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Spreadsheet supplement for case 520031.

This article provides guidance to social entrepreneurs and their funders as they seek to advance the enterprise from startup to scale. It focuses on the evolution of four social entrepreneurs and their decision-making paths as they attempt to scale their respective organizations. It then develops a framework to understand how social entrepreneurs alternate between pursuing activities to increase the scale of their work and delivering social impact in a "zig-zagging" process.

Gupta Media is a Digital Marketing firm started in 2005 that places advertisements and marketing promotions for its clients in digital media, mainly social media such as Facebook and Google. Over the years it had built its expertise in promoting music labels, artists and music festivals. Because its media placements were carefully optimized, it was able to return a high degree of performance on the marketing dollar for its clients. The case focuses on how to optimize performance for two such clients, the Governors Ball Music Festival in NY and Fender Play (a musical instrument company). The case ends with the question of whether such performance marketing techniques can be applied to consumer packaged goods (Red Bull) sold through indirect distribution.

Gupta Media is a Digital Marketing firm started in 2005 that places advertisements and marketing promotions for its clients in digital media, mainly social media such as Facebook and Google. Over the years it had built its expertise in promoting music labels, artists and music festivals. Because its media placements were carefully optimized, it was able to return a high degree of performance on the marketing dollar for its clients. The case series (A), (B), and a data intensive Excel Spread sheet focuses on how to optimize performance for two such clients, the Governors Ball Music Festival in NY and Fender Play (a musical instrument company). The case ends with the question of whether such performance marketing techniques can be applied to consumer packaged goods (Red Bull) sold through indirect distribution. The case series provides students hands-on experience with "performance marketing" data and teaches them how to make data driven digital marketing budget allocation decisions.

Jai Vakeel, a nonprofit organization in India, serves individuals with Intellectual Disability (IQ below 70). The organization was founded by the parents of a child with Down Syndrome, and they (and their next generation) steadily built the organization over 60 years to the become the largest such organization in India. Yet the organization served only some 1000 children annually when there were millions more needing the healthcare, education and skills to lead a decent life with ID. This case describes the evolution of the organization from the founder's family (six decades) to the first CEO from outside. As Archana Chandra appointed in 2013 brings about several changes to the organization she wonders how to scale the organization from the current 1,000 people it serves annually to at least 10,000 and then to the many millions who are in need.

The case describes the 25-year transformation of Peabody Essex Museum, which was created in 1993 by the merger of two sub-scale predecessor cultural institutions, operating since 1799, in Salem, Massachusetts. Dan Monroe, its founding CEO, began a process of building the institution, which, when he arrived, had a budget of $3 million and an endowment of $23 million in 1993, as compared to a budget of $33 million and an endowment of $650 million in 2018. Monroe made changes in practically every aspect of the museum's operations as PEM broke into the ranks of the top 15 museums in the U.S. All of this was happening at a time when museums in general had lost some 20% in visitation as a result of significant shifts in population demographics and what they understood by "cultural experience." As Dan Monroe handed off the reins of an institution that had successfully run counter to trend to his successor in 2019, the trustees of the museum and its new CEO faced the challenge of how to keep the positive momentum going-and how potentially to reinvent PEM again for a rapidly changing world.

Supplemental to case 517025. This (B) case describes the changes in the organization's strategy from one of Building Playgrounds to Influencing Play. It describes the implementation of the strategy and the challenges it faced internally and externally. It goes on to describe how the organization under its new leader, James Siegal, further adjusted the strategy and its implementation, to navigate through the initial difficulties. The case closes with the question, what else should the organization do to help the new strategy take off?

Accion, an NGO, had been a pioneer in microfinance since its entry into that sector in the early 1970s. Its investments in Banco Compartamos paid off, when the microfinance bank went IPO in 2007, leaving an influx of $138 million for Accion. Under a new CEO, Michael Schlein, who came from Citibank, the organization was constantly wrestling with what its next strategic direction should be. In 2010, Schlein decided to move the organization in the direction of fintech, betting that the new digital technologies would enable a rapid inclusion of the 1.7 billion people who had been traditionally excluded from financial products and services. The case lays out the components of the new strategy and asks students to assess its effectiveness.

Using World Bank data, the note defines the Base of the Pyramid population as the 4.76 billion people living on less than $10/day. It briefly reviews the perspectives of key business articles that address this market, notably C.K Prahalad's work on Bottom of the Pyramid, and Porter and Kramer's article on Creating Shared Value. The note then provides a somewhat more extensive (yet brief) review of the literature from Development Economics literature, before turning to the perspective offered by the HBS, MBA, course on Business at the Base of the Pyramid (BBOP). The note concludes with a brief statistical tour of the key needs that characterize this market segment, namely: Nutrition, Healthcare, Education, Sanitation, Clean Water & Energy, Financial Inclusion, and Affordable Housing.

Using data from U.S. Census and OECD, the note defines poverty as those populations who fall below 50% of that country's median per capita income. It then provides a brief statistical tour of six key challenges facing such populations: Income and Jobs, Healthcare, Education, Affordable Housing, Financial Inclusion, and Incarceration. The note then provides a brief overview of the social safety net programs in the U.S. that are meant to address the identified challenges. It then concludes with a brief statistical tour of the rest of the OECD countries with respect to similar deprivations.

Unlike financial success, there is no clear consensus regarding how best to define and measure social impact. This HBS note written for students of the HBS, MBA, class - Business at the Base of the Pyramid, offers readers pragmatic perspectives on how the framework of the Logic Model (Theory-of-Change) may be used by businesses, nonprofits, and impact investors to assess the social value they create for their customers/beneficiaries and society. The note concludes with a brief tour of a few impact evaluation methodologies and their applications in areas such as hunger, healthcare, education, and microfinance.

The case briefly describes the 112 year history of the organization, and focuses particularly on the changes wrought by its new leader David Yarnold who was brought in by the board in 2010. Under Yarnold's leadership the organization went through two strategic plans (2012-2016 and 2016-2020), and brought about many changes. At the start of 2017, Yarnold declared his goal of making Audubon the most effective conservation network in America. What actions should Audubon take to get to that goal?

Founded in 1999, by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the question what the fourth phase should look like.

Founders Vineet and Anupama Nayar had rapidly scaled their foundation to reach 3 million primary school children (grades 1 to 3) in two states with Math and English programs. Their goal was to reach 10 million children by 2025 and completely spend down the $100 million foundation corpus. A new opportunity presented itself in a third state with a potential to add another 4 million children. In grappling with this new opportunity they had to make certain strategic decisions on whether to go deeper (expand to grades 4 and 5) or go broader to more grade 1 to 3 children. They were wrestling with the question of which option would lead to more impact and leave their social innovation in a sustainable position after their exit.

Akshaya Patra, an Indian NGO, had set an ambitious goal of serving 5 million free meals daily to India's schoolchildren. Founded in 2000, Akshaya Patra had thus far opened 25 high-capacity kitchens in 10 different States to provide a midday meal to nearly 1.65 million school children every day. With 110 million children in 1 million schools eligible for a mandatory midday meal, there was room to grow. Shridhar Venkat, its CEO, had to devise a plan to get it there.

Supplement to case 517073.

In 2016, BASF's Chief Executive Officer and Chief Technology Officer reflected on the co-creation innovation program started almost 18 months ago as part of BASF's 150th anniversary celebration. 500 project ideas had been created, of which 100 had already moved to the company's conventional R&D funnel. 34 had been short-listed for further consideration. At least 10, if not more of these projects would receive "landmark" funding running at an average of 1 million Euro each. Beyond selecting the right projects, how could the CEO and CTO ensure that a complex organization such as BASF would encourage such fresh ideas to be developed and nurtured in the future? Was this experiment something that BASF should do again in the future?