Home

Business Plan

THE IDEABOX: from dreaming to doing 

1. What & why                1

2. Mission and Goals         3

3. How & Operations      4

4. Finances                7

5. Branding                8

6.  Market & Audience         10

7. Challenges/Timeline     12

8. Further thoughts      14

9. Potential TIB projects     15

=-=-=-=-=-=-=

1. What & Why

1.1 What is TIB?

1.1.1 Short

The Ideabox (TIB) is an online hub/incubator for creative community building programs across the USA. It is also the home of creative entrepreneurial idealism (CEI), the ethos and lifestyle which brings together the creative sector, community builders, and capitalist actors/funders. As such, TIB aims to be a node in the larger movement to make civic engagement and doing good cool.

 

1.1.2 Descriptive

(1) funding conduit or direct donation platform: connects creative community building programs or program ideas with funding opportunities. It provides CEIs with an audience for their projects, and funders an opportunity to choose which creative community building programs to support, in a transparent and direct way. 

 

(2) support and networking hub for the CEI industry: In addition to the basic goal of creating a universal and searchable list of CCB programs that will make browsing easier for funders, TIB staff supports incubated project ideas in various ways: publicity, business plan development, networking.  TIB’s community also serves as a cross-sectoral communicational node: synergy created by actors from social entrepreneurship, the corporate and philanthropic worlds, education, academia, community organizing, career services, cause marketing, entertainment, etc will benefit individual projects and general discussion of civic engagement.

(3) branding movement to help make civic engagement cool: In the marketplace of ideas and lifestyle choices, TIB aims to leverage the freshness, individuality, idealism, entrepreneurship, creativity and hopefulness of young people toward the goal of improving communities. It will plug into and foment that cultural trend as it evolves in 2009: national service, American rejuvenation, having fun and doing good, etc. Thus TIB will harness cause marketing, celebrity power, political actors, and the uniqueness and success of its incubated projects in aggressive publicity campaigns on the internet, TV, schools, etc.

(4) Eventually TIB  aims to open a for-profit creative consultancy for projects in this industry. Our creative team will help extant programs and companies shape their creative vision to do good. This is a later-stage operation.

In all respects TIB is a quintessentially American project at the vanguard of a new wave of conscious capitalism, venture philanthropy, and social solidarity. It wants to empower more CEIs, creatives, and community builders to go from dreaming to doing. 

 

1.2 What is CEI, and why do we need it?

CEI is Creative Entrepreneurial Idealism. It can be seen as the “sexy” or “cool” subgenre of social entrepreneurship (SE) because it harnesses the power of art, creativity, sport, and fun towards social causes—specifically, community-enhancing projects. Or, CEI distinguishes itself from the larger, more “boring” world of SE by infusing its projects with coolness and pop culture.

In so doing, it will serve as a bridge between the small and dedicated world of SE and the larger world of people unaware of SE and perhaps only vaguely aware of the value of philanthropy, charity, and civic engagement. (For more, see the “Why CEI?” page on the TIB website)

Like their colleagues in SE, CEIs, are concerned with achieving something important and useful with their lives, and maybe even saving the world, one project at a time. But they also want to have fun and use their creativity or artistic talent doing it.  They want to show how cool and fun this lifestyle choice can be, so more people get involved. As such, they are cognizant of and concerned with branding and image. (For me, see 5, Branding & Market)

As the vehicle for CEI, TIB incorporates players and concepts from the loose constellation of SE, philanthropy, activism, civic engagement, and venture capital (VC). This constellation features groups with overlapping characteristics and missions. While specific methods and tactics may differ, the salient shared trait of these industries is the basic desire to make the world a better place through both large- and small-scale projects. 

 

1.3  Why TIB?

Philanthropy and SE, though thriving industries and examples of capitalism at its finest, have room for evolution, diversification, consolidation, and deeper entrenchment in the American culture. TIB anticipates such developments by introducing CEI into this ecosystem and giving voice to what is really a natural subgenre.

Youthful idealism and the desire to do good is too often stamped out by obstacles like lack of funding or need for gainful employment. Too many of our best and brightest end up compromising or “selling out” to corporate interests that make little, no, or negative contributions to the world. TIB will address this problem by connecting young CEIs with the resources they need to get involved. Search our big list, they can either discover and sign up with a local program they like, or come up with their own program, and incubate it. At the same time, 'normal' do-gooders who want to add some creative flair to their own programs can look to TIB for inspiration and contacts.

In its various functions TIB aims to broaden the audience of people who engage in this lifestyle. As such, TIB will play a role in ushering in an era of American revitalization, optimism, and hope in a time of insecurity. TIB would complement the plethora of extant individual grants by creating a well-known ‘niche’ in this market (see 5, Branding & Market) so that future young CEIs have a visible place to aim their dreams and, indeed, greater motivation to follow them.

 

=-=-

 

2  Mission & Goals 

2.1 The mission is to promote CEI as a vehicle for enhanced civic activism on the part of creative people, and execute CEI programs to improve communities across the country.

TIB’s mission is to become one of those “best and brightest” outlets that not only offers creative solutions to sociocultural problems or gaps, but also empowers others to pursue their dreams that would do the same.

TIB will tap into the American affinity for charity in a new and invigorating way (see 5 Branding), at the very time when a new national meta-narrative is emerging around the ideas of American revitalization, investment in our infrastructure, etc.

The mission is political but non-partisan: the project would tap into the perception, held by those of various ideological persuasions, of American stagnancy, anxiety, and/or decline. As a response, it would contribute to the revitalization/renewal that this country needs to help us become the best we can be in a complex and changing world.

 

2.2. Goals

2.2.1 long-term: to use a collection of successful localized community enhancing programs, complemented by the ideology of a movement, to make American communities stronger and better, and engender a cultural shift toward the CEI ethos. (Or: establish CEI as a key player in a larger public awakening toward civic engagement, community building, and service in a rejuvenated America.)

Along the way:

à TIB is to become a respected brand, a part of the cultural ‘scene’ in this country, and the name representing smart youthful idealism, or, “dreamers actually doing”.

à  This implies the legitimization of CEI, in which the classic memes of American innovation and service to country are reinterpreted for our time and audience.

à This suggests the complementary long-term goal that more young people pursue their idealistic, save-the-world dreams instead of “selling out” somewhere.

2.2.2 medium term: Practically, these long-term goals translate to:

à incubating, developing, creating, and implementing:

  • programs and initiatives (or perhaps organizations, clubs, etc) that create tangible opportunities and demonstrated improvement in specific localities;
  • game-changing online communities or educational programs;
  • relevant movies, books and media that engage popular culture in an attempt to advance the CEI ethos;
  • and by pursuing other great ideas that might lead to these things.

à publicizing and branding this cause to make do-gooders and idealists “cool” (as opposed to the popular, entrenched image of these people being naïve suckers) as we give them the means to prove their worth.

In this respect we are building on a nascent movement headlined by actors like Good Magazine, alldaybuffet, Gaia, etc (see 5 Branding and 6 Market)

 

à providing a transparent & reliable vehicle through which funders & “regular people” show their support for the vital intersection of art/creativity and civics/community improvement.

In this way, in philanthropic tradition, rather than vilify capitalism, the wealthy, or corporate culture, TIB feeds off them, integrating them into a positive movement.

 

2.2.3 short term goals: the above cannot happen without reaching the following developmental benchmarks:

à TIB’s business plan is perfected after further outreach, research, and feedback

à the formation of an executive board and hiring of staff

à TIB is given “legs”, i.e. funding, allowing staff to pursue development

à TIB builds its list of partner projects

 

à TIB produces a more interactive, approachable, and cool website reflective of its brand image, functionality, and aspirations. (replacing the current blog)

 

 

=-=--=

 

3 How?

3.1 General description: TIB serves at once as a middle man, incubator, brand builder, and information hub: different things to different actors engaging in creative community building and CEI from different angles.

3.2 Grantgiving: TIB combines the grant-giving functions of Echoing Green,  Ashoka (these sites are SE hubs & online marketplaces) with the democratized marketplace of Kiva, (which enables microlending from an individual rather than institutional base), but for CEI projects: that is, civically-minded creative, artistic, and/or cultural projects that are cool and/or fun.

Like Kiva, TIB will funnel private (often bundled) donations to deserving “partner projects” that qualify as CCB. Donors will be able to choose specific incubated projects, and/or pool resources with other donors to that end. 

Alternatively, TIB’s privately raised funds will be allocated to winning projects as it sees fit. In both cases, where necessary TIB’s support team will be there to help advise selected projects (and perhaps point others in the right direction).

3.3 Motor for CEI lifestyle/movement: Serving as the aggregator for CEI projects and potential donors, as well as the online home for CEI research and commentary (some of which is already up on the site), will be its own source of publicity for TIB. While TIB staff supports and develops projects, its publicity and outreach machine will build the CEI movement and the TIB brand at a grass-roots level. This means:

  • forming alliances at Career Services centers, MBA programs, and centers for the study and practice of civic engagement, social work, and capitalism/capital culture in order to spread interest in CEI;
  • reaching out to the few extant industry players (see 6 Market & Audience) to align comparable visions, use the same language, and work toward mutual goals;
  • identifying CEI’s role within the larger worlds of youth activism and community development, including the possibility of CEI programs in schools;
  • defining a loose CEI “curriculum” for interested students/professionals, with the goal of providing maximum accessibility from both cultural, theoretical, political, and practical angles (see “Why CEI?” and various blogposts on website)
  • exploring best practices and strategies in standard, guerrilla, and cause marketing to leverage popular and youth culture to TIB’s advantage;
  • To the extent possible, engaging with governmental actors sharing these goals (including the Obama administration, which might be receptive to TIB concept).

3.4 for-profit consultancy: In the longer term, once success has been demonstrated, TIB’s creative consultants will run their own for-profit arm, providing CEI-based insight to all organizations, firms, and individuals who would benefit.

            à the consulting service could be incorporated into the “support scheme” for TIB incubated projects. This should be explored moving forward. See 4 Finance           

 

3.5 expression of cultural capital/conscious capitalism: In order to achieve its bottom-line goal of enabling localized and online community enhancement through CEI projects (and thus help spur a widespread revival in American civic engagement, service, etc), TIB must also privilege the big ideas and cultural implications behind these programs, improved communities, and new conceptions of civic engagement—even those that cannot easily translate into monetary profit.

These concepts of “financial vs cultural capital” and “conscious capitalism” will be integral to the larger theoretical explorations of the CEI movement, including how the next phase of capitalism may apply to community enhancement.

            While TIB does not intend to be an online library, it does intend to be an organized locus of information relevant to the CEI movement. As such it will provide links to appropriate resources so that visitors can learn more about all the angles involved. Providing this “nodal” function will help place TIB prominently in the larger dialogue.

 

3.6  Operations: The Ideabox’s 3 major operations are:

(1) incubating CCB projects and facilitating funding for them wherever possible

(2) project development and support, consulting

(3) fundraising/ publicity/ outreach/ activism for the CEI cause.

 

3.6.1 Incubation: The primary advantage of the incubator is the universal, searchable list of the potentially hundreds of CCB projects that exist nationwide. Search by key metrics like location, creative theme(s), budget, and name. The comprehensiveness and simple functionality of this database will make TIB an instantly useful resource for various actors involved in the “industry.”

In particular, TIB’s approach invites at least three distinct audiences from the SE ecosystem to visit TIB. Our home page has “how to” messages for each of them:

 

Creatives:

1. Those who want to leverage their creativity to give back to their communities come to TIB.

2. Browse TIB's programs by creative topic, medium, location, etc.

Inquire about a particular project, join it, or submit their own project for TIB incubation.

3. TIB staff will respond to get you in the loop!

 

Community Builders:

1. Those interested in building stronger communities, or in infusing their own projects with a creative spark, come to TIB.

2. Browse TIB's programs by creative topic, medium, location, etc.

Inquire about a particular project, join it, or submit their own project for TIB incubation.

3. TIB staff will respond to get you in the loop!

 

Funders:

1. Those who want to support initiatives that leverage artsy, sporty, or other fun activities in community-building programs come to TIB.

2. Browse TIB's programs by creative topic, medium, location, etc.

3. Select desired program(s), inquire to learn more, or donate directly!

 

Toward these ends, TIB staff would develop and recruit with the goal of incorporating the most creative, visionary, and idealistic people from a wide-range of expertise: business, advertising/marketing, art and design, history, politics and policy, writing, entertainment, etc: a “best and brightest” petri dish with explosive potential.

 

3.6.2 Funding projects:   TIB plans to facilitate two types of grants, depending on final structure of donor-project relationship and internal funds available.

 

3.6.2.1 Grant / donations: to reward worthy CEI projects in a results-oriented environment. While recipients would be required to develop the project according to an agreed-upon outline and schedule, project output should be tangible or quantifiable after the first year. Further funding, based on demonstrated progress (which varies by project), is possible. TIB can be seen as a Kiva for inspiring CCB projects (mostly by young people, 18-34). Large and small donations will be  transparent–in the style of web-enabled peer-to-peer microgrants—allowing individual or bundled donations to a particular project on TIB’s list.

 

3.6.2.2  TIB project outsourcing: Rolling grants for completion of specific projects created by TIB. The TIB team creates and outlines a project that is then awarded to an individual or team that applies and demonstrates its ability to execute the project according to agreed contractual terms. This is a chance for freelance CEIs to “show their stuff”, build a CV, and do good for a month or a year. The hub function of TIB will facilitate the assembling of specialized teams.

            à this service can be extended into a sort of Craigslist of CCB projects: a single place where actors across sectors can identify, staff, and support CCB projects.

 

3.6.3 Project Development/Consulting:     At TIB’s for-profit arm, creatives both develop new projects (see list below) and work with existing ones given to them by paying companies and individuals (contractual basis). In the latter sense they serve as creative consultants.

Some top-of-the-list TIB projects are Dreamvane (an aggregator for people to share and develop their dream projects, and support others), Kill The Test (a free online SAT-prep program using computer-adaptive technology (CAT) and a video-game feel to address the achievement gap), and The Real Deal (an online community experiment in political casemaking and civic engagement for the digital generation).

Clearly, TIB will also need to find outside projects/individuals to work with in order to prove its worth to potential investors.

 

3.6.4 Publicity and grass-roots outreach:   As a “branded middle man,” TIB will both raise funds and publicize the cause/build the CEI brand.

3.6.4.1   The outreach is focused on connecting potential recipients with potential givers—philanthropists, corporations, private individuals, VC funds, NGOs, etc. Useful partners in this process would be entertainment industry and other relevant celebrities, athletes, business people, and others who have achieved their dreams and want to enable others to do the same (see 6.4 Audience).

There is huge potential here, and the basics are simple and appealing: achieving your dream + contributing something helpful to the world. (See 5 Branding; for more on fundraising, see 7 Challenges.) Put briefly, this outreach would go beyond traditional NGO or Philanthropy models and mimic multi-platform product and lifestyle branding.

3.6.4.2   TIB will also aim to emerge as an industry standard: where young CEIs turn not only to apply for grants, but for: information and advice; to seek out contractual work with us or full employment elsewhere in the sector; to find inspiration; or perhaps to attend TIB-sponsored events. This role as CEI hub is an attempt to gain real cultural cache for this lifestyle choice. In this way, TIB is much for than a company or a grant-giving organization, which is why it pushes philanthropy and social entrepreneurialism to the next level.

 

 

3.7 Execution: who manages? 3 Models

3.7.1 In-house: most simply, TIB itself will have a couple of experienced SE managers on staff (per 2 above) and/or some that we consult with; ideally, winning projects will be assigned a TIB liason to guide the process.

3.7.2 MBA programs: if the experimental project with an MBA program takes off (in which an MBA program takes on the a selected TIB program as a live case study, matching SE students with the CEIs behind the program), the collaboration becomes permanent. Use the SE talent at and resources of MBA programs to serve as managers for selected TIB projects. In this way TIB goes even further in its unique mission of furthering the nexus of SE, philanthropy, and youthful idealism: by playing matchmaker between deserving project ideas and qualified & motivated managers for these projects, within the supportive context of a Business School/University apparatus.

This collaboration has further upshots:

·       first, it would open up the possibility of TIB's hiring interested young MBAs right out of school (would of course depend on the funding we could get from the big boys to bankroll the whole venture).

·       Second, it would create a sustainable way to build the CEI culture and brand in the US business world, which is really the mission of TIB. We believe in the nobility and utility of the cause, and we want more people to embrace the CEI culture and Social Entrepreneurship: both innovators and future managers already doing MBAs. 

3.7.3 TIB as freelance project hub.  Finally, there is the self selective element: because only the very best project ideas will get chosen as TIB grant winners, it is up to candidates to both (a) show their own management skills and experience/vision for this project or (b) outline exactly the management/execution weaknesses they see in their idea, such that TIB is convinced to invest. In the latter case (b), TIB will help fill that gap by (b1) providing the support ourselves, or (b2) finding someone who will.

In the latter respect (b2), TIB once again serves as a hub for the CEI world by matching idea with manager, freelance style. This innovative approach is quite doable, and indicative of the trends toward flexibility, contract-jobs, and specialization we see in the labor market today. TIB literally has a job board of chosen projects, their business plans and timelines, and sends them out to relevant organizations/companies in the CEI or SE or whichever specialized Sectors, matching people up. This is TIB Human Resources at its best.

The motivation for private companies/managers to participate here goes beyond pro-bono benefits: if a company develops a winning idea, they share that publicity (& potential profit) with the original creators who brought it to TIB.

             (Another TIB advantage: not only does it aim to empower CEIs and bring great products/programs/etc to the market/community, but it also aims to be a hub and publicity generator in this evolving SE-philanthropy-activism-NGO-youth culture nexus.)

 

For more info about operational challenges, see 7 Challenges.

 

 

=-=-=

 

 

4 Finances: profitability, fundraising, logistics

note: incorporate LC3 structure into this section!!

 

4.1.  Is it profitable?

4.1.1  The funding arm is a non-profit venture. That's why TIB is more philanthropy-dependant.

4.1.2  Project-dependant profitability: While some projects will be profit-seeking (online communities, local businesses, and entertainment vehicles, such as television programs, movies), the majority (community enhancement programs) won't. Any project that attracts an audience has advertising revenue potential, so it’s hard to predict. TIB is certainly not averse to monetarily profitable projects, but its niche market and priorities are eventual sustainability and returns in cultural capital. (see “Partner Projects” list and “Why CEI?”)  

4.1.3   The in-house Creative Consulting Firm that we aim to start over the medium-to-long term will be a for-profit venture, but run in tight coordination with TIB’s non-profit ventures, and sharing the same mission.

4.1.4  Commission model: TIB should take the real-estate approach and take a percentage of successfully funded projects. This  percentage could be a flat rate or be subject to negotiation in each case.

4.15 Listing fee: to help offset costs in a minimal way, TIB could charge a one-time (or yearly) nominal fee of $50-$100 for accepted project proposals to be published on the list. This cannot be a prohibitively expensive charge. But considering the publicity and netowrking services we provide, it seems fair to ask for a small charge.

 

4.2.  Fundraising: the money would be raised by private (corporate, individual) donations, grant applications (Echoing Green, etc) and agreement(s) with a major philanthropies such as the Gates, Case, Reynolds, Ford, etc Foundations, for whom TIB would represent a chance to diversify their holdings towards common goals while also supporting CCB and the CEI movement.

Another place to look for funding might be universities themselves (endowments). Since TIB aims at their demographic, it should be pitched as an element of Career Services: “If you’re a young CEI & have great ideas to start your own org or get involved in great projects, here is your resource...”

 

4.3. Overhead: an initial estimation of expenses:

 

4.3.1 Employees: staff would start small (and be unpaid) and grow as fast as is financially viable. The implicit philosophy is similar to the hive effect of a consultancy or advertising agency: given a common mission and efficient communication, a larger team of creatives be able to take on more projects from more angles and come up with better ideas and solutions. Eventually, staff would include:

·       creative team

·       a full-time fundraising/outreach department

·       an executive (or exec. committee) that negotiates with a Board of Advisors/Directors and arranges long-term fundraising and operational strategy, and possibly investment plans (people will want to invest in TIB, eventually).

 

4.3.2 The office: need only be one small place where the staff convenes. While there is great potential for contribution online and by phone, it is beneficial to have a core of people working in the same physical space. A logical longer-term TIB project would be to get a really cool multipurpose building to house its office (see project list: TIB HQ).

 

4.3.3 Material/Publicity/Outreach: Writing copy and assembling the interactive TIB database dedicated to laying out the CEI “curriculum” will take time and research. Furthermore, TIB representatives should visit relevant university campuses, communities, and corporate/philanthropic offices to pitch TIB & CEI to both administration and students/employees. Funds should be budgeted to strategic marketing/advertising.

 

4.3.4 Budget: A realistic monthly/yearly budget would be subject to the pace of TIB development and factors 1-3 above. It would be possible to make immediate progress on the strength of a grant that allowed one person to work full-time on TIB (ideally 2 people).  Enormous progress could be made on the strength of just a 3 person staff and a simple office facility.

 

=-=-

 

5  Branding

5.1  Beyond funding conduit, creative community building hub, and eventual consultancy, TIB aspires to build the CEI brand. We want to be at the forefront of the emerging nexus between social entrepreneurialism, pop and youth culture, and activism in the US.

5.2  Narrative:  TIB takes the best American traits and amplifies them. We want to recycle the classic “American Dream”, cross it with service/community building and fun/adventure, and aim it at young CEIs. The narrative combines 4 elements, aiming for an attractive, cohesive message: we are on a mission to improve America; we are young & cool; we are pushing this sector to a new level; we are hopeful & optimistic.

5.2.1 “Tom Friedman”:  Within our niche market (see 6.1), the argument is largely along Tom Friedman lines:

‘We must allow this niche to exist and prosper, because America is all about innovation and the power of great ideas. Let’s invest in our future by allocating our great wealth smartly and actively: if we empower the best and brightest American CEIs, they won’t let us down; they’ll find new ways to solve problems and address societal ills in ways government cannot’.

He and others of all political persuasions have made similar arguments. This is unassailable ground from which to argue for TIB.

5.2.2 “Young, hip, fun”:   At the same time, because TIB caters to the young, we have an eye on the pulse and, like GOOD magazine, aim at making social entrepreneurialism and civic engagement, in a word, cool. We can package our message by highlighting breakthrough young CEIs, talk about American rejuvenation, while still addressing our audience in its language: assertive, creative, snarky, fun, pushing boundaries, merging pop culture w/serious issues. Alldaybuffet and others are onto this approach, as well as branding outfits like Trumpet.

5.2.3.  “The next level”:   Compared to traditional players, we’re like philanthropy 2.0. Look at the Catherine Reynolds Foundation: they sponsor a diverse range of programs, yet nobody really knows what they ’stand for’, aside from ‘good causes’. TIB takes a similar idea to the next level:  it’s a funding, support, & networking source built around a specific demographic, with a specific narrative, and a brand building that’s tied to a real movement. Instead of “she’s a real activist”, we can say “she’s a real CEI”.

5.2.4. “Hope & optimism”:   TIB builds on a Reaganesque “Morning in America” theme that is both appealing and well-timed. Importantly, though the timing refers to the end of a very unpopular president within (and without) our demographic, TIB is non-partisan, and should be known to support projects that go beyond partisan wrangling— which is not to say ideologically neutral. We can support projects like The Real Deal, which challenges contemporary 2-party politics, or an opposing scheme, along the lines of a wiki’d Grand New Party (by Ross Douthat, imagining the future of the Republican Party) community. Both current presidential candidates speak of American service: it’s already in play, and we’re going to be new players moving forward. (See “America’s new meta-narrative” post on TIB)    

5.3.  Look: Given the brand, the look and feel of TIB are vital, as is a smart and gradual marketing program, once enough money has been secured to start giving grants. Using the recent success of GOOD multimedia platform (with whom I’m now applying for a job!), we need to think big here.

       5.3.1.   The logo is an updated “jack in the box” type guy. (Need design help.)

       5.3.2.   The motif being that, if you put enough creative, intelligent, and dedicated types together who are determined to address social/cultural problems in creative and cool ways (and, of course, to think out of the box), and give them the support they need (in classic VC style, that means $), they are going to come up with projects and products that, in some way, make civic participation, volunteering, do-good activities cool. Keep turning that crank, and eventually the idea pops out.  [For visual projects, the emblematic opening could be a cartoon of this process, in which the guy pops out of the box and does a little jig…]

5.3.3.   “Ideaboxers” are employees and participants who are fighting with and over ideas in a collaborative effort to bring great ideas to fruition.

       5.3.4.    We’d need shirts and gear to spread the word, which itself would give people an opportunity to develop logos & be artistic for us.

       5.3.5.    We’d also need some cool mantras, from the corny to the hip. Quick examples for, say, T-shirts: Corny (“No, really: Community Service”, with our logo somewhere visible) and Hip (Warning: ideaboxer ready to knock people the eff out”; or “Caution: this person is following his dream” or whatever.)

 

 

=-=-=-=

 

6. Market & Audience

Advance “market study” based on recent research!!

 

6.1.  Market: TIB operates within an emerging and promising niche market that brings together social entrepreneurialism, philanthropy, VC, charities, and activism/civic engagement. Ashoka calls this “the citizen sector”. Industry actors are:

 

6.1.1 Brand-name SE organizations: Ashoka, Skoll Foundation, and Echoing Green are the pre-eminent social entrepreneurship organizations. All provide strategy, big-picture vision of SE, and funding for worthy SE projects. CEI projects, however, receive little attention from these entities. That should change: the emergence of CEI will make it easier for these organizations to define SE and explore its possibilities. They will also gain from the increased attention to SE-related causes created by TIB.

For this reason, calling Ashoka or Kiva  ‘industry competitors’ is a fallacy. First, TIB has a more diverse collection of projects that goes beyond “standard” social entrepreneurship projects of alleviating hunger/poverty and enabling entrepreneurs in the third world. Second, we are a quintessentially American project (see 5.2) with a demonstrated interest in contributing to American revitalization. Finally, this emerging sector is small enough that there is room for growth and new organizations (though consolidation will eventually occur); our ‘competitors’ are really our friends; we need each other because we are developing a sector and a movement together—even if their cultural/ideological goals are less explicitly stated.

6.1.2 Philanthropies: Gates Foundation, Case Foundation, Ford Foundation, Catherine Reynolds Foundation, and others fund SE and non-profit causes around the world. The CEI vision is compatible with those of these organizations. TIB expects to the philanthropy world’s support for both specific community-building projects and the general long-term vision of CEI and SE.

6.1.3 Venture Capital: VC funds distinguish themselves from philanthropies and SE organizations in that (1) they are not exclusively socially-minded; and (2) being profit-driven, they require financial returns on their investment in start-ups and small companies. At the same time, insofar as certain (not all) TIB partner projects will be financially sustainable (if not profitable), they may interest VC funds that want to build cultural capital and reputation/image in order to stand out in their own industries.

6.1.4 Nascent CEI organizations: the following qualify as CEI despite not knowing of or using the term. As such they suggest the organic existence of this subindustry and the need for a more formalized and aggressive push to introduce CEI on a wide scale.

  • Good Magazine: a young and already successful example of CEI in action. Good’s motto, “live well, do good,” implies that one needn’t become a militant and/or sacrifice the good life to the world a better place and have a good time at it.
  • Alldaybuffet: a (NYC) website and brand making doing good cool and fun, ADB has already hosted some successful events, including The Feast social innovation conference.
  • Pure Project: (NYC) collective of creative enthusiasts managing an incubator for creative, do-good projects focusing on sustainability.
  • If We Ran It:  (NYC) website dedicated to the power and promotion of young people’s entrepreneurial ideas and visions for positive social change.

6.1.5 Activism/Civic Engagement: many disparate organizations, causes, governmental actors, and individuals continue to promote the benefits of civic engagement. Voting is the most obvious but least helpful example. At the level of community-building initiatives, there does not appear to be a well-known protagonist.

6.1.5 TIB’s market role: TIB fits in the space of a ven diagram in which these disparate entities and interests overlap. We bring together the mission and resources of SE and philanthropies, the branding appeal and “coolness” of the nascent CEI organizations, and the concrete projects and results upon which community organizing/community building programs are based. In the process can even make a strong argument to VC to consider the merits of social/cultural capital as their own industry evolves. In short, the market is ripe for TIB. 

While our work is in logistical ways comparable to what Kiva and Ashoka do, TIB has a more limited focus (purely domestic), a stronger identity (CEI is a subgenre of SE; TIB is aimed at young people) and greater branding potential (see 5 above and 6.2 below ).

6.2   Audience: TIB speaks to 2 core audiences and other assorted interests. Its branding potential is so great because, as the pioneer of an industry and actors in a social movement that will have many allies, it is a uniquely intriguing entity.

 

6.2.1 The core audience is the triangle of actors involved in CCB (see :

1. actors in the creative sector (artists, creatives, athletes, celebrities)

2. community builders (activists, organizers, politicians, the “citizen sector”)

3. funders (philanthropists or regular people who want to donate)

 

6.2.2 secondary audience for grants is young CEIs, especially young ones: college grads, grad students, those in their 20s who will respond to having a more concerted effort at making CEI lifestyle appealing and reachable to them.

For this reason, TIB should be promoted in Career Services offices on all campuses, and implemented with social entrepreneurs in MBA programs. Branding potential vis-à-vis this audience is great because TIB is “cool” and actively engages elements of pop culture and youth culture.

 

6.2.3  additional audience: educators (schools), cultural observers (press), and maybe even some politicians (civic participation) would love to point to a fresh organization that speaks to youthful idealism, leadership, and results-oriented civic engagement. A key component here would be harnessing the star power (celebrity)

 

 

=-=-

7. Challenges & Timeline

7.1.  Securing funding:  a compelling argument must be made to ‘traditional’ philanthropic, finance, VC, and other types that this kind of private investment will pay dividends in the long run, even if it amounts to something of a charitable (tax-deductible) contribution on their part. That argument should be made along the pro-market and business lines:

  • Contributing to TIB would boost any company’s corporate responsibility portfolio, public image, etc.
  • American innovation must be funded and fostered, in many cases to solve problems efficiently that government cannot.

Outreach should be directed at existing philanthropies, as well as funds like Echoing Green, others. We also accept smaller donations by “regular” people and outreach should be directed strategically toward certain demographics.

7.2.  Garnering the right support:   Even before applying for serious funding, we must get serious “industry players” on board whose support can leverage fund raising efforts. Who should be approached, how broad should the spectrum be?

  • MBAs
  • SE actors, veterans, and other self-starters
  • philanthropy & related actors
  • community leaders
  • government actors

 

7.3.  Honing/shaping the message:   The CEI brand image needs to be developed and tested, and plugged strategically into the nascent movement/ecosystem of doing good and having fun/cultural capital/conscious capitalism/American rejuvenation. 

Advantage: the goal is clear and laudable, and the originality of the branding aspect and mission to penetrate pop culture (think GOOD magazine).  

 Challenge: still, it needs to be marketed super smartly and edgily. It might be smart to mimic typical corporate strategy and come up w/various logos/approaches and informally focus group them (?).

7.4.  Timeline: early vs. later development:   As a combination of 7.1-3, there must be a clear division between conceptions of what TIB does in its early planning stages, early operational stages, and later operational changes. It can’t do everything at once; in the beginning the focus must be on completing internal projects and building alliances with similar/ally organizations and people. (see 7.6 brief outline)

7.5.  Controversial projects: it is in TIB’s interests to avoid projects based on highly politically or culturally sensitive issues. That is, while something like TRD or its conservative equivalent are acceptable and encouraged in our national discourse, efforts that take sides in Middle East politics, teaching creationism, distributing methadone, etc, are bound to create problems. There should be enough politically neutral projects out there to uptake in the early going.

7.6.   Anticipated Timeline for Development

7.6.1 1st phase (Sep - Dec): research, development, groundwork, outreach:

a. major networking, alliance building and fundraising; this includes the effort to investigate the TIB-MBA program possibility.

b. establishing mission/brand parameters and building its web presence;

c. undertaking any projects TIB deems logistically possible and strategically desirable (this will likely include pro-bono work).

-in addition to output, simply gaining the public support of already-established projects that i.d. w/our mission and would like to work w/us going forward would help bolster our oeuvre 

d. ongoing research of nexus: philanthropy, VC, social entrepreneurialism

7.6.2  2nd phase (Dec 08 – 2009): gaining partners, funding, momentum:

a. aggressive outreach to recruit CCB programs and program ideas to incubate

b. undertaking and executing original projects;

c. undertaking marketing/publicity campaigns, including a fundraising event

d. gaining partnerships, name recognition, a place in the emerging CEI landscape: becoming a player.

e. raise enough money to give microgrants for incubated projects?

-in its early stages, with little money at its disposal, TIB could sponsor  a contest giving a micro-grant to a lucky winner.

f. hiring, growing, spreading our tentacles across the culture industry

7.6.3  3rd phase (2010? — ?):  growing, feeding off success, consulting:

a. facilitating more successful funding connections via our website

b. getting serious press and buildup for the CEI movement

c. plugging deeper into emergent the SE/CEI ecosystem

d. Start for-profit consulting arm to work w/clients that approach us once our name, brand, and mission are established and respected.

 

7.7.  Further notes on challenges to development

7.7.1.  The first phase is a spare-time endeavor. How long it remains so largely depends on our ability to do three things roughly at the same time: 

  • craft the message and mission; 
  • build a body of work; 
  • aim it cleverly at the right people; 
  • and/or my ability to get a job somewhere in ‘the industry’

 

7.7.2.   That’s where the brand-building aspect of all this comes in. TIB aims to be the sort of household name to represent both this unnamed nexus and the entrepreneurial creative idealists operating within it (It might secondarily but not necessarily be a label for young individualists, libertarians, lefties, greens, wonks, celebrities who want to help make volunteerism/idealism/worldsaving “cool”, etc).

To do this TIB needs to be not only smart and functional, but cool and clever. The medium is the massage, right?

7.7.3.   We must aspire to change the way that this nexus—social entrepreneurship, idealism, do-goodery, pop culture—is framed in the public sphere.

  • As stated, the time is right in the USA for this to happen.
  • From a more cynical brand-building perspective—which is required in these times—I would go so far as to say that the cultural conditions are ripe for “doing good” to become cool on a popular level the way lavish overconsumption was made cool in the 80s, as GOOD magazine has discovered. So even as a business venture, I could argue that TIB is just waiting to explode.

7.7.4.   Execution at TIB: An insider says: “you assume that ideas fail for lack of funding, but virtually every VC and expert in building organizations will say that ideas do not fail for lack of funding — they fail for lack of execution.” How can we prove we will execute?

My only initial answer is (1) successful recruiment and (2) to hire people who have worked in these related industries, are extremely dedicated to the cause, and are networked; (3) get grants that allow us to work full time.

 

=-=-

8. Thoughts for future drafts of this BP

8.1   General Questions: What are the weakest parts? What is redundant? How can I condense? What am I leaving out? Specifically: (1) how to get money/funds? (2) crucial role of branding, since we are trying to bring together disparate organizations into more of a cohesive “industry” that is also a movement?

8.2   Hiring young gun temps: In addition to giving $ to projects and serving as consultants ourselves, we could hire out young people for contractual projects that are already underway—either our own projects or those of related organizations that post on our site. This would be kind of an HR function under the auspices of TIB mission.

8.3    Confusing references:

it’s clear that I need to make a flow chart & diagrams to help illustrate the $ funneling process I envision, from (1) donors/sources through (2) us to(3) grant winners.

Each of these actors needs to be clarified.

I think the confusion in “sources” is, at least in part, a product of much of them being synonymous: charities, foundations, philanthropy. As I see it, there is a lot of overlap there; one place that calls itself a charity and another called a foundation or philanthropy could give $ to TIB. As for VC: I mention it because that industry, (and Angel Investment), is part of the larger constellation in which I locate TIB. While we’re mostly funding non-profit ventures/programs, I can envision programs we fund that do have potential for profit, and those ventures would be suitable for VC contribution. I don’t’ want to eliminate that option. But, to be sure, TIB is more about the concept behind the projects that are selected rather than profit potential– hence the idea of investment into cultural capital.

That’s why TIB starts with the target audience: young CEIs with great ideas to contribute to the culture, build community, or solve specific problems.   TIB is the middle man, the “branded funnel” that gets the money to those projects; in each case, a project fulfills the TIB mission. The sources, on the other hand, can vary: from big philanthropies to VC firms (for projects w/profit potential) to individuals, or some combo thereof, depending on the project. I do need to give some hypotheticals here, and that’s what I’ll work on now. But does that make more sense?

for-profit consulting: TIB has a proven record of making a difference through projects it has funded and its own in-house projects that it has developed. So eventually the ‘expertise’ of TIB creatives will be sought after by companies, NGOs, etc hoping for that edge.

Still, if it clarifies things, this consultancy could be dropped from initial TIB business plan—I could stick to the informal advising/support we’d provide for winning clients. But I’d rather not. I think not only is the consulting service something logical to aspire to, but its especially indicative of the kind of role TIB wants to play in the SE scene: we want to be a respected player; we want ot attract not only the best and brightest ideas, but also have some of the best and brightest working for us.

management/execution: objective / strategy/ tactics / execute

Taxes and fine print: coming soon.