Abstract

Using business to create social change is difficult. The social enterprise sector as a whole needs more relevant support from the public sector in order to flourish. However, previous experience with public sector support has demonstrated challenges for the Women’s Bean Project (WBP). Past funding opportunities proved to be unsuccessful, funding sources were withdrawn, unorganized, and ineffective. Further, the women did not have positive experiences with various agencies which led to wary participation in potential programs. The Women’s Bean Project is a place where women can go when other options have failed. Working with organizations to help women transition back into society is a primary goal of the Women’s Bean Project. However, its ability to help employ women is driven by its sales, donations, and grants. Sales are reliant on public awareness of the organization and its mission. Faced with the possibility of declining sales in 2009 in a crisis-ridden economy, WBP’s executive members proactively consider adding jewelry items to its core product line and work with retailers in the local art districts to sell its new product line. The central focus of this case is to evaluate this new diversification move from a strategic and operational perspective.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• to raise awareness of this highly successful non-profit organization
• To allow students to evaluate WBP’s decision of diversifying into a new jewelry-making venture.

Keywords

Social entrepreneurship, Entrepreneurship, Non-profit management, New venture creation, Evaluating new venture decisions, Value creation, Diversification,