Women’s Community House and Mine 101: Is Social Enterprise Worth It?

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Exhibit: 2

Factors

PEST analysis External

Political

· Organization should be a registered charity in the province they’re in

· Different levels of government can be involved in not-for-profit organizations

· In 2009, Federal government delivered for than $3 billion in programs through non-profit organizations.

Economic

· Weak economy resulted in lower tax revenues & austerity initiative by govt.

· Non-profit sector in Canada represented 161,000 charities & nonprofits

· Non-profit sector accounted for $106 billion (7%)

· employ over 1 million people in Ontario

· In 2010, 25% of Ontarians claimed charitable donations: Median gift $320, average gift $1,611

· London’s unemployment rate higher than national average

Social

· Religiously active people 3X likely to donate and give 3X more

· Possibility of continued declines in charitable giving –younger people reported lower levels of religious participation

· increased unemployment and poverty often resulted in increased violence against women

- Post-secondary students more in touch with environmental issues

· Many non-profits looking into social enterprise

Technological

· More and more businesses are using online social media as a tool to market products i.e. when posting a picture of the item online, it sells faster

Conclusion: PEST analysis tells us that lack of finances led to voluntary engagement of students and staff. Also, increase unemployment and poverty led to increase of violence against women. So, WCH needs to focus on the financial situation and build relationships with other social communities in order to meet their future goals.

Exhibit 2

Porter’s Forces

New Competition

Threat was high due to moderate barriers of entry into shelters and abused women services.

High cost to start a business.

Economies of scale is required

Location is a problem

Government policies are problem.

Suppliers

Bargaining power of suppliers was low because they are few.

Price sensitive.

Quality service is required

Rivalry among Existing Competitors

Rivalry among competitors is high as they seek to attain exemplary performance in abused women services such as selling used-goods to people in need of shelters .

Distributors/Consumers

Bargaining power of buyers is low because they have few women communities or shelters.

few competitors provide the same services.

Funders have many options to support.

Substitutes

The threat of substitutes is low because people don’t have other communities to go to.

Hard to switch without a cost.

Many social enterprises

Conclusion: Women Shelters industry is less attractive due to the high costs to start a business and the difficulty to receive donations. Bargaining power of buyers is low because abused women and children don’t have many choices and shelters so they might end up homeless. Rivalry among competitors is low as they need to attain exemplary performance in abused women services such as selling used-goods to people in need of shelters. due to the requirement large amount of money and work, WCH would benefit from having other competitors to reduce the workload

Exhibit:3

Market Segmentation

Geographical

Demographic

Psychographic

Behavioral

-Canada.

- Ontario, London.

- About 30,000 females in London

-Western culture

- Indoor buildings.

- Government boundaries.

-Females and children. Canadian.

- Women and their children from different ages

-Youth, seniors, families, athletes, mothers and daughters, and lesbians.

-Middle and lower class.

-Mostly women and girls

- Married, single

- Low income

-Abused women and children

-Shelters, houses, and apartments

-Humanity

-Food and beds

-Friendly community

-Volunteers.

- Safety.

-Capacity

-Behavioral changeable.

-Seek shelter benefit from the communities