| dc.contributor.advisor | 尚孝純 | zh_TW |
| dc.contributor.advisor | Shang, Shari | en_US |
| dc.contributor.author (Authors) | 史泰磊 | zh_TW |
| dc.contributor.author (Authors) | Taylor John Scobbie | en_US |
| dc.creator (作者) | 史泰磊 | zh_TW |
| dc.creator (作者) | Scobbie, Taylor John | en_US |
| dc.date (日期) | 2019 | en_US |
| dc.date.accessioned | 5-Sep-2019 15:57:38 (UTC+8) | - |
| dc.date.available | 5-Sep-2019 15:57:38 (UTC+8) | - |
| dc.date.issued (上傳時間) | 5-Sep-2019 15:57:38 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0102933037 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/125590 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理英語碩士學位學程(IMBA) | zh_TW |
| dc.description (描述) | 102933037 | zh_TW |
| dc.description.abstract (摘要) | 無 | zh_TW |
| dc.description.abstract (摘要) | Fundraising as a modern startup is hard. Although more funding than ever is flowing into new companies from venture capitalists (VCs), angel investors, and governments, the bar is higher than ever for securing that capital. Modern VC funds are designed with one purpose: creating “unicorns” - companies with $1B USD+ valuations. To be under consideration for VC funding startups must be able to tell a growth story that achieves this kind of valuation within 3-5 years. This represents a vanishingly small subset of all new companies created.
Fundraising as a social enterprise is another thing altogether. Investors look upon unfamiliar “for-purpose” companies with skepticism - as charities in disguise. Their purposes are viewed as cash consuming cost centers that may adversely affect the ability to scale. With few true venture scale social enterprises existing in the marketplace, social enterprise startups have few peers to point to as success cases. This makes progress in a fundraising context that values doing more of what has worked in the past extremely challenging.
This paper explores the nature of the modern social enterprise - their key features, different types of impact models, and their benefits and drawbacks in the marketplace. Understanding how social enterprises differ from traditional companies is a key component of our ability to craft compelling fundraising stories to traditional equity investors.One such story will be examined through a real-world case study: impctcoffee. As founder and CEO of impctcoffee, the author has just successfully closed a new round of funding from leading San Francisco/Bay Area angels and VC investors. This case study will outline impctcoffee’s social enterprise model, actual due dilligence questions from investors, and the answers to those questions that ultimately led to successfully being funded. This will be followed by an extrapolation of the strategy found within those answers to advice for social enterprises who wish to follow this fundraising path. | en_US |
| dc.description.tableofcontents | 1. Introduction 12. The Social Enterprise 22.1. Introduction 22.2. What is a Social Good? 32.3. Necessary Features of a Social Enterprise 42.3.1. Explicitly built to create some social good. 42.3.2. A Positive Feedback Loop Between Impact and Revenue 52.4. Optional Features of a Social Enterprise 52.4.1. Impact be measurable, measured, and in-line with commonly accepted impact outcomes. 62.4.2. Negative externalities be controlled for/minimized. 62.4.3. Legal structure. 72.5. Types of Social Enterprise Impact Models 72.5.1. The product sold creates impact through its use. 72.5.2. The product allows consumers to create impact through their consumption. 82.5.3. The model and/or operations creates the impact. 92.6. Drawbacks and Benefits of the Social Enterprise 102.6.1. Drawbacks 102.6.2. Benefits 123. Case Study: impctcoffee. 153.1. Company Overview 153.2. Real-world Investor Due Dilligence Questions/Answers 163.2.1. Business Model and Product Questions 163.2.2. Expansion/Scale-up Questions 303.2.3. Platform Questions 333.2.4. Company History and Impact Questions 373.2.5. Fundraising Questions 434. Fundraising as a Social Enterprise 454.1. Know your investor, context matters. 454.2. Investors aren’t going to tell you what you’re doing wrong. 454.3. You’re doing everything wrong. 464.4. Investors want to do more of what has made them successful. 474.5. You need local traction and local stamps of approval 474.6. Investors are going to think you’re a charity 495. Conclusion 506. Bibliography 51 | zh_TW |
| dc.format.extent | 3849633 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0102933037 | en_US |
| dc.subject (關鍵詞) | 社會企業 | zh_TW |
| dc.subject (關鍵詞) | 募資 | zh_TW |
| dc.subject (關鍵詞) | Social Enterprise | en_US |
| dc.subject (關鍵詞) | Fundraising | en_US |
| dc.title (題名) | 社會企業募資實務 | zh_TW |
| dc.title (題名) | Fundraising as a social enterprise | en_US |
| dc.type (資料類型) | thesis | en_US |
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| dc.identifier.doi (DOI) | 10.6814/NCCU201900678 | en_US |
