Nonprofit Strategic Positioning: Decide Where to Be, Plan What to Do

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John Wiley & Sons, May 26, 2006 - Business & Economics - 252 pages
Nonprofit Strategic Positioning: Decide Where to Be, Plan What to Do is the first nonprofit-oriented book to describe strategic positioning as an alternative to traditional strategic planning. Even in the nonprofit sector, strategic planning is becoming discredited as a formulaic, go-nowhere exercise. This book will take the reader on a stimulating journey through nonprofit strategy development and implementation. The book is timely because the nonprofit sector has reached a turning point where the need to be more business-like is undeniable, and the continuing retreat of the public sector has left even wider gaps in services that nonprofits will be asked to fill. Nonprofit Strategic Positioning: Decide Where to Be, Plan What to Do offers a fresh new way for nonprofits to meet the challenges of the 21st century.

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Section 1 Preplanning
Section 2 The Logic of Strategic Positioning
Section 3 The Formal Points of Control
Section 4 Prepare
Section 5 Scan Your Future
Section 6 Scan for Internal Strengths
Section 7 Decide Where to Be
Introduction to Appendices
Appendix B National Research with Personal Perspectives
Appendix C BrainstormingClustering Technique
Appendix D Weighted Voting Technique
Appendix E Media Markets
Appendix F Future Scan Form
Appendix G Data Sources for Competitor Research
Appendix H Attention Board Members and Staff Develop Your Own Personal Strategic Position

Appendix A Quick Start

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Page xvi - In ecology, as in economics, we can consume principal along with interest in the short run, but in the long run it leads to bankruptcy.6 Obviously, we must change or we won't survive.

About the author (2006)

Thomas A. McLaughlin has more than 25 years of experience as a nonprofit manager, trade association executive, and management consultant. He is nationally recognized as an expert in nonprofit mergers and alliances, strategic positioning, and financial management. He is a nonprofit management consultant with Grant Thornton in Boston, and is on the faculty of the Heller School of Social Policy and Management at Brandeis University.
A frequent speaker at nonprofit-oriented events nationwide, he has been quoted in numerous industry and national publications. Tom is a monthly columnist and contributing editor for The NonProfit Times. He is also the author of Streetsmart Financial Basics for Nonprofit Managers, 2e and of Nonprofit Mergers and Alliances, both published by Wiley.

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