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Case Studies

Synopsis of our cases

  • Lien Foundation: Philanthropy for Social Innovation

    By Swee-Sum Lam, Achsah Ang and Gabriel Henry Jacob

    Size: 1005.60 KB Pages: 13 pages

    Lien Foundation was the first grant-giving organisation in Singapore to professionalise. The case study will briefly trace the growth and development of the Singapore-based foundation and provides an example of how philanthropy can be an effectual process rather than a causation process. Taking the example of a specific project in the area of eldercare, the case study demonstrates how philanthropy can be conducted innovatively. The approach undertaken by the foundation has benefited the eldercare sector in Singapore beyond pecuniary terms, as traditionally achieved by philanthropists.

  • Brand Management in the Non-Profit Sector

    By Johanna Frösén and Mikko Laukkanen

    Size: 1.60 MB Pages: 15 pages

    Branding as a concept has its roots in the early exchange of products between people. Nowadays, nonprofits have realised that branding plays a central role in how successful they are achieving their various goals – be it directly or indirectly. Customising the most worthwhile academic findings on brand management to fit the non-profit context, this case study would look into how 9 Singapore-based NPOs look into branding to accelerate their development. The study would take a strategic perspective to how long-term value can be created through branding beyond an episodic event in time, through extensive interviews with leaders from these organisations.

  • Social Food Inc: Creating an Effective Social Enterprise through Vertical Integration

    By Impact Investment Shujog

    Size: 1.13 MB Pages: 21 pages

    This case study focuses on the growth challenges of a Singapore-based Social Enterprise, Social Food Inc. (SFI), that teaches food preparation skills to Persons with Disabilities to integrate them into the workforce. The case study explores how SFI had to modify its business model by adopting a strategy of vertical integration to ensure that it could maximise impact while maintaining its financial viability. The case also highlights the imperative need for Social Enterprises to collaborate with diverse stakeholders in the public and private domain to take on intractable social challenges.

  • NTUC Eldercare - A Social Enterprise for Eldercare Services

    By Wee Beng Geok and Priya Subramanian

    Size: 545.68 KB Pages: 24 pages

    NTUC Eldercare - A Social Enterprise for Eldercare Services By Wee Beng Geok and priya Subramanian In the last decade, the Singapore government began promoting social enterprises as an alternative organisational form for charities and other non-profit organisations. However, the not-for-profit landscape in Singapore had been dominated by Voluntary Welfare Organisations (VWOs), many of whom were structured as companies limited by guarantee, societies or co-operatives. Few saw themeselves as operating businesses, and the creation of surpluses was not regarded as central to their mission of fulfilling social goals. The issues of developing sustainable business models present new challenges for social enterprises. Hence this case examines issues and challenges VWOs might encounter in developing sustainable business models under the social enterprise framework and building organisational capabilities and managing growth in social enterprises.

  • Mercy Relief: Organisation and Strategy in a Small Humanitarian Relief Charity

    By Wee Beng Geok and Yang Lishan

    Size: 354.10 KB Pages: 21 pages

    At the end of 2013, as Mercy Relief moved into its second decade of operations, the operating environment for groups involved in international humanitarian disaster relief was becoming more complex. Furthermore, Singapore’s only independent non-governmental organisation (NGO) involved in humanitarian disaster relief, had to manage the organisational challenges that came with the next stage of its growth and development. How should Mercy Relief address these issues and manage the limited resources it had to enhance the organisation's sustainability and operational effectiveness? What strategies should it adopt to secure the necessary funds, acquire other resources and bolster support from donors to contribute to the costs of operating an ongoing disaster relief organisation?