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

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.

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
Porters 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
2

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 UKs 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.

QUESTION 1
Consider the internal strengths/capabilities and the external environment of the organization and then
draw a schematic of the organizations 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
Cheap and important labor force

WEAKNESSES
No control over workers (unpredictable)

Unique brand image and method of delivery

Not fully sustainable

Charity purpose Certified charity status

Vendors nationally, lack of trust

Social change status UK

Mostly immigrants vendors (Stereotypes)

Present on four continents

Price and youth targeted (Cheaper options)

Award and trust

Low brand loyalty

Unique selling Proposition

Low brand awareness

Socially responsible by providing the homeless

Weak presence

with a stable job

Reputation based on reputation of homeless

Good reputation

population

OPPORTUNITIES
Increase in homelessness + vendors + sales

THREAT
Decrease in the disposable income

Increasing number of social enterprises

Free magazine

Studies on social entrepreneurship (up)

Online news service, technology

Increasing number of events, competitions

Effect of economic climate on donations

Further expansion into international markets

Legislation on immigrants

Government & Taxes/ National spending cuts

Work permit

Natural disasters

Rising critics

Threat of Substitution and New Entries

 Internal Macro Analysis

Porters Five Force
According

to

Morrison

(2011),

Porters

approach to firm strategy concentrates on the

competitive forces.

Acting Force

Description

Level

As a big company, TBI, however, only had printed around 125,000 (data in 2011)

Key players

Supplier
Power

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

Medium
- Low

would want to stay with them

Buyer

The competitive level of market is quite high because technology is giving the

Power

customers a wide range of similar product as more attractive and cheap

High

TBI offers the distinct values with a unique distribution system. However,
Direct
Competitive
Rivalry

their product is not completely different than others in whole general

market

High

Technology changes the forms of communication, such as TV, the

Indirect Internet and the explosion of digital media or social network (e.g.
Facebook or Twitter community) in recent years
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

Threat of
Substitution

to the consumer lives. In addition, people now also tend to build a more friendly

Very

environment by avoiding wasting the use of resources. Publications such as

High

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
The capital to participate in this market can be at a modest level and the level of
Threat of
New Entries

expertise is not also too demanding. Thus, the new companies may also potentially

Medium

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

MCKinsey 7S

Structure
CEO
Board of
Trustees
Vendors
Volunteers

Strategy

System
Unique
Involves all
member

Market
development

Shared
Values
Skills

Style

Experience
Passion

Democratic

Staff
2000
vendors
across UK

Differentiation. Competitive advantage is the social aspect of the TBI magazines. TBI's market
Strategy

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
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
Systems

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

The organization's members are actively involved in the protection of the common values and

Value

common goal (i.e. social, people, professionalism and quality)

The motto of TBI's leadership is simply to give a direct guidance to their vendors from the

Style

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

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

Economical

Social-Cultural

Technological

Environmental

Legal

New Press Regulator to Be Established

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 difference/ Change in peoples 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

High Internet usage

Rise in technology and innovation as the development of digital edition

Speed of delivery

Printing with environmental awareness

Few percentage of recycled paper used/ Street cleaning

Weather conditions (e.g. rain, temperatures, disaster and so forth)

Taxation/ Tax free

Media restrictions

Proving homelessness
2

ORGANIZATION CHART OF THE BIG ISSUE

According to the official website (Big Issue, 2014b), figure 2 illustrates the current organizational chart of TBI:

The Big Issue

Foundation
Board of
Trustees

CEO

Founder

Chairman

John Bird

Steve Round

Trustees

Stephen Robertson

Eric Barnett

Carolyn
Aitchison

Patrick Foster

Harry
McAdoo

Alison J
Newman

Heidi Stewart

Gisele Ryan

Parveen Bird
Founder's wife

Treasurer
Jonathan
Lachmann

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.

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)

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

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

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

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

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

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, ereaders...) 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)

5

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 charitys 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.

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 TBIs 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
7

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)

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
TBIs 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.

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)

Vendors

Partners (e.g. TSELF)

Customers

10

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 Commissions 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.

11

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.

12

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/basicfacts-about-us [Accessed: 8th August 2014]
Big Issue (2014b) WHOS 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/aboutus/financial-statements [Accessed: 8th August 2014]
Big Issue (2014d) SERVICE HIGHLIGHTS [Online]. Available at: http://www.bigissue.org.uk/about-us/servicehighlights [Accessed: 8th August 2014]
Big Issue (2014e) HISTORY AND ACHIEVEMENTS [Online]. Available at: http://www.bigissue.org.uk/aboutus/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/article2385152/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]
13

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

Founded: September 1991

Type: Fortnightly independent magazine, non-forprofit social enterprise

Countries served: UK, The Republic of Ireland,

Australia, Japan, South Africa, South Korea,
Namibia, Kenya, Taiwan, Malawi

Industry: Entertainment

Publisher: John Hunt

Founded: September 1991

Category: street newspaper/ Frequency: Weekly

Headquarters: London, UK

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 its 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

14

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-andthe-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:

Vendors

The Big Issue

Buy the magazine cheaper

from TBI to sell
Receive support in:
housing, finance, health,
future planning
Own mini-enterprise

Corporate Donations
Grants
Goverment funding
Charitable Trusts

The Big
Foundation

Other releavant data and information from TBIs official website can be given as following:

Newest data of last month:

Source:
Big Issue (2014) [Online]. Available at: http://www.bigissue.org.uk/
3