The Nonprofit Business Plan: A Leader's Guide To Creating A Successful Business Model by David La PianaThe Nonprofit Business Plan: A Leader's Guide To Creating A Successful Business Model by David La Piana

The Nonprofit Business Plan: A Leader's Guide To Creating A Successful Business Model

byDavid La Piana, Heather Gowdy, Lester Olmstead-rose

Hardcover | July 3, 2012

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A fresh, compelling approach to establishing a sustainable, results-driven nonprofit business plan.

Nonprofits often use the terms “strategic planning” and “business planning” interchangeably, but a good business plan goes beyond the traditional strategic plan with its focus on mission and vision, goals and objectives. The Nonprofit Business Plan, created by the nationally recognized nonprofit consultant experts at La Piana Consulting, helps your nonprofit organization understand what a strategic business plan is and why you need one, then provides a practical, proven process for creating a successful, sustainable business model. This groundbreaking resource further explains how your nonprofit can determine whether a potential undertaking is economically viable—a vital tool in today’s economic climate—and how to understand and solve challenges as they arise.

With detailed instructions, worksheets, essential tools, case studies, and a rigorous financial analysis presented clearly and accessibly for executives, board members, and consultants, The Nonprofit Business Plan is also an important resource for non-specialist audiences such as potential funders and investors. This innovative step-by-step guide will provide your team with a solid set of business decisions so that your nonprofit can achieve maximum results for years to come.

Title:The Nonprofit Business Plan: A Leader's Guide To Creating A Successful Business ModelFormat:HardcoverDimensions:176 pages, 11 × 8.5 × 0.98 inPublished:July 3, 2012Publisher:Turner Publishing CompanyLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:1630264520

ISBN - 13:9781630264529

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Table of Contents

Table of Contents

Acknowledgments    4
Preface    5
How this Book is Organized    8
Chapter 1:  What is a Nonprofit Business Plan and Why do You Need One?    10
Business Planning Defined    12
The Value of a Business Plan    15
Business Planning and Strategic Planning: the Essential Differences    17
The Right Plan for the Situation    24
Chapter 2: Getting Started    28
The Six Basic Business Planning Questions    31
Case Study:  Knowledge Force – Part 1    48
Chapter 3: Understanding and Assessing Your Business Model    58
Step 1:  Examine Your Scope    60
Step 2:  Assess your Economic Logic    63
Step 3:  Evaluate Your Organizational Capacity    68
Case Study:  Knowledge Force – Part 2    70
Chapter 4: Developing Your Plan    73
Clarifying Strategic Intent    75
Market Research and Market Positioning    76
Case Study:  Knowledge Force – Part 3    83
Operations and Infrastructure    89
Case Study:  Knowledge Force – Part 4    94
Governance and Management    97
Case Study:  Knowledge Force – Part 5    100
Key Collaborative Relationships    102
Significant Partners    103
Case Study:  Knowledge Force – Part 6    104
Marketing Strategy    106
Case Study:  Knowledge Force – Part 7    107
Financial Projections and Fund Development    108
Monitoring, Evaluation and Measuring Impact    108
Risk and Risk Mitigation    110
Conclusion    115
Chapter 5: The Financial Dimension of Your Business Plan    116
Building Financial Projections    116
Three Important Financial Statements    117
Seven Steps to Building Financial Projections    119
Seven Do’s and Don’ts    142
Conclusion    143
Chapter 6: Pulling it All Together    144
Case Study:  Knowledge Force – Part 8    152
Business Plan as Roadmap    157
Chapter 7: Planning for Growth:  Two Scenarios    159
Assessing the impact of a new program on an existing organization    160
Chapter 8: Business Plan as Decision-Making Tool    164
Engaging your key colleagues in the decision    165
Attracting funders to a winning idea    166
Acknowledging when a venture or an idea is unworkable    167
Conclusion: Go out and Make it Happen!    169
Appendix A    Sample Business Plan: Knowledge Force    171
Appendix B    Financial Projections Template    172
Glossary    180


 

Editorial Reviews

“No matter who you are—nonprofit CEO, board member, business school professor, or student—you’ll come away with a real-world sense of what makes a strong strategic plan or business plan and when to use one or the other . . . or both in tandem.” —Lester Strong, Vice President of Experience Corps, AARP“This new book is a very useful and timely complement to The Nonprofit Strategy Revolution. Having reaped the benefits of that book, we are now changing our business model to further our mission by developing new revenue streams.” —James Firman, Executive Director, National Council on Aging“This book will prove an indispensable guide to business planning for nonprofit leaders and a great tool to help students of nonprofit management learn how to assess a business model and build a better one.” —Kevin Kearns, Professor, University of Pittsburgh“A great read that will meet the needs of nonprofit leaders.” —Michael Mortell, Director, Strategy Counts!; Intellectual Capital Division, Alliance for Children and Families “After reading this book, organizational leaders will have a clear understanding of the components of good business planning and a practical understanding of why and how to go about the process.” —Lillian Roselin, Program Officer, John Muir/Mt. Diablo Community Health Fund