- 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
| Form Versus Function Trade-offs | ||
| Nonprofit | For-profit | |
| Governance | Accountable to the community via a board of directors | Accountable to ownership with an obligation of maximizing financial returns, unless special governance provisions are set |
| Transparency | Financial records available for public review via IRS Form 990 | Financial records available for public review only if publicly held |
| External support | Some amount “built in” because of “community benefit” purpose | Earned via brand stewardship and corporate responsibility record |
| Taxation | None on mission-specific income; UBIT on unrelated income | All income taxable at corporate rates |
| Access to debt capital | Available; must be at commercially competitive rates | Available with few restrictions |
| Access to invested capital | Limited to donated capital, with no financial return expected | Wide access to equity investment with expectation of financial return |
| Use of capital | Often restricted to a donor-specified use | Generally used at the discretion of management |
| Use of profit | Stays within the enterprise’s fund balance; may be used as internally generated capital | Available for distribution via dividends and profit-sharing in addition to use as internally generated capital |
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