Workshop given at the Willamette Valley Development Officers Annual Conference May 17, 2012.
Helping nonprofits to think strategically using a venture philanthropy mindset
The implications of Kraft-Cadbury takeover: Cultural ChangeAlex Osborne
The document discusses the implications of Kraft's acquisition of Cadbury on organizational culture. It finds that while Kraft aimed to strengthen its brand and control through the takeover, Cadbury's culture emphasizing friendship and community faces risks of damage from Kraft's more performance-driven culture. Successfully implementing change will require strong leadership, communication, and a strategy respecting Cadbury staff to mitigate risks like lower morale, trust issues and weakened brand loyalty.
- The document provides a sample report on business strategy for Primark, a UK fashion retailer. It covers various topics related to strategic planning and analysis for Primark.
- The report includes a strategic planning process outline, analysis of Primark using SWOT and PESTEL frameworks, discussion of growth strategies like BCG matrix, and stakeholder analysis using MENDELOW matrix.
- Key points covered are the strategic planning steps of mission/objectives, environmental scanning, strategy formulation, implementation and evaluation. SWOT analysis identifies Primark's strengths in affordable fashion and weaknesses in working conditions. PESTEL examines factors like politics, economics and technology that impact Primark.
Want to know more about microfinance? Learn about the resources that help host and sponsor clubs establish and manage microfinance projects within their local or global communities, including the Microfinance Guide Book developed by the Rotarian Action Group for Microfinance and Community Development (RAGM). Our experts are here to answer your questions and provide support.
The document provides a strategic analysis of the joint venture between Tata Global Beverages and Starbucks Coffee Company to operate Starbucks cafes in India under the name "Starbucks Coffee - A Tata Alliance." It outlines their strategic intent to replicate Starbucks' success in the US and China by targeting India's growing coffee cafe culture and younger demographic. It also analyzes the companies' missions and strengths, performs environmental scans using PESTEL and Porter's Five Forces frameworks, examines the coffee retail market and key competitors in India, and discusses the strategic fit and objectives of the alliance.
Innovative IEC and BCC techniques in sanitation_Leaf Society_2014India Water Portal
Leaf Society in Namakkal works in the area of water and sanitation by promoting extensive behaviour change communication strategies particularly among women and children.
Pfizer strategy for internationalizationAamir chouhan
This document provides an overview of Pfizer, a global pharmaceutical company. It discusses Pfizer's vision, mission, strategic moves, organizational structure, and key financial metrics. Pfizer discovers, develops, and markets prescription medicines for humans and animals. It has grown through acquisitions and partnerships, and restructured in 2014 to focus on innovative pharmaceuticals, vaccines, and consumer healthcare. Pfizer faces challenges from patent expirations and increasing costs of drug development.
The document provides information on various forms of cross-national cooperation and economic agreements between countries, including:
1) Bilateral, regional, and global integration agreements that give preference to member countries.
2) International organizations like the WTO and regional groups in Europe (EU, EFTA), Asia (ASEAN, APEC, SAARC, GCC), and Africa (SADC, COMESA) that aim to reduce trade barriers and foster economic cooperation.
3) Examples of regional economic communities like the EU that have advanced from free trade areas to customs unions and common markets with coordinated economic and political policies.
The implications of Kraft-Cadbury takeover: Cultural ChangeAlex Osborne
The document discusses the implications of Kraft's acquisition of Cadbury on organizational culture. It finds that while Kraft aimed to strengthen its brand and control through the takeover, Cadbury's culture emphasizing friendship and community faces risks of damage from Kraft's more performance-driven culture. Successfully implementing change will require strong leadership, communication, and a strategy respecting Cadbury staff to mitigate risks like lower morale, trust issues and weakened brand loyalty.
- The document provides a sample report on business strategy for Primark, a UK fashion retailer. It covers various topics related to strategic planning and analysis for Primark.
- The report includes a strategic planning process outline, analysis of Primark using SWOT and PESTEL frameworks, discussion of growth strategies like BCG matrix, and stakeholder analysis using MENDELOW matrix.
- Key points covered are the strategic planning steps of mission/objectives, environmental scanning, strategy formulation, implementation and evaluation. SWOT analysis identifies Primark's strengths in affordable fashion and weaknesses in working conditions. PESTEL examines factors like politics, economics and technology that impact Primark.
Want to know more about microfinance? Learn about the resources that help host and sponsor clubs establish and manage microfinance projects within their local or global communities, including the Microfinance Guide Book developed by the Rotarian Action Group for Microfinance and Community Development (RAGM). Our experts are here to answer your questions and provide support.
The document provides a strategic analysis of the joint venture between Tata Global Beverages and Starbucks Coffee Company to operate Starbucks cafes in India under the name "Starbucks Coffee - A Tata Alliance." It outlines their strategic intent to replicate Starbucks' success in the US and China by targeting India's growing coffee cafe culture and younger demographic. It also analyzes the companies' missions and strengths, performs environmental scans using PESTEL and Porter's Five Forces frameworks, examines the coffee retail market and key competitors in India, and discusses the strategic fit and objectives of the alliance.
Innovative IEC and BCC techniques in sanitation_Leaf Society_2014India Water Portal
Leaf Society in Namakkal works in the area of water and sanitation by promoting extensive behaviour change communication strategies particularly among women and children.
Pfizer strategy for internationalizationAamir chouhan
This document provides an overview of Pfizer, a global pharmaceutical company. It discusses Pfizer's vision, mission, strategic moves, organizational structure, and key financial metrics. Pfizer discovers, develops, and markets prescription medicines for humans and animals. It has grown through acquisitions and partnerships, and restructured in 2014 to focus on innovative pharmaceuticals, vaccines, and consumer healthcare. Pfizer faces challenges from patent expirations and increasing costs of drug development.
The document provides information on various forms of cross-national cooperation and economic agreements between countries, including:
1) Bilateral, regional, and global integration agreements that give preference to member countries.
2) International organizations like the WTO and regional groups in Europe (EU, EFTA), Asia (ASEAN, APEC, SAARC, GCC), and Africa (SADC, COMESA) that aim to reduce trade barriers and foster economic cooperation.
3) Examples of regional economic communities like the EU that have advanced from free trade areas to customs unions and common markets with coordinated economic and political policies.
A free trade area is a group of countries that abolish trade barriers and impose low tariffs between themselves but can individually impose external tariffs on non-member countries. Key characteristics include abolishing restrictions on trade between members, uniform commercial policies for non-members, and free movement of capital and labor. While free trade areas increase market size and efficiency, they can also result in trade diversion where members trade more with each other instead of non-member countries from which goods may be imported more cheaply.
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
The document discusses consumer buyer behavior and marketing concepts. It outlines four main goals: 1) Learn the consumer market and model of buyer behavior, 2) Know the four factors influencing buyer behavior, 3) Understand types of buying decisions and stages in the buying process, and 4) Comprehend the adoption and diffusion process for new products. It provides details on stimulus-response models, characteristics affecting consumer behavior like culture, groups, and psychological factors. It also examines the different stages in the buyer decision process and classifications of adopter categories for new products.
The document discusses business models and strategies for companies operating in the internet economy. It provides examples of how major internet companies like eBay, Google, Facebook, and Apple generate revenue. The key ways discussed are advertising, subscriptions, transaction fees, and selling virtual goods/premium content/data. For example, eBay earns money from fees on transactions conducted through its marketplace, and Google earns most of its revenue from advertising on its sites and networks.
Social Analysis and Action is an approach designed to catalyze reflection and exploration to facilitate individual and community actions that support more equitable gender and social norms. It is a facilitated process where individuals and communities explore and challenge social norms and practices that shape their lives and health. The goal is to catalyze community-led change processes where individuals act together to create more equitable social norms and build support for change. The approach involves critical reflection and dialogue, envisioning alternatives to harmful norms, and community action for health and rights. Key elements include transforming staff capacity, conducting gender and situational analyses, using discussion guides, and ongoing monitoring and evaluation to document processes and assess changes in norms, attitudes and behaviors over time.
7 steps to NGO/Charity/Non-profit Sustainability and Growthleverage-george
This document outlines 7 steps for NGO sustainability, including developing a strategy, building an engaged community, using social media effectively, running fundraising campaigns, integrating online and offline promotion, creating a social enterprise, and developing partnerships. It emphasizes the importance of strategy before implementation. The author offers additional resources like an action plan workbook and seminar to help organizations implement the 7 steps to sustainability through community engagement, social media usage, fundraising, and creating revenue streams.
There are three main types of strategic alliances: 1) Joint ventures which form a new company owned jointly by the partner companies; 2) Equity strategic alliances where one company purchases a share of another company; and 3) Non-equity alliances which allow companies to share resources without creating a new entity or sharing equity. Strategic alliances allow partners to combine expertise and resources to introduce new solutions, expand into new markets, and transform their businesses in a changing environment. However, the objectives and long-term partnership fit must be considered carefully when selecting alliance partners.
This document discusses cultural environments and their impact on international business operations. It covers several learning objectives:
1. Understanding methods for learning about cultural environments, including cultural literacy and ethnocentricity.
2. Analyzing the major causes of cultural difference and change, such as cultural diffusion and how cultures form or are imposed on others.
3. Discussing behavioral factors like social stratification systems, work motivation differences, and relationship preference variations between high/low power distance and individualist/collectivist cultures.
The document provides examples and definitions for many cultural concepts and frameworks for analyzing differences between nations and regions.
The document discusses the differences between advocacy and lobbying. It provides examples of activities that would be considered advocacy, such as training teachers or mobilizing groups, versus those that are lobbying, such as making presentations to cabinet to request resources. The document also discusses Pacific-style lobbying, noting that it is important to target influential individuals, use local language and culture, and leverage social and family connections. A variety of advocacy tools are listed, including different types of mobilization, media engagement, litigation, research, and networking strategies.
Hisham El Sherbini LC Individual Assignment v2.0 (For Pub)Hisham El Sherbini
This document summarizes an individual assignment for a leadership and change course regarding the Scottish Fire and Rescue Service (SFRS). It discusses the merger of Scotland's eight fire services into a single organization, the challenges of this large change, and an analysis of the SFRS's organizational structure, governance, leadership approach, and current organizational energy levels during the change process. It also outlines how the author would approach leading the change as the Chief Officer, drawing on frameworks like Kotter's 8 steps for transforming organizations.
This presentation on the role of state-owned enterprises in economic development in China by Zhengjun ZHANG was made at the OECD Workshop on SOEs in the Development Process held at the OECD Conference Centre in Paris, France, on 4 April 2014.
Find out more at http://www.oecd.org/daf/ca/2014-workshop-soe-development-process.htm
egional economic integration
,
levels of economic integration
,
free trade area b) customs union c) common marke
,
the political case for regional integration
,
the economic case for regional integration
,
mercosur
,
regional economic integration in europe
,
evolution of the european union
,
impediments to integration
,
the case against regional integration
,
the andean community
,
classroom performance system
,
the north american free trade agreement
,
asia-pacific economic cooperation
,
regional economic integration elsewhere
,
regional trade blocs in africa
,
political structure of the european union
,
enlargement of the european union
,
the single european act
,
the establishment of the euro
,
central american common market and caricom
Starbucks International Marketing StrategyShahzad Khan
Starbucks is the largest coffeehouse company in the world with over 16,000 stores globally. It offers coffee, tea and other beverages as well as snacks. Starbucks ensures growth does not dilute its culture through six guiding principles and emphasizes providing a great work environment. It has been successful in expanding internationally by adapting to local tastes and cultures in countries like Japan, China, and France.
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
The document discusses strategy in international business. It covers topics like the role of strategy, industry structure and the five forces model, value creation through cost leadership and differentiation, global integration versus local responsiveness pressures, and the integration-responsiveness grid for measuring these pressures. The value chain and how it is configured and coordinated in response to changes is also examined. Different types of strategies are outlined, and future visions for strategies with concepts like metanational and cybercorp companies.
1. Globalization and International BusinessBhatt83
This document provides an overview of key concepts related to international business and globalization. It discusses what globalization and international business are, including the different formats that international business can take. It also outlines several key drivers of globalization, including technological, political, market, cost, and competitive drivers. Several frameworks for international management orientations are introduced, including the EPRG framework. Common reasons for why companies engage in international business are presented. The document concludes by discussing some of the main differences between international business and domestic business.
This document provides a case study analysis of Robin Hood and his band of outlaws. It includes an executive summary and sections on the introduction, SWOT analysis, market definition/segmentation, external and internal environment analysis, competitive position, strategy definition, recommendations and conclusions. The key recommendations are to change the current strategy by reconsidering human resource management through a new recruitment process and training, and adapting the internal band structure to new challenges. It also recommends helping the barons restore King Richard to power and killing the Sheriff.
Concept note community capacity buildingGharib Hamad
The document discusses strengthening community child protection systems in Zanzibar to address violence against children and gender-based violence. It notes that the Zanzibar Violence against Children Study found high rates of sexual violence against children and low rates of support services utilization. It proposes building the capacity of community structures and the formal child protection system to prevent and respond to abuse cases through activities like training, advocacy, and developing intervention programs. The overall goal is to reduce child abuse in the community by improving protection mechanisms at both the community and government levels.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
A Guide to Venture Philanthropy for Venture Capital & Private Equity Investors Ashley Metz
Through examining case studies of private equity firms from several European countries, this publication explores three possible models of venture philanthropy engagement and provides examples of best practice. The PE industry is increasingly interested in becoming engaged in venture philanthropy activities. This paper identifies a number of motives for PE firms to become involved in venture philanthropy, including the desire to give back to their communities, to help employees develop skills such as judgement, resilience and social competences, and establishing them as a positive social actor.
A free trade area is a group of countries that abolish trade barriers and impose low tariffs between themselves but can individually impose external tariffs on non-member countries. Key characteristics include abolishing restrictions on trade between members, uniform commercial policies for non-members, and free movement of capital and labor. While free trade areas increase market size and efficiency, they can also result in trade diversion where members trade more with each other instead of non-member countries from which goods may be imported more cheaply.
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
The document discusses consumer buyer behavior and marketing concepts. It outlines four main goals: 1) Learn the consumer market and model of buyer behavior, 2) Know the four factors influencing buyer behavior, 3) Understand types of buying decisions and stages in the buying process, and 4) Comprehend the adoption and diffusion process for new products. It provides details on stimulus-response models, characteristics affecting consumer behavior like culture, groups, and psychological factors. It also examines the different stages in the buyer decision process and classifications of adopter categories for new products.
The document discusses business models and strategies for companies operating in the internet economy. It provides examples of how major internet companies like eBay, Google, Facebook, and Apple generate revenue. The key ways discussed are advertising, subscriptions, transaction fees, and selling virtual goods/premium content/data. For example, eBay earns money from fees on transactions conducted through its marketplace, and Google earns most of its revenue from advertising on its sites and networks.
Social Analysis and Action is an approach designed to catalyze reflection and exploration to facilitate individual and community actions that support more equitable gender and social norms. It is a facilitated process where individuals and communities explore and challenge social norms and practices that shape their lives and health. The goal is to catalyze community-led change processes where individuals act together to create more equitable social norms and build support for change. The approach involves critical reflection and dialogue, envisioning alternatives to harmful norms, and community action for health and rights. Key elements include transforming staff capacity, conducting gender and situational analyses, using discussion guides, and ongoing monitoring and evaluation to document processes and assess changes in norms, attitudes and behaviors over time.
7 steps to NGO/Charity/Non-profit Sustainability and Growthleverage-george
This document outlines 7 steps for NGO sustainability, including developing a strategy, building an engaged community, using social media effectively, running fundraising campaigns, integrating online and offline promotion, creating a social enterprise, and developing partnerships. It emphasizes the importance of strategy before implementation. The author offers additional resources like an action plan workbook and seminar to help organizations implement the 7 steps to sustainability through community engagement, social media usage, fundraising, and creating revenue streams.
There are three main types of strategic alliances: 1) Joint ventures which form a new company owned jointly by the partner companies; 2) Equity strategic alliances where one company purchases a share of another company; and 3) Non-equity alliances which allow companies to share resources without creating a new entity or sharing equity. Strategic alliances allow partners to combine expertise and resources to introduce new solutions, expand into new markets, and transform their businesses in a changing environment. However, the objectives and long-term partnership fit must be considered carefully when selecting alliance partners.
This document discusses cultural environments and their impact on international business operations. It covers several learning objectives:
1. Understanding methods for learning about cultural environments, including cultural literacy and ethnocentricity.
2. Analyzing the major causes of cultural difference and change, such as cultural diffusion and how cultures form or are imposed on others.
3. Discussing behavioral factors like social stratification systems, work motivation differences, and relationship preference variations between high/low power distance and individualist/collectivist cultures.
The document provides examples and definitions for many cultural concepts and frameworks for analyzing differences between nations and regions.
The document discusses the differences between advocacy and lobbying. It provides examples of activities that would be considered advocacy, such as training teachers or mobilizing groups, versus those that are lobbying, such as making presentations to cabinet to request resources. The document also discusses Pacific-style lobbying, noting that it is important to target influential individuals, use local language and culture, and leverage social and family connections. A variety of advocacy tools are listed, including different types of mobilization, media engagement, litigation, research, and networking strategies.
Hisham El Sherbini LC Individual Assignment v2.0 (For Pub)Hisham El Sherbini
This document summarizes an individual assignment for a leadership and change course regarding the Scottish Fire and Rescue Service (SFRS). It discusses the merger of Scotland's eight fire services into a single organization, the challenges of this large change, and an analysis of the SFRS's organizational structure, governance, leadership approach, and current organizational energy levels during the change process. It also outlines how the author would approach leading the change as the Chief Officer, drawing on frameworks like Kotter's 8 steps for transforming organizations.
This presentation on the role of state-owned enterprises in economic development in China by Zhengjun ZHANG was made at the OECD Workshop on SOEs in the Development Process held at the OECD Conference Centre in Paris, France, on 4 April 2014.
Find out more at http://www.oecd.org/daf/ca/2014-workshop-soe-development-process.htm
egional economic integration
,
levels of economic integration
,
free trade area b) customs union c) common marke
,
the political case for regional integration
,
the economic case for regional integration
,
mercosur
,
regional economic integration in europe
,
evolution of the european union
,
impediments to integration
,
the case against regional integration
,
the andean community
,
classroom performance system
,
the north american free trade agreement
,
asia-pacific economic cooperation
,
regional economic integration elsewhere
,
regional trade blocs in africa
,
political structure of the european union
,
enlargement of the european union
,
the single european act
,
the establishment of the euro
,
central american common market and caricom
Starbucks International Marketing StrategyShahzad Khan
Starbucks is the largest coffeehouse company in the world with over 16,000 stores globally. It offers coffee, tea and other beverages as well as snacks. Starbucks ensures growth does not dilute its culture through six guiding principles and emphasizes providing a great work environment. It has been successful in expanding internationally by adapting to local tastes and cultures in countries like Japan, China, and France.
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
The document discusses strategy in international business. It covers topics like the role of strategy, industry structure and the five forces model, value creation through cost leadership and differentiation, global integration versus local responsiveness pressures, and the integration-responsiveness grid for measuring these pressures. The value chain and how it is configured and coordinated in response to changes is also examined. Different types of strategies are outlined, and future visions for strategies with concepts like metanational and cybercorp companies.
1. Globalization and International BusinessBhatt83
This document provides an overview of key concepts related to international business and globalization. It discusses what globalization and international business are, including the different formats that international business can take. It also outlines several key drivers of globalization, including technological, political, market, cost, and competitive drivers. Several frameworks for international management orientations are introduced, including the EPRG framework. Common reasons for why companies engage in international business are presented. The document concludes by discussing some of the main differences between international business and domestic business.
This document provides a case study analysis of Robin Hood and his band of outlaws. It includes an executive summary and sections on the introduction, SWOT analysis, market definition/segmentation, external and internal environment analysis, competitive position, strategy definition, recommendations and conclusions. The key recommendations are to change the current strategy by reconsidering human resource management through a new recruitment process and training, and adapting the internal band structure to new challenges. It also recommends helping the barons restore King Richard to power and killing the Sheriff.
Concept note community capacity buildingGharib Hamad
The document discusses strengthening community child protection systems in Zanzibar to address violence against children and gender-based violence. It notes that the Zanzibar Violence against Children Study found high rates of sexual violence against children and low rates of support services utilization. It proposes building the capacity of community structures and the formal child protection system to prevent and respond to abuse cases through activities like training, advocacy, and developing intervention programs. The overall goal is to reduce child abuse in the community by improving protection mechanisms at both the community and government levels.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
A Guide to Venture Philanthropy for Venture Capital & Private Equity Investors Ashley Metz
Through examining case studies of private equity firms from several European countries, this publication explores three possible models of venture philanthropy engagement and provides examples of best practice. The PE industry is increasingly interested in becoming engaged in venture philanthropy activities. This paper identifies a number of motives for PE firms to become involved in venture philanthropy, including the desire to give back to their communities, to help employees develop skills such as judgement, resilience and social competences, and establishing them as a positive social actor.
Social entrepreneurship and venture philanthropyalisalmandp
The document discusses social entrepreneurship and venture philanthropy. It defines social entrepreneurship as creating value and wealth with products and services that benefit the poor. Venture philanthropy combines aspects of venture capital and philanthropy models to help non-profits grow in a sustainable manner through long-term investments and strategic support. The document also provides the case study examples of Pani Ghar, a social enterprise providing water in India, and SKMT, a cancer hospital in Pakistan supported through a venture philanthropy model.
Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the ...The Rockefeller Foundation
Rather than focus narrowly on venture philanthropy as market-driven investments that must create financial returns to be viewed as sustainable, this report takes a broader view of grantmaking and investment, one that deploys system-wide approaches, longer time-frames, higher levels of engagement, and rigorous but flexible forms of evaluation.
This document provides an overview of venture capital. It defines venture capital as equity support that funds new business concepts with higher risk but also higher growth potential. The document outlines the typical stages of venture capital funding from seed money to bridge financing. It also describes the roles within a venture capital firm such as general partners and limited partners. Key features of venture capital investments are discussed like the long time horizon, lack of liquidity, high risk, and equity participation. Finally, the advantages of venture capital for the economy, investors, and entrepreneurs are summarized.
This document discusses the concept of a "network mindset" for philanthropy. It notes that while the world is becoming more networked due to factors like new technologies and globalization, philanthropy practices have remained largely unchanged. It explores what working with a network mindset could look like, involving openness, decentralized decision-making, and collective action. Some challenges of this approach are also outlined, such as information overload and managing accuracy. The document provides examples of how a network mindset could fuel social change by weaving communities, accessing diverse perspectives, building and sharing knowledge, mobilizing people, and coordinating resources and action. It concludes with tips for getting started with a network approach.
Strategies for Foundations: When, Why and How to Use Venture PhilanthropyAshley Metz
This paper investigates the venture philanthropy strategies of foundations. We identified six strategies of foundations engaging in venture philanthropy and explain them through case studies of four foundations based in four European countries. We find that there is a spectrum of engagement models for foundations and that even the same foundation may employ various strategies to fit their individual needs and goals. To most foundations, VP serves as a complement to existing practices and only in one case as an alternative.
There is an ever-increasing pressure for nonprofits to develop revenue models that are sustainable over the long-term. Funding continues to shift in this uncertain economy that, in turn, demands nonprofit leaders to intentionally assess, monitor and adapt their organizations’ revenue models in the changing environment. The goal of the session is to equip nonprofit leaders with the tools to plan, implement and adapt a revenue model that builds on the organization’s existing strengths and capacity.
Frank Rimalovski gave a presentation on when and how to raise venture capital. He discussed the different types of venture investors including angels, seed funds, and venture capital funds. He explained how VC funds work using a 2-and-20 fee structure and how they aim to make returns through investing at low valuations and exiting at higher valuations through IPOs or acquisitions. Rimalovski also covered VC math through an example of startup ownership dilution over multiple funding rounds. He advised founders to seek funding after achieving product-market fit and provided tips for what VCs look for in investments.
Authored by Jim Counihan, this presentation provides valuable information, tips, and offers some advice for founders looking to gain funding from venture capitalists/angel investors.
Jim Counihan is a General Partner at Prism VentureWorks. Jim joined Prism in 2000 and runs the firm's software and services practice. Possessing a unique mix of legal, operational and technical knowledge, he is a director for White Sky, The Receivables Exchange, Mota & LifeCrowd, and is a board observer at Connotate. He has a JD from Suffolk University Law School.
Introduction to Venture Capital and Private Equityguest89b446
I was invited to speak at the HR College of Commerce in Mumbai today as part of their "Corporate Dialogue" lecture series. This deck introduces freshman and sophomore students in commerce, economics and finance to venture capital, private equity and entrepreneurship. It also presents a primer on career options in finance for college graduates in India.
1. Venture capital firms raise capital to finance new companies, take equity stakes and board positions, add value through participation, and seek higher returns through liquidity events like IPOs or acquisitions.
2. In 2006, $25.8 billion was invested in the US through 2,454 deals, averaging $10.5 million per deal. Information technology received the majority of investments.
3. Venture capital has significantly grown as an asset class since 1980 and has expanded internationally to places like India and China.
This document provides an overview of venture capital and private equity, including:
1. Venture capital refers to equity investments made for launching or expanding businesses, while private equity provides funding to non-public companies.
2. Growing companies often need external financing for activities like product development, market expansion, and maintaining liquidity until cash flow turns positive.
3. Acquiring venture capital involves investors thoroughly assessing business plans and management teams before potentially providing funding after 3-4 years of due diligence.
This document discusses social entrepreneurship and provides examples of prominent social entrepreneurs. It defines social entrepreneurship as creating innovative solutions to social problems and mobilizing resources for sustainable social change. It then lists historical figures like Robert Owen and Florence Nightingale who questioned norms to help society. Next, it provides examples of modern social entrepreneurs from various countries and fields like healthcare, education, and microfinance. It discusses the goals and impacts of social entrepreneurship in addressing issues like employment, poverty, and development. Finally, it contrasts social entrepreneurship with commercial entrepreneurship by noting their different primary goals of social value versus profit.
Venture capital power point presentationKarthik S Raj
Venture capital involves investing in startup companies and small businesses with growth potential. It provides funding to new companies and helps them grow. Venture capital is high-risk but can provide high returns. It is typically invested in technology, biotech, or other innovative companies. Venture capital funds pool money from investors and then invest in ventures on their behalf. They provide capital as well as management assistance to the companies they invest in.
This document provides an overview of venture capital. It defines venture capital as long-term risk capital used to finance high-growth potential startups and small businesses. Key points include that venture capital investments are long-term, lack liquidity, and carry high risks but also high potential returns. The document discusses advantages like bringing capital and expertise to companies, as well as disadvantages such as loss of founder autonomy. Top cities attracting venture capital in India are listed as Mumbai, Bangalore, Delhi, Chennai, and Hyderabad. The information technology sector captures the largest share of venture capital funding in India.
We held the largest ever Virtual SlideShare Summit a week back, if you missed it here's your chance to hear from the experts once more on some of the takeaways on presentation design and SlideShare Marketing
This document discusses strategic philanthropy and creating an effective charitable giving plan. It defines key terms like social good, social innovation, and social return on investment. It emphasizes aligning one's social vision with effective social partners and prioritizing causes. The document provides tips for evaluating charities and creating a multi-year giving plan that balances donor and charity interests. Overall, it aims to help donors optimize their social capital and maximize social impact through strategic philanthropy.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
Epilife Consulting Inc. provides educational training and program development services to help organizations achieve their community engagement objectives. Their vision is to advance the global community's purpose and their mission is to help organizations through quality services. They offer organizational development, project development, training and publicity benefits to build stakeholder relationships, brand recognition, and social impact.
Omidyar Network is an investment firm that employs strategies from both venture capital and philanthropy to maximize social impact. It has committed $500 million total across its investments, touching 644 million lives. The organization focuses on human capital areas like leadership development, governance, and operational excellence to strengthen social enterprises and maximize their positive impact.
Dexterity Ventures is a company that provides philanthropic advising and consulting services to help families create social impact through charitable giving. They are developing new technologies and platforms to make charitable donations more accessible and to positively influence over $1 billion in charitable transactions. Their services include family advising, software, and helping organizations measure their social return on investment. They provide resources to help clients harness new models of social enterprise, impact investing, and technology to advance philanthropy.
This document provides guidance on developing a social media strategy for non-profit organizations. It emphasizes the importance of having a clear strategy and outlines key elements to consider, including setting goals, choosing appropriate platforms, cultivating online communities, creating engaging content, and measuring results. Community engagement and storytelling are presented as important aspects. The document also promotes MyCharityConnects as a free resource for non-profits to learn about technology and social media.
You’ve dipped your toes into social media: you’ve got a Facebook page, Twitter feed, YouTube channel, and CEO blog set up.
But now what?
Back up.
Social media is about free and open conversations online but your organization still needs to have a plan of action. Take a hold of your communications plan and start afresh.
This workshop is for organizations that dipped (or maybe dove headfirst) into social media, but are now wondering what the next steps are and how they can make their social media investment more focused and worthwhile.
Attendees Will Walk Away With:
- Knowledge of how social media is changing the way nonprofits operate and what it means to be a networked nonprofit
- Tips on how to determine which social networks your organization’s key audiences are using and how to create a social media strategy
- Information on receiving buy-in from staff, management, and boards
The document discusses creating a coherent social business strategy. It outlines 6 stages of social business maturity: 1) Planning, 2) Presence, 3) Engagement, 4) Formalized, 5) Strategic, and 6) Converged. Each stage involves typical goals, metrics, initiatives, and organizational resources. Examples are provided for how companies like Red Cross, Shell, eBay, and Sephora implement social strategies at different stages. Key recommendations for a successful social strategy include aligning executives with clear business goals, asking the right questions, creating a culture of sharing, developing discipline and process, and mastering the art of failure.
Introduction to Corporate Giving - Foundation Center TrainingGlobalGiving
The document provides an overview of a training program on corporate giving. It discusses:
- Why companies give to nonprofits, including to advance business objectives, increase visibility, benefit employees, be good corporate citizens, and take tax deductions.
- What companies typically provide, such as foundation grants, corporate contributions, in-kind donations, employee involvement, and sponsorships.
- Steps for nonprofits to take to determine if they are ready to seek corporate support and how to find potential corporate funders by researching companies and staying aware of industry news.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
The 10th CSR Summit focused on selecting stakeholders and stakeholder engagement. Key points included identifying an organization's stakeholders, mapping and grouping stakeholders, and determining appropriate participation methods. It is important to engage with stakeholders through respectful dialogue and follow-through on commitments. DUBAL's stakeholders include employees, customers, government bodies, business associates/suppliers, and the community.
Allyson discusses Shared Value, the concept first popularized by Michael Porter and Mark Kramer in their Harvard Business Review article, and shape the discussion around the impact & import for the non-profit sector.
You can see and hear the full presentation in context by visiting http://sigeneration.ca/SharedValue.html
Allyson Hewitt is the Director of Social Entrepreneurship at the MaRS Discovery District and Director of SiG@MaRS.
Community conference 2011 - Dell, Bill JohnstonSeismonaut
This document discusses creating sustainable value through social media. It outlines Dell's journey with social media over five years, experiments, and lessons learned. Key insights include:
1) Social media improves engagement, provides solutions, and boosts loyalty across the customer lifecycle from awareness to post-purchase support.
2) Listening is critical for understanding customers and markets. Social media also provides insights to improve products, marketing, and operations.
3) While direct sales impacts can be measured, social media value is multi-dimensional, including influence on purchase, increased attention, loyalty, and other less direct impacts.
4) For Dell, social media affects all business units and stages of the buying process, not
Creating Revenue Through Social Enterprise: A Workshop for the Center for Non...Geri Stengel
In response to government and philanthropy’s inability to alleviate the world’s social needs, a new field that blurs the lines between the nonprofit and for profit sectors has emerged – social enterprise. This workshop examines one primarily models for creating a social enterprise: nonprofits starting for profit ventures, We will look at:
*What it takes to be a social entrepreneur
*Successes and failures in the sector
*Choosing a business model
*The steps that need to be taken to create a social venture
*The challenges to finding funding for social ventures
*How to assess the impact of the social venture
*Strengthen analytic skills in addressing social problems
*Improve practical knowledge and competencies important to personal effectiveness in social innovation and enterprising leadership
This document outlines a 7-step process for becoming a social office hero by driving trials of a new software product through social media. The steps are: 1) Define clear goals aligned with business objectives; 2) Integrate social strategies with internal teams and plans; 3) Listen to and monitor social conversations; 4) Engage by adding value to social streams; 5) Build successful social channels; 6) Activate and reward key evangelists; 7) Analyze social metrics and business results. Following this process increased the company's social reach and engagement, drove more software trials, and had higher sales conversions than other marketing channels.
Volans Social Innovation Tour - Canadian GovernmentKevin Teo
The document summarizes key takeaways from a UK social innovation policy tour organized by Social Innovation Generation (SiG). It discusses social finance, public policy, culture and enabling environment, and actions to support social innovation. The tour explored models of social finance, social enterprises, public programs and advocacy groups that have helped advance social innovation in the UK.
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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The Venture Philanthropy Mindset
1. The Venture Philanthropy Mindset
Strategy, Evaluation, & Development
Mark P. Fulop, MA, MPH
mark@facilitationprocess.com
2. Roadmap
Characteristics Of Venture Philanthropy;
Nonprofits And Venture Philanthropy Thinking;
Planning Tools
• Social Impact Model
• Strategic Planning
• Program Evaluation
• Resource Development Planning
3. Philanthropy’s Shifting Model
old model new model
Donors responded to community Donors have more self-interest
needs by sharing resources. in sharing resources.
Focus was to alleviate suffering Focus is to create community
& improve the social welfare of change & impact.
the community.
Nonprofit agencies were the Unprecedented ability to self-
trusted conduits to solve organize outside the boundaries
problems. of traditional nonprofits.
Focus was on the gift Focus is on the Investment
4. New Pathways for Philanthropy
Giving Circles
Foundations
• Private
Living • Corporate
People • Operating
Monthly Giving
Nonprofits
Estates
Public Charities
Self-organized events
• Federated
Funds
Corporations • Community
Trusts
• Gift Funds
Social Media
Chart Adapted from: Frumkin, Peter. 2006. Strategic Giving: The Art and Science of
Philanthropy (Chicago: University of Chicago Press).
5. Venture Philanthropy Model
• Long-term partnerships with
organizations addressing significant
needs
• Significant involvement in the
organizations operations & management
• Focus on performance measurement &
outcomes
• Scale projects that can grow into larger
initiatives.
6. Programs &
Outcomes
Strategic Fundraising
Planning
Capacity
Building
Nonprofit Old Thinking
7. Strategic Capital &
Planning Operating Revenue
Capacity Programs &
Building Outcomes
Nonprofit New Thinking – What is your Impact
11. “The burden of breaking the cycle of nonprofit starvation
does not rest solely with funders. Nonprofit leaders also play
a role. As a baseline task, they should commit to
understanding their real overhead costs and their real
infrastructure needs. At LGON, for instance, senior managers
spent several months digging into their costs, analyzing their
current systems—including the organization’s subpar
tracking process—and identifying gaps in capacity. After this
strategic planning process, the organization could articulate
a clear plan for a new tracking system and a 150% increase in
non-program staff over three years.”
NONPROFIT STARVATION CYCLE
FULL COST IS A CRITIAL ISSUE FOR MANY NONPROFITS TO THINK ABOUT
A Goggins Gregory & D Howard (Fall 2009) The nonprofit starvation cycle. Stanford Social Innovation review Online at:
http://www.ssireview.org/images/articles/2009FA_feature_Gregory_Howard.pdf
12. Examples of True Cost of Services
People Systems Support
• Living Wages • HR, $, IT • Board
• Benefits • Performance Development
• Career Path • Communications • ED Coaching
• Development • Donor • Development
• Flexibility Management
• Social Media
13. Models for Growth
• Operational Growth
• Program Growth
• Program Expansion
• Program Replication
See: http://facilitationprocess.com/four-dimensions-of-nonprofit-growth
14. Kinds of Money
Mission Investment
Social Impact Bonds
Pure
Investment Cause Marketing
Venture philanthropy
Corporate
Fee-based Services
Donor advised funds
Government Grants
small
individual gifts
Pure
Giving
Pure Pure
Nonprofit Profit
Adapted from: Raymond, S (2010) Nonprofit Finance for hard Times. John Wiley & Sones, Hoboken, NJ.
15. Draw your funding model
• Individual Donors _____%
• Foundation Grants _____%
• Government Grants _____%
• Federated Support _____%
• Earned Income _____%
• Other _____% Key Conversations
Autonomy, Reliability, Concentration
16.
17. Bringing it all Together
• Strategic, Business, Operat
ional & Measurement
Planning drive a different
conversation with
donors, funders, &
policymakers.
18. Facilitation & Process, LLC is a consulting firm based in Portland, Oregon. With Facilitation & Process, you are not our client but
rather we are your partner in strategy, performance improvement and success. We design customized approaches that are
tailored to your needs. Organizations that benefit most from working with us are those who are tired of the same old solutions
and are ready for the fresh, imaginative and objective. We help you think about your organizational context and the larger
community ecosystem in which you operate. We help you think systemically, systematically with a focus on the long view.
To help you create solutions, we offer a range of supporting services including performance
assessments, facilitation, strategic, capacity, business & social impact planning, board & staff development and retreats, and
developing meaningful community engagement.
Contact us for a free initial consultation
Mark P. Fulop, MA, MPH
mark@facilitationprocess.com
1 (503) 928-4082
Skype: facilitation.process
Website http://www.facilitationprocess.com
Twitter: http://www.twitter.com/facilitationpro
Facebook: http://www.facebook.com/facilitationprocess
Linked In: http://www.linkedin.com/in/markfulop
Google+ http://gplus.to/facilitationProcess
Editor's Notes
Works when donors have disinterest benevolence & trust
Works when donors have disinterest benevolence & trust
What is the gap between reimbursement & true costs