accounting systems, 66–67, 72, 76–77, 114, 131, 132. See also financial health creation advertising goals, 3
Anderson, Joy, 50
aspiration as motivation, 91–92, 154
Aubry, Rick, 12, 18–19, 26, 102, 146–147
Bainbridge Graduate Institute, 90
B corporation designation, 50
Berenbach, Shari, 12, 29, 76–77
blood equity, 23, 157–158. See also self-care Bromberger, Allen, 12, 43, 45–47
business sector enterprises, 41–42
Calvert Foundation, 12, 133–134, 173
capital, 43, 44, 48, 49, 74–75, 80
caring for yourself. See self-care cash management, 68–69, 70, 79
cash-on-hand calculation, 78
CICERO system, 134
Cohen, Ben, 59
Coleman, Paige, 173
common good, 4–9, 40–42, 95, 113–114, 125
Community Wealth Ventures, 15, 173
Conley, Chip, 111
connections, creating, 107–111
culture of organization, 153–154, 166–167
customers, 36, 103, 106–107, 149
debits versus credits, 23.
See also financial health creation debt, 44, 48
decision making, 34, 42–48, 93, 152–153
do-good enterprises, 37
do-gooders versus good doers, 23. See also hiring the best people doing good versus doing well, 22.
See also impact/profit balance employees, 90–91. See also hiring the best people The Enterprising Kitchen, 14, 34, 108, 173
Environmental Management
Institute, 42
equity (fund balance) and expenses, 67
Evergreen Lodge, 15, 49, 111–112, 173
expansion. See growth and expansion failure, 11, 19–21, 53
feedback, 167
financial health creation counting money, 66–67
developing financial literacy, 65
getting good at money, 80
making money versus making sales, 71–72
making versus having money, 68–70
measuring results (See metrics) money model, 67–68
financial literacy, 65
501c(3) designation, 51
form/structure
as determiner of function, 51–52
Strategic Implications of Social Enterprise Forms, 45–47
formula for building social enterprises, 21
for-profit organizations, 39, 45–47, 48, 130
Freundlich, Tim, 50
Friedenwald-Fishman, Eric, 111
frugal mind-set, 73
fund balance (equity), 67
Give Something Back, 13, 42, 74–75, 84–85, 103–104, 132, 173
Glasier, Linda, 173
Glassman, Bernie, 59
Goodwill Industries, 42
Greyston Bakery, 10, 11, 33, 36, 59–60, 68, 90, 94, 102, 110–111, 116–118, 134, 144, 145, 151, 168, 173
growth and expansion
choosing a form for fueling, 51
mission creep’s effect on, 146–147
in social enterprise context, 141–144
growth versus focus, 24
Guayaki Yerba Mate, 14, 90, 95, 108, 133, 173
Hammond, Darell, 13, 85–86, 96, 104–105, 108, 110, 127–128, 137
Hannigan, Mike, 13, 74–75, 84–85, 103–104, 105
hiring the best people
aspiration as motivation, 91–92
giving a say, 93
salary/compensation, 35–36, 84–90
Hollender, Jeffrey, 13, 26–27, 35, 83–84
honesty, intellectual, 18
humility, 170
Immaculate Baking Company, 12, 109, 173
impact/profit balance
measuring, 131
income taxes, Unrelated Business Income Tax (UBIT), 45
indicators of financial status, 77–78
Indigenous Designs, 14, 148, 173
innovations, financing, 50
Javits, Carla, 13
joint ventures, 47
Jones, Daniel T., 115
KaBOOM!, 13, 85–86, 96, 104– 105, 108, 110, 127–128, 133, 137, 173
The Kaleel Jamison Consulting Group, 14, 91, 173
L3C designation, 50
Lakein, Alan, 53
leadership discipline, 155, 165
Lean manufacturing, 82
lean social enterprise, 125–128
legal structure, 39, 44–47, 46–47
Lennon, John, 60
leveraging mission and margin, 37
limited liability companies
Lynch, Kevin, x–xiv, 10, 63, 89, 95, 102, 108, 145–146
Mal Warwick Associates, 14, 173
management philosophy, 165–166
margin-versus-mission, 29–30, 37, 38
Marino, Robert, 173
marketing strategies
living and dying by marketing, 111–112
Markula Center for Applied
McDonald, Kevin, 14, 24–25, 72–73, 91, 97, 135, 161
Miller, Clara, 14, 52, 79, 143
Miller, Frederick A., 14, 91–92, 96
mission
advantage in marketing strategies, 106–107
staying true to, 112
telling customers about the, 36–37
mission-driven organizations, 96–97, 104–105
mission-versus-margin trade-off, 29–30, 37, 38
mistakes, learning from, 162–163
money. See. financial health creation
The Nature Company, 148
need-inventing market system, 2–3
Newman’s Own, 42
nongovernmental organizations, 41
Nonprofit Finance Fund, 14, 173
nonprofit organizations, 39, 41, 44–45, 48, 79, 130
non-social enterprises (NSEs), 40–41, 84, 113–115, 129
O’Brien, Michael, 173
paradoxes of social enterprise, 17–19, 22–24, 29–30
perception versus reality, 23. See also marketing strategies
planning model, 63
planning versus practice, 23
planning for setbacks, 161
skills for planning well, 54–59
tension between, 53
practice of social enterprise, 17
practitioner’s formula, 21
practitioners of social enterprise, 9–15
profit/profitability, 48, 52, 114. See also for-profit organizations; nonprofit organizations reasonable compensation rule, 45
Rebuild Resources, x–xiv, 10, 59–60, 63, 67, 89, 93, 94, 103, 108, 110, 121, 122, 125–126, 145, 168, 173
REDF (Roberts Enterprise
Development Fund), 13, 130–131, 135, 173
revenue, 67
ritual in practice, 94–95, 154
Roos, Daniel, 115
Rubicon Programs, 12, 18–19, 25–26, 42, 134, 146–147, 173
say, giving employees, 93, 154
Schorr, Jim, 18
Schwab Foundation for Social
Enterprise, 159
self-care
traits of social entrepreneurs, 159–160
Seventh Generation, 13, 26–27, 132–133, 173
Share Our Strength, 15
ShoreBank, 42
Social Enterprise Alliance, 12
social enterprises, 5–9, 40, 41, 130–131, 173–174
social entrepreneurs, traits of, 159–160
socially inefficient markets, 114
socially responsible businesses, 41
social purpose, definition, 7
social sector enterprises, 41–42
social service delivery, 49
Social Venture Network (SVN), 12, 59
strategic planning, 63
structure. See form/structure success, 21, 157–58.
See also metrics support, external, 48
sweat equity versus blood equity, 24, 157–158. See also self-care
Target Corporation, 129
Three Cs, 163
Toyota Production System, 118
traditional businesses, 41, 113
traits of social entrepreneurs, 159–160
transparency, 48
TROSA, 14, 24–25, 72–73, 91, 133, 173
UBIT (Unrelated Business Income Tax), 45
See also Lean manufacturing values, 135
voice, giving employees, 93–94
Walls, Julius, Jr., xv–xix, 10, 36, 102, 168
See also Mal Warwick Associates waste elimination, 116. See also Lean manufacturing White Dog Cafe, 15, 106–107, 109–110, 167–168, 173
Wicks, Judy, 15, 106–107, 109–110, 167–168
Womack, James P., 115
Working Assets, 42