SE T/F

Social enterprises are non-profit organizations.

Social enterprises have a clear social purpose that drives their activities.

Social enterprises are not dynamic or progressive businesses.

The profits of social enterprises are distributed to shareholders.

Social enterprises do not have community accountability.

Social enterprises are driven solely by profit motives.

Social enterprises do not innovate or experiment.

Social enterprises are not businesses that trade in the open market.

Social enterprises can only generate income from one source.

The main goal of a social enterprise is to create employment opportunities.

A social enterprise mission statement should be long and detailed.

A good mission statement helps to attract support for the social enterprise.

A social enterprise mission statement should only specify what the enterprise will do.

A good mission statement is not necessary for a social enterprise.

A social enterprise can only innovate or adapt in one way.

The revised XYZ mission statement is less specific than the initial one.

Social enterprises only reinvest their profits into their business.

A social enterprise's mission is to only make a profit.

A business model is a plan for how the mission will be achieved.

Boaz and Ruth's business model is only focused on serving its clients.

A social enterprise can fail due to a lack of income.

A supply side threat to a business model is when people don't want the product or service.

Social objectives are specific, measurable, and realistic.

Social enterprises are only focused on making a profit.

Miscalculating invoices and hoping customers won’t notice is an example of ethical business practice.

Co-operatives value equality.

Social enterprises are typically involved in recycling and employability training.

Co-operatives believe in the importance of honesty and social responsibility.

Social enterprises are primarily driven by profit motives.

A good mission statement is essential for a social enterprise.

Paying suppliers on time is an example of unethical behaviour.

Using insider knowledge for personal gain is an example of ethical behaviour.

Conserving natural resources and protecting the environment is an objective of social enterprises.

Treating members, staff, customers, and suppliers with courtesy, dignity, and respect is an example of unethical behaviour.

Providing quality goods and services is an objective of social enterprises.

Side-stepping rules and regulations to increase profits is an example of ethical behaviour.

Keeping promises is an example of unethical behaviour.

Honest accounting and tax calculation is an example of unethical behaviour.

Social Return on Investment (SROI) only measures economic impacts of social enterprises.

Enterprise value is measured in terms of lower welfare costs, higher tax revenues, or other social benefits.

RED F uses three components of SROI: Enterprise value, Social purpose value, and Blended value.

Blended value is the total value of the social enterprise, including both economic and socioeconomic values.

Private donations always show negative social purpose value.

The costs of obtaining grants and gifts are not considered in calculating social purpose value.

Social purpose value only measures the impact of the enterprise on people’s lives in economic terms.

Net revenues of social enterprises are typically positive.

A typical measure of ROI for social ventures is net revenue/total assets.

Social purpose value is calculated by subtracting fundraising and grant writing costs from grants and gifts.

The blended index of return is calculated by dividing enterprise value by philanthropic investment.

The enterprise index of return is calculated by dividing social purpose value by philanthropic investment.

Blended value combines enterprise value and social purpose value.

The social purpose index of return is calculated by dividing social purpose value by total assets.

The optimum amount of mission is where the last or marginal dollar spent raising revenue equals the amount of revenue produced.

Social enterprise managers should prioritize either delivering services or raising funds, but not both.

A social enterprise's ability to attain desirable outcomes is referred to as effectiveness.

Binary measures are based on a rating scale from 'very effective' to 'very ineffective'.

Measuring outcomes and impact involves using continuous, precise, and numeric measures.

Social enterprises have only one way to innovate or adapt.

Good impact measures lead to bad decisions about giving.

Outcomes refer to the results of an enterprise's activities.

Measuring social value is not important for social enterprises.

Developmental measures involve comparing performance to a schedule or timeline.

Attaining goals is the last stage of entrepreneurship that leads to the end of the social entrepreneurship process.

Social enterprises can distribute wealth to their shareholders.

Diversifying the support base is a strategy to reduce risk in social enterprises.

Social enterprises can only pursue one specific goal.

Gather and use data to look for signs of volatility is a strategy to manage and reduce risk in social enterprises.

The needs for social enterprise are likely to disappear in the face of success.

Growth is more a characteristic of the overall sector than the specific nonprofit.

First-mover advantage is critical when there is unmet need that an enterprise can address.

Boards are risk-takers during growth.

Intrapreneurship involves using formal meetings to encourage innovation.

The intensity of social entrepreneurship is characterized by degree and frequency.

Stable environments are preferred because they appear to have more risk.

Risk is highest at middle levels of frequency and degree of intrapreneurship.

Leadership risk is a type of risk factor for social entrepreneurs.

Social entrepreneurship is characterized by incremental change only.

Growth is only possible in high-growth sectors.

Some social enterprises can survive even after four years.

The failure of a social enterprise is primarily a moral lesson.

A social enterprise can fail due to a lack of income or other reasons.

All social enterprises innovate or experiment in the same way.

One organization's failure can be an opportunity for another social enterprise to succeed.

Social enterprises are never involved in recycling or employability training.