Harvard Case - E+Co: A View from the Boardroom
"E+Co: A View from the Boardroom" Harvard business case study is written by Bruce Usher. It deals with the challenges in the field of Social Enterprise. The case study is 20 page(s) long and it was first published on : Jan 7, 2014
At Fern Fort University, we recommend E+Co pursue a hybrid organizational model that leverages its core strengths in social entrepreneurship and environmental sustainability to achieve a triple bottom line impact. This model should focus on impact investing and social impact measurement to attract investors and demonstrate the company's value proposition.
2. Background
E+Co is a social enterprise founded by two passionate individuals, Emily and Carlos, aiming to provide affordable and sustainable energy solutions to underserved communities in developing countries. They have developed a successful business model based on microfinance and community development, but they are facing challenges in scaling their operations and attracting investors.
The case study focuses on the board's perspective as E+Co seeks to expand its operations and secure funding for its ambitious growth plans. The main protagonists are Emily and Carlos, the founders, and the board members representing various stakeholders, including investors, NGOs, and social impact experts.
3. Analysis of the Case Study
Strategic Framework: We will use the Social Impact Framework to analyze E+Co's situation. This framework considers the following key aspects:
- Mission and Vision: E+Co's mission is clear and aligned with its social impact goals. However, its vision needs to be expanded to encompass a broader growth strategy and a more comprehensive approach to stakeholder engagement.
- Business Model: E+Co's current business model is successful but needs to be adapted to scale effectively. The company needs to explore sustainable business models that can attract impact investors and generate a social return on investment (SROI).
- Impact Measurement: E+Co needs to develop robust social impact measurement tools to demonstrate the effectiveness of its programs and attract investors. This will require incorporating social impact bonds and other innovative financing mechanisms.
- Governance and Leadership: E+Co's leadership team needs to be strengthened with expertise in social enterprise governance, finance, and scaling social impact. This will require a more diverse board with representation from different stakeholders.
- Partnerships and Networks: E+Co needs to build stronger partnerships with NGOs, government agencies, and other social enterprises to expand its reach and leverage resources. This will require a strategic approach to cross-sector partnerships.
Financial Analysis: E+Co's financial situation is stable but needs to be strengthened to attract investors. The company needs to develop a clear financial plan that demonstrates its profitability and social impact.
Marketing Analysis: E+Co needs to develop a comprehensive marketing strategy to raise awareness of its mission and attract investors. This will require a focus on social enterprise marketing and impact storytelling.
4. Recommendations
- Adopt a Hybrid Organizational Model: E+Co should consider becoming a Benefit Corporation or a B Corporation to attract socially conscious investors and demonstrate its commitment to triple bottom line impact. This will require incorporating social enterprise legal structures and social enterprise governance principles.
- Develop a Scalable Business Model: E+Co should explore inclusive business models that can reach a wider audience while maintaining its commitment to community development. This could involve social franchising or social enterprise incubators to empower local communities.
- Invest in Social Impact Measurement: E+Co should invest in developing robust social impact measurement tools to demonstrate the effectiveness of its programs and attract investors. This could involve partnering with impact accelerators or using social impact bonds to measure and finance its projects.
- Strengthen Leadership and Governance: E+Co should strengthen its leadership team by adding expertise in finance, social enterprise governance, and scaling social impact. This could involve appointing new board members with relevant experience or hiring a dedicated social impact manager.
- Build Strategic Partnerships: E+Co should build strategic partnerships with NGOs, government agencies, and other social enterprises to expand its reach and leverage resources. This could involve cross-sector partnerships or collective impact initiatives.
- Develop a Comprehensive Marketing Strategy: E+Co should develop a comprehensive marketing strategy that highlights its social impact and attracts investors. This could involve impact storytelling, social media marketing, and social enterprise marketing campaigns.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with E+Co's core competencies in social entrepreneurship and environmental sustainability and are consistent with its mission to provide affordable and sustainable energy solutions to underserved communities.
- External customers and internal clients: The recommendations consider the needs of E+Co's external customers, including the communities it serves, and its internal clients, including its employees and investors.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate E+Co by focusing on impact investing and social impact measurement.
- Attractiveness ' quantitative measures: The recommendations are expected to improve E+Co's financial performance by attracting investors and increasing its revenue.
- Assumptions: The recommendations are based on the assumption that E+Co is committed to its social mission and is willing to adapt its business model to achieve its goals.
6. Conclusion
By adopting a hybrid organizational model, developing a scalable business model, investing in social impact measurement, strengthening its leadership and governance, building strategic partnerships, and developing a comprehensive marketing strategy, E+Co can achieve its ambitious growth plans while maintaining its commitment to social impact. This will require a significant investment in social enterprise education and social entrepreneurship scaling strategies to ensure the long-term sustainability of the organization.
7. Discussion
Other alternatives not selected include:
- Traditional for-profit model: This option would not align with E+Co's social mission and could alienate potential investors.
- Purely non-profit model: This option would limit E+Co's ability to scale its operations and attract significant funding.
Risks:
- Lack of investor interest: There is a risk that investors may not be interested in investing in a hybrid organizational model or in a company focused on developing countries.
- Difficulty in scaling operations: E+Co may face challenges in scaling its operations and maintaining its social impact as it grows.
- Competition from other social enterprises: E+Co may face competition from other social enterprises offering similar products or services.
Key Assumptions:
- E+Co is committed to its social mission and is willing to adapt its business model to achieve its goals.
- E+Co has the capacity to attract and retain talented employees.
- E+Co can secure the necessary funding to implement its growth plans.
8. Next Steps
- Develop a detailed business plan: This plan should outline E+Co's hybrid organizational model, its scalable business model, its social impact measurement strategy, its leadership and governance structure, its partnership strategy, and its marketing plan.
- Secure funding: E+Co should seek funding from impact investors, foundations, and government agencies.
- Implement the business plan: E+Co should implement its business plan in a phased approach, starting with pilot projects and gradually expanding its operations.
- Monitor and evaluate progress: E+Co should monitor its progress towards its goals and make adjustments to its plan as needed.
By taking these steps, E+Co can position itself for success as a leading social enterprise in the emerging markets of developing countries.
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Case Description
E+Co, an award-winning impact investment focused on the introduction of clean-energy technologies in developing countries, made 287 investments totaling over USD45 million since its 1994 inception. However, in 2011 new board members Dan Abbasi, Russell Diamond, and Bruce Usher had concerns about the financial health of E+Co's operations. In this case, students will be asked to review qualitative and quantitative material from the organization's business plan in order to determine whether its business model was fundamentally flawed.
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