Scaling up Strategies for Entrepreneurial Firms: How to Scale up Business Impacts on Sustainable Living by Liudmila Nazarkina
1. Introduction
2. Definitions
Entrepreneurial firms, as engines of innovation, have a crucial role in developing and scaling innovative ideas, technologies and business models that encourage sustainable consumption and production, or in other words sustainable living. The number of such entrepreneurial firms is rapidly increasing across the world.
Sustainable Living Sustainable living can be defined as patterns of consumption and production that enable present generations to achieve healthy and happy lives while respecting environmental limits and thus enabling future generations to enjoy the same opportunities5,6. The reality is that our current living patterns are unsustainable. According to the Global Footprint Network7, the resources we consume and the waste that we generate require about 1.5 planets. This means that it takes the Earth one and a half years to regenerate what we consume in a year. The challenge is therefore to find a way in which all people can enjoy happy and prosperous lives while respecting the natural limits of our one planet.
However, only very few of these firms are successful in scaling up their operations, which is often necessary to achieve operational efficiencies and increase positive impacts for the environment and society1,2. In fact very little is known about the strategies employed by these entrepreneurial firms and their effectiveness. And therefore there is no clarity as to which strategies should be encouraged by policy-makers, financial institutions and other stakeholders to ensure that entrepreneurial firms scale “the right things right” rather than “the right things wrong” or the “wrong things right”. The main objective of this report is to outline the range of strategies used by entrepreneurial firms to scale business impacts on sustainable living. This is achieved by presenting four “organisational personas” (Local Integrator, Enthusiastic Innovator, Cross-Sector Collaborator and Branding Guru), or distinctive organisational types, each of which has a different business model and different approach to scaling up their impacts and operations. The description of these organisational personas is based on an ongoing independent PhD research project at the University of St. Gallen3,4 and inspired by the “personas” concept developed at the Collaborating Centre on Sustainable Consumption and Production (CSCP). Aiming to protect the identity of the interviewed entrepreneurial firms, the description of the four organisational personas (as well as the description of the illustrating case studies) does not closely resemble any one of the interviewed firms but rather combines elements from several firms.
Scaling Up There is no universally accepted definition of scaling up, neither among practitioners, nor among academics8. Very broadly, scaling means “doing more” of something, but this “something” considerably varies from field to field. Businesses tend to perceive scaling as increasing organisational boundaries (e.g. launching new products, increasing distribution, achieving higher revenues and margins). As a contrast, nonprofit and governmental organisations tend to apply the term “scaling up” to projects and programmes (e.g. increasing geographical spread of a project or a number of project members). In this report the term “scaling up” is used in the context of entrepreneurial firms and defined as the increase in positive business impacts on sustainable living. And therefore “scaling up strategies” are defined as specific mechanisms for scaling up business impacts on sustainable living.
3. Scaling up Strategies Scaling up strategies for entrepreneurial firms can be grouped in the following three categories (Figure 1): •
Scaling impacts by growing the organisation: organic growth and acquisitive growth;
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Scaling impacts beyond the organisation: dissemination and collaboration, including joint ventures, partnerships, franchising and smart networks; and
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Scaling impacts by reducing organisational boundaries: licensing and merger/sale.
Scaling impacts by growing the organisation
Scaling impacts beyond the organisation
Organic growth is achieved by relying on internal resources and capital.
Dissemination is achieved by sharing ideas with others using advocacy, open-source change-making and movement creation.
Acquisitive growth is achieved by acquiring other firms.
Organisational boundaries Impacts and added value
Collaboration involves formal and informal arrangements between several organisations that can take a form of joint ventures, partnerships, franchising and smart networks.
Scaling impacts by reducing organisational boundaries
Licensing involves establishing a legal contract between a product/technology owner (licensor) and a local user (licensee) to produce the products/technologies that were initially developed by the licensor. Merger/sale involves selling the ownership of the firm to an acquirer.
Figure 1 Scaling up Strategies
Scaling impacts by growing the organisation
Scaling impacts beyond the organisation
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Organic growth means increasing the range and distribution of products and services (including geographical expansion and opening of new subsidiaries) by relying on internal resources and capital. This is the least risky scaling up strategy as it provides the highest degree of control over the firm. To successfully implement an organic growth strategy, entrepreneurial firms should measure and monitor a variety of metrics and ensure high employee retention and consistent high-quality performance9. Acquisitive growth is achieved by acquiring other firms. Acquisitive growth enables firms to acquire new skills and technologies more quickly or at lower cost than they could otherwise achieve, to gain market access for existing products and to improve the performance of the target company10. It is a more risky scaling up strategy than organic growth as it often entails postacquisition integration difficulties. To successfully implement an acquisitive growth strategy, entrepreneurial firms should investigate whether acquisition goals could be achieved in a less risky manner using other strategies and develop a disciplined integration plan11.
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Dissemination is achieved by sharing ideas with others using strategies such as advocacy, open-source change-making and movement creation. Dissemination is both easy and difficult to implement: it does not require any contracts or other formal arrangements but it does require re-thinking organisational attitudes toward the ownership of ideas and exclusivity12. Collaboration involves formal and informal arrangements between several organisations that can take a form of joint ventures, partnerships, franchising and smart networks. Joint venture is the most formalised form of collaboration and it involves creation of a separate legal entity. Partnerships are also formalised but on a contract rather than equity basis. Franchising/social franchising is another form of a contract-based collaboration that involves the creation of a contract between a trademark owner (franchisor) and a local user (franchisee). Finally, smart networks involve creation of well-coordinated networks which are centred around a mission, rather than an organisation13. To successfully implement collaborative strategies, entrepreneurial firms should carefully choose their partners, encourage regular communication between employees on both sides, be committed to a long-term relationship, define clear performance indicators and establish a shared measurement and monitoring system14,15,16,17.
Scaling impacts by reducing organisational boundaries •
Licensing involves establishing a legal contract between a product/technology owner (licensor) and a local user (licensee) to manufacture the products/technologies that were initially developed by the licensor. The main advantage of licensing, particularly for small entrepreneurial firms, is the opportunity to commercialise their innovations even if they do not possess the necessary resources to launch manufacturing independently18. To implement licensing strategy successfully, entrepreneurial firms should thoroughly analyse their target licensees (including their social and environmental performance) and protect their intellectual property with patents19.
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Merger/sale involves selling the ownership of the firm to an acquirer. This is not only an exit strategy for founders but it may also be a proactive approach to overcome strategic difficulties, gain access to valuable resources, scale impacts and influence sustainability performance of the acquiring firm20. To successfully conduct a merger or sale, entrepreneurial firms should thoroughly analyse potential acquirers (including their social and environmental performance) and agree on a post-integration plan that would allow them to maintain a relatively high degree of independence in operations and decision-making.
4. Organisational Personas and their Scaling up Strategies
Solution to the problem Offered by the business model
Organisational personas are distinctive organisational types that are used to illustrate the most common business models used by entrepreneurial firms that offer products and services that facilitate sustainable living. The four organisational personas described in this report (Local Integrator, Enthusiastic Innovator, Cross-Sector Collaborator and Branding Guru) differ in terms of the scale of the problem they address (global or local) and the type of solution offered (direct or indirect) (Figure 2). Local (e.g. lack of employment opportunities in rural areas) Global (e.g. increasing CO2 emissions)
These recommendations are illustrated with radar charts showing the potential business impact on the various sustainable living categories, and the effectiveness of the recommended strategies in further scaling up the positive impacts (and compensate negative impacts). Business impacts are evaluated on a qualitative scale with “1” describing a significant negative impact, “3” describing no impact and “5” describing a significant positive impact. The sustainable living categories displayed on the radar charts are based on the ten principles of sustainable living developed by the World Wildlife Fund (WWF)21. In addition, several financial indicators are added to complete the evaluation of the scaling up strategies on all of the triple bottom line dimensions. Note that these evaluations are provided here for illustrative purposes only and they may appear different if undertaken by other decision-makers.
The scale of the problem addressed by the business model
The profiles of the organisational personas are structured as follows. First, general characteristics of each organisational persona are briefly outlined. Then a case study example of a fictional entrepreneurial firm (to protect the identity of the interviewed firms) is presented to illustrate the characteristics of each organisational persona. Finally, based on the case study, further recommendations for scaling up strategies for each organisational persona are discussed.
Direct (e.g. creating new employment opportunities in rural areas)
Local Integrator Business model is organised around the concept of localness, including local suppliers, local distribution, local finance, etc. Scaling up strategies include organic growth and partnerships
Enthusiastic Innovator Business model is based on innovative product/service concepts and its implementation often requires overcoming technological/political/ cultural barriers Scaling up strategies include organic growth, dissemination and partnerships; „experimentation“ as an overall scaling up approach
Indirect (e.g. offering products that indirectly contribute to the reduction of CO2 emissions)
Cross-Sector Collaborator Business model combines elements of a for-profit and non-profit in one organisation; customers are often different from beneficiaries Scaling up strategies include organic growth combined with partnerships (and in some cases licensing)
Branding Guru Business model is based on the idea of offering healthier, more sustainable and more ethical alternatives to mainstream brands; customers are also beneficiaries Scaling up strategies include organic growth and merger with large corporations
Figure 2 Organisational Personas
Local Integrator Profile Local Integrators create the business around the concept of localness: all suppliers are local and production and operations are also local. Even finance is often raised from local community banks or directly from the local community. This naturally places limits on how quickly and how far such a business can grow. However, by emphasising localness, Local Integrators achieve a profound impact on the local economy and social integration. To scale their impacts and operations, Local Integrators tend to consider organic growth and partnerships with other organisations.
Case study An example of a Local Integrator is BioVeg – an entrepreneurial firm that operates a shop and a vegetable box delivery scheme, sourcing organic produce from local farms within a 50 km radius. No packaging is used in the shop: customers are expected to bring their own refillable containers/bags. The vegetable box delivery scheme also operates within a 50 km radius, thus minimising transportation-associated CO2 emissions and emphasising the localness of the business. This service is sub-contracted to another local firm that specialises in logistics and deliveries. Since the opening of the first shop in 2008, BioVeg has moved into a larger shop. Both the first and the current shop were financed through a community loan scheme, according to which BioVeg pays a 5% interest rate, which is higher than the interest rate offered to private individuals at conventional banks but lower than the interest rate that BioVeg would have needed to pay for a bank credit. In addition to the community loan, BioVeg received a grant from the European Agricultural Fund for Rural Development. BioVeg also plays an important role in the life of the local community and supports a range of charitable events (by providing monetary and in-kind support, as well as time investments). By contrast to many other entrepreneurial firms that are focused on achieving high rates of growth, this is not the ambition of BioVeg. BioVeg believes that the business has to stop growing at some point since perpetual growth is impossible and, therefore, it is not the growth but rather longevity that should be the goal. BioVeg does not see any particular scaling up challenges, except for competition from mainstream supermarkets that introduce organic product lines. However, this type of competition could also be regarded as a “desirable” competition since it demonstrates success in mainstre-
aming organic agriculture. In terms of scaling up strategies, BioVeg considers the following: • Organic growth: Increasing product range by influencing the choice of agricultural produce that local farmers grow. For instance, BioVeg intends to encourage local farmers to use local heritage seed varieties to increase financial and societal value of products they offer to customers. BioVeg also intends to continue support for local charitable events. • Partnerships: Increasing product range by encouraging a larger number of local farmers to convert to organic agriculture, thus contributing to the wide-spread transition toward organic agriculture in the region. Also setting up “product swaps” with organic shops in other cities: these are one-off or regular exchanges of local organic produce that celebrate regional differences and showcase the variety of local organic produce.
Figure 3 BioVeg as a Local Integrator: Potential Business Impacts and Recommended Scaling Up Strategies
Recommendations In addition to organic growth and partnerships, Local Integrators could consider franchising (or social franchising) as another type of collaborative scaling up strategy. Although the local nature of the business is a key aspect of the Local Integrators’ business model, replicating this model in other locations using the franchise model could increase the ability of Local Integrators to create social and environmental value while retaining the essentially local nature of their operation. Franchising could also bring in a new revenue stream. However, franchising (or social franchising) is more risky than organic growth and partnerships, and Local Integrators should consider this scaling up strategy only when they have a sound capital base. These recommendations are illustrated in Figure 3 using the example of BioVeg.
Qualitative rating scale: 1.
Significant negative impact
2.
Moderate negative impact
3.
No impact / difference
4.
Moderate positive impact
5.
Significant positive impact
Enthusiastic Innovator Profile Enthusiastic Innovators are entrepreneurial firms with a great idea about how the world can become more sustainable, but very often with limited organisational capabilities (including finance and personnel) to scale their innovations. Moreover, Enthusiastic Innovators often face technological, regulatory and cultural barriers related to the implementation and scaling of their innovations. Therefore, a significant portion of Enthusiastic Innovators’ time is dedicated to overcoming these barriers rather than working on business aspects of the organisation. A distinguishing feature of many Enthusiastic Innovators is that they often do not have a clearly defined scaling up strategy: they are actively experimenting and hoping that one of the strategies will lead to scaling up.
Case study An example of Enthusiastic Innovators is Happy Harvesters – an entrepreneurial firm that offers garden plots in large cities for rent to private individuals, community groups and commercial customers. Happy Harvesters also offer video technology and complementary software that allow monitoring of garden plots with video cameras and sensor equipment. Data collected from each garden plot is then processed and sent in a user-friendly format to customers (via an iPhone app). This model enables the reduction in CO2 emissions connected to food production and transportation, encourages organic agriculture and connects urban population to nature. In addition to their key activities, Happy Harvesters actively promote the benefits of organic, small-scale agriculture by lobbying and seeking to influence public opinion. Specifically, they run a web-site and a Facebook group that campaign for the introduction of a tax on producers of nonorganic fruit and vegetables. Happy Harvesters raised start-up finance through participation in a range of social entrepreneurship competitions but currently face the challenge of attracting finance for further growth. Various avenues for raising growth finance have been explored, including approaching private investors, foundations and banks. Since CO2 emissions related to food production and transportation are global problems, the Happy Harvesters business model is built on the idea of achieving a global reach in terms of its concept of providing the product (garden plots) and service (software) in urban environments. However, the general approach of Happy Harvesters to scaling up could be characterised as experimentation or, as described by Happy Harvesters, “throwing spaghetti against the wall and seeing what sticks”.
The main scaling up challenges that Happy Harvesters face at present could be grouped into two categories: (1) organisational – to attract growth finance, streamline organisational processes and structure all offerings; and (2) industry level – increasing competition from other urban gardening firms both in their home country and internationally (however, this competition is viewed as a positive outcome of mainstreaming urban organic agriculture). In order to address these challenges, Happy Harvesters consider the following scaling up strategies: • Organic growth: Expanding the customer base by customising the product and service for various customer segments. Happy Harvesters have also considered expanding geographically to other cities and countries. • Partnerships: Partnering with food experts and celebrity chefs, health experts, scientific institutions, non-governmental organisations (NGOs) and farmers to further spread ideas of organic, small-scale agriculture to the general public. • Dissemination: Lobbying for the introduction of a tax on non-organic agricultural produce.
and smart networks, and Enthusiastic Innovators should consider this scaling up strategy only when they have a sound capital base. These recommendations are illustrated in Figure 4 using the example of Happy Harvesters. Figure 4 Happy Harvesters as an Enthusiastic Innovator: Potential Business Impacts and Recommended Scaling Up Strategies
Recommendations It is recommended that Enthusiastic Innovators have a more focused approach to scaling up. Specifically, Enthusiastic Innovators could strengthen existing partnerships and dissemination efforts by reconfiguring these activities into smart networks. In addition to organic growth, Enthusiastic Innovators could also explore opportunities that are offered by franchising (or social franchising) which might help scale impacts in other geographical locations. Through a combination of organic growth, franchising and smart networks Enthusiastic Innovators could significantly increase the value created by their business model. However, franchising (or social franchising) is more risky than organic growth
Qualitative rating scale: 1.
Significant negative impact
2.
Moderate negative impact
3.
No impact / difference
4.
Moderate positive impact
5.
Significant positive impact
Cross-Sector Collaborator Profile Cross-Sector Collaborators combine elements of a for-profit business model and a non-profit within one organisation. This may be achieved either by creating a non-profit unit that operates in parallel with a for-profit unit within an organisational structure or by establishing a close partnership with one or several non-profit organisations. The final product offered by a for-profit unit is aimed at a consumer in developed countries and it may or may not have particular health or environmental benefits; whereas the services of a non-profit unit/partner have direct social or environmental benefits (e.g. increasing access to safe drinking water or environmental preservation). Cross-Sector Collaborators tend to adopt an integrated scaling up strategy – organic growth combined with partnerships (and in some cases with licensing).
Case study An example of Cross-Sector Collaborators is LiquidAid – an entrepreneurial firm that produces a range of organic soda drinks and donates 100% of profits to the LiquidAid Foundation (which is a separate legal entity). The purpose of LiquidAid is to generate as much revenue as possible and to donate 100% of profits to the LiquidAid Foundation, whereas the mission of the LiquidAid Foundation is to invest this money in clean water projects in Africa thus “liquidating” health problems caused by consumption of contaminated water. LiquidAid soda drinks are produced and bottled (in glass) by another soft drink company under a licensing agreement. LiquidAid’s drinks are organically certified. Organic ingredients are sourced from a variety of suppliers based in Europe. LiquidAid distributes its drinks in mainstream supermarkets as its key customer group is not ethical consumers but mainstream consumers who are prepared to pay extra for better quality products that offer potential health advantages. LiquidAid financed its start-up operations with investments from family and friends. It soon became clear that it was almost impossible to attract external funding from traditional funding sources such as banks/venture capital (VC) firms or from grant-giving foundations because none of these fully understood how LiquidAid functioned: banks and VC firms did not appreciate that LiquidAid donated 100% of profits to charitable causes; while grant-giving foundations felt uncomfortable about the for-profit activities of the business unit. LiquidAid believes that further organisational growth is required to become competitive with multinational corporations that dominate the soft drinks market (and “block” access to many distribution channels). Moreover, becoming bigger and more profitable also means being able
to donate increasingly large sums of money to support their charitable projects. The main scaling up challenges for LiquidAid are access to finance, limited distribution and limited marketing budgets. To address this challenge, LiquidAid intends to continue fund-raising from various finance providers (including VCs, social VCs, banks and grant-giving foundations). In terms of scaling up strategies, LiquidAid considers only one option – organic growth (combined with licensing and partnerships). This scaling up strategy involves continuing manufacturing under a licensing model, expanding distribution in the home country, exploring export opportunities to other countries and increasing donations to the LiquidAid Foundation/NGO partners.
Figure 5 LiquidAid as a Cross-Sector Collaborator: Potential Business Impacts and Recommended Scaling Up Strategies
Recommendations While pursuing this integrated scaling up strategy, it is of crucial importance for Cross-Sector Collaborators to implement an impact measurement system to help them evaluate the additional value they are creating by donating money to charitable causes. It is also important to pay closer attention to environmental impacts associated with their value chains since many Cross-Sector Collaborators have long supply and distribution chains and limited control over environmental performance of their production partners (licensees or manufacturing subcontractors). Additionally, Cross-Sector Collaborators could explore opportunities to enter into joint ventures with other small entrepreneurial firms, or with more established companies, to manufacture and sell private label products. This strategy could not only increase revenues, but also help scale positive social and environmental impacts. These recommendations are illustrated in Figure 5 using the example of LiquidAid.
Qualitative rating scale: 1.
Significant negative impact
2.
Moderate negative impact
3.
No impact / difference
4.
Moderate positive impact
5.
Significant positive impact
Branding Guru Profile Branding Gurus are entrepreneurial firms that are typically (but not necessarily) founded by an experienced team with branding and marketing background. This may be one of the reasons why Branding Gurus often refer to their products and firms as brands. Branding Gurus offer healthier, more sustainable and more ethical alternatives to mainstream brands. In terms of scaling up strategies, Branding Gurus tend to consider organic growth and merger/sale.
Case study An example of Branding Gurus is FiveAday – an entrepreneurial firm that offers individually packaged fruit salads and other fruit-based snacks positioned as a healthy alternative to crisps, chocolate bars and other traditional snacks. The benefits of these products are communicated to consumers as a better choice for a better life. Only organic fruits are used in the salads and snacks. However, the use of organic ingredients is currently under review as the management team believes that what consumers are primarily interested in is a health offering, rather than the organic label. In terms of achieving an impact on public health, it may be more effective to invest the money saved by sourcing non-organic ingredients toward communication efforts to increase consumer awareness of health problems related to excessive consumption of sugarrich and highly-processed snacks. The fruits are sourced from a large range of organic suppliers from across the world, but all transportation-related CO2 emissions are offset. FiveAday does not own production facilities; manufacturing and packaging in eco-friendly plastic containers is subcontracted to another firm. Production-related CO2 emissions are also offset. FiveAday financed its start-up operations with investments from several co-founders. Bank loans proved to be very difficult to obtain because FiveAday, as a brand-owner, does not have physical assets against which a loan could be secured. Private equity and venture capital finance are not actively pursued but all opportunities are under consideration. FiveAday believes that fast organisational growth is required because this is what expected by all stakeholders (including investors and
retailers). Fast growth is also the only way to successfully compete with multinational corporations that control most of the distribution channels. The main scaling up challenges for FiveAday are access to finance, limited distribution and limited marketing budgets. To address these challenges FiveAday considers the following scaling up strategies: • Organic growth: launching new products (with a mix of organic and non-organic ingredients), increasing distribution, exploring new channels (e.g. cafes and restaurants) and export opportunities. The money saved on purchasing non-organic ingredients will be invested toward communication with customers on health-related matters. • Sale/merger with a large corporation that would support the FiveAday business philosophy and help increase distribution.
Recommendations To avoid potential negative impacts and scale positive impacts, Branding Gurus should pay increased attention to the sustainability performance of their value chains, and specifically their manufacturing partners (subcontractors), as many Branding Gurus do not give sufficient consideration to production and transportation related environmental impacts and focus only on branding and marketing of their products. In addition, given that many Branding Gurus actively communicate with their customers using social media tools, such communication may be enhanced if it is re-configured in the form of a smart network (e.g. in the case of FiveAday, a smart network for promoting healthy eating). Branding Gurus should also explore the potential of partnerships with other small entrepreneurial firms, NGOs and other organisations. These partnerships might be instrumental not only to scale impacts but also to improve financial
performance (e.g. by increasing their customer base without advertisement-related expenses). It is not recommended for Branding Gurus to pursue merger/sale as this strategy has the highest degree of business risk relative to other alternatives. And although a merger with a large corporation can bring in finance and may help increase product distribution, it is debatable whether this strategy will help scale social and environmental impacts beyond increased distribution and availability of a firm’s products in shops. These recommendations are illustrated in Figure 6 using the example of FiveAday. Figure 6 FiveAday as a Branding Guru: Potential Business Impacts and Recommended Scaling Up Strategies Qualitative rating scale: 1.
Significant negative impact
2.
Moderate negative impact
3.
No impact / difference
4.
Moderate positive impact
5.
Significant positive impact
5. Further Recommendations
6. Acknowledgements
Entrepreneurial firms (both start-ups and established firms) should be aware of a wide range of business models and strategies to scale up business impacts on sustainable living. Organisational leaders in entrepreneurial firms tend to perpetuate existing business logics and overlook opportunities offered by alternative approaches. For instance, Branding Gurus could consciously adopt some elements of the business models of Local Integrators by shortening their supply chains (and thus supporting local farmers and increasing job opportunities in rural areas). Likewise, Branding Gurus could learn from Local Integrators that fast rates of growth are not absolutely necessary for a financially successful business. In turn, Local Integrators could consciously adopt some elements of the Enthusiastic Innovator business model by investigating opportunities to “stay local” and “become global” at the same time (in order to considerably scale their impacts on sustainable living), and so on.
This report is produced by Liudmila Nazarkina as part of her guest research stay at the Collaborating Centre on Sustainable Consumption and Production (CSCP). The work is based on an ongoing, independent PhD research project conducted by Liudmila Nazarkina at the University of St. Gallen (Switzerland).
As shown in the discussion on scaling up strategies of the four organisational personas, all entrepreneurial firms pursue organic growth (e.g. launching new products, expanding geographically) and partnerships in one way or another; however, the extent of partnerships differs between the organisational personas. For instance, partnerships with NGOs are crucial for Cross-Sector Collaborators to achieve impacts on sustainable living, whereas Branding Gurus tend to explore only commercial collaborative relationships (e.g. with manufacturing subcontractors or large corporations). Partnerships with other types of organisations (e.g. NGOs) could help Branding Gurus and other organisational personas scale their impacts beyond organisational boundaries. Moreover not all entrepreneurial firms are aware of and explore other strategies for scaling impacts beyond organisational boundaries such as dissemination, smart networks and social franchising. It is therefore recommended that entrepreneurial firms evaluate the full range of strategies when making decisions around scaling up of their operations and impacts.
The collaboration between CSCP and Liudmila Nazarkina was possible thanks to the “Green Talents” programme by the German Federal Ministry of Education and Research (BMBF).
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Imprint Š 2013 CSCP Author: Liudmila Nazarkina (University of St. Gallen/CSCP) Review and Supervision: Dick van Beers, Nadine Pratt (CSCP) Design: Laura Schindler, Ina Schneider (CSCP)