Question 1

A surging movement is under way that advocates the double bottom line (profits + social impact) or the triple bottom line (profits + social impact + positive environmental impact) among for-profit ventures.

Accepted Answer

The statement accurately describes the current trend in for-profit ventures towards considering social and environmental impact alongside profits.

Question 2

In some organizations, particularly those organized as nonprofits, market-based growth may not be comfortable because it flies in the face of organizational culture and may be viewed by some as detracting from the social mission, rather than as building capacity to expand mission achievement.

Accepted Answer

Some nonprofits prioritize their social mission over financial growth, and may view market-based growth as conflicting with their values.

Question 3

Successful growth requires adequate and appropriate human resources so it is important that no employees are ever fired and that very few leave of their own accord.

Accepted Answer

While having a stable workforce can be beneficial, it is not always possible or practical to avoid firing employees or having some turnover. Sometimes, it is necessary to terminate employees who are not performing adequately or who are behaving inappropriately. Additionally, some turnover can be desirable if it allows for fresh perspectives and new talent to join the organization.

Question 4

Social outcomes and impact are exceptionally difficult to measure.

Accepted Answer

Social outcomes and impact are influenced by numerous factors and cannot be easily quantified or measured. They often involve subjective assessments and long-term effects, making evaluation challenging.

Question 5

Social entrepreneurship and commercial entrepreneurship are similar in that they both take place on a very public stage.

Accepted Answer

Social entrepreneurship focuses on resolving social issues and creating social value, while commercial entrepreneurship primarily aims at generating profits and economic value. The "public stage" aspect is not a defining similarity, as the scale and visibility of ventures can vary widely in both types.

Question 6

The two general types of resistance to innovation or change, threat based and inertia based, may both be either internal or external to the social venture.

Accepted Answer

Both threat-based and inertia-based resistance to innovation or change can exist internally or externally to the social venture.

Question 7

Inertia-based resistance is much more likely to be external to a social venture than internal and it usually manifests itself when it is easier to continue with the status quo than to make a change.

Accepted Answer

The answer of Inertia-based resistance is much more likely to...

Question 8

According to LaFrance (2006), a good system for gathering and analyzing data is an essential capacity for growth to identify and document existing needs on the part of target beneficiaries that may require expansion into new geographical or program areas and to document the failings of the social venture to make improvements.

Accepted Answer

The answer of According to LaFrance (2006), a good system...

Question 9

Options for how a social venture is to grow include dissemination, branching, affiliation, and social franchising.

Accepted Answer

These are indeed four common options for scaling a social venture.

Question 10

The simplest and fastest way to scale a social venture is via networking and involves making a social venture's services and intellectual property widely available to people and organizations around the world who want to use them.

Accepted Answer

The answer of The simplest and fastest way to scale...

Question 11

The affiliation approach to scaling is substantially less expensive to implement because the self-sufficiency of local affiliates precludes the need for major facility, resource, and staffing investments by the home office or headquarters.

Accepted Answer

The statement correctly states that the affiliation approach to scaling is less expensive to implement because local affiliates operate independently and do not require major investments from the home office or headquarters.

Question 12

Before a social venture decides to pursue social franchising, it should consider whether there is flexibility in the model to permit feedback from franchisees and adjustments based on that feedback.

Accepted Answer

This is because social franchising typically involves a level of standardization in order to replicate the original model, but it is important for feedback to be incorporated in order to make necessary adjustments and improve the model.

Question 13

A marketing plan should consist of three phases: a market analysis, a competitive analysis, and a marketing strategy.

Accepted Answer

A marketing plan typically involves conducting a market analysis to identify target customers and market trends, a competitive analysis to understand the strengths and weaknesses of competitors, and developing a marketing strategy that outlines tactics for reaching and persuading the target audience.

Question 14

When considering networking as a scaling strategy, a social entrepreneur needs only to take into account two important questions: with whom should I build alliances and how should I approach successful alliance building?

Accepted Answer

Networking as a scaling strategy involves considering various factors beyond just with whom to build alliances and how to approach alliance building. It also includes understanding the value each party brings, the goals of the alliance, communication strategies, conflict resolution mechanisms, and the sustainability of the relationship.

Question 15

An important reason why networking is necessary and beneficial to social ventures is that there is a growing demand for performance accountability and no matter what their structure, investors expect social ventures to prove their social impact.

Accepted Answer

Networking can help social ventures establish connections with potential investors or partners who can help them measure and demonstrate their social impact. This can help social ventures become more accountable and gain credibility in the eyes of investors.

Question 16

Brooks, citing Betty Henderson, discussed six internal challenges that social ventures experience during the scaling process. Which ones?

Accepted Answer

The answer of Brooks, citing Betty Henderson, discussed six internal...

Question 17

According to Dees, there are two general types of resistance to innovation or change that may be either internal or external to the social venture. What are these two types? Which is more likely to be internal and which external? Give an example of each.

Accepted Answer

The answer of According to Dees, there are two general...

Question 18

LaFrance et al. identified and examined which seven capacities for scaling in social entrepreneurship?

Accepted Answer

The answer of LaFrance et al. identified and examined which...

Question 19

A good system for gathering and analyzing data is an essential capacity for growth. What are the four major ways data can be used by social entrepreneurs?

Accepted Answer

The answer of A good system for gathering and analyzing...

Question 20

What options are available to the social entrepreneur who is interested in beginning the process of scaling his or her enterprise?

Accepted Answer

The answer of What options are available to the social...

Quiz 9: Scaling the Social Venture