Three goals in the first 15 minutes set up a comfortable first win of the season for Tottenham, as Martin Jol felt the pressure lift on his hitherto troubled few weeks with a convincing 4-0 thumping of Derby.

Spurs’ miserable start to the season after a summer of spending meant all eyes were on the Spurs manager from the beginning of the game, even though the new campaign was just two games old. But it didn’t take long for the tension to ease, when Steed Malbranque’s second-minute goal from a Jermaine Jenas pass put Tottenham ahead at White Hart Lane against Derby.

The goal was something of a sucker punch for the Rams. They were caught cold in defence as Jenas rolled a free-kick to the French midfielder, who lined up his shot and rifled the ball beyond Stephen Bywater. The assist for Malbranque’s second goal came from Darren Bent four minutes later, and Jenas then made it three after 13 minutes with a fine finish off the post.

Bent added the fourth himself by heading in on the goal-line after Pascal Chimbonda challenged at the back post and the ball was flicked on to the bar by Stephen Bywater.

Elsewhere Fulham crashed to a 2-1 defeat against Middlesbrough, despite taking the lead. Brian McBride, who scored the goal, was stretchered off after sustaining a dislocated left knee in the process. Hameur Bouazza also left the game with a dislocated shoulder, before Boro equalised through new signing Mido nine minutes into the second half. Three minutes from time, Boro took the lead through Lee Cattermole, and there was still time for David Healy to be denied an equaliser by the officials, despite appearing to force the ball over the goal-line by at least a foot.

Everton started the day at the top of the Premier League table but could not overcome Reading at the Madejski Stadium. Two minutes before the interval, Ulises De la Cruz launched a long throw into the Everton box before a Stephen Hunt powered his way through to collect the ball and slide his shot beyond goalkeeper Tim Howard to go 1-0 ahead.

Emile Heskey continued his impressive form for Wigan against Roy Keane’s unbeaten Sunderland, helping his side go to the top of the table with a 3-0 win. Heskey slotted home in the 19th minute after Antonio Valencia’s cross had taken a deflection on its way across goal. Wigan added two more goals through penalties: first Danny Collins fouled Antoine Sibierski to give Denny Landzaat a chance to double the lead from the spot, which he duly took. Then Russell Anderson brought down Heskey for Sibierski to score Wigan’s second penalty in just seven minutes.

West Ham recorded their first win of the season, thanks to Mark Noble’s 70th-minute penalty against Birmingham at St Andrew’s. Noble, who was the Hammers’ best player, scored from the spot after Birmingham keeper Colin Doyle spilled Craig Bellamy in the area.

Earlier in the day, a patched-up Portsmouth side ran out 3-1 winners against Bolton, whose manager Sammy Lee has now overseen three outings without a point. Kanu and John Utaka put Pompey ahead after Nicolas Anelka had given Wanderers a surprise lead before a late Matt Taylor penalty sealed the points for the Fratton Park side.

Fabio Capello has said the role of England manager will be his last, describing it as the ‘the final crowning’ of his managerial career.

Speaking on Rai television the 61-year-old Italian said that “it would be very nice to finish in the best way,” but added that he was aware a difficult task lies ahead. “This is another challenge which is part of [a manager’s] job but this challenge will be slower and more complicated because I must study more than if I was a league manager.

“We want to do very well and there is a big expectation around and I think that with my team [of assistants] we will achieve great objectives.”

Capello, who has been a commentator for Rai since leaving Real Madrid in the summer, talked of the honour of being chosen from a strong shortlist of candidates. “Mourinho is Mediterranean like me, a Mediterranean in England,” he said before acknowledging Jurgen Klinsmann and Marcello Lippi as the other contenders for the post. “It was just an honour to be in this group.”

When asked if England would be challenging the likes of the world champions Italy, he said: “Yes we will be competitors because we will try to do our best.”

If Xavier Helgesen’s sole concern were boosting his company’s profits, the decision would have been easy. Helgesen’s $17 million business, Better World Books in Mishawaka, Ind., collects textbooks donated by students at 1,000 colleges and resells them online. At first, the company gave 15% of its revenues to charities that combat illiteracy. But after a year or so, Helgesen knew it wasn’t working. “We were recording losses,” says the 29-year-old. And the company wasn’t able to contribute to its employee profit-sharing plan, which Helgesen considered a vital part of Better World Books’ compensation package.

Clearly, the company needed to keep more of its profits. But this was a social enterprise, one founded as much for its mission to do good as to make money. Helgesen eventually made a tough decision, cutting to 7.5% the share of revenues earmarked for most of the company’s nonprofit partners, and funding the profit-sharing plan before splitting the remainder 50-50 with those partners.

The goals of making money and doing good are often at odds. But that is not stopping a growing number of entrepreneurs from starting hybrid businesses. These so-called double- or triple-bottom-line companies, which seek social or environmental returns as well as profits, and often all three, began popping up in the ’70s and gathered steam in the ’90s as organic food caught on and a new generation of entrepreneurs recoiled from corporate excesses. About 20,000 such companies—roughly four times as many as five years ago—now exist, according to Jay Coen Gilbert, co-founder of B Lab, a Berwyn (Pa.) nonprofit that rates social enterprises.

At first glance, socially responsible companies are hard to pigeonhole. Their goals range widely, entailing anything from curbing pollution to educating students about substance abuse. The product itself—organic baby food, say—may be central to the mission. Or a company might hire employees from disadvantaged neighborhoods or offer a great package of benefits. That variable nature can make it difficult to distinguish them from the many companies that boast about their environmental efforts or philanthropy when their main lines of business are not socially responsible, or worse.

A closer look, however, reveals that these companies’ social and environmental goals aren’t add-ons or marketing ploys. They’re the raison d’кtre of the company. “It’s part of the DNA of the business,” says Matt Lombardi, entrepreneurial services director of the Investors’ Circle, a 14-year-old angel investment group focusing on social ventures.

Of course, detractors insist that the very notion of building a business around a social agenda is misguided. They argue that companies can do more good by being as profitable as possible and assisting social causes through philanthropy or volunteerism. Others suggest that social problems are best addressed by nonprofits. “Starting a social venture is one approach, but not the only approach,” says David Vogel, Solomon P. Lee Distinguished Professor in Business Ethics at the University of California’s Hass School of Business. Says T.J. Rodgers, founder and CEO of Cypress Semiconductor in San Jose, Calif., whose corporate giving program works with charities providing food and shelter: “Working directly through a local nonprofit is the most effective approach.”

But social entrepreneurs believe that a corporate structure is the most efficient agent. As profit-seeking businesses, they are spared the need to chase a limited supply of grant money. They also have more tools to motivate employees and lure top-notch talent. Says Seth Riney, the 33-year-old founder of PlanetTran, a Cambridge (Mass.) limousine service with an all-Prius fleet: “If you are for-profit, you have an extra feather in your cap when you are recruiting, and you can give stock options and performance-based bonuses a nonprofit can’t.”

Still, running a hydra-headed venture is tricky. And serving more than one master is never easy. “Unquestionably, it is more difficult to manage and grow a business that is accountable to multiple constituencies,” says Gilbert.