In a nonprofit organization the output is the fulfillment of the community’s needs without any profit and trained staff members.
Management of a nonprofit organization is also different. It includes four steps; planning, developing, operating and evaluating (Kotler). Each step in turn includes other tasks. While planning, one has to plan for three different things; strategy, resources and programs. Staff members carry out strategic planning to find out the overall purpose (mission) and direction (vision and goals) for the nonprofit, in addition to the methods (values, approaches and programs) for the nonprofit to work toward the purpose and direction. The strategic planning course offers input to all other major tasks in the organization, especially program planning and resource planning. Thus, if strategic planning is not done well, the entire organization can be unfavorably influenced. During program planning, the marketing investigation (or “inbound marketing”) activities are performed to recognize, for example, precise society requirements for the nonprofit to meet, what conclusions are desirable to meet those needs, what explicit groups of customers to provide, and how to serve them to accomplish those outcomes. Program planning makes available input to many other functions, such as resource planning (regarding staff, funds, and people), financial management, advertising and promotions, and also fundraising. Many problems commonly connected with fundraising and promotions are really the result of poor program planning. Planners (McNamara). Typically, resources include people, financial support, amenities, equipment, supplies, and even certain policies and procedures. Budgets usually are developed that contain listings of resources that are needed, along with the predictable costs to get hold of and support the use of those resources. Resource planning straightforwardly influences the superiority of all operating