Revenue Mind Maps - Public Gallery

Financial Budgeting for Small Businesses

by Mindomo Team

Major Issues Currently facing State and Local Governments

by Raheem Brown

Satyagraha

by Ajaz Ajaz

Business Model Canvas

by Hafizulhelmi Hanafi

Chapter 1 Financial Statements

by Alain Garrido

revenue management overview

by Bernadett Fábián

Lodging Systems & Operations - 2007/08

by Mark Kor

Starbucks

by Ayuna Asalkhanova

Accenture

by Bryan Muntzer

Report's Hierarchy

by Yaroslav Menchits

Attractiveness of TUI

by CARLOS PARRA

การวิเคราะห์สิ่งแวดล้อมทางการตลาดและกระบวนจัดทำโมเดลทางธุรกิจ (Trend , Technology and LEAN CANVAS)

by สายรุ้ง ศรีใหม่

McD (LA+C)

by Pero Gruyo

Microsoft

by Lad Krishna

aerohouse Cafe

by teppei ichimori

SMART GOALS

by Dyota Solutions

Squirrel Disaster Recovery Plan

by Arun Nagpal

Acc Chapter 3 & 4

by Alain Garrido

ass-2

by MAYANK SRIVASTAVA

MAT.116 2.5-2.6

by David Kedrowski

iOS Finale

by Eugenio di Lorenzo

NK - Profits & Profitability

by Nitin Kashyap

Citic Telecom

by Alex Tam

Gorilla Tourism

by Ho Mai

Conceptual Model

by Sandra Veerman

Packaging it together

by Dave Kirk

SFDC

by neil harrington

Agency Planning

by Stewart Bronaugh

Hollywood movies in Indonesia

by May Sulistyaningsih

Coke Jeff

by Laura Martin

Business plan of a cleaning company

by reaction power

Revenue F&B

by Alexa Kachichian

web topic

by Turner Corbett

chapter 4

by noor farize

DE's BS Review - Dec 2018

by Kiam Soon Chew

New Map

by Li Yuxing

Lesson 5 Osterwalter on BMC

by Library of Alexandria

topic

by Darya Gorbashova

Chp1-Introduction

by Benney-Morris Benney-Morris

Up MAP

by Ivan Kochetov

Responsibility Centres

by Catherine Tang

accouting

by cecy galindo

NK-Profitability

by Nitin Kashyap

BusinessModelCanvas

by Yeounjoon Kim

Central topic

by Vladislav Velkov

meracarreirocamilo@gmail.com

by Camilo Mera

Message architecture MR2

by Michiel Roelofs

Tobacco is banned in America

by Bri Marquez

Apollo Electric: New Phase

by Greg Wilnau

Income Tax Individuals (Natural Person)

by Valeria Rodríguez

plan A

by Tiffany Tian

Performance Enhancing Drugs: Legalized in Sports Competition

by Dalven Brushier

Hotel Development

by Alexa Kachichian

Social change

by Dyment Gabby

Board Agenda

by eric vagle

The Royal Hotel

by GONG GONG

TR_Biz

by Wayne Smith

CONIAS Business Model Canvas

by Thomas Juli

What if possession of controlled substances were no longer illegal?

by Darian Gulfo

NEW iC Product Structure v2

by Steve Thorson

Revenue Management

by Paige K

The Legal U.S. Tobacco Use Age is Raised to 21

by herica mejia

Groceries2UDoor

by Manisha Choudhary

thesis

by Bettina Mangion

Education Solutions

by Maciej Kosinski

TYPES AND FORMS OF BUSINESS OWNERSHIP

by Tran Jenny

froms and types of businesses

by Yuxuan Zheng - Rick Hansen SS (2542)

Business BBI101/201 Culminating task Final By:Ben Trenholm

by Ben Trenholm

Raising the U.S. tobacco use age to 21

by Karissa Witt

Carolina panthers

by Simpson McKenzie

unit 2

by Kassandra Perez

The Introduction of Business

by Hunter Bozanin

Viettel Global Company

by 14. Đỗ Minh Giang

Game Idea

by Julius Nugraha

Happy Healthy Secure Colwood

by Michael Baxter

E-Bike Project

by Fritz lee

Revenue Management

by Katie Reuss

Greenbelts

by liam robinsin

BBI Culminating

by Ryne Graves

1. Entrepreneurial Nonprofit These are tax-exempt entities supported, at least in part, by earned income (although I’ve seen it argued once or twice that an innovative nonprofit idea, even without earned income, makes the cut). To reach entrepreneurial nonprofit status, these organizations can either (a) implement a revenue-generating program or (b) adopt an overall entrepreneurial business model. Funding Their main funding sources typically are grants from foundations and donations from the general public (the cornerstone of the tax-exempt nonprofit model), although in some circumstances loans from banks, or from foundations in the form of program-related investments, are also possible. Examples Girl Scouts of America, with its much-loved cookie sale program, and Daily Table and With Love L.A., retail grocers bringing healthy, affordable food options to neighborhoods that don’t otherwise have access. 2. Non-Nonprofit Never heard of this one? I’m not surprised — I made it up, for the sake of clarifying often-overlooked yet meaningful distinctions. These organizations start with social mission, much like a nonprofit, and then figure out a way to make it work outside the restrictions of a tax-exempt model — in other words, they’re a for-profit business. They exist primarily to address a social issue (“mission-first” or “mission-centric”), with revenue-generating activities intertwined with change-making activities. They don’t form as for-profits because they are in business “for profit”; rather, it’s a decision that allows for higher-capacity growth, sustainability, innovation and risk-taking — all components of highly successful entities in other sectors — than is generally permitted under the regulations that come with tax-exemption. Funding The ideal funding source here is program-related investments from foundations, which provide low-cost capital at a critical early stage and prevent compromising the fullest expression of mission for financial returns down the road. In some cases, grants from foundations or investments from traditional angel investors or venture capital firms also may be possible. Examples Everytable, seeking to eliminate food deserts through affordable grab-and-go meals with a first-of-its-kind sliding scale model; and InvestED, opening access to capital to low-income entrepreneurs globally with a creative combination of edtech and fintech. Others that fall in this category include Generation Genius, Amplio Recruiting, Nightingale Apps, Tickleberry Place, Mini City and Neopenda. 3. Socially Responsible Business This is the biggest bucket of them all and includes benefit corporations, Certified B Corporations, and all things double- and triple-bottom-line. While these types of entities can be created primarily to address a social issue, it’s more common that this categorical distinction is based on the adoption of practices benefiting community, employees or environment (generally more aligned with the idea of doing business better). In the case of benefit corporations and B Corps, this distinction is included in the company’s formational documents, along with a provision stating that they are legally permitted to honor this distinction (whether that be company culture, responsible sourcing, etc.), even at the expense of shareholder profit maximization. Worth noting here is that benefit corporations are a legal entity formed at the state level, whereas B Corp is a certification available to other for-profit entities (such as corporations and LLCs). Double-bottom-line denotes a focus on social returns alongside financial ones, while triple-bottom-line denotes a focus on environmental, social and financial returns. Funding Primary funding options here include traditional angel investments and venture capital, as well as program-related investments in some circumstances. Examples THRIVE Farmers Coffee, on the more mission-centric side; Ben & Jerry’s and Patagonia, on the more build-a-better-business side. 4. Give One, Get One/Donate Portion of Proceeds Model These companies direct some portion of their business toward charitable work and are almost always layered into the preceding and subsequent categories (falling on either side of it in the diagram above). Revenue-generating activities are generally wholly separate from change-making activities and, in many cases, the social component is an add-on to the company’s core business. Because these models generally feed back into traditional nonprofit system, I break it out as a separate subcategory. Funding Same as above Examples TOMS, Warby Parker, Good Spread, Newman’s Own. 5. Awareness Brand While some will expand these terms to include virtually everything in the previous two categories, we think they also capture a different type of company not yet mentioned — those that sell products designed to engage community and bring awareness to a social issue, but whose primary activities don’t necessarily address the root cause of the social problem they’re bringing awareness to. Funding Same as above Examples Beautiful in Every Shade, So Worth Loving. 6. Everything Else There is no one-size-fits-all, and not every entity will fit neatly in these categories (particularly given the constantly evolving nature of this sector). The social enterprise employment model, which uses the business to provide meaningful work and empowerment to a disadvantaged population (like Bitty and Beau’s Coffee), is a component that can be layered into any of the categories discussed above Then there are outliers like Fruitcraft (formerly the California Fruit Wine Company), which is pioneering a new model called social value enterprise (SVE). While an untrained eye might classify this as a socially responsible business (group 3 above), the folks behind Fruitcraft are very clear about striving for more — namely using market forces to incentivize and reward thinking about the whole — with three defining aspects they claim put SVE in a category of its own: Democratic ownership by employees, including accountability and decision making within the company. No possibility of sale, keeping the company permanently stewarded by the workforce for the benefit of society. Unleashing 100% of profits for social good.

by lucciano alcaraz

Revenue Management

by Viv Peasley

My ideas

by FH - 12LS 1059420 Rick Hansen SS

Mining in Canada by Martin

by Martin Kikot

Community Health and Wellness Center

by Lucy Ernest Abadi

ICSS Unit 1

by Sua Janna