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Barry Mcleish is International Vice President at McConkey-Johnston International, a fundraising and marketing management consulting firm specializing in nonprofit organizations and associations. Before joining McConkey-Johnston, McLeish was the director of development for a $22 million nonprofit organization and served as project director for the organization's $30 million capital campaign. He is a frequent and popular seminar leader, having spoken at numerous conventions in the United States and Canada on fundraising, marketing, and market planning for nonprofit and for-profit organizations, including large marketing seminars for Merrill Lynch and the National Association of Manufacturers. He is the author of Yours, Mine, and Ours: Creating a Compelling Donor Experience (Wiley).
| Preface | |
| Acknowledgments | |
| Introduction | |
| A New Way of Doing Business for the Nonprofit Organization | |
| The Need for a New Marketing Orientation | |
| Dealing with Nonprofit Organizations in Flux | |
| Marketing to the External World | |
| "Marketing" Defined | |
| Develop an Outline of Marketing Strategies | |
| The Marketing Task | |
| Marketing Tools | |
| Use Distinctive Competencies to Assess the Competition | |
| Summary | |
| The Development of a Marketing Strategy | |
| Why a Marketing Strategy? | |
| First Steps in Defining Strategy | |
| The Operating Environment's Effects on Marketing Strategy | |
| First Steps to a Competitive Strategy | |
| Breaking with Tradition to Remain Flexible | |
| Summary | |
| The Phased Strategic Marketing Plan | |
| External Analysis Phase | |
| Internal Analysis Phase | |
| Market Development Phase | |
| Strategy Selection Phase | |
| Presentation of the Plan | |
| Summary | |
| The External Analysis | |
| External Analysis: Client, Donor, Volunteer, and Competitor Research | |
| The Importance of Continuous Listening and Analysis: The Need to Uncover | |
| Opportunities and Threats | |
| Goals of Listening and Analysis | |
| Building a Rational and Addressing Objections to Stakeholder Listening and Research | |
| Other Research and Listening Concerns Including Flexibility | |
| Start with Clients, Volunteers, Constituents, Customers, and Donors | |
| Segmentation as the Next Step | |
| Enduring and Dynamic Segmentation Variables | |
| Describing Clients, Donors, Volunteers, Customers, and Constituents | |
| Additional Segmentation Strategies Following an External Audit | |
| External Analysis of Competitors | |
| Positioning to Understand "the Market" | |
| Ways to Identify Competition | |
| How Nonprofit Organizations Compete | |
| Summary | |
| Researching Your Nonprofit Organization's Environment | |
| The Nature of a Nonprofit Organization's Environment | |
| External Analysis, Competitors, and a Nonprofit's Environment | |
| The Actual and Potential Size of the Competitive Environment | |
| How Is the Environment Structured? | |
| First, How Nonprofit Organizations Enter an Industry | |
| Second, How Does the Nonprofit Organization Deliver Its Services? | |
| Third, What Is the Potential for Growth? | |
| Relating Product Life Cycles to Your Nonprofit's Growth Potential | |
| Differentiating Your Nonprofit Based on External Analysis | |
| Summary | |
| Competition and Internal Marketing Analysis | |
| Reasons for an Internal Examination | |
| Measuring Past and Current Performance | |
| Dealing with Strategic Problems and Uncertainty | |
| Assessing the Organization's Strengths and Weaknesses | |
| Looking for and Managing Long-Term Relationships | |
| Cost and Performance Analysis Help Define Success | |
| The Internal Audit Helps Define Organizational Strengths and Weaknesses | |
| Summary | |
| Value Propositions and Marketing Objectives | |
| Developing Organizational Objectives | |
| Using Objectives to Excel in Marketing | |
| Marketing Performance Comes with Measuring Company Objectives | |
| Staying Competitive | |
| Creating Competitive Advantage | |
| Strategy Options | |
| Strategy of Hope | |
| Investing in a Strategy While Not Counting the Cost | |
| The Most Popular Strategic Orientations and the Implication to Your Organization | |
| No Strategic Change | |
| A Product and Cause Strategy | |
| Matching the Market | |
| Implications for Achieving Competitive Advantage | |
| The Sustainable Competitive Advantage | |
| What Comprises a Sustainable Competitive Advantage | |
| Augmenting Success | |
| Market Strategies | |
| Winning through Competitive Strategy Options | |
| The Nature of Strategy and Its Uses | |
| Environmental Context and Strategic Options | |
| Strategy Frameworks | |
| Strategy Models | |
| The Portfolio Framework | |
| The Forces of Competition | |
| Porter's Three Competitive Strategies | |
| The Planning Process Framework | |
| Summary | |
| Creating a Competitive Image and Brand | |
| Brand Formulation | |
| Merging Brand and Strategy | |
| Using the Brand Strategically | |
| Reaching the Branded Goals of the Campaign | |
| Summary | |
| Epilogue | |
| Notes | |
| References | |
| About the Author | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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