The strategy change and planning cycle
and the strategic marketing process for nonprofits are similar in several
aspects that could be categorized into internal and external elements. In both
approaches, the organization needs to understand how their internal and
external forces effect its operations. Concerning the eternal environment, nonprofits
should understand their competitive factors, controllers of valuable resources,
and internally the trends and forces within their operating environments. In
both strategic marketing and strategy change and planning cycle, organizations
should consider the forces and trends within their external and internal operating
environments. These activities include the legal authorities, the environmental
factors, educational issues, technologies, social factors, economic ones, and
political forces (Renz, 2016). In both processes, the organizations are also
required to understand the chief controllers of specific resources such as the
regulators, members that could be affected by the strategy, the payers of the
activities and other key stakeholders. The organizations are also required to
understand the competitive forces as well as the collaborative ones (Renz, 2016).
Additionally, both processes analyze the internal environments of the specific
organization that include the resources, the current strategy and their
performance indicators. The performance indicators might consist of the
performance history, results, indicators and scorecards. The resources that the
organizations might consider examining are culture, competencies, information,
economic, and key stakeholders. Issues of the current strategy might consist of
the functional approach, the business processes and the departmental implementation
of the strategy.

             In each of the approaches, management of
organizations are required to analyze the factors and demands from their
internal and external environments to determine its strengths, weaknesses,
threats, and opportunities before they proceed with a strategic plan. It
ensures that management understand and identify the effects of their actions
before they continue. Organizations strive for survival that is possible
through improving their effectiveness, which is only attainable following
careful and thorough analysis of data. This argument also considers that the
components of management are strategic management practices since they just
make decisions following a review of different elements of an organization and
attempt to predict the future using the collected information. On a further
analysis, I discovered quickly that they both highlight and portray the
similarities that nonprofit organizations have with businesses. Specifically,
they indicate that the two are plighted by similar challenges that require the
management to be critical in their solution.

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            Word Count: 393

             Opinion/Experience
Word Count: 153

 

Q12) Some nonprofit leaders
believe that it is wrong to engage in advocacy. How would you respond? Would
you try to change their minds? Why or why not? What are the most compelling
arguments you could use to influence their perspective, pro and con?

             Nonprofit organizations are committed to
furthering particular social 

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