Nonprofit Strategic Positioning: Decide Where to Be, Plan What to Do
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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agenda baby boomer beneﬁts board members boundaries building capital caregiver employer Cognitive Elite collaboration competitive competitor analysis competitors components consumers convergent thinking create deﬁned demand dementia Designated Market Area desired strategic position develop divergent thinking donors employees employer of choice End Assisted Living End’s entity executive ﬁeld ﬁgure ﬁnancial ﬁnd ﬁrst ﬁt ﬂagship focus for—profit funders funding fundraising future scan geographic goal Here’s hospitals ideas implementation important individual industry institutions kind labor force long—term Make—A—Wish media markets mission statement nization nonproﬁt organizations nonprofit sector offer one’s operations opinion leaders orga organization’s organizational personal computer planners population proﬁt programs reason residents responsibility revenue service model sources special asset staff strategic planning strengths sumers target tend things thinking tion trends users usually vision WEAL What’s Willows workforce
Page xv - In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.