- Cover Page
- Title Page
- Copyright Page
- Letter from the Editor of the Social Venture Network Series
- Preface
- Acknowledgments
- Introduction: The Most Successful Business on Earth
- 1: The ten paradoxes of social enterprise
- 2: Doing good versus doing well: BALANCING IMPACT AND PROFIT
- 3: Form versus function: CHOOSING THE RIGHT STRUCTURE
- 4: Planning versus practice: WORKING WITH DISCIPLINE
- 5: Debits versus credits: CREATING FINANCIAL HEALTH
- 6: Do-gooders versus good doers: HIRING THE BEST PEOPLE
- 7: Perception versus reality: MARKETING ON HIGHER GROUND
- 8: Value versus waste: LEANING THE ENTERPRISE
- 9: Metrics versus instinct: MEASURING SUCCESS
- 10: Growth versus focus: EXPANDING SENSIBLY
- 11: Sweat equity versus blood equity: CARING FOR YOURSELF
- Epilogue
- Contacts
- Notes
- Index
- About Social Venture Network
- About the Authors
- Other Titles in the Social Venture Network Series
| Social Enterprise: Our Working Definition | |
| The short version: | |
| A social enterprise is a business whose purpose is to change the world for the common good. | |
| The long version: | |
| A social enterprise is | |
| a business | an organization whose primary activity and means of revenue is the profitable trading of products and services, whether organized under a for-profit, a nonprofit, or some other legal or tax structure, |
| whose purpose | whose driving force—created by charter, form, bylaws, mission statement, governance, and/or shareholder fiat- |
| is to change the world | is to reform current conditions, not to maximize financial returns for ownership, although owners, too, may benefit, |
| for the common good. | so that the social systems, institutions, and environments on which we all depend work in a manner that best benefits all people. |
-
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.