Trail-blazing social entrepreneurs are tackling the world's most pressing problems that government, business, or charity have failed to solve. They are creating businesses with a primary mission of social change. Scott Boyer is one such social entrepreneur.
Trail-blazing social entrepreneurs are tackling the world's most pressing problems that government, business, or charity have failed to solve. They are creating businesses with a primary mission of social change. Scott Boyer is one such social entrepreneur.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
SCOTT BOYER is the Founder and CEO of OWP Pharmaceuticals and the Founder and Chairman of the ROW Foundation. JEREMY GUDAUSKAS taught social entrepreneurship at North Central College in Naperville, Illinois where he founded the Center for Social Impact. MIKE HAMEL has helped more than 100 entrepreneurs and C-level business men and women share their stories with a wider audience.
Inhaltsangabe
Part I: Commercial and Social Enterprises 1. For-Profit: Commercial Enterprises 2. For-Purpose: Social Enterprises 3. Combining Profit and Purpose: Hybrid Social Enterprises 4. The Next Level: Tandem Hybrid Social Enterprises Part II: Building Tandem Hybrid Social Enterprises 5. Driven by a Compelling Social Mission 6. Financed by Commercial Success 7. Structured to Retain Control 8. Scalable and Sustainable for the Long Haul Part III: Lessons from History 9. The Hershey Company and Mars Inc. 10. Hormel Foods Corporation and Tyson Foods 11. H. Lundbeck & Co and Novo Nordisk 12. AstraZeneca and The Upjohn Company 13. Move the Needle: How You Can Advance the Social Enterprise Movement
Part I: Commercial and Social Enterprises 1. For-Profit: Commercial Enterprises 2. For-Purpose: Social Enterprises 3. Combining Profit and Purpose: Hybrid Social Enterprises 4. The Next Level: Tandem Hybrid Social Enterprises Part II: Building Tandem Hybrid Social Enterprises 5. Driven by a Compelling Social Mission 6. Financed by Commercial Success 7. Structured to Retain Control 8. Scalable and Sustainable for the Long Haul Part III: Lessons from History 9. The Hershey Company and Mars Inc. 10. Hormel Foods Corporation and Tyson Foods 11. H. Lundbeck & Co and Novo Nordisk 12. AstraZeneca and The Upjohn Company 13. Move the Needle: How You Can Advance the Social Enterprise Movement
Part I: Commercial and Social Enterprises 1. For-Profit: Commercial Enterprises 2. For-Purpose: Social Enterprises 3. Combining Profit and Purpose: Hybrid Social Enterprises 4. The Next Level: Tandem Hybrid Social Enterprises Part II: Building Tandem Hybrid Social Enterprises 5. Driven by a Compelling Social Mission 6. Financed by Commercial Success 7. Structured to Retain Control 8. Scalable and Sustainable for the Long Haul Part III: Lessons from History 9. The Hershey Company and Mars Inc. 10. Hormel Foods Corporation and Tyson Foods 11. H. Lundbeck & Co and Novo Nordisk 12. AstraZeneca and The Upjohn Company 13. Move the Needle: How You Can Advance the Social Enterprise Movement
Part I: Commercial and Social Enterprises 1. For-Profit: Commercial Enterprises 2. For-Purpose: Social Enterprises 3. Combining Profit and Purpose: Hybrid Social Enterprises 4. The Next Level: Tandem Hybrid Social Enterprises Part II: Building Tandem Hybrid Social Enterprises 5. Driven by a Compelling Social Mission 6. Financed by Commercial Success 7. Structured to Retain Control 8. Scalable and Sustainable for the Long Haul Part III: Lessons from History 9. The Hershey Company and Mars Inc. 10. Hormel Foods Corporation and Tyson Foods 11. H. Lundbeck & Co and Novo Nordisk 12. AstraZeneca and The Upjohn Company 13. Move the Needle: How You Can Advance the Social Enterprise Movement
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