The core areas identified by Zahra et al. that make for a promising social opportunity are accessibility, urgency, relevance, prevalence and radicalness.
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Q20: The development of the financial plan and
Q21: The real value of developing a social
Q22: Strategic planning assists social entrepreneurs as they
Q23: Social venture business plans should include a
Q24: The first steps to developing a social
Q26: Once a social problem has been identified
Q27: A vision helps the social entrepreneur think
Q28: A theory of change offers a clear
Q29: A logic model places the social venture's
Q30: A full go-to-market (GTM) strategy encompasses channels
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