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.

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.