Theory of Change

All of the ambitious objectives for the movement are guided by the project’s Theory of Change (ToC). To achieve a “more smart, inclusive, sustainable and digital society and economy” it is necessary to equip Social Enterprises with the necessary tools to scale their impact. This is done through increased visibility and mutual understanding among different stakeholders, which will support the long-lasting trade partnerships.

Theory of Change

Buy Social Europe B2B Impact Measurement and Management Framework

The Buy Social Europe B2B Movement will build momentum to unite the leading European Buy Social leaders and the pioneers, organisations and partners who have worked relentlessly on the topic of Social Procurement for the past 10+ years across Europe. By implementing successful activities at local, regional, national and international levels, the activities will nurture trust, create new knowledge and foster mutual understanding. 

●       Increased B2B market visibility of Social Enterprises and their products and services.

●       Increased branding of the Social Enterprise entities on local, regional and national levels (business and consumer awareness).

●       Increased awareness by Social Enterprises that they are in a position to trade with Mainstream Enterprises.

●       Increased awareness among Mainstream Enterprises and their support organisations of the added value created by trading with Social Enterprises and of the means to achieve it.

●       Increased mutual understanding between Mainstream Enterprises and Social Enterprises regarding each other’s culture, processes and ways to cooperate.

●       New/Improved skills and capacity-building of the Social Enterprises entities to better adapt and integrate into the Mainstream Enterprise supply chain strategies.

●       Increased skills and competences within SESOs to support their members/beneficiaries to start trading with Mainstream Enterprises.

●       Increased number of successful trade-relationships between Social Enterprises and Mainstream Enterprises in the regions targeted by the project.

●       Increased local and regional B2B sales and potentially more integrated long-term business cooperation between the Social Enterprises entities and Mainstream Enterprises.

●       More sustainable conduct, business processes and offers of products and services in local markets by Mainstream Enterprises; more sustainable performance and a strengthened “social and ecological footprint” of Mainstream Enterprises; and higher levels of achievement on Mainstream Enterprises’ ESG targets, as well as on their Diversity and Inclusion and Net Zero targets.

●       More (successful) Social Enterprises:

○       Increased Social Enterprise value to overcome current business challenges such as the green transition, labour market shortages and a scarcity of affordable resources and materials.

○       Better access to private financing for Social Enterprises (e.g. traditional loans, impact investment, equity investment).

○       Evidence-based integration of innovative and sustainable processes into Social Enterprise through collaboration with Mainstream Enterprises, thereby boosting Social Enterprises’ competitiveness.

○       New market opportunities for Social Enterprises increase by 50%


●       The Social Enterprise model is becoming more attractive and inspiring a greater number of entrepreneurs to choose the Social Enterprise business model, thereby increasing the positive social and environmental impact being created through business.

●       Increased cross-sectoral cooperation and knowledge transfer between Social Enterprises, Mainstream Enterprises and Social Enterprise /Mainstream Enterprise support organisations.