lessons learned week 6
TRANSCRIPT
Christian N. / Tomás V. P. / Madalena C. / George F. S. / Elise B.
LESSONS LEARNED
WEEK 6
WHAT DID WE DO DURING HOLIDAYS?
• Students’ survey
• Talking to potential partners
• Interviews with SE
• Create a video and A/B Landing pages
• Update our blog
Microsoft
SAP
…
RESULTS OF THE STUDENTS’ SURVEY –55 RESPONDENTS
RESULTS OF THE STUDENTS’ SURVEY – 55 RESPONDENTS
WHO DID WE TALK WITH…https://docs.google.com/spreadsheets/d/1YH
h5wMFjXd6AIHVm99O_h9lYIf2aJqUHFT_C6xY_ftw/edit?usp=sharing
WHAT DID THEY SAY?
Social enterpriseswill appreciate and
maybe require a long-term follow-up
OUR CSR Strategy is
focused solely on Entrepreneurship
& Education initiatives
Including Skilled Professionals to
volunteer as pro bono consultants on the platform will help
improve credibility & Quality Assurance
WHAT DID THEY SAY?
CRITITAL SUCCESS FACTORS: recruiting
and retaining volunteers. You have
to manage their profiles and
expectations
For SE: Instead of asking “would you
pay for our service”, ask which problems
do they have and
for which solutions would
they pay
You need mentorsto provide more
valuable services. If they are professors,
do not associate B&B with only one
college.
WHAT DID THEY SAY?
Critical Success Factors:- Set clear deadlines for
projects- Screen young
professionals- Assure quality of the
work- Implement a system of
evaluation and create a contest
“Great Idea!”
Importance of
obtaining a 1st pool of
volunteers and give them
responsibility(and "pressure")
for the work done
WHAT DID THEY SAY?
Mentors will give us
credibility
“There is clearly a
need for
your platform in
the market”
“You should definitely
charge something”
- Commitment of SE- Reduce service
solicitations for those who are really interested
- Gives value to your work
- Financial sustainability
We have to
define clearly what services
do we offer
WHAT DO SOCIAL ENTERPRISES STRUGGLE WITH?
FUNDINGQualified
HRManagement
activities
Legal status
MissionDrift
MeasureSocial
Impact
Lack of capacityto followcommunicationplans!!!
VALUE CURVEcomparison with competitor
REVISION OF BUSINESS MODEL (2.0)
REVISION OF ELEVATOR PITCH
LANDING PAGES
1
2
LANDING PAGES: STATISTICSVisits and Conversions
HARVARD CASE: Human Resource Management in the Nonprofit
Sector: Purpose and Passion Cary L. Cooper and Ronald J. Burke (eds) (Edward Elgar Publishing Ltd)
“… Throughout the world, nonprofit organizations are consideredmore trustworthy by the general public, carrying great brand trust andpotentially greater brand equity.”
Five main differences between international nonprofits and their for-profit counterparts:
Brand management is neglected because marketing itself is seen as a limited range of activities, mainly concerned with fundraising.
The role of the brand for nonprofits is critical in every aspect of it operations, from funding, to recruiting employees and volunteers, establishing partnerships, and delivering its products and services.
Different HR &Org cult
Collaborative approach
Decentralized structures
Complexity of customers
&stakeholdersRole of Mission
HARVARD CASE (2): Human Resource Management in the Nonprofit
Sector: Purpose and Passion Cary L. Cooper and Ronald J. Burke (eds) (Edward Elgar Publishing Ltd)
Internal branding is so or more relevant than external:
• Communicating the brand effectively to employees;
• Convincing them of its importance;
• Successfully linking every job in the organization to the delivery of the brand essence
Nonprofit Brand IDEA
Integrity: from the mission to the organizational structure
Democracy: everyone can be a brand ambassador
Ethics: core values and organizational culture
Affinity: prioritize collective interests
Christian N. / Tomás V. P. / Madalena C. / George F. S. / Elise B.
THANK YOU FORLISTENING