to complete. (although if you want to launch a social enterprise, we absolutely recommend business planning) BUT - we also don’t recommend rolling the dice on a new idea. So, what’s a good compromise? A feasibility scan.
Talk about some simple ways to find out what people think
Read through--all of these will give you ideas of what others have done with similar ideas--call them and get a sense of how mthey are doing The wonderful thing about people engaged in social enterprise is that they usually love sharing information
For example, let’s say you identified that you had a specific type of knowledge. Maybe people call your organization frequently for information on a particular topic. Next time you get one of those calls, you pause, take a breath and say: Yes, we’d be happy for you to visit our program. I’d love to show you around. Our fee for that is $500. It’s a great way to test whether people will purchase or not Talk through the rest.
Walk through your office with a clean pad of paper. Walk in the front door. Write down what you see. Who is sitting there? What are they doing? Where are they sitting? What spaces do you have? What resouces are there? Don’t think about whether something is a good idea or a bad one, just write it all down.