|| Print ||
|Articles - May 2014|
|Monday, April 28, 2014|
Page 1 of 5
BY LINDA BAKER | PHOTOS BY CARL KIILSGAARD*
*CHANG PHOTOS COURTESY MERCY CORPS
I. In the beginning, there were clear boundaries between the world of business and the world of nonprofits. The former revolved around financial targets like sales growth and investor returns — the latter aimed for collaboration and the social good. Then the world flattened; the economy collapsed, Internet technologies democratized entrepreneurship, and mounting anxiety about environmental degradation prompted businesses of all stripes to green their marketing, products and services.
These shifts — some might call them seismic — set the stage for the emergence of what insiders are calling “the fourth sector” of the economy: hybrid organizations that are neither government agency, for-profit or nonprofit but contain elements of all three. The idea, and it’s still very much an idea, didn’t spring up overnight but instead grew out of several decades of change in which for-profits tried to become more socially conscious and nonprofits more market oriented, the latter often adding revenue-generating programs to supplement declining government funding.
So far the fourth sector is more theory than practice, more embryonic than fully formed, but the concept itself is yet another example of 21st-century innovation. At least on the for-profit side, it’s less about tacking a social mission onto business than an attempt to rethink the deep structure of business itself. Much as the sharing economy is less about a new product or service than a rethinking of the ownership economy, the fourth sector aims to create an entirely new model for simultaneously making money and effecting positive social change.
Skeptics might claim the idea is too good to be true, and that a hybrid model will only dilute profits while opening up new opportunities for green washing and other forms of exploitation — of consumers, the disadvantaged and the tax code. Potential drawbacks notwithstanding, one thing is clear: In Oregon a new generation of leaders is hot on the trail, launching an array of fourth-sector initiatives and projects. Impact funds, benefit corporations and social enterprise are among the jargon phrases that capture the various manifestations of their work.
Oregon Business caught up with a few of the key players in this “blended capital” space. Their goals are ambitious: to enlarge the boundaries of capitalism itself, marrying the financial returns generated by the market with the selflessness and community orientation typically linked to the nonprofit enterprise.
Thursday, June 25, 2015
An international architecture firm known for its design of the National September 11 Memorial Museum Pavilion in New York unveiled its plan this week for a modern indoor/outdoor food market at the foot of the Morrison Bridge in downtown Portland.
Wednesday, July 15, 2015
We asked readers how Obamacare has impacted their business.
Thursday, July 09, 2015
The sweltering weather didn't keep the crowds away. Although the numbers were down slightly from last year, the Oregon Food Bank raised $850,636 to fight hunger. About 80,000 people attended despite temperatures in the upper 90s.
Friday, July 10, 2015
BY AMY MILSHTEIN
When gossip crosses the line.
Friday, July 10, 2015
BY LINDA BAKER
Market of Choice is on a tear. In 2012 the 35-year-old Eugene-based grocery chain opened a central kitchen/distribution center in its hometown. The market opened its third Portland store in the Cedar Mill neighborhood this year; another outpost in Bend broke ground in March. A fourth Portland location is slated for the inner southeast “LOCA” development, a mixed-use project featuring condos and retail. Revenues in 2014 were $175 million, a double-digit increase over 2013. CEO Rick Wright discusses growth, market trends and how he keeps new “foodie” grocery clerks happy.
Monday, July 13, 2015
BY KIM MOORE
Revenues in Oregon's private, for profit sector maintained solid growth as the economy continued to rebound.
Monday, July 13, 2015
BY JACOB PALMER
Holding a Power Lunch at Veritable Quandary in downtown Portland.
|10 Innovators in Rural Health|
|The Private 150: From Strength to Strength|
|Flattery with Numbers|
|Downtime with Debra Ringold|
|Farm in a Box|
|Preserving the Legacy|
|Portland fireworks hotline overloaded by call volume|
|Rolling Stone magazine sued by UVA frat brothers|
|'Kayaktivists' hang from St. Johns Bridge to protest Shell Oil ship|
|Legal pot sales to start Oct. 1 in Oregon|
|Best Buy will sell Apple Watch, is hoping it boosts sales|
|Biologist estimates 80% of sockeye population could die due to hot water|
|Fiat Chrysler must offer to buy back 500K Dodge Ram trucks|
One of the many reasons why businesses fail is due to the lack of attention to analytics. Sure, you can go on running your business, but mastering the science of analytics will translate into a business advantage. But what exactly are analytics and why are they so important?
Court experience helps legal firm anticipate potential problems for clients and prevent expensive litigation.
When Garmin AT needed to consolidate operations for its 550 employees, it scanned its entire corporate map for possible sites.
Professional and Continuing Education (PACE) and the College of Business at Oregon State University is offering “Business Analytics for Competitive Advantage”, a two-day intensive workshop.
34 spots for food, 17 places to sip, and 7 sites to choose a brew beckon visitors.
A look back at the shifting sands of Portland’s growth and development.