When one business model is not enough for a social business
Abstract
Purpose
This paper aims to illustrate how managing multiple business models can become a key factor for succeeding in base-of-the-pyramid markets.
Design/methodology/approach
Case study was conducted through an engaged scholarship approach.
Findings
The authors highlight that companies can manage multiple business models, if they are following these three steps: recognition of costs-and-benefits, improvement and growth and creation of synergies.
Practical implications
The study provides guidance on how to manage multiple business models.
Social implications
This paper discusses Sustainable Organic Integrated Livelihoods, a social enterprise, which provides basic sanitation in bade-of-the-pyramid markets.
Originality/value
Operating more than one business model could cause often strategic failures. Sustainable Organic Integrated Livelihoods explored the advantages of having multiple business models in following three steps: recognition of costs-and-benefits, improvement and growth and creation of synergies.
Keywords
Acknowledgements
The authors would like to thank SOIL for their fantastic support in doing the research (www.oursoil.org) and specifically Claire Remington, Marion Cherrak and Leah Nevada Page for their support in writing this paper. The authors would like to thank the Swiss Agency for Development and Cooperation for supporting their research.
Citation
Gebauer, H., Saul, C., Halidmann, M. and Kramer, S. (2017), "When one business model is not enough for a social business", Strategic Direction, Vol. 33 No. 1, pp. 10-12. https://doi.org/10.1108/SD-06-2016-0096
Publisher
:Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited