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.

Table of Contents:
Preface xv Acknowledgments xxxi Part I Introduction 1 Chapter 1 A New Way of Doing Business for the Nonprofit Organization 3 The Need for a New Marketing Orientation 4 Dealing with Nonprofit Organizations in Flux 5 Marketing to the External World 10 Marketing Defined 10 Develop an Outline of Marketing Strategies 13 The Marketing Task 18 Marketing Tools 22 Use Distinctive Competencies to Assess the Competition 26 Summary 27 Chapter 2 The Development of a Marketing Strategy 29 Why a Marketing Strategy? 31 First Steps in Defining Strategy 33 The Operating Environment’s Effects on Marketing Strategy 38 First Steps to a Competitive Strategy 47 Breaking with Tradition to Remain Flexible 48 Summary 49 Chapter 3 The Phased Strategic Marketing Plan 51 External-Analysis Phase 52 Internal-Analysis Phase 56 Market-Development Phase 57 Strategy-Selection Phase 59 Presentation of the Plan 59 Summary 60 Part II The External Analysis 61 Chapter 4 External Analysis: Client, Donor, Volunteer, and Competitor Research 63 The Importance of Continuous Listening and Analysis 65 Building a Rationale and Addressing Objections to Stakeholder Listening and Research 66 Other Research and Listening Concerns, Including Flexibility 71 Start with Clients, Volunteers, Constituents, Customers, and Donors 72 Segmentation as the Next Step 73 Enduring and Dynamic Segmentation Variables 74 Describing Clients, Donors, Volunteers, Customers, and Constituents 81 Additional Segmentation Strategies Following an External Audit 83 External Analysis of Competitors 84 Positioning to Understand ‘‘the Market’’ 87 Ways to Identify Competition 87 How Nonprofit Organizations Compete 88 Summary 91 Chapter 5 Researching Your Nonprofit Organization’s Environment 93 The Nature of a Nonprofit Organization’s Environment 94 External Analysis, Competitors, and a Nonprofit’s Environment 95 The Actual and Potential Size of the Competitive Environment 96 How Is the Environment Structured? 98 How Nonprofit Organizations Enter an Industry 103 How Does the Nonprofit Organization Deliver Its Services? 106 What Is the Potential for Growth? 109 Relating Product Life Cycles to a Nonprofit’s Growth Potential 111 Differentiating a Nonprofit Based on External Analysis 113 Summary 117 Chapter 6 Competition and Internal Marketing Analysis 119 Reasons for an Internal Examination 120 Measuring Past and Current Performance 122 Dealing with Strategic Problems and Uncertainty 132 Assessing the Organization’s Strengths and Weaknesses 137 Looking for and Managing Long-Term Relationships 141 Cost and Performance Analysis Helps Define Success 143 The Internal Audit Helps Define Organizational Strengths and Weaknesses 144 Summary 145 Chapter 7 Value Propositions and Marketing Objectives 147 Would Anyone Miss You If You Went out of Business? 147 Why Should a Nonprofit Organization Worry about Objectives? 147 Developing Organizational Objectives 148 Using Objectives to Excel in Marketing 153 Marketing Performance Comes with Measuring Company Objectives 155 Staying Competitive 165 Summary 166 Chapter 8 Creating Competitive Advantage 167 Strategy Options 168 The Most Popular Strategic Orientations and Their Application to the Organization 172 Matching the Market 176 Tactics for Achieving Competitive Advantage 177 The Sustainable Competitive Advantage 178 What Constitutes a Sustainable Competitive Advantage 178 Augmenting Success 181 Market Strategies 182 Summary 185 Chapter 9 Winning through Competitive Strategy Options 187 The Nature of Strategy and Its Uses 188 Environmental Context and Strategic Options 191 Strategy Frameworks 193 Strategy Models 194 The Portfolio Framework 196 The Forces of Competition 198 Porter’s Three Competitive Strategies 202 The Planning Process Framework 203 Summary 205 Chapter 10 Creating a Competitive Image and Brand 207 Brand Formulation 208 Merging Brand and Strategy 211 Using the Brand Strategically 216 Reaching the Branded Goals of the Campaign 219 Summary 228 Epilogue 229 Notes 237 References 243 About the Author 245 Index 247