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Was Rivertown Trading a social enterprise under the various definitions summarized at the beginning of this chapter?
Which of the principal issues discussed in this chapter are reflected in the case of Minnesota Public Radio?
What does the case suggest about the best ways to structure the relationship between a nonprofit and its earned-income venture?
Do you think MPR’s commercial activities were consistent with its mission?
Did MPR’s commercial activities under Bill Kling create appearances that might have been inconsistent with the values of its stakeholders?
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