Abstract
The Dutch company Enviu evolved from a small non-profit organization to a more flexible commercial firm that combined social changes with profits between 2004 and 2010, when 'Enviu' also became a brand associated with social and environmental projects led by enthusiastic employees and a large community of passionate volunteers. Despite its increasing recognition, the founder of Enviu saw that to achieve a greater social and environmental impact, the ventures Enviu chose to initiate would need to scale up and grow. Were impact-driven, sustainable ventures fundamentally different from high-growth potential business ventures? How should Enviu design and finance its growth strategy?
| Original language | English |
|---|---|
| Number of pages | 7 |
| Project No. | 813-003-1 |
| Publication status | Published - 2013 |
Publication series
| Series | RSM Case Development Centre |
|---|---|
| Number | 813-003-1 |
Bibliographical note
Category winner at 2012 - EFMD Case Writing Competition.Based on field research; 7 pages.
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Series
- RSM Case Development Centre