Tipping Point Community Harvard Case Solution & Analysis

Tipping Point Community Case Solution

Daniel Lurie headed down Highway 101 in June 2009 to examine a possible beneficiary in East Palo Alto, California. As he owned, he reviewed the development that the not-for-profit company he established, Tipping Point Community (Tipping Point), had actually made in simply 4 years of combating to lower hardship in the regional community. It had actually raised an overall of more than $14 million for receiver companies, consisting of $3 million from its primary donor occasion in April 2009, and its profile was acquiring increasing acknowledgment in the San Francisco Bay Area.

He was thinking of Tipping Point's latest board conference, where the board members were more unrelenting than ever relating to the company's method and results, especially in the locations of efficiency size, sustainability, and crucial financing. Tipping Point had an incredible quantity of space for enhancement and development. It was challenging to measure its effect on the target community, which regardless of Tipping Point's efforts was battling with being homeless, kids wanting medical support, and minimal movement. With 600,000 individuals residing in hardship in the Bay Area, Tipping Point's objectives would not quickly be satisfied.

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