Harvard Case - Women's Community House and Mine101: Is Social Enterprise Worth It?
"Women's Community House and Mine101: Is Social Enterprise Worth It?" Harvard business case study is written by Colleen Sharen. It deals with the challenges in the field of General Management. The case study is 14 page(s) long and it was first published on : Aug 22, 2014
At Fern Fort University, we recommend that Women's Community House (WCH) proceed with the Mine101 social enterprise, but with a strategic approach that prioritizes sustainability, scalability, and impact. This involves a careful consideration of the organizational structure, leadership styles, resource allocation, and marketing strategy to ensure the venture's long-term success and aligns with WCH's core mission of empowering women.
2. Background
This case study focuses on Women's Community House (WCH), a non-profit organization dedicated to supporting women in need. WCH is considering launching a social enterprise, Mine101, to create a sustainable revenue stream and expand its reach. Mine101 would offer a range of services, including job training, financial literacy workshops, and a marketplace for women-made products. However, WCH faces challenges in terms of funding, staff expertise, and market competition.
The main protagonists are Mary Jo, the Executive Director of WCH, who is passionate about the social enterprise concept and its potential to create a positive impact, and Sarah, the Director of Development, who is concerned about the financial risks and the potential for the venture to detract from WCH's core mission.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis: WCH possesses strengths in its strong community ties, established reputation, and dedicated staff. However, it faces weaknesses in limited resources, lack of business expertise, and potential market competition. Opportunities lie in the growing demand for social enterprises and the potential for creating new revenue streams. Threats include the risk of financial losses, competition from established businesses, and the potential for diluting WCH's core mission.
- Porter's Five Forces: The social enterprise market is characterized by low barriers to entry, high buyer power due to the availability of alternatives, and moderate supplier power. The threat of substitutes is high due to the presence of established businesses offering similar services. The threat of new entrants is also moderate as the social enterprise sector is attracting increasing interest.
- Value Chain Analysis: WCH's value chain includes activities like fundraising, program development, and community outreach. Mine101 would add new activities such as product sourcing, marketing, and sales. The challenge lies in integrating these new activities seamlessly with WCH's existing operations.
Financial Analysis:
- Break-even Analysis: WCH needs to carefully analyze the projected costs and revenues of Mine101 to determine the break-even point. This will help assess the viability of the venture and the potential for generating sustainable revenue.
- Return on Investment (ROI): WCH should calculate the potential ROI of Mine101, taking into account the initial investment, operating costs, and projected revenue. This will provide a quantitative measure of the venture's financial attractiveness.
- Funding Sources: WCH needs to explore various funding sources for Mine101, including grants, investments, and social impact bonds. It should also consider partnerships with other organizations to leverage resources and expertise.
Marketing Analysis:
- Target Market: WCH needs to define the target market for Mine101, taking into account the needs and preferences of women in the community. This will inform the development of marketing strategies and communication channels.
- Competitive Analysis: WCH should analyze its competitors in the social enterprise market, including established businesses and other non-profit organizations. This will help identify opportunities for differentiation and competitive advantage.
- Branding Strategy: WCH needs to develop a strong brand identity for Mine101 that aligns with its mission and values. This will involve creating a unique brand name, logo, and messaging that resonates with the target market.
Operational Analysis:
- Organizational Structure: WCH should consider establishing a separate organizational structure for Mine101, with dedicated staff and resources. This will ensure efficient operations and accountability.
- Leadership Styles: WCH needs to identify leaders with strong business acumen and experience in social enterprise development. These leaders should possess a blend of strategic thinking, operational expertise, and a commitment to social impact.
- Operations Strategy: WCH should develop a clear operations strategy for Mine101, including processes for product sourcing, production, marketing, and sales. This will ensure efficiency, quality, and customer satisfaction.
4. Recommendations
- Develop a Comprehensive Business Plan: WCH should create a detailed business plan for Mine101, outlining the venture's mission, target market, products or services, marketing strategy, financial projections, and operational plan. This plan should be reviewed and approved by WCH's board of directors.
- Establish a Dedicated Team: WCH should assemble a dedicated team for Mine101, with expertise in business operations, marketing, finance, and social enterprise development. This team should report to a dedicated board committee responsible for overseeing the venture's performance.
- Prioritize Sustainability and Scalability: WCH should focus on developing a sustainable business model for Mine101, ensuring that the venture generates sufficient revenue to cover its costs and achieve its social impact goals. The model should also be scalable, allowing for future growth and expansion.
- Emphasize Impact Measurement: WCH should develop a robust impact measurement framework for Mine101, tracking key performance indicators (KPIs) related to its social impact goals. This will help demonstrate the value of the venture and attract funding and support.
- Leverage Technology and Analytics: WCH should utilize technology and analytics to improve efficiency, enhance decision-making, and track performance. This includes using CRM software for customer relationship management, data analytics for market research, and online platforms for marketing and sales.
- Build Strategic Partnerships: WCH should explore strategic partnerships with other organizations, including businesses, government agencies, and other non-profits. These partnerships can provide access to resources, expertise, and new markets.
- Engage the Community: WCH should involve the community in the development and implementation of Mine101. This includes seeking input from potential customers, collaborating with local businesses, and promoting the venture through community events and outreach programs.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with WCH's core mission of empowering women by creating a sustainable revenue stream and expanding its reach.
- External customers and internal clients: The recommendations focus on understanding the needs and preferences of potential customers and ensuring that Mine101 provides value to both external customers and internal clients, including WCH's staff and beneficiaries.
- Competitors: The recommendations address the competitive landscape by emphasizing differentiation, branding, and strategic partnerships.
- Attractiveness: The recommendations consider the financial attractiveness of Mine101 by focusing on sustainability, scalability, and impact measurement. The venture's potential ROI and break-even point are considered in the business plan and financial projections.
- Assumptions: The recommendations are based on the assumption that WCH is committed to the social enterprise concept and is willing to invest the necessary resources and expertise to ensure its success.
6. Conclusion
Launching Mine101 as a social enterprise presents a significant opportunity for WCH to expand its impact and create a sustainable revenue stream. By adopting a strategic approach that prioritizes sustainability, scalability, and impact, WCH can mitigate the risks and maximize the potential benefits of this venture.
7. Discussion
Alternatives:
- Abandoning the social enterprise: This option would avoid the risks associated with Mine101 but would also limit WCH's potential for growth and impact.
- Focusing solely on traditional fundraising: This option would rely on existing funding sources but may not be sufficient to meet WCH's growing needs.
Risks:
- Financial losses: Mine101 may not generate sufficient revenue to cover its costs, leading to financial losses for WCH.
- Market competition: Existing businesses and other non-profits may pose competition to Mine101, making it difficult to attract customers.
- Diluting WCH's core mission: Mine101 may detract from WCH's core mission if it consumes too much time and resources.
Key Assumptions:
- WCH is committed to the social enterprise concept and is willing to invest the necessary resources and expertise.
- The target market for Mine101 is sufficiently large and receptive to the venture's offerings.
- WCH can develop a sustainable business model that generates sufficient revenue to cover its costs and achieve its social impact goals.
8. Next Steps
- Develop a comprehensive business plan: This should be completed within 3 months.
- Recruit a dedicated team: This should be completed within 6 months.
- Secure funding: This should be completed within 9 months.
- Launch Mine101: This should be completed within 12 months.
By following these steps, WCH can increase its chances of success with Mine101 and create a lasting impact on the lives of women in the community.
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Case Description
In May 2013, the director of transitional and community programs at Women's Community House (WCH) must decide whether to renew the retail lease on WCH's used-clothing boutique, Mine101. This social enterprise was launched to generate income for WCH's children's programming, but lost money in its first two years of operations. The decision to renew the lease begs a larger question: Should Women's Community House continue to operate Mine101? The director must conduct an analysis of the performance of Mine101 and recommend whether or not to continue operating the social enterprise.
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