This report consists of three main sections that focus on analyzing and evaluating the current situation of "The Big Issue Foundation" (a non-profit organization which will be referred in short as 'TBI' in the report). Through answering the requests, the report also offers a number of suggestion for TBI' strategy that they should concern to keep promoting the value of their brand and image in the future of next 5-7 years. Methods of analysis include the use of analytical business models as SWOT, Porter's Five Forces, McKinsey 7S to have a specific look for internal capabilities of TBI as well as apply PESTEL to assess factors affecting from the external environment. Then by using TOWS model, the report proposes some recommendation for business strategies of TBI (e.g. how to maximize the company' strengths to take advantage of their opportunities). Results of data analyzed show that TBI can face the most with the impact from the changes of technology in the present time as also in near future, when more and more customers are moving towards the digital products. Nonetheless, the report also indicates that TBI, with their unique distribution model, accompanied by the distinct brand values, along with an excellent leadership team would have the solution even for the worst case scenario to their business. The general conclusion is that the current situation of the company has no bad sign but their financial issues need to be considered further when most the funding of TBI depends mainly from the external sources' contribution. The report also investigates the fact that the analysis conducted has limitations. All data and information were searching from the Internet and analysis has mainly been focused on the financial statement of the business; therefore, the report may not avoid some shortcomings as well as the subjective perspectives. In addition, the most recent information in the present time has not been announced and the predictions of the TBI's business in the future are based on past performance.

1. Kingston University
MSc in International Business Management
BS7103 CONTEMPORARY BUSINESS STRATEGY
INDIVIDUAL ASSIGNMENT
Submitted by: Minh Tran - k1270095
Submission date: 14th
August 2014
-------
Lecturer: Dr Konstantinos Pitsakis
Words count: 2235 words

2. 1
EXCUTIVE SUMMARY
This report consists of three main sections that focus on analyzing and evaluating the current situation of "The
Big Issue Foundation" (a non-profit organization which will be referred in short as 'TBI' in the report). Through
answering the requests, the report also offers a number of suggestion for TBI' strategy that they should
concern to keep promoting the value of their brand and image in the future of next 5-7 years.
Methods of analysis include the use of analytical business models as SWOT, Porter's Five Forces, McKinsey 7S
to have a specific look for internal capabilities of TBI as well as apply PESTEL to assess factors affecting from
the external environment. Then by using TOWS model, the report proposes some recommendation for
business strategies of TBI (e.g. how to maximize the company' strengths to take advantage of their
opportunities).
Results of data analyzed show that TBI can face the most with the impact from the changes of technology in
the present time as also in near future, when more and more customers are moving towards the digital
products. Nonetheless, the report also indicates that TBI, with their unique distribution model, accompanied
by the distinct brand values, along with an excellent leadership team would have the solution even for the
worst case scenario to their business. The general conclusion is that the current situation of the company has
no bad sign but their financial issues need to be considered further when most the funding of TBI depends
mainly from the external sources' contribution.
The report also investigates the fact that the analysis conducted has limitations. All data and information were
searching from the Internet and analysis has mainly been focused on the financial statement of the business;
therefore, the report may not avoid some shortcomings as well as the subjective perspectives. In addition, the
most recent information in the present time has not been announced and the predictions of the TBI's business
in the future are based on past performance.

3. 2
TABLE OF CONTENTS
EXCUTIVE SUMMARY .......................................................................................................................................... 1
OVERVIEW OF THE BIG ISSUE FOUNDATION...................................................................................................... 3
QUESTION 1 ........................................................................................................................................................ 4
INTERNAL STRENGTHS/ CAPABILITIES............................................................................................................ 4
Internal Micro Analysis .............................................................................................................................. 4
SWOT Analysis..................................................................................................................................... 4
Internal Macro Analysis ............................................................................................................................. 5
Porter’s Five Force............................................................................................................................... 5
MCKinsey 7S........................................................................................................................................ 1
EXTERNAL ENVIRONMENT ANALYSIS ............................................................................................................. 2
PESTEL Analysis .......................................................................................................................................... 2
ORGANIZATION CHART OF THE BIG ISSUE ..................................................................................................... 3
TOWS MODEL & STRATEGIC SUGGESTIONS................................................................................................... 4
QUESTION 2 ........................................................................................................................................................ 6
CORPORATE STRUCTURE AND GOVERNANCE................................................................................................ 6
FUTURE IMPLEMENTATION............................................................................................................................ 7
QUESTION 3 ........................................................................................................................................................ 9
Stakeholder mapping............................................................................................................................... 10
CONCLUSION..................................................................................................................................................... 12
REFERENCE LIST................................................................................................................................................. 13
APPENDICES ...................................................................................................................................................... 14
THE BIG ISSUE.................................................................................................................................................... 14
BACKGROUND.......................................................................................................................................... 14
SOME ANALYSIS ....................................................................................................................................... 15

4. 3
OVERVIEW OF THE BIG ISSUE FOUNDATION
As a street newspaper and magazine which been published around nine countries, The Big Issue Foundation is
currently one of the UK’s leading social businesses and exist to support homeless people the chance to earn a
steady wage (become vendors) and engage themselves back into mainstream society.
TBI is also well-known as a non-profit and charity organization that dependent upon government grants and
public donations with 5 localized editions of the magazine sold throughout the UK by their vendors.
According to the official website of TBI (2014), some main information and highlight point of TBI Foundation in
the UK can be illustrated as below:
Figure 1. Basic Facts about TBI (Big Issue, 2014a)
More details about the background of the company can be found in the Appendices.

5. 4
QUESTION 1
Consider the internal strengths/capabilities and the external environment of the organization and then
draw a schematic of the organization’s operations. What suggestions about which business areas would you
make to the Board regarding the strategy of the “Big Issue Foundation” using the TOWS model?
INTERNAL STRENGTHS/ CAPABILITIES
Based on research, this section of the report applies three frameworks, SWOT analysis, Porter's Five Forces
and McKinsey 7S to identify the internal strengths and capabilities of TBI.
 Internal Micro Analysis
SWOT Analysis
STRENGTH WEAKNESSES
 Cheap and important labor force
 Unique brand image and method of delivery
 “Charity purpose” – Certified charity status
 Social change status UK
 Present on four continents
 Award and trust
 Unique selling Proposition
 Socially responsible by providing the homeless
with a stable job
 Good reputation
 No control over workers (unpredictable)
 Not fully sustainable
 Vendors nationally, lack of trust
 Mostly immigrants vendors (Stereotypes)
 Price and youth targeted (Cheaper options)
 Low brand loyalty
 Low brand awareness
 Weak presence
 Reputation based on reputation of homeless
population
OPPORTUNITIES THREAT
 Increase in homelessness + vendors + sales
 Increasing number of social enterprises
 Studies on social entrepreneurship (up)
 Increasing number of events, competitions
 Further expansion into international markets
 Decrease in the disposable income
 Free magazine
 Online news service, technology
 Effect of economic climate on donations
 Legislation on immigrants
 Government & Taxes/ National spending cuts
 Work permit
 Natural disasters
 Rising critics
 Threat of Substitution and New Entries

6. 5
 Internal Macro Analysis
Porter’s Five Force
According to Morrison (2011), Porter’s
approach to firm strategy concentrates on the
competitive forces.
Acting Force Description Level
Supplier
Power
As a big company, TBI, however, only had printed around 125,000 (data in 2011)
copies per week as quietly having a level of circulation lower than competitors. In
fact, The Big Issue is working for a special and different orientation as suppliers
would want to stay with them
Medium
- Low
Buyer
Power
The competitive level of market is quite high because technology is giving the
customers a wide range of similar product as more attractive and cheap
High
Competitive
Rivalry
Direct
TBI offers the distinct values with a unique distribution system. However,
their product is not completely different than others in whole general
market High
Indirect
Technology changes the forms of communication, such as TV, the
Internet and the explosion of digital media or social network (e.g.
Facebook or Twitter community) in recent years
Threat of
Substitution
The dependence of consumer in technology has led to a high threat of substitution
for TBI. Currently, mobile devices, tablet and Internet applications are almost tied
to the consumer lives. In addition, people now also tend to build a more friendly
environment by avoiding wasting the use of resources. Publications such as
magazines, newspapers which are made of paper are significantly reduced and
people prefer to seek for news and information via TV, Internet and so forth
Very
High
Threat of
New Entries
The capital to participate in this market can be at a modest level and the level of
expertise is not also too demanding. Thus, the new companies may also potentially
involved in the market, but with the rapid development of technology as the
replacement of the digital era, the future profit of the industry is limited
Medium
Keyplayers

7. 1
MCKinsey 7S
Strategy
Differentiation. Competitive advantage is the social aspect of the TBI magazines. TBI's market
develops through their vendors, as homeless people who are in trouble. TBI make a difference by
positioning as a non-profit organization
Structure
The Big Issue Company, The Big Issue Foundation, The Big Issue Magazine | CEO, Chairman and
Board of Trustees, Vendors and Volunteers
Systems
Writers and journalists of TBI always worked steadily for the next issue of the magazine to be
published weekly. Vendors are, somewhat, more freedom in activities, but they often tend to
come over the streets and try to sell the most magazines to increase revenue, while also
increasing the circulation of buy-sell (Circle system based on self- help)
Shared
Value
The organization's members are actively involved in the protection of the common values and
common goal (i.e. social, people, professionalism and quality)
Style
The motto of TBI's leadership is simply to give a direct guidance to their vendors from the
beginning and always give more support if necessary. This is a unique approach that combines
business management and philanthropy
Staff Vendors, volunteers (for the distribution) and professional writers, editors, journalism
Skills Because of the unique type of distribution, vendors work to feed themselves and TBI does not
Shared
Values
Structure
•CEO
•Board of
Trustees
•Vendors
•Volunteers System
• Unique
• Involves all
member
Style
• Democratic
Staff
• 2000
vendors
across UK
Skills
• Experience
• Passion
Strategy
•Market
development

8. 2
require any special skills from them, only focusing on spiritual and passionate, or having a sense of
responsibility. In contrast, other internal staff (i.e. writers, editors) are highly demanding and
rigorous professional skills
EXTERNAL ENVIRONMENT ANALYSIS
 PESTEL Analysis
Political
 Fits with national values
 Government policies on homelessness
 International, national, regional and local policies
 European Publishers urge Google challenge
 OFT (Office of Fair Trading) Decides Against Further Investigation Into Newspaper and
Magazine Distribution
 New Press Regulator to Be Established
Economical
 GDP, Gini Index
 Rise in Unemployment/ Homelessness
 Decrease in disposable Income (Recession period)
 New Statistics Show No Double-Dip Recession But Economy Still Flat-Lining
Social-Cultural
 Social-Cultural difference/ Change in people’s lifestyle, addiction and needs
 People are becoming financially careful
 Different ethnic makeups
 Stigma/ Higher level of education in the population
 Perception/ Society is becoming more aware about social concerns
 Digital editions are more appeal to audiences
Technological
 High Internet usage
 Rise in technology and innovation as the development of digital edition
 Speed of delivery
Environmental
 Printing with environmental awareness
 Few percentage of recycled paper used/ Street cleaning
 Weather conditions (e.g. rain, temperatures, disaster and so forth)
Legal
 Taxation/ Tax free
 Media restrictions
 Proving homelessness

9. 3
ORGANIZATION CHART OF THE BIG ISSUE
According to the official website (Big Issue, 2014b), figure 2 illustrates the current organizational chart of TBI:
Figure 2. Organizational chart of TBI (Big Issue, 2014b)
In the case of The Big Issue, CEO is the true leader and the Chairman and Board of Trustees simply oversees
the Board. However, the number of board members can fully show that the strategic decision of the company
depends on the responsibilities and duties of many people.
The Big Issue
Foundation
Board of
Trustees
Founder
John Bird
Chairman
Steve Round
Trustees
Eric Barnett
Harry
McAdoo
Gisele Ryan
Carolyn
Aitchison
Alison J
Newman
Parveen Bird
Founder's wife
Patrick Foster
Heidi Stewart
Treasurer
Jonathan
Lachmann
CEO
Stephen Robertson

10. 4
TOWS MODEL & STRATEGIC SUGGESTIONS
Based on SWOT analysis above, using TOWS model is to emphasize the external environment at a practical
level as supporting to identify the suggestions that the company should apply.
External Opportunities (O)
 Increase in homelessness
+ vendors + sales
 Increasing number of
social enterprises
 Studies on social
entrepreneurship (up)
 Increasing number of
events, competitions
 Further expansion into
international markets
External Threats (T)
 Decrease in the disposable income
 Free magazine
 Online news service, technology
 Relate on donations
 Economic crisis
 Legislation on immigrants
 Government & Taxes
 Work permit
 Natural disasters
 Rising critics
 Threat of Substitution & New
Entries
Internal Strengths (S)
 Cheap labor force
 Unique brand image
and method of delivery
 Certified charity status
 Present on four
continents
 Award and trust
 Socially responsible
 Good reputation
With the high socially
responsible of people in current
time, there will be potentially
the most successful strategy by
utilizing the numerous human
resources around the world to
take advantage of opportunities
in the global market
Promote brand image towards monopoly.
Increase credibility through organizing
social campaign (e.g. give speeches, do
PR). Maximize the potential benefits from
the vendors and build strong reputation.
The economic crisis will raise
unemployment but look on bright side, it
extends the number of workforce
Maxi-Maxi Strategy Maxi-Mini Strategy
Internal Weaknesses (W)
 No control over
workers
 Not fully sustainable
 Vendors nationally,
lack of trust
 Mostly immigrants
vendors (Stereotypes)
 Price and youth
targeted
 Low brand loyalty/
awareness
 Reputation based on
reputation of homeless
population
Strengths could be weaknesses
sometimes. With a number of
vendors are still developing, a
reasonable strategy is to gather
vendors in same area into
groups with some of them can
be leader of the team (i.e. has
managers in each group to give
support, training, experience as
critical awareness of the duty to
other members)
Minimize weaknesses by developing
management teams to find flexible ways
to overcome the potential risks. Concern
about the digital application during the
current technology. Transform the risks
and weaknesses into the advantage by
emphasizing the special values of TBI's
brand in the market. Work in Partnership
with other associations to raise a bigger
budget and be able to improve the
magazine, expend in other markets and
make the brand known.
Mini-Maxi Strategy Mini-Mini Strategy

11. 5
TBI's main strategy is to create the image of a social and charitable company, helping the homeless, jobless
become their vendors and building a unique distribution model. Because of large human resources which are
increasing worldwide at present, TBI requires the development in management policies and manpower
training to maximize their strength and should become an exclusive brand to eliminate the threat of
substitution or new entries.
Furthermore, TBI should also consider the current trend when technology gradually affects in all areas of
human life, especially the issues of information transmission and communication as the core elements and
values of TBI's business model. As Mentioned in Keynote (2013), with the weakening of the economy, regular
publications in the near future will be difficult to compete with digital products (e.g. tablets, smartphones, e-
readers...) which are contributing to drive the market entirely.
On the other hand, TBI may also need to adjust their income stream while the majority of their cash-flow
mainly derived from external sources and contributions such as personal, charitable organizations and
businesses (see Figure 3).
Figure 3. (Big Issue, 2014c)

12. 6
QUESTION 2
Evaluate the existing corporate structure and corporate governance of the “Big Issue Foundation”. How
should those two be adapted over the next 5-7 years, given your suggestions in the previous question?
CORPORATE STRUCTURE AND GOVERNANCE
According to the Financial Statement of TBI last year (Big Issue, 2013), Trustees of TBI serve for a three year
period and may be re-elected provided total service does not exceed nine years. New members are invited to
join the board by existing Trustees, Chairman, the senior management team and the CEO.
Board of Trustees usually has quarterly meetings with the main objective is to ensure to include a mix of skills
and experience ranging from homelessness as the homelessness service sector through to financial
management. A finance committee, comprising four trustees, meets every two months and is charged with
the responsibility of reviewing the charity’s strategic plans, management accounts and performance against
budget, fundraising progress, and risk assessment. The committee prepares recommendations and reports
back to the Board of Trustees, who use the information provided by the committee to make decisions.
With one subjective observations, the executive team and CEO of TBI are involved in company operations as
having a common purpose to support society (i.e. solve social problems and aims to benefit the community). If
look at the thickness of operation and reputation of the company so far, the corporate structure and
governance activities are still working very effective.
Based on the description of the TBI Trustees on their official website (2014b), all of nine members of the Board
and the CEO had been taken the key roles in many well-known companies. They all had strong experience in
many different business areas, especially the CEO and Chairman were involved in many organizations of
human rights or community and society issues.

13. 7
FUTURE IMPLEMENTATION
Based on the above analysis, as well as current results of TBI, the corporate governance and structure of TBI in
the next 5-7 years will remain generally sustainable and there may be no change in their organization's
operating model. As mentioned in TBI's official website, it can be argued that the CEO (Stephen Robertson)
and Chairman (Steve Round) are currently two most valuable assets of the company. Both of them has a
strong background and held executive positions for TBI during the past 7 years. In addition, Stephen had a
special role at Shelter (a.k.a. UK's biggest housing and homelessness charity) for a position of Director of
Commercial Operations for 13 years before becoming CEO of TBI. Therefore, with suggestions for strategies
listed above, it may be believed that the years of service of Stephen will still play a major role in the success of
the TBI as long as he stays with the firm.
The main objective of TBI is to build the image of a non-profit organization and they are still doing really well
in this time. Through their website (Big Issue, 2014), it can be seen that the policy of human resource training
are already deployed as much but not quite clear about having a leadership and team for the vendors as
suggested above for TBI's strategy.
As mentioned in TBI’s financial report (2013), TBI is also instigating partnership with other service providers.
This eliminates duplication and competition amongst the large number of homelessness agencies and is,
therefore, a much more efficient use of resources as also can be more beneficial from public offering.
In next 5-7 years, the biggest issue for corporate governance and leadership team of TBI is probably to face
the technological change in human life nowadays. Hence, TBI may have to think of converting some of their
core element in the production stage to keep up with demand of the overall market. As mentioned in Keynote
(2013), with forecasts of a slow recovery of the economy in the next 5 years, the main growth of the magazine
industry will gradually oriented to digital magazine subscriptions. Nevertheless, the risk from the threat of new

14. 8
entries will probably be minimized if TBI continues to promote and maintain their brand differentiation by a
unique pattern of distribution.
Global expansion has its implication on corporate governance when TBI is now active on all 4 continents with 9
countries. With the orientation and individual values, TBI will definitely be flexible to have the solutions to the
effects of political, economic, or social and beyond in every country. Adding to this point, number of vendors is
still developing and if look at the most recent data for how TBI's vendors have achieved in March 2014 (see
Figure 4), the future scenario reveals a positive view in many ways. Next 5-7 years, if the brand awareness of
the company still keeps growing, TBI can be expected to continue expanding into few countries, especially
countries with high unemployment and homeless people.
Figure 4. (Big Issue, 2014e)

15. 9
QUESTION 3
How likely is it that the strategic decision makers of this organization would adopt the options which you
have arrived at analytically?
Most of the options given above have been considered and implemented by TBI somehow. Looking at the
financial statements of TBI in 2013 as also at the results and situation of the company in present, it is difficult
to concern that TBI is facing difficulties. However, the risk tends to be hidden and when bad things happen, it
was usually too late. The most notable problem is probably the influence of technology as the risk of
substitution from digital publications which will be strong and direct impact on the core products of TBI.
According to The Guardian (2012), TBI has started to deploy to develop digital products via the access card,
with price similar to traditional hard-copy magazine from their vendors to customers. As also mentioned in
BBC News (2013), CEO of TBI, Stephen Robertson, has encouraged the vendors on using smartphones to offer
TBI’s customers the choice to pay by credit or debit card.
Emphasized from the above analysis, by following the direction of two core factors, as the CEO and Chairman,
TBI must already been flexible and have taken into account the worst case scenario from technological
influences to face future. From the subjective observations, it is evident that the leaders of TBI are the good
listener and being flexible in changing strategy as knowing how to catch up the current trends.
The unique distribution model which is based on the vendors is TBI's core internal strength that may not be
changed, TBI obviously know what their business is doing. Although the TBI founder, John Bird, did not deny
once in The Telegraph (2012) that to sell The Big Issue magazine is not a proper job for the homeless, he also
explained that by becoming a vendor, homeless people have been supported to keep moving on. TBI gives
their vendors another chance to respect their life and themselves. In brief, a non-profit organization geared
towards charity and community benefits will probably always stand for all time.

16. 10
Which stakeholders might inhibit them from adopting these options and how could the decision makers
resolve such conflicts?
 Stakeholder mapping
Rather than the typical quadrants, this adapted version below illustrates the relationship between power and
interest of TBI:
From all above analysis, TBI, as a non-profit organization, will be considered to encounter the conflicts for
making strategic decisions with the six main stakeholders:
External stakeholders Internal Stakeholders
Government
Charitable Firms
Public (Charity Fund Raising)
Partners (e.g. TSELF)
Customers
Vendors

17. 11
The simplest way to resolve conflicts that Board of Trustees of TBI will always need to provide the transparent
financial reporting, how the firm's operations as also the achievements and performance in current time to
their stakeholders (see Appendices).
As based on data from the investments of TBI to the present time (2014), BII (Big Issue Invest) has invested
over £ 25.5m in more than 310 organizations, directly benefiting 1.8m people and created 3,200 jobs. Adding
to this point, it has been mentioned in TBI's financial statements (2013) that TBI Board has complied with the
duty in Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance
on benefit which will be a key element to resolve the conflict from their external stakeholders..
Moreover, TBI leaders should also consider more on promoting CSR that will contribute to enhance and
protect their business confidence in the remaining stakeholders. For instance, develop more in some
campaign for human resource management by organizing training sessions for TBI's vendors.
In brief, if conflicts that may occur, the decision makers of TBI will just need to focus on maintaining their
valuable brand of the current time as also remain committed to pursuing TBI's mission to protect the message
that they convey to the stakeholders. If necessary, TBI can always be ready for a little change in the structure
of their operation for the mutations of technology on their business in the near future.

18. 12
CONCLUSION
Overall, the report has fulfilled the requirements and issues posed. By using the appropriate analytical models,
first part of the report gave a general outline on the internal capabilities and strengths of TBI as well as the
impact of external factors on the operating environment of the business. Based on that, Tows model was
applied to point out some strategic suggestion that organization need to look to in the near future.
The evaluation of corporate governance and structure showed that two key factors of TBI is the CEO and
Chairman who have extensive experience and being recognized for their competence and proficiency. This
partly confirmed that in the next 5-7 years, TBI will continue to perform well.
The report provided recommendations that TBI will need to have a unified objective to increase revenues and
capital for funding their multiple charity projects as also being consonance by responding to the change of
technology (digitalization). Additionally, TBI should also continue to promote the advantages of the excellent
long-lasting relationships with their current vendors and new vendors in near future as well as their alliances
and partnerships who will support them for the additional capital need and greater exposure of services.
Finally, the stakeholders might inhibit the strategic decision makers of TBI from adopting the suggestions
above, but the report has also indicated that TBI will cope very well with the contradictions and conflicts.

19. 13
REFERENCE LIST
BBC News (2013) ‘Big Issue seller first to take card payment’, 4th
December 2013 [Online]. Available at:
http://www.bbc.co.uk/news/technology-25202904 [Accessed: 8th
August 2014]
Big Issue (2013) Financial Statements for the year ending 31 March 2013 [Online]. Available at:
http://www.bigissue.org.uk/sites/default/files/documents/2013_signed_accts.pdf [Accessed: 8th
August 2014]
Big Issue (2014a) BASIC FACTS ABOUT US [Online]. Available at: http://www.bigissue.org.uk/about-us/basic-
facts-about-us [Accessed: 8th
August 2014]
Big Issue (2014b) WHO’S WHO *Online+. Available at: http://www.bigissue.org.uk/about-us/whos-who
[Accessed: 8th
August 2014]
Big Issue (2014c) FINANCIAL STATEMENTS [Online]. Available at: http://www.bigissue.org.uk/about-
us/financial-statements [Accessed: 8th
August 2014]
Big Issue (2014d) SERVICE HIGHLIGHTS [Online]. Available at: http://www.bigissue.org.uk/about-us/service-
highlights [Accessed: 8th
August 2014]
Big Issue (2014e) HISTORY AND ACHIEVEMENTS [Online]. Available at: http://www.bigissue.org.uk/about-
us/history-and-achievements [Accessed: 8th
August 2014]
Big Issue Invest (2014) Official Website [Online]. Available at: http://bigissueinvest.com/ [Accessed: 8th
August
2014]
Clegg, S., Carter, C., Kornberger, M. & Schweitzer, J. (2011) Strategy Theory & Practice. London: Sage
Clegg, SR. and Hardy, S. (2005) ‘Studying organization: theory and practice. London: Sage
Dailymail (2013) ‘Big Issue, from street to the City: Homeless magazine branches into fund management in bid
to raise £250m’, 5th
August 2013 [Online]. Available at: http://www.dailymail.co.uk/news/article-
2385152/The-Big-Issue-Homeless-magazine-branches-fund-management-bid-raise-250m.html [Accessed: 8th
August 2014]
Keynote (2013) Lifestyle Magazines Market Update 2013 [Online]. Available at: http://www.keynote.
co.uk/market-intelligence/view/product/10830/lifestyle-magazines [Accessed: 8th
August 2014]
Morrison, J. (2011) The Global Business environment – Meeting the Challenges. 3rd
edn. Palgrave Macmillan.
Sourcewatch (2014) Big Issue Foundation [Online]. Available at: http://www.sourcewatch.org/index.php/
Big_Issue_Foundation [Accessed: 8th
August 2014]
Telegraph (2012) ‘Selling the Big Issue is not a proper job’, 18th
January 2012 [Online]. Available at:
http://blogs.telegraph.co.uk/news/jamesdelingpole/100130664/selling-the-big-issue-is-not-a-proper-job/
[Accessed: 8th
August 2014]
The Guardian (2012) ‘Big Issue magazine goes digital’, 25th
October 2012 [Online]. Available at: http://www.
theguardian.com/media/greenslade/2012/oct/25/the-big-issue-digital-media [Accessed: 8th
August 2014]

20. 14
APPENDICES
THE BIG ISSUE
 BACKGROUND
 Social enterprise
 Allows the homeless to earn a steady wage, engage themselves back into society
 Dependent upon government grants and public donations
Founder: John Bird (Editor in Chief) and Gordon
Roddick
Type: Fortnightly independent magazine, non-for-
profit social enterprise
Industry: Entertainment
Founded: September 1991
Headquarters: London, UK
Founded: September 1991
Countries served: UK, The Republic of Ireland,
Australia, Japan, South Africa, South Korea,
Namibia, Kenya, Taiwan, Malawi
Publisher: John Hunt
Category: street newspaper/ Frequency: Weekly
Website: http://www.bigissue.org.uk/
Employees in UK (2014): approximate 2,000 vendors (including 500 in London)
Competitors: Telegraphs, The Guardian, Independent, The Economist, street news.. etc..
Target audience: “a culturally engaged, socially aware audience – the ultimate consumers with a conscience”
(The Big Issue in the North, 2010). The politically, social-engaged middle-class and students of Britain (The
Bubble, 2012)
Source of Income: Sales Magazine and Advertising – Re-invested in the company or donated to The Big Issue
Foundation
Additional Information: an award-winning entertainment and current affairs magazine, the magazine covers
arts entertainment, current affairs, lifestyle, news and opinion
Current strategy: Help homeless get back into mainstream society, consolidate it’s market share, product and
market development, establish and maintain relationships with long term donors (Freeriks, 2011)
Core competences: well established brand name, own printing facility, good relations with journalists and
knowledge of homeless, good links for corporate donations
Slogan: “Helping people help themselves”

21. 1
Mission statement: “Our mission is to connect vendors with the vital support and solutions that enabled them
to rebuild their lives; to find their own path in their personal journey away from homelessness”.
Objectives - Delivery mission: vendor-centric + Inclusive + non-judgmental
Source:
Schmidhauser, T. (2013) [Online]. Available at: http://s3.amazonaws.com/ppt-download/thebigissuemagazine
finalreport-130524103456-phpapp01.pdf
The Big Issue in the North (2010) [Online]. Available at: http://www.bigissueinthenorth.com/advertise
The Bubble (2012) [Online]. Available at: http://www.thebubble.org.uk/causes/what-s-the-big-issue
Metro (2014) [Online]. Available at: http://metro.co.uk/2014/06/10/big-issue-4754765/
Freeriks, M. (2011) [Online]. Available at: http://prezi.com/syaeaimcnbrb/strategic-evaluation-of-cargill-and-
the-big-issue/
 SOME ANALYSIS
It is easy to see that the mode of operation of TBI is mainly based on the vendors to reach customers. Activity
diagrams can be represented as shown below:
The Big Issue
• Buy the magazine cheaper
from TBI to sell
• Receive support in:
housing, finance, health,
future planning
• Own mini-enterprise
Vendors
• Corporate Donations
• Grants
• Goverment funding
• Charitable Trusts
The Big
Foundation

22. 2
Other releavant data and information from TBI’s official website can be given as following:

23. 3
Newest data of last month:
Source:
Big Issue (2014) [Online]. Available at: http://www.bigissue.org.uk/