Barry J. McLeish
Marketing Strategies for NP 2e
Barry J. McLeish
Marketing Strategies for NP 2e
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From a leading expert on nonprofit marketing, the only marketing handbook a nonprofit manager will ever need-now fully revised and updated
In Successful Marketing Strategies for Nonprofit Organizations, Second Edition, nonprofit marketing guru Barry J. McLeish shares everything he's learned during more than two decades managing and consulting nonprofits of every shape and size. Skipping all the arcane theory and the business school jargon, he gives you clear, step-by-step advice and guidance and all the tools you need to develop and implement a sophisticated marketing program tailored to…mehr
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From a leading expert on nonprofit marketing, the only marketing handbook a nonprofit manager will ever need-now fully revised and updated
In Successful Marketing Strategies for Nonprofit Organizations, Second Edition, nonprofit marketing guru Barry J. McLeish shares everything he's learned during more than two decades managing and consulting nonprofits of every shape and size. Skipping all the arcane theory and the business school jargon, he gives you clear, step-by-step advice and guidance and all the tools you need to develop and implement a sophisticated marketing program tailored to your organization's needs and goals.
New sections on the new media available to nonprofit marketers
Techniques for analyzing your market and developing a comprehensive marketing plan
Marketing strategies that will support fund-raising, promote new services, and enhance your organization's reputation and visibility
Methods for developing a marketing program that reaches both the consumers of your service and the donors who support your organization
Do you need to breathe new life into your existing marketing department? Successful Marketing Strategies for Nonprofit Organizations, Second Edition gives you the tools, the know-how, and the confidence you need to succeed.
In Successful Marketing Strategies for Nonprofit Organizations, Second Edition, nonprofit marketing guru Barry J. McLeish shares everything he's learned during more than two decades managing and consulting nonprofits of every shape and size. Skipping all the arcane theory and the business school jargon, he gives you clear, step-by-step advice and guidance and all the tools you need to develop and implement a sophisticated marketing program tailored to your organization's needs and goals.
New sections on the new media available to nonprofit marketers
Techniques for analyzing your market and developing a comprehensive marketing plan
Marketing strategies that will support fund-raising, promote new services, and enhance your organization's reputation and visibility
Methods for developing a marketing program that reaches both the consumers of your service and the donors who support your organization
Do you need to breathe new life into your existing marketing department? Successful Marketing Strategies for Nonprofit Organizations, Second Edition gives you the tools, the know-how, and the confidence you need to succeed.
Produktdetails
- Produktdetails
- Verlag: Wiley & Sons
- 2. Aufl.
- Seitenzahl: 288
- Erscheinungstermin: 30. November 2010
- Englisch
- Abmessung: 235mm x 157mm x 20mm
- Gewicht: 576g
- ISBN-13: 9780470529812
- ISBN-10: 0470529814
- Artikelnr.: 29339149
- Verlag: Wiley & Sons
- 2. Aufl.
- Seitenzahl: 288
- Erscheinungstermin: 30. November 2010
- Englisch
- Abmessung: 235mm x 157mm x 20mm
- Gewicht: 576g
- ISBN-13: 9780470529812
- ISBN-10: 0470529814
- Artikelnr.: 29339149
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. Part One: Introduction. Chapter One: 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. Chapter Two: 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. Chapter Three: The Phased Strategic Marketing
Plan. External Analysis Phase. Internal Analysis Phase. Market Development
Phase. Strategy Selection Phase. Presentation of the Plan. Summary. Part
Two: The External Analysis. Chapter Four: 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. Chapter Five: 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. Chapter Six: 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. Chapter Seven: Value Propositions and Marketing Objectives.
Developing Organizational Objectives. Using Objectives to Excel in
Marketing. Marketing Performance Comes with Measuring Company Objectives.
Staying Competitive. Chapter Eight: 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.
Chapter Nine: 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. Chapter Ten: 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.
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. Chapter Two: 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. Chapter Three: The Phased Strategic Marketing
Plan. External Analysis Phase. Internal Analysis Phase. Market Development
Phase. Strategy Selection Phase. Presentation of the Plan. Summary. Part
Two: The External Analysis. Chapter Four: 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. Chapter Five: 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. Chapter Six: 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. Chapter Seven: Value Propositions and Marketing Objectives.
Developing Organizational Objectives. Using Objectives to Excel in
Marketing. Marketing Performance Comes with Measuring Company Objectives.
Staying Competitive. Chapter Eight: 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.
Chapter Nine: 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. Chapter Ten: 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.
Preface. Acknowledgments. Part One: Introduction. Chapter One: 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. Chapter Two: 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. Chapter Three: The Phased Strategic Marketing
Plan. External Analysis Phase. Internal Analysis Phase. Market Development
Phase. Strategy Selection Phase. Presentation of the Plan. Summary. Part
Two: The External Analysis. Chapter Four: 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. Chapter Five: 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. Chapter Six: 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. Chapter Seven: Value Propositions and Marketing Objectives.
Developing Organizational Objectives. Using Objectives to Excel in
Marketing. Marketing Performance Comes with Measuring Company Objectives.
Staying Competitive. Chapter Eight: 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.
Chapter Nine: 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. Chapter Ten: 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.
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. Chapter Two: 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. Chapter Three: The Phased Strategic Marketing
Plan. External Analysis Phase. Internal Analysis Phase. Market Development
Phase. Strategy Selection Phase. Presentation of the Plan. Summary. Part
Two: The External Analysis. Chapter Four: 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. Chapter Five: 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. Chapter Six: 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. Chapter Seven: Value Propositions and Marketing Objectives.
Developing Organizational Objectives. Using Objectives to Excel in
Marketing. Marketing Performance Comes with Measuring Company Objectives.
Staying Competitive. Chapter Eight: 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.
Chapter Nine: 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. Chapter Ten: 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.