Business Model for movements

Although this is an old document, this is a nice read on some of the challenges NGO's face in Tanzania.

Outlines the basic legal aspects one should consider when setting up an Social Enterprise.

A business model is nothing else than a representation of how an organization makes (or intends to make) money. This can be nicely described through the 9 building blocks: (1) The value proposition of what is offered to the market; (2) The segment(s) of clients that are addressed by the value proposition; (3) The communication and distribution channels to reach clients and offer them the value proposition; (4) The relationships established with clients; (5) The key resources needed to make the business model possible; (6) The key activities necessary to implement the business model; (7) The key partners and their motivations to participate in the business model; (8) The revenue streams generated by the business model (constituting the revenue model); (9)The cost structure

High-impact nonprofits build social movements and fields; they transform business, government, other nonprofits, and individuals; and they change the world around them. In the end, six patterns crystallized into the form presented here-the six practices that high-impact nonprofits use to achieve extraordinary impact. These nonprofits: Work with government and advocate for policy change Harness market forces and see business as a powerful partner Convert individual supporters into evangelists for the cause Build and nurture nonprofit networks, treating other groups as allies Adapt to the changing environment Share leadership, empowering others to be forces for good In addition, high-impact nonprofits have also mastered the basics needed to sustain their impact: attracting and retaining great people; finding sustainable sources of funding; and investing in their infrastructure and capacity.

The aim of this paper is to present a description of the business models of three social networks, YouTube, Facebook and Twitter, including a description of how they are, or strive at, making money. Making money is certainly not the aim of all social activities and some social networks have, indeed, started without any commercial ambitions. At a point of time, however, if a social network grows beyond its immediate social setting, the issue will be raised how money is to be made - if not for other purposes then for covering the costs of maintaining and developing the network. As mentioned in the Twitter case (section 4), one of the co-founders of Twitter, Ewan Williams, has been cited for saying that "we're not worried about monetization, we're just worried about making a fantastic product"

Social interaction, a manifestation of the structural dimension of social capital, and trust, a manifestation of its relational dimension, were significantly related to the extent of interunit resource exchange, which in turn had a significant effect on product innovation

The growth of social entrepreneurship depends on "perceived degree of economic empowerment by indigenous groups as a result of social entrepreneurship, IDENTITY of social enterprises and social activism.

A bibliography on fairtrade marketing.  

Fair trade is a movement. This is bibliography of how its has evolved as a social movement and the experiments with institutionalization.

You can sell products if people trust you. You can create trust through intimacy or through expertise. The counter to this idea in the not-for-profit realm is that if you do not have expertise that comes from practice to share, then your advocacy works fails.

How can one particular social phenomenon be considered a feat by some and a defeat by others; the same event can be, and is, perceived as a hurdle, setback, opportunity or an end. What this questions at the least, then, is the basis and objectives of our conceptions of success and failure.