Strategic Tools for Social Entrepreneurs: Enhancing the Performance of Your Enterprising NonprofitA complete set of tools for applying entrepreneurial strategies and techniques to your nonprofit As a follow-up to their book Enterprising Nonprofits, the authors of Strategic Tools for Social Entrepreneurs provide a full set of practical tools for putting the lessons of business entrepreneurship to work in your nonprofit. The book offers hands-on guidance that helps social sector leaders hone their entrepreneurial skills and carry out their social missions more effectively than ever before. This practical and easy-to-use book is filled with examples, exercises, checklists, and action steps that bring the concepts, frameworks, and tools to life. Detailed explanations of all the tools and techniques will help you personalize and apply them to your nonprofit organization-making it stronger, healthier, and better able to serve the needs of our communities. Praise for Strategic Tools for Social Entrepreneurs "I search constantly for resources that can help provide insight and guidance to take Teach For America to a higher level; Strategic Tools for Social Entrepreneurs does this and more. The book takes the best practices of for-profits and social enterprises and adapts them to the needs of entrepreneurial, mission-driven nonprofits. Strategic Tools for Social Entrepreneurs is a tremendous contribution to social entrepreneurs and to the nonprofit sector-many thanks to the authors for identifying this need and filling it!" -Wendy Kopp Founder and President, Teach For America All of the royalties from this book will be used by the Ewing Marion Kauffman Foundation to support continuing work on social entrepreneurship. |
Contents
ENHANCING THE PERFORMANCE OF YOUR ENTERPRISING NONPROFIT PART II GROWING AND EXPLORING NEW DIRECTIONS | 189 |
ENHANCING THE PERFORMANCE OF YOUR ENTERPRISING NONPROFIT APPENDIX | 313 |
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Common terms and phrases
achieve Allen Grossman assessment assets benefits board members build cause-related marketing challenges chapter cial clients collaboration commitment competitive strategy complementor consider core concept corporate costs create culture customers develop donor-investors donors earned income strategy effective employees entrepre entrepreneurial mind-set example expectations focus focused for-profit Foundation Frances Hesselbein funders funding ganization goals groups Harvard Business Review Harvard Business School ideas important improve innovation investment investors involved leaders leadership Lockheed Martin negotiation Nonprofit Organizations not-for-profit operating opportunities organization’s organizational outcomes partners partnership performance information philanthropy potential profit programs and services relationships require responsibility revenue rewards risk role Rosabeth Moss Kanter Sage Hill School serve Shouldice skills social enterprise social entrepreneurs social entrepreneurship social sector social value specific staff stakeholders strategic service vision structure success things tion tool venture volunteers youth
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