During my annual evaluations with my Board, I began giving transition signals, saying that I saw myself remaining in my CEO role for “no longer than five years.” Then it became “two to five years” …and then “about two years.” Until one day, I said to my Board Chair and Vice-Chair, “I would like to leave in a year.”
Stage: Grow a Social Enterprise
Growth planning is the process followed by organizations to determine IF & HOW to pursue a new growth opportunity such as starting a new business line, launching a new product, opening a new sales channel, or expanding geographically to a new location.
This is a helpful resource for those seeking to better understand the terminology and concepts related to Employment Social Enterprises (ESEs) and the broader field of social entrepreneurship.
There are five broad strategies in fundraising and, depending on the organization, one or all five of these strategies can be chosen.
The following overview offers guidance on the types of messages that convert audiences and customers into lifelong donors.
Fixed and variable costs refer to the categorization of business expenses depending on whether they are affected by changes in product/service quantity sold, or whether they remain constant regardless of quantity sold.
Sales channels are the methods a business uses to sell products or services to customers.
This resource tailors its advice and guidance to early-stage ESEs, is designed with a “newly-onboarded COO of an ESE” in mind, and incorporates an organizational change management lens on operations improvement