Boschee on Marketing
Heinz College's Institute for Social Innovation Launches The Chronicle of Social Enterprise
Posted June 19th, 2009 by Tom
The inaugural issue of The Chronicle of Social Enterprise, published by the Carnegie Mellon University Heinz College Institute for Social Innovation, is now available as a free PDF download at http://www.heinz.cmu.edu/download.aspx?id=767.
This issue profiles 20 affirmative businesses, plus stories about affirmative business incubators, the role of the federal government and the rise of the movement internationally. Affirmative businesses are social enterprises that provide jobs, competitive wages and career tracks to people who are physically, mentally, economically or educationally disadvantaged.
Creating a crisis communications plan
Posted November 19th, 2007 by Anonymous
Creating a crisis communications plan:
How bad news can also be an opportunity to reach out and reinforce your relationships with key constituents
What do you do when the dreaded moment arrives?
How do you react when an employee is arrested? When reduced funding causes layoffs? When changes in the market force you to shut down beloved programs?
In other words, how do you handle bad news -- especially the kind that goes public and shakes stakeholder confidence?
My friend Chris Klose has been a crisis communications specialist for more than 30 years. Based in Washington, D.C., he's seen corporations, government agencies and nonprofits stumble badly when faced with negative situations -- usually because they disobey four cardinal rules:
• Tell the truth
• Take responsibility
• Don't delay
• Show them you care
Stakeholder Engagement Strategies: Don't settle for first impressions
Posted April 22nd, 2007 by Anonymous
Stakeholder Engagement Strategies:
Don't settle for first impressions
We were sitting at an outdoor table in southern California . . .
My daughter and I are both progressives, but I'm a child of the '60s and she's a child of the '90s. We live in different worlds -- a truth brought home to me dramatically as we spoke.
Conversation turned to politicians we admired and we began talking about Barack Obama and his burgeoning race for the Presidency. We both like what we've seen of him, but agreed he still has a lot to prove to the American public.
Social Entrepreneurs on Common Ground
Posted February 5th, 2007 by Anonymous
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The Best Way to Improve Customer Service: be your own customer for a day
Posted September 26th, 2006 by Anonymous
The Best Way to Improve Customer Service: be your own customer for a day
In her column in a British business magazine this past summer, Jane Simms reported that CEOs rank customer service above product innovation, sales performance and regulatory compliance as their top priority.
But what struck me most was her recipe for success. “The best way to improve customer service,” she wrote, “is not to invest in expensive research techniques or pointless CRM systems, but to experience the company and its products and services as a customer would.” Referring to the senior executives for one of England’s largest rail companies, she wrote: “How many have recently tried to buy a standard-class train ticket? Because if they did, they would realize what a complex and expensive nightmare that particular exercise has become.”
Stages of Nonprofit Evolution: the right type of leader at the right time
Posted August 20th, 2006 by Anonymous
Stages of Nonprofit Evolution: the right type of leader at the right time
It has become a truism that marketing is everybody’s responsibility, from the CEO to the half-time clerk.
But it is also undeniable that marketing starts at the top.
Many Boards of Directors, CEOs and Executive Directors are surprised to learn that the traditional job description for an organization’s most senior executive includes nothing about operations.
A Chief Executive Officer has two primary responsibilities: Strategic planning and marketing. Operations is the bailiwick of the Chief Operating Officer (or the Deputy Executive Director).
Powerful Positioning Statements: Creating a Memorable Image
Posted May 24th, 2006 by Anonymous
Creating a Memorable Image
Mark Berger gazed at a sea of faces in a San Diego conference center this April, the first speaker from a panel of social entrepreneurs sharing their stories. I served as moderator.
“What does our organization do?” he began—then answered his own question.
“We create taxpayers!”
MAP for Nonprofits: a New Framework for Success
Posted April 26th, 2006 by Anonymous
MAP for Nonprofits: a New Framework for Success
How does a successful nonprofit avoid stagnation? How does it renew and re-position itself as the world moves on?
The Single Greatest Challenge
Posted March 4th, 2006 by Anonymous
The Single Greatest Challenge:
Existing organizational culture is frequently the biggest obstacle for social entrepreneurs
Social innovators around the world have begun to reach a disquieting conclusion: Inspired vision, impassioned leadership, enthusiastic volunteers, government subsidies and a phalanx of donors are not always enough. They serve admirably while innovators transform their dreams into fledgling programs and steer their organizations through early growing pains. But there comes a time, albeit reluctantly, when most founders and their followers begin to understand that living from year to year does not ensure the future—and that is the moment when they begin migrating from innovation to entrepreneurship. It is one thing to design, develop and carry out a new program, quite another to sustain it.
The Strategic Marketing Matrix for Social Entrepreneurs: Part IV
Posted February 27th, 2006 by Anonymous
The Strategic Marketing Matrix for Social Entrepreneurs: Part IV
Market Size Calculations
The Plains Indians knew the truth of it: If you're riding a dead horse, your best bet is to get off. Unfortunately, in the nonprofit world, we resist the idea of abandoning a moribund product, service or program.
Instead . . .
We lower standards (so dead horses can be included).
We change riders.
We appoint a committee to study the dead horse.
We visit other nonprofits to see how they ride dead horses.
We provide more funding to boost the dead horse's performance.
