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In the middle of this continuum is the traditional corporate social responsibility or CSR. That is, businesses will set standards for how they will engage in their markets to provide social good. For example, Manulife (an insurance firm) pick target communities that have an affinity with their product. Many firms will nominate a charity they support and may actively raise funds for that cause. For example, UNIGLOBE International (a franchisor of travel businesses) raises funds for Plan International.

Then further to the right of the spectrum (see previous blog) we move into three other categories from Hybrid social enterprises, to those with a separate revenue generating division, to those who sometimes earn revenue from NPO activities. According to Shawn Mitchell of CharityVillage (a resource centre for NPOs) distinguishing between these is not easy. Some examples of these are the TOMS Shoes Canada business whose mandate is to provide shoes to the developing world. They do this by donating one shoe for every show a consumer buys. A number of charities like WWF (the global conservation organization) sell products to support their cause. The Canadian Diabetes Association, through its collection arm Clothesline, collects re-usable goods and sells them to the Value Village thrift chain. The above are all examples in the B2C space. So what about the traditional NPO that provides social good via the B2B space? How does this overlap affect the traditional NPO?