Social Enterprise Fundraising Strategy Assessment Tool (BETA)
Answer these questions in 5-10 minutes to receive instant feedback from the impact investor perspective. You will receive a customized analysis with actionable tips and links to free resources.
Created in partnership between:
Miller Center for Social Entrepreneurship - Santa Clara University
Center for the Advancement of Social Entrepreneurship (CASE) - Duke University, Fuqua School of Business
Let's Start with understanding your
fundraising goals and challenges
...
My biggest
fundraising challenge(s)
is/are (choose as many as apply to you)
Finding interested investors
Knowing exactly what kind and amount of capital we need
Knowing how to shape the ask for different investors
The returns we can offer aren't high enough for the investors we're finding
Producing adequate materials (financial projections, business plans, pitch decks)
Investors seem initially interested but then turn us down
Negotiating terms and closing the deal
Other
Other Challenges...
Approximately how much
total capital
have you raised since inception?
Less than $50,000
$50,000 to $249,000
$250,000 to $999,000
$1 million to $4.9 million
more than $5 million
What
type of capital
are you trying to raise? (choose one for now...)
Debt
Equity
Grant(s)
Other
Other Capital type...
How much capital
are you seeking of this type?
Less than $50,000
$50,000 to $249,000
$250,000 to $999,000
$1 million to $4.9 million
more than $5 million
Not sure how much we need
If you succeed in raising the money we're seeking to raise, how will you
use the funds
(choose as many as apply)
Major capital purchase(s) - equipment, machinery
Hiring more staff to better serve our current market
Working capital
Scaling the enterprise in our current market
Scaling out to new regions or territories
Bridge funding while we seek longer term funding
Increasing our sales towards a break-even point
Covering up-front costs of products/services for customers who repay us over time (e.g. PAYGo solar...)
Buying inputs so that our value chain suppliers (e.g. farmers or artisans) produce something that we then buy from them...
Other
Other use of funds...
After raising this capital, when would you need to raise
additional funds
?
< 1 year - this funding will keep us going while we continue to raise
2+ years - anticipate needing additional funds to maintain operations
2+ years - anticipating new growth initiatives that would require new funding
Never - this raise gets us to profitability
Not sure
Now some
background information
about your enterprise...
Our
customers
...
We have a promising idea we are excited to introduce to the market, but have no or only a few customers so far
Our data from initial customers gives us confidence that as we grow, our customer base will continue to grow with us
We have an established, loyal customer base which is growing, and are conducting tests to expand to new segments and channels
We have successfully move into new segments and channels over multiple years
In your last fiscal year (FY), how much
earned revenue
did your enterprise receive? (Do not include contributions or grants.)
Less than $20,000 USD
$20,000 - $100,000 USD
$100,000 - $500,000 USD
$500,000 - $2M USD
Over $2M USD
Compared to your last fiscal year, where do you
forecast earned revenue
for the current fiscal year?
Decreasing
Staying about the same
Small Growth (+10% to +50%)
Medium Growth (+50% to +100%)
High Growth (more than +100%)
Cash Runway
Need cash in next 1-2 months to stay in business
Barely making ends meet and likely to need investment in next 12 months
Breaking even, but not making a profit. Business is self-sustaining without additional investment
Profitable, business is growing and can continue to grow slowly without investment. Needs investment to grow quickly
Profitable, business is growing quickly and can continue to grow quickly without need for additional investment
Legal Structure
Non-profit
Non-profit division/project of a larger non-profit
Non-profit subsidiary of a for-profit (hybrid)
For-profit
For-profit division/project of a larger company
For-profit subsidiary of a non-profit (hybrid)
Other
Other legal structure:
When I'm pitching to investors, I frame my enterprise as compelling largely because:
High Growth
- we believe we can give investors market-rate returns while also producing social impact
Innovation
- we are using a novel approach that could disrupt an industry
Impact Delivery at Scale
- Our products or services may or may not make a direct impact, but we make an impact in who we source from, hire, or how we operate. Examples: affordable housing investments, community development businesses that achieve impact through who they hire, recycling businesses, and consumer product companies like Patagonia or Method
Addressing Underserved Need
- we can sustain a business that solves an important problem for an underserved population
Staffing
: our enterprise is being implemented by:
Mostly by myself, with support from a few other people. This is still a side project--we have other jobs. We do not have paid staff yet.
This enterprise is my fulltime job. I'm directly involved in the day-to-day operations. There are no employees yet
This enterprise is my fulltime job. I'm directly involved in the day-to-day operations and also have 1-2 fulltime employees or the equivalent
We have 3 or more fulltime employees who handle most day-to-day operations without my involvement
We have a management team of three or more leaders with specialized skills.
We have a full management team including CEO, COO, CFO, and other positions as needed.
Regarding
operational systems
,
processes
,
policies
, and
documentation
...
We are putting systems in place as we go. As an early-stage venture, these are continually evolving.
We have many key processes documented and systems in place for employees to follow. For processes that aren't well documented, current employees need to train new employees because there is no way for them to learn on their own
Our operation is running smoothly. We have systems, processes, software, and documentation in place that enable us to bring new employees up to speed quickly and generally keep productivity and quality high
And what about your
impact
...
Is your enterprise focused on
improving the lives of those living in poverty
? This may include people living in poverty as customers, beneficiaries, employees, and/or supply chain partners.
Yes
No
How many lives has the enterprise positively impacted to date?
0
1 to 10,000
10,000 to 100,000
100,000 to 1,000,000
more than 1,000,000
What
outside validation
has your enterprise received to confirm its impact?
Our social impact is being documented by our team, and is mostly observation and testimony from our customers / stakeholders
Our social impact is tracked through formal systems, and we have quantitative and qualitative data that proves our impact
Our social impact has been validated by outside organizations, such as universities or independent consultants
A little bit more about you and your company so we can follow up...
Prefix
Please select...
Mr.
Ms.
Mrs.
Dr.
Prof.
Sister
Fr.
Given/First Name
Last/Family Name
Email
Organization
Website
Year Founded
Month Founded
Please select...
January
February
March
April
May
June
July
August
September
October
November
December
Countries Impacted:
Select all the countries where your enterprise is having an impact. You can also select 'Worldwide' if appropriate:
Please select...
Worldwide
Abkhazia
Afghanistan
Aland
Albania
Algeria
American Samoa
Andorra
Angola
Anguilla
Antarctica
Antigua and Barbuda
Argentina
Armenia
Aruba
Ascension
Ashmore and Cartier Islands
Australia
Austria
Azerbaijan
Bahamas, The
Bahrain
Baker Island
Bangladesh
Barbados
Belarus
Belgium
Belize
Benin
Bermuda
Bhutan
Bolivia
Bosnia and Herzegovina
Botswana
Bouvet Island
Brazil
British Indian Ocean Territory
British Sovereign Base Areas
British Virgin Islands
Brunei
Bulgaria
Burkina Faso
Burundi
Cambodia
Cameroon
Canada
Cape Verde
Cayman Islands
Central African Republic
Chad
Chile
China
Christmas Island
Clipperton Island
Cocos (Keeling) Islands
Colombia
Comoros
Congo, Democratic Republic of the
Congo, Republic of the
Cook Islands
Coral Sea Islands
Costa Rica
Cote d'Ivoire (Ivory Coast)
Croatia
Cuba
Cyprus
Czech Republic
Denmark
Djibouti
Dominica
Dominican Republic
East Timor
Ecuador
Egypt
El Salvador
Equatorial Guinea
Eritrea
Estonia
Ethiopia
Falkland Islands (Islas Malvinas)
Faroe Islands
Fiji
Finland
France
French Guiana
French Polynesia
French Southern and Antarctic Lands
Gabon
Gambia, The
Georgia
Germany
Ghana
Gibraltar
Greece
Greenland
Grenada
Guadeloupe
Guam
Guatemala
Guernsey
Guinea
Guinea-Bissau
Guyana
Haiti
Heard Island and McDonald Islands
Honduras
Hong Kong
Howland Island
Hungary
Iceland
India
Indonesia
Iran
Iraq
Ireland
Isle of Man
Israel
Italy
Jamaica
Japan
Jarvis Island
Jersey
Johnston Atoll
Jordan
Kazakhstan
Kenya
Kingman Reef
Kiribati
Kosovo
Kuwait
Kyrgyzstan
Laos
Latvia
Lebanon
Lesotho
Liberia
Libya
Liechtenstein
Lithuania
Luxembourg
Macau
Macedonia
Madagascar
Malawi
Malaysia
Maldives
Mali
Malta
Marshall Islands
Martinique
Mauritania
Mauritius
Mayotte
Mexico
Micronesia
Midway Islands
Moldova
Monaco
Mongolia
Montenegro
Montserrat
Morocco
Mozambique
Myanmar
Nagorno-Karabakh
Namibia
Nauru
Navassa Island
Nepal
Netherlands
Netherlands Antilles
New Caledonia
New Zealand
Nicaragua
Niger
Nigeria
Niue
Norfolk Island
North Korea
Northern Cyprus
Northern Mariana Islands
Norway
Oman
Pakistan
Palau
Palestine
Palmyra Atoll
Panama
Papua New Guinea
Paraguay
Peru
Philippines
Pitcairn Islands
Poland
Portugal
Pridnestrovie (Transnistria)
Puerto Rico
Qatar
Reunion
Romania
Russia
Rwanda
Saint Barthelemy
Saint Helena
Saint Kitts and Nevis
Saint Lucia
Saint Martin
Saint Pierre and Miquelon
Saint Vincent and the Grenadines
Samoa
San Marino
Sao Tome and Principe
Saudi Arabia
Senegal
Serbia
Seychelles
Sierra Leone
Singapore
Slovakia
Slovenia
Solomon Islands
Somalia
Somaliland
South Africa
South Georgia & South Sandwich Islands
South Korea
South Ossetia
Spain
Sri Lanka
Sudan
Suriname
Svalbard
Swaziland
Sweden
Switzerland
Syria
Taiwan
Tajikistan
Tanzania
Thailand
Togo
Tokelau
Tonga
Trinidad and Tobago
Tristan da Cunha
Tunisia
Turkey
Turkmenistan
Turks and Caicos Islands
Tuvalu
U.S. Virgin Islands
Uganda
Ukraine
United Arab Emirates
United Kingdom
United States
Uruguay
Uzbekistan
Vanuatu
Vatican City
Venezuela
Vietnam
Wake Island
Wallis and Futuna
Yemen
Zambia
Zimbabwe
Windows Users: Hold control and select all countries Mac Users: Hold command and select all countries
Primary SDG
Which of the UN Sustainable Development Goals (SDGs)
most
aligns with for your organization's impact?
Please select...
1 - No poverty
2 - Zero hunger
3 - Good health and well-being
4 - Quality education
5 - Gender equality
6 - Clean water and sanitation
7 - Affordable and clean energy
8 - Decent work and economic growth
9 - Industry, innovation, and infrastructure
10 - Reduced inequalities
11 - Sustainable cities and communities
12 - Responsible consumption and production
13 - Climate action
14 - Life below water
15 - Life on land
16 - Peace, justice, and strong institutions
17 - Partnerships for the goals
Secondary SDG(s)
Which of the UN Sustainable Development Goals (SDGs)
also
aligns with for your organization's impact (select
all
that apply)?
Please select...
1 - No poverty
2 - Zero hunger
3 - Good health and well-being
4 - Quality education
5 - Gender equality
6 - Clean water and sanitation
7 - Affordable and clean energy
8 - Decent work and economic growth
9 - Industry, innovation, and infrastructure
10 - Reduced inequalities
11 - Sustainable cities and communities
12 - Responsible consumption and production
13 - Climate action
14 - Life below water
15 - Life on land
16 - Peace, justice, and strong institutions
17 - Partnerships for the goals
Windows Users: Hold control and select all countries. Mac Users: Hold command and select all countries.
Is your organization working in Women's Economic Empowerment? (select all that apply)
women-owned or women-led teams
products or services that substantially improve the lives of women and girls
a focus on workplace equity in staffing, management, and boardroom representation
a focus on workplace equity along their supply chains
none
Is your organization working in Climate Resilience?
(select all that apply)
clean energy
clean water
climate-smart agriculture
none
Yes, please send me Miller Center's Newsletter
Hidden
ageYears(js)
Recent Year?
Yes
No
ageScreen(js)
Age Screen
Pass
Fail
WEE/CR Score
App Screen
Pass
Fail
The good news is that Miller Center can help! Based your responses you are a good candidate for our Social Enterprise Accelerator program. We invite you to apply
here
:
AppScreenMsg(js)
SEpipelineStatus
SEpipelineOpenClosed
SEpipelineRationale
Screenout Thresholds
Unique screenout thresholds for each cohort undergoing an application cycle. Passing each screen is interpreted as greater to our equal to the threshold. Thresholds should be set in related Salesforce fields in the appropriate Cohort record.
Operational Threshold
Operating
Not Yet Operating
acceptable options
Age Threshold
months
Staff Threshold
fulltime emp.
Runway Threshold
months
Revenue Threshold
USD
Type Threshold
For-Profit
Non-Profit
Hybrid
Other
acceptable options
Green Flags
Green Flags
#green1# Our customers (we've successfully moved to new segments/channels) AND use of funds (new regions)
#green2# If cash runway (breakeven or profitable) AND raising $250k+ (?)
#green3# If customers (you haven't launched yet) AND type of capital (grant) AND amount (<= $100k)
#green4# If cash runway (breakeven or profitable) AND type of capital (debt) AND use of funds (working capital)
greenflags (sum)
Green Javascript
NewSegmentsNewRegions
(js)
BreakevenLargeSeeking
(js)
NoCusomersSmallGrant
(js)
BreakevenDebtWorkingCapital
(js)
You indicated you've successfully moved to new segments/channels, and plan to use funds to expand to a new region(s). But will you succeed in new regions with the same approach as your current region(s)? Be ready to explain to investors what you'll be doing the same, and what differently in the locations you plan to expand to. For help with this, check out Miller Center's
Scale-Out Readiness Assessment
and/or CASE Smart Impact Capital's
Growth Readiness Assessment
and
accompanying video
.
With an enterprise already breaking even, you likely will find investors. Start preparing for due diligence now, ensuring your slide library, financials, and other documentation are in place for investors to scrutinize. For help with this, check out Miller Center's
Due Diligence Checklist
. Also, CASE Smart Impact Capital's
full toolkit
includes a module on due diligence, including a due diligence flowchart, example due diligence checklists, and a guide to working with lawyers.
You indicated you haven't launched yet, and are seeking a grant of $50k or less. This sounds smart, generally. Tips on succeeding in your early stage: 1) You have to show credible, documented, positive impact; 2) You have to demonstrate product/market fit; 3) You have to have a way to attract more money before this grant runs out.
You indicated you are already breaking even or profitable, seeking debt, and plan to use those funds for working capital. Sounds smart. You should be able to negotiate fairly good terms with lenders. CASE Smart Impact Capital's
full toolkit
includes information on term sheets and a sample term sheet library.
greenflagmsg (js)
Grey Flags
Grey Flags
#grey1#
Operational systems (< running smoothly) AND Use of funds (scaling in market or scaling out to new)
#grey2#
Biggest fundraising challenge (finding interested investors)
#grey3#
If cash runway (breakeven or profitable)...and use of funds (something about growing...)
#grey4#
If type of capital raising (equity) and legal type (hybrid)
#grey5#
If money being raised is 10x last year's revenue
#grey6#
Use of funds (hiring more staff) AND operational systems (<"smoothly")
#grey7#
If legal form (for-profit) and type of capital raising (grants)
#grey8#
Cash runway (Profitable - needs investment to grow quickly) AND operational systems ("we are putting systems in place as we go...")
#grey9#
#grey10#
greyflags (sum)
Grey Javascript
PoorOpsNewRegion
(js)
FindingInvestors
(js)
BreakevenGrowth
(js)
EquityHybrid
(js)
BigraiseLowrevenue
(js)
HirestaffPooroperations
(js)
ForProfitGrants
(js)
ProfitableWeakSystems
(js)
You indicated that your operational systems are not yet at the point where new employees can learn on their own. You also told us you plan to use funds to scale in your current market(s) or to scale out to new markets. Investors may be concerned that even if you can scale your customer base, your operational systems will be strained and perhaps inhibit your growth. Consider prioritizing near-term operational improvements so your processes, procedures, staff onboarding, and documentation can support your growth instead of inhibiting it. For help with this, check out Miller Center's mini-course on
Operational Gap Analysis
.
You indicated you are finding it challenging to find interested investors. To surmount this challenge, you'll need to make sure your story and enterprise are strong, and also that you are honing your research, networking, and communication skills. For help with this, check out Case Smart Impact Capital's video:
4 Steps to Identify and Prioritize Top Investor Targets
. Also, CASE Smart Impact Capital's
full toolkit
includes a Targeted Investor Research Guide, Tips to Identify Warm Leads on LinkedIn, and Pro Email Outreach Templates.
You indicated you are breaking even or profitable, and you are seeking funds to grow. Be ready to show - not just say - that your sales are materially rising and that there's demand. Investors will appreciate seeing something in writing from large customers, and/or positive performance data from test marketing, local sales, etc.
You indicated you're raising equity, and using a hybrid legal structure involving both for-profit and non-profit elements. Beware: equity investors may worry about investing in something which also uses grants or donations. (And grantors may worry that they'll effectively be subsidizing returns of an equity investor.) Tread carefully and with very clear boundaries both legally and in how you communicate how you will use these two distinct types of funding, if indeed this is your aim.
You indicated you are seeking to raise an amount of money that is at least an order of magnitude (10x) more than your revenue from last year. Investors will question such a steep ramp-up of fundraising v. revenue, and unexplained projected growth will not withstand investor scrutiny. Be sure you're ready to defend what may at first appear to be an unrealistic ask. CASE Smart Impact Capital's
full toolkit
includes a module on calculating your funding gap and building reasonable projections.
You indicated that hiring more staff is part of how you will use new funding you attract, and that your operatonal systems, processes, software, and documentation is not yet at the point where you can onboard new employees quickly without burdening existing employees. Be ready to make a strong case to investors of 1) why you need more staff; 2) how you will onboard them efficiently; 3) what operational improvements you are making. For help with this, check out Miller Center's mini-course on
HR Planning.
You indicated you're legally structured as a for-profit and yet seeking grant funding. This may be possible. But be aware: some grantors will balk at the idea of giving a grant (as opposed to equity or debt) to a for-profit entity. Also, grants are desirable in many ways, but make sure you are aware of any and all restrictions attached to accepting any particular grant. Restricted grants can bend your priorities with regards to products, geographies, staff, etc. Managing multiple restricted grants can involve burdensome operational and reporting requirements. Bottom line: money is money, but money with fewer restrictions gives you far more flexibility. For more help with this, check out CASE Smart Impact Capital's
Types of Capital Comparison Tool
and
5 Big Tips video
.
You indicated you are already profitable and need investment to grow your enterprise more quickly, and that you are still establishing operational systems, processes, software, and documentation. Investors will likely be interested to determine how your operational will be strained by growth. For help with this, check out Miller Center's mini-course on
Operational Gap Analysis
.
greyflagmsg (js)
Red Flags
Red Flags
Red Flags
#red1# If legal entity (non-profit) AND raising (equity)
#red2# If cash runway (not cash flow positive now) AND use of funds (expanding to a new region)
#red3# If raising funds (debt) and cash runway (not yet breaking even)
#red4# If cash runway (breakeven or profitable) AND type of capital (equity) AND use of funds (working capital)
#red5# Amount of capital being raised ($1m+) AND story (underserved market) AND impact tracking (observation and testimonies)
#red6# Being implemented by (side project) AND amount of capital being raised (>$250k)
#red7# If customers (you haven't launched yet) AND type of capital (grant) AND amount (> $100k)
#red8# Amount of capital being raised ($x+) AND team (<3 employees)
#red9# Investment story (innovation) AND Operational systems (<running smoothly)
#red10# Cash runway (< breakeven) AND raising capital (< 250,000?)
#red11# Fundraising challenge (returns not high enough for investors we're finding) AND investment story (underserved)
redflags (sum)
Red Javascript
NonProfitEquity
(js)
NonPosCashFlowNewRegion
(js)
NegCashFlowDebt
(js)
ProfitableEquityWorkingCapital
(js)
MillionUnderservedImpactobservation
(js)
NostaffCapseeking
(js)
NocustomersGrant
(js)
LargeeekingSmallteam
(js)
InnovationPooroperations
(js)
NegcashflowLargecapseeking
(js)
LowreturnsUnderserved
(js)
You indicated that you are a non-profit and would like to raise equity. This is not legally possible, because a nonprofit cannot give a share of ownership to investors (or anyone else). Nonprofits can create a for-profit subsidiary that is owned by the non-profit. An outside investor can then be given shares of the for-profit subsidiary with the non-profit owning the remaining shares. For help with this, check out CASE Smart Impact Capital's
Types of Capital Comparison Tool
5 Big Tips video.
You indicated that you are not yet cash flow positive in your current region and are raising investment to expand to a new region. Investors are unlikely to be supportive of this approach because the investment of time, resources, and energy into geographic expansion would likely slow down your progress to reach break-even in your current region, and it's unclear that your expansion builds on a firm foundation of profitability. You will be able to attract more investment and expand more quickly once you have proven that your model is profitable. For help understanding how you are and are not ready to expand, check out
Miller Center's Scale-Out Readiness Assessment
.
You indicated that you are looking for a loan (debt investment) even though your business is not yet generating a profit. Debt investors need assurances that your enterprise will be able to repay the debt on a predictable schedule. Since your business is not yet cash flow positive, it is unlikely that debt investors will be able to invest at you at this time. You can consider waiting until you are cash flow positive or you can look for grants or equity investments. For help with this, check out CASE Smart Impact Capital's
Types of Capital Comparison Tool
and
5 Big Tips video
.
You indicated that your company is profitable and you are looking for an equity investment to use primarily as working capital. Have you considered fueling your growth through a debt investment instead? While debt investments require you to pay interest, they are almost always a lower-cost form of capital than equity. You may need to raise both equity and debt to grow quickly. In this case, your goal should be to raise as much as possible from debt investors with only as much equity as needed to make the overall financing plan work. For help with this, check out CASE Smart Impact Capital's
Type of Capital Comparison Tool
and
5 Big Tips video
. CASE Smart Impact Capital's
full toolkit
also has primers on variable repayment debt, convertible notes, and other types of capital that you may be interested in.
You indicated that you're raising $1m+, that your investment story focuses on serving an underserved market, and that your impact tracking is mostly observation and testimonies from customers / stakeholders. Investors will likely see your lack of impact tracking as an obstacle to considering investing $1m+ in your enterprise. For help with this, check out Miller Center's mini-course on
Theory of Change and Impact Metrics
or Duke University's
Impact Measurement & Management for the SDGs
.
You indicated you're seeking to raise over $250k, and that the enterprise is being run by you and/or others as a side project. If this is a side project, why will investors trust you with more than $250k? For help determining a more scalable approach to HR, check out Miller Center's mini-course on
HR Plannin
g.
You indicated you haven't yet served any customers, and you're seeking grant capital of greater than $250k. Contributing over $250k to an organization that has yet to serve customers will give investors pause. What can you do for $250k or less (ideally less than $100K) to validate product/market fit? For help with this, check out CASE Smart Impact Capital's
Business Growth Diagnostic
.
You indicated you're trying to raise $x+, and you have less than 3 employees. Your aspirations to scale may be good, but expect investors to express HR concerns. What steps can you take towards a more solid, efficient core team whose work is scalable? For help with this, check out Miller Center's mini-course on
HR Planning
, and/or CASE Smart Impact Capital's
Business Growth Diagnostic
.
You indicated your enterprise is compelling because of an innovation that could disrupt an industry, and that your operational systems are not yet running smoothly. Innovations are important, but an innovation in itself may not be sufficient to compel investors. Consider prioritizing operational improvements so you can make a strong case to investors that you have more than just an innovation - you have an enterprise that can successfully leverage that innovation into a successful, profitable, scalable enterprise. CASE Smart Impact Capital's
full toolkit
has a choose-your-own investment story tool that may help you strengthen your story.
You indicated you need cash soon, and also that you've raised a total of less than $250k. Investors don't usually want to invest in a company just to keep them in business for some months or years. No matter how good your story about why your business can succeed, there's no substitute for already succeeding more than you have. Don't give up! But be ready to show investors strong performance data and evidence to back your plans and your pitch.
You indicated that one of your main fundraising challenges is that your enterprise is producing returns that aren't high enough for the investors you're finding, and that your enterprise solves a problem for an underserved population. If you're getting all the way to investor meetings and being rejected for this reason, you may be facing one or both of these serious issues:
1) Your enterprise is underperforming;
2) You're asking the wrong type of investors. On the second point: it's common for social enterprises serving underserved populations in logistically challenging, cash-constrained environments to meet impact investors seeking higher returns than seems possible in these locations.
Tips: 1. Review and revise your assumptions on what type(s) of investors would be most fruitful.
2. When meeting impact investors, clearly communicate your aims for profitability and for impact, and be ready to respond to investor pressure to move upmarket, move from rural to urban areas, or alter your business model, for the sake of having a more profitable business. These may be legitimate strategic options for your enterprise to consider, but make sure to only commit to changes in alignment with your mission.
For help with this, check out CASE Smart Impact Capital's
Investor Alignment Tool
. And CASE Smart Impact Capital's
full toolkit
has various resources you may find helpful: Pitch Prep and Delivery Tips, Managing investor Q and A, Back Pocket Metrics, Deciphering Investor Answers, Keeping Investors Engaged, and a module on Investor Outreach
redflagmsg (js)