Volume 1, Number 4
Corporations are in a unique position to get people to change their behavior in a more pro-social way. This approach, called corporate social marketing (CSM), has been used to entice people to prevent or mitigate fire damage to their home and community, and to conserve water. These and other examples are detailed in “Best of Breed,” by Philip Kotler and Nancy Lee in the spring 2004 issue of Stanford Social Innovation Review. The beauty of CSM is that it benefits the company and society.
Charitable donors should think of themselves as "investors" – and should expect returns, just like a stock market investor would.
When it comes to gaining a market edge while supporting a social cause, ‘corporate social marketing’ leads the pack.
Strategies for spreading social innovations.
Get what you want by saving the worst for later.
The importance of social identity in giving.
When nonprofits earn taxable income, private donors give less.
The oxymoron of managing the self-managed.
Waste, failure, and Bosnia's lessons for Iraq.
For nonprofits, communication is often a one-way street.
Nonprofit health care providers are more cost-effective.
Common sense advice for how to survive the launch into a new leadership role.
Cross-sector collaboration is the key to community revitalization.
Are elite boards getting out of touch with their organizations' true purpose?
How middle managers can walk tall.
Four reasons corporations should engage in social responsibility.
Interview with Bill Drayton, CEO of Ashoka.
Jerry Porras and Tom Vander Ark discuss how leadership, vision, and competition will determine the future of education.
Raising a Reader simplifies its message -- and takes off.
A Cambodian 'nonprofit company' peddles digitization -- with a social edge.
For Ready, Willing & Able, finding a home starts with cleaning the streets.
A maverick reorganization by an American Heart Association affiliate paves the way for fundraising success.
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