One of the special benefits of the Good Returns model is that it causes all the parties in the model to be incentivized for desirable outcomes. A quick recap of Good Returns:
A business invests 100% of profits into sustainable non-profit organizations each year, for a rolling one year term, in the form of an interest-free loan. The non-profit uses the cost-free capital to increase the reach of its sustainable mission (for example, providing more microloans to women in poverty, or issuing more low-cost student loans in Africa, or providing low-cost medical services in Guatemala, or … ). At the end of the next year, the original funds are returned to the business and the process repeats itself.
Here are some of the interesting structural outcomes that Good Returns creates:
– Management is motivated to maximize profits. The company’s management team is motivated to drive the company’s bottom line, just as in any traditional capitalist business. This incentive is a big advantage over non-profits, which often burn money and other resources because they are not required to generate profits to survive.
– Non-profit partners are motivated to become sustainable. The vast majority of non-profits are unsustainable – they must continually raise funds from donors in order to survive. In order for a company to invest in a non-profit and be assured of the return of capital, the non-profit must be sustainable, or at least have a segregated sustainable program. Good Returns will drive more non-profits to develop sustainable programs.
– “Mission-fudging” is eliminated. In many traditional for-profit social enterprises, the management team must be incredibly strong in its convictions about the mission, because every dollar spent on the mission is one less dollar in profit, which results in lower compensation for the management team. It’s simply not realistic to count on large numbers of people to give up personal gain for mission on an ongoing basis. Under Good Returns, every extra dollar of profit is an extra dollar toward mission, not taken from it.
– Investors will come. In its first year in business, Soap Hope had more than 45% month-over-month revenue growth on a fraction of the marketing budget that a traditional startup would require. How did we achieve this growth? By the passion of our customers for our mission – they communicate virally to friends, family, and through online social networks. If a company can create significantly more leverage from its marketing budget, it can drive higher return on capital for its investors. We plan to prove this assertion through the financial results from Soap Hope and other early Good Returns companies.
I’m curious to see what else we will learn about the structural benefits and drawbacks of the Good Returns model over time. Please share your thoughts and experiences with me.
Many people have asked how they can help. I ask for and welcome your help:
- Purchase your all natural soap and body care products from Soap Hope – it’s less expensive than in the store, even with shipping
- Use Soap Hope for corporate gifting and personal gifts
- Connect me with national radio and tv personalities if you have those relationships
- Write about Soap Hope on your blog
- Share the Soap Hope fan page on your Facebook wall
- Tweet about us as often as you are willing
Non-profits: I’ll be writing a post for you about many different types of programs that non-profits can implement that are all sustainable.
Investors: soon I will write a post about how down the road dividends will be insured against loss while they are doing their one year of service.
Good Returns: My intention is to develop Good Returns as a stand-alone organization that provides certification for sustainable non-profits, financing programs to mediate timing differences between companies and non-profits, an insurance guarantee for invested funds, a brand that companies can use to attract and retain customers – I’ll discuss this and more in an upcoming post.
Thank you for your loyalty and support!
Co-Founder, Soap Hope