Goodwill often collaborates with other organizations in a bid to reach diverse demographics. Therefore, the company has several priorities including strengthening the financial wellness of diverse populations. In regards to this mission goal, the company was able to provide “approximately 30,000 financial wellness sessions, about 43,000 one-on-one financial coaching sessions, and provide about 45,000 households with free tax-preparation consultations” (Goodwill Industries). These activities outline the company’s social agenda with an emphasis on raising the levels of financial expertise among the general populations. Goodwill is also dedicated to having a strong environmental impact on the ground. For example, the company and its affiliated organizations are able to divert approximately 3 billion pounds of second-hand clothes and home appliances from being taken to landfills each year. These goods are often collected from consumers as donations and they are then distributed to needy individuals. This environmental impact from these donations is tantamount to recycling material from 300,000 pick-up trucks or about 8,000 jumbo jets.
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The company’s overall strategy in its delivery of services includes being in a network of 164 autonomous community-based institutions around the world in places such as Canada, the United States, Finland, and Korea. This strategic positioning has allowed for rapid financial growth. Furthermore, the company has achieved significant growth since its inception in 1902. This growth has always been in tandem with the company’s goal of improving the general population’s overall quality of life. In the course of achieving this goal, each Goodwill organization operates as an independent corporation. Each of these organizations has had non-profit goals when providing services “in regards to job placement, job-training, career-services, and supportive services for people of all walks of life” (Davis 75). On the other hand, the goal of Goodwill Industries International is to provide consultation services to a wide range of clients. Some of the provided consultancy services include retail, commercial operation, finance, marketing, public relations, and management-based information.
Global expansion has been fruitful for Goodwill as exemplified by the success that the company achieved in Finland, where the organization had a financial impact of approximately $550,000 through five stores. On the other hand, the organization’s branches in Korea achieved a financial impact of $4.2 million in 2015. Currently, Goodwill is rated number one in regards to its Brand World Value Index. This ranking was based on the brand’s ability to create value using mission-driven creative activities. On the other hand, Forbes has repeatedly ranked Goodwill among the top Most Inspiring Companies in America. During these rankings, the organization is often the only non-profit organization within the top 25 listed companies.
The company’s overall structure is useful when it comes to enabling companies and leaders to be innovative in their quest to search for effective networking and business practices. From the local front, Goodwill organizations work by creating community-friendly relationships and forming strategic partnerships. This approach has enabled the company to cater to the needs of both strategic partners and potential beneficiaries. Local innovations are also significant to Goodwill’s mode of operation as they offer the necessary aspects of community-driven engagements. One factor that is crucial to Goodwill’s success involves harnessing “process improvements and integrated support systems implemented at the local level in order to empower adult learners to navigate career and Goodwill Industries International, Inc” (Plantz and Hendricks 18).
Davis, Michael. “Goodwill Accounting: Time for an Overhaul.” Journal of Accountancy, vol. 173, no. 6, 2012, pp. 75-76.
Goodwill Industries: GuideStar Nonprofit Profile Charting Impact Report. Goodwill
Industries International, Inc., 2016, Web.
Plantz, Margaret, and Michael Hendricks. “Outcome Measurement: Showing Results in the Nonprofit Sector.” New Directions for Evaluation vol. 19, no. 5, 2010, pp. 15-30.