Ce diaporama est un extrait de l'atelier "La cohérence d'un projet comme facteur de succès auprès des donateurs" qui sera conduit par Social Business Models le 4 octobre lors du séminaire de Swissfundraising à Lausanne.
Il présente quelques points essentiels à soigner dans votre organisation et votre projet de levée de fonds.
Tous en lien avec la cohérence de l'organisation, ses valeurs, sa mission, sa vision, sa stratégie et ses projets!
Etude de cas crowdfunding : l'association Grandir AilleursHelloAsso
L'association Grandir Ailleurs a dépassé l'objectif de la campagne de financement participatif qu'elle s'était fixée à hauteur de 106% ! Elle vous donne ses meilleurs conseils dans cette étude de cas
Ce diaporama est un extrait de l'atelier "La cohérence d'un projet comme facteur de succès auprès des donateurs" qui sera conduit par Social Business Models le 4 octobre lors du séminaire de Swissfundraising à Lausanne.
Il présente quelques points essentiels à soigner dans votre organisation et votre projet de levée de fonds.
Tous en lien avec la cohérence de l'organisation, ses valeurs, sa mission, sa vision, sa stratégie et ses projets!
Etude de cas crowdfunding : l'association Grandir AilleursHelloAsso
L'association Grandir Ailleurs a dépassé l'objectif de la campagne de financement participatif qu'elle s'était fixée à hauteur de 106% ! Elle vous donne ses meilleurs conseils dans cette étude de cas
Le e-Fundraising et ses Opportunités - Aurélien DenaesAurelien Denaes
Le powerpoint réalisé dans le cadre de mon mémoire de fin d'études sur "Les opportunités dans le e-fundraising". Il a été présenté le 11 décembre 2009. N'hésitez pas à me contacter pour plus d'informations...
Cette présentation est le support d'une conférence donnée le 28 mai 2016, lors du Congrès National DCF, consacré à l'expérience client augmentée.
Entre l'avalanche des nouvelles solutions destinées à vendre (lead generation, trigger marketing, marketing automation…), l'invasion technologiques à tout crin (digital, programmatique, data science, mobilité…), l'émergence de nouveaux espoirs (social selling, algorithmes, prédictique…), la prolifération des outils (CRM, ERP, RSE…) supposés contribuer à la mutation de la fonction commerciale, quelles pistes privilégier, quelles réponses apporter et quelles attitudes adopter pour en tirer le meilleur profit, ré humaniser notre métier et vendre mieux ?
Pour contacter l’auteur de ce document, nous vous invitons à adresser un e-mail à l’adresse suivante : bertrand@jouvenot.com.
This 10-step document provides a guide for creating a comprehensive fundraising development plan. It instructs to gather past fundraising data, analyze strategies, evaluate internal and external factors, identify fundraising teams, set goals, plan activities and timelines, include details for each strategy, evaluate progress, and ensure group ownership of the plan. The goal is to set both strategic and financial goals to promote growth, prevent crisis fundraising, and proactively manage priorities and resources.
Présentation et état des lieux de l'usage des réseaux sociaux côté marques et entreprises en 2015. Cette présentation a eu lieu lors d'une conférence à l'Université Paris-Diderot le 23.02.2015.
Retrouvez-nous sur www.kangouRoux-concept.com
Support de formation des associations à la démarche mécénat d’entreprise - Partie 1 : vision associative.
Formation du 24 avril organisée en 2 volets :
- vision associative présentée par KangouRoux
- vision entreprise, présentée par L’effet Mécénat
N’hésitez pas à nous faire part de vos commentaires, suggestions : delphine@kangouroux-concept.com
The Governance of Social Enterprises - Managing Your Organization for SuccessInnovation Tank
This document provides guidance on governance structures for social enterprises. It discusses why governance is important for social enterprises to balance financial responsibilities with social impact. It recommends establishing a board to provide strategic support, access to networks, ensure the vision and legacy of the organization, and signal credibility. The document advises that the governance structure should evolve over the lifespan of the social enterprise as the organization and external environment change. It provides guidance on choosing the right governance structure based on factors like the size, complexity, and maturity of the organization.
Culture and creative industries in Germany 2009Innovation Tank
1) The document is a research report from the German Federal Ministry of Economics and Technology monitoring key economic data on culture and creative industries in Germany in 2009.
2) It defines culture and creative industries as those dealing with creation, production, distribution and dissemination of cultural/creative goods and services. The sector comprises 11 market segments including music, books, art, film, broadcasting, performing arts, design, architecture, press, advertising, and software/games.
3) In 2007, the culture and creative industries contributed EUR 63 billion to Germany's overall value added, accounting for 2.6% of GDP. However, this contribution declined to just under EUR 63 billion in 2009 due to economic difficulties that
This document introduces the concept of place-based creative problem-solving as an approach to participation and social innovation. It argues that innovation should be defined more broadly than just business ventures, and should include grassroots efforts by citizens and communities. Everyday experiences have the power to shape understandings of urban sustainability. The examples highlighted demonstrate how creativity and collaboration can generate solutions to social and environmental issues. The goal is to document initiatives that push boundaries of participation and governance, and prove how impactful everyday actions can be in building more livable, inclusive, and resilient cities.
Venture acceleration networks help propel viable business ideas to market by accelerating the regeneration of ideas and connecting entrepreneurs to resources like capital, customers, and experts. They educate entrepreneurs, validate business ideas, and help match entrepreneurs with needed management, technical, and financial resources. Common features of these networks include a professionally staffed nucleus, networks of mentors and service providers, and events for learning and networking. They take various approaches to financing, management, selectivity of ventures, service delivery, and organizational structure, with the main approaches being to commercialize technology, build local innovation ecosystems, or foster markets for innovation services.
Financial Times article on Social entrepreneurship in LatAMInnovation Tank
1) Social entrepreneurs in Latin America are increasingly focusing on creating financially sustainable business models to address social and environmental problems, rather than relying solely on donations.
2) Examples include a partnership in Colombia between a nonprofit and building supplies company to improve housing for the poor, and a Brazilian cardiologist who secured funding for heart treatments by increasing patient volumes.
3) There is a growing recognition that entrepreneurship can help accelerate development by bringing services to more people through for-profit models designed to scale rapidly.
Report on Cultural industries in Latin America 2007Innovation Tank
This document discusses a study on cultural industries in Latin America and the Caribbean conducted by the Institutional Capacity and Finance Department of the Inter-American Development Bank. The study was led by Alessandra Quartesan, Monica Romis, and Francesco Lanzafame. It aims to contribute to the debate on the importance of cultural industries in the region and identify challenges and opportunities. Cultural industries have grown as an important source of employment and economic activity in many countries. While mostly limited to wealthy nations, some developing countries are recognizing their potential role in the cultural economy. The study examines this potential in Latin America and the Caribbean and the need for comprehensive policies and targeted interventions to improve conditions for cultural industries.
This document provides an introduction to a report on innovation in Europe. It discusses differing views on what innovation means and how it should be promoted. While innovation is often equated with research and development, many experts argue it is a broader concept that includes finding new ways to meet customer needs and improve productivity through new business processes. There is also debate around how to balance policies that promote new, innovative firms with supporting existing companies. The report brings together perspectives from academics and policymakers on defining and encouraging innovation in Europe.
This document discusses the EU's Eco-innovation initiative, which provides funding to help innovative environmental products, services, and processes move from prototypes to commercial viability. The initiative aims to bridge the gap between research and the market. It has funded projects in areas like materials recycling, buildings, food and drink, and greener business. The goals of the initiative include boosting the market uptake of eco-innovations, focusing on small and medium enterprises, achieving substantial environmental benefits, and adding European value. Over 2008-2013, €200 million has been made available through the initiative.
This White Paper from EBAN calls for increasing the number of women business angels in Europe to 20% by 2015. Currently, women comprise less than 5% of business angel investors across Europe. Increasing women's participation in business angel investing would benefit the sector in three key ways: 1) It would increase the total number of investors and deals funded, strengthening the asset class. 2) It would increase the diversity of deals and sectors funded. 3) The varied expertise of women investors would provide more well-rounded support to investee companies. The paper recommends research, awareness campaigns, training programs, and new financial instruments to help achieve this 20% goal.
Tommy Hutchinson founded i-genius, a social entrepreneurship organization, in 2011. In its first year, i-genius built a global community in over 90 countries, was featured in media outlets, partnered with television networks on projects, organized international competitions, and hosted a world summit with prominent business and media leaders. I-genius provides a platform to connect social entrepreneurs, promote their initiatives, and support advocacy and funding opportunities through conferences, training, and an online learning community.
Analyses of czech legislative environment for Social entrepreneurshipInnovation Tank
This document provides an overview of the legal framework governing civil society organizations (CSOs) in the Czech Republic. It discusses the main laws regulating associations, foundations, endowment funds, public benefit institutions, and registered religious legal persons. The general regulation of legal persons is contained in the Czech Civil Code, while special types of CSO legal forms are regulated by separate laws. There are over 50,000 registered associations and around 2,000 foundations, endowment funds, and public benefit institutions operating in the Czech Republic. CSO establishment involves both formation by founders and registration with the Ministry of Interior.
This document provides an overview of investment opportunities in the Czech Republic. It includes a directory of regions and districts with information about industries, office and rental spaces, and leading companies. CzechInvest plays a key role in helping foreign investors establish businesses in the Czech Republic by providing information, assistance obtaining incentives, and identifying suitable locations. The Czech Republic is an attractive destination for foreign investment due to its emphasis on quality and professionalism.