10 seeeeeriously cool workplaces - 0 views
Stanford Social Innovation Review : Articles : The Power of Persuasion (June 1, 2003) - 0 views
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The Power of PersuasionPutting the science of influence to work in fundraising
Stanford Social Innovation Review : Articles : Loud and Clear (December 1, 2003) - 0 views
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Loud and ClearCrafting messages that stick—What nonprofitscan learn from urban legends
Stanford Social Innovation Review : Articles : The Price of Commercial Success (April 1... - 0 views
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In 1981, Garrison Keillor, the popular host of Minnesota Public Radio’s satirical “A Prairie Home Companion,” offered listeners a free poster of his mythical sponsor’s “Powdermilk Biscuits.” To everyone’s surprise, more than 50,000 requests poured in; the station faced a $60,000 printing bill. To avert “financial disaster,” as MPR president William Kling later recalled, the station used the back of the poster to advertise products for sale, such as a Powdermilk Biscuits T-shirt. The idea worked. “I think we netted off that poster, which was really our first catalog, $15,000 or $20,000,” Kling said. “It instantly became clear that there were things like that you could do.”1
Stanford Social Innovation Review : Articles : I Want You to Meet Joe (April 1, 2005) - 0 views
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Want You to Meet Joe
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How a riveting story can get your message across
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Serious Business of Storytelling
Stanford Social Innovation Review : Articles : Giving Donors Control (April 1, 2006) - 0 views
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A United Way affiliate has boosted its fundraising by breaking the rules
Stanford Social Innovation Review : Articles : More Bang for the Buck (March 10, 2008) - 0 views
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productivity could be a powerful way for nonprofit organizationsto multiply the impact of their work, the authors explore how three nonprofits succeeded in reducing costs without sacrificing the quality of their services
Stanford Social Innovation Review : Articles : Money to Grow On (September 6, 2008) - 0 views
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The common deal breaker? A sustainable funding model. Nonprofits can likewise use this process to figure out whether and how they can attract growth capital.
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In the for-profit world, the term “investment” has clear meaning and investors have sophisticated techniques for spotting and growing the most promising companies. Yet foundations and other nonprofit donors have not developed similar clarity or approaches. As a result, the nonprofit sector’s greatest gems often languish well below their full potential. By better translating for-profit concepts, donors can learn how to scout out and grow the best nonprofits. Likewise, certain nonprofits can take a page from business’s playbook and learn how to attract cash for expansion.
Stanford Social Innovation Review : Articles : The Cultural Touch (September 13, 2008) - 0 views
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GROWING GRASSROOTS LEADERS
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Central to Rare Pride’s early success was its ability to identify and train local leaders who could sell their fellow community members on the value of conservation.
Stanford Social Innovation Review : Articles : The Reality Underneath the Buzz of Partn... - 0 views
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The Reality Underneath the Buzz of Partnerships
Stanford Social Innovation Review : Articles : Ten Nonprofit Funding Models (March 16, ... - 0 views
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10 nonpforit funding biz-models: various strategic approches towards operational sustainability.
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This one links really well to the harvard business review free pdf on vision, strategy, business model and tactics (free download) found here: http://cli.gs/1NE976
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For-profit executives use business models—such as “low-cost provider” or “the razor and the razor blade"—as a shorthand way to describe and understand the way companies are built and sustained. Nonprofit executives, to their detriment, are not as explicit about their funding models and have not had an equivalent lexicon—until now.
Stanford Social Innovation Review : Articles : How Nonprofits Get Really Big (April 2, ... - 0 views
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How Nonprofits Get Really BigSince 1970, more than 200,000 nonprofits have opened in the U.S., but only 144 of them have reached $50 million in annual revenue. Most of the members of this elite group got big by doing two things. They raised the bulk of their money from a single type of funder such as corporations or government – and not, as conventional wisdom would recommend, by going after diverse sources of funding. Just as importantly, these nonprofits created professional organizations that were tailored to the needs of their primary funding sources
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