List of business entities Forms of business ownership vary by jurisdictionbut several common entities exist: A sole proprietorshipalso known as a sole trader, is owned by one person and operates for their benefit.
Value proposition, or competitive advantage Key success factors Financial highlights and capital requirements Mission A social enterprise of a nonprofit organization may contribute directly to achieving mission; may be complementary or supportive of mission; or may be unrelated to mission with primarily financial goals.
The alignment to mission is a critical question. Most social enterprises operate as an activity or program within the nonprofit, though some are legally structured as a separate nonprofit, a for-profit subsidiary, or an independent organization.
Form should follow function and the legal structure should support the purpose and activities of the enterprise. Advice from an expert attorney may be needed. Brief description of the nonprofit, including context and programs How the business venture will be structured in the organization Legal structure and governance Boards, advisory committees, reporting Market Analysis The market analysis is the heart of the business plan and is too often inadequately explored when planning a social enterprise.
Solid research is necessary to understand the target customers and how the enterprise will meet a gap and demand in the market.
No amount of mission or commitment will overcome a deficiency in market knowledge and a bona fide demand for the product or service. Summary of current market situation Target market and customers Customer characteristics, unmet demands and buying factors Competitive Analysis This section describes the competitors, both nonprofit and for-profit, and the value proposition, or market advantage, of the proposed business.
It does not need to include detailed descriptions, price lists or other materials. If the business is retail, discuss location characteristics Evaluation and Assessment Most for-profit businesses measure their success by the financial results.
Social enterprises have a double bottom line or a triple bottom line. This section describes the factors that will be evaluated to assess the success of each aspect of the enterprise. Quantifiable financial goals Monitoring and evaluation strategy Financial Plan and Projections The financial section includes projections for revenue and expenses for at least three years with a summary narrative of the key assumptions.
This section also details the start up costs for capital equipment, inventory, initial marketing and staffing, and subsidy needed to cover losses during the start up period. Start up costs and investments in equipment, technology, or one time costs Capital requirements and sources Pro forma balance sheet for start up Cash flow summary or projection Assumptions and comments.Business plans are a common tool for entrepreneurs when starting or growing a business enterprise.
For nonprofits that are starting or growing a social enterprise as a part of their program activities, developing a business plan is an essential step.
Choose which Office business support plan is right for you and your business or contact our Fanatical Support team for more guidance. You must choose a business structure if you’re starting a business that helps people or communities (a ‘social enterprise’).
If you want to set up a business that has social, charitable or. Developing a Social Enterprise Business Plan February 11, Margot Dushin, HBS Social Enterprise Initiative At start-up stage: exec summaries, PPT decks, full plans • Social media and website presence GET IT RIGHT EARLY Messaging and communication • What are the rules of the game (i.e., regulatory, tax, political)?.
Social enterprise business plans versus non-profit plans Description of the business/mission statement The social mission and the importance of meeting both .
A social enterprise business plan however, is aimed at a blended audience. As a business, a social enterprise leans in the direction of appealing to investors, but it would not do justice to the social enterprise to remove the importance of the mission for the sake of convincing investors about the prospect of the profit margin.