This comparison table shows how pure business, pure charity, and SCN Kenya’s hybrid systemic model approach regional change in vulnerable geographies.
| Aspect | Pure Business Model | Pure Charity Model | SCN Kenya Hybrid Systemic Model |
| Primary Goal | Profit generation, market share | Direct aid, alleviate symptoms | Long-term systemic change & resilience |
| Time Horizon | Short/medium term (quarters, fiscal years) | Often short term, tied to funding cycles | Long-term, multi-year transformation |
| Decision Drivers | ROI, shareholder value | Donor priorities, immediate needs | Holistic community needs + sustainability |
| Scalability Approach | Replicate profitable models quickly | Replicate aid programs with more funding | Build self-sustaining networks and local capacity |
| Risk Tolerance | Avoids high-risk, low-return geographies | Accepts risk but often without scalability | Accepts risk strategically, with shared ownership |
| Impact Measurement | Financial metrics (sales, profit) | Output-focused (number served) | Outcome + systemic indicators (resilience, collaboration, empowerment) |
| Stakeholder Engagement | Customers, investors | Beneficiaries, donors | Multi-stakeholder: communities, NGOs, businesses, public sector |
| Weakness in Vulnerable Geographies | May ignore areas with low purchasing power | Can create dependency, lack sustainability | Needs more time and trust-building to show results |
| Strength in Vulnerable Geographies | Efficiency, resource mobilization | Immediate relief in crisis situations | combines both |
SCN Kenya 