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MP Maintenance: Developing a Marketing Strategy for a Social Enterprise
Cas 9 10 2019 001
Cas publié dans la Revue internationale de cas en gestion, vol. 17, no 2
Langues : 
  • Anglais
Mots clés: 
  • Marketing strategy,
  • Social enterprise marketing,
  • Reconciling social and environmental values with profitability
Année de production : 
2019
Date de publication : 
2019-06-03
Notes pédagogiques incluses : 
Oui
Résumé

MP Maintenance was a social enterprise composed of several micro-businesses (landscaping, window cleaning, pressure washing, graffiti removal, litter pick up, etc.) offering transitional employment to individuals previously living on the streets. Like many budding social enterprises, MP Maintenance needed to carefully balance the organization’s social mission and the financial competitiveness of the services that it offered.

In May 2016, Matt Smedley, executive director and chief executive officer, and David Greaves, general manager, sat together in the company board room awaiting the arrival of the four college students who had agreed to help them develop a marketing strategy. Their common goal was to enable the social enterprise to continue to deliver on its mission – supporting the employees of Mission Possible – while generating an unrestricted flow of revenue. After seven years spent establishing and growing the business, a fresh set of eyes was welcomed.

Discipline principal : 
Marketing
Discipline secondaire : 
Coopératisme
Secteurs d'activité : 
  • Autres services (sauf les administrations publiques)
Provenance : 
Ailleurs
Type : 
Cas traditionnel (Cas décisionnel)
Type de données pour la production du cas : 
Données réelles, non publiques, non maquillées
Lieu de l'événement : 
Vancouver, BC, Canada
Année de début de l'événement : 
2016
Année de fin de l'événement : 
Non disponible
Taille de l'entreprise : 
Petite et moyenne entreprise
Principaux thèmes couverts

Marketing concepts through the lens or perspective of a social enterprise

Objectifs pédagogiques
  1. Distinguish between a social enterprise and a traditional enterprise.
  2. Analyse the internal and external environment of a social enterprise.
  3. Determine whether an organization has a sustainable competitive advantage.
  4. Identify growth opportunities for a social enterprise.
  5. Evaluate growth opportunities for a social enterprise considering the dual objectives of social and financial performance.