HendersonB.D., “The Product Portfolio,” pamphlet (Boston Consulting Group, 1970). Also see CoxW.E.Jr., “Product Portfolio Strategy: An Analysis of the Boston Consulting Group Approach to Marketing Strategies,”Proceeds of the American Marketing Association (1974).
2.
Even in the private sector, firms often have objectives other than profits, such as reputation or market standing, changes in which are difficult to quantify.
3.
See for example, HerzlingerR., “Managing the Finances of Nonprofit Organizations,”California Management Review (Spring 1979); and MacleodR.K., “Program Budgeting Works in Nonprofit Institutions,”Harvard Business Review (September/October 1971).
4.
See ScrivnerG.N.CallahanChristopher T., “A Path to Self-Sufficiency,”Philanthropy Monthly (September 1980).
5.
Ibid., p. 16.
6.
See “The Product-Elimination Decision,” in KotlerP., Marketing for Nonprofit Organizations (Prentice-Hall, 1975), p. 173.
7.
Ibid., p. 172.
8.
Ibid., p. 178.
9.
Ibid. The concept of price elasticity of demand is discussed on pp. 185–186.
10.
One of the pioneering nonprofit organizations in the use of strategic planning as a way of providing an overview of their operations, the Jewish Community Center actually wrote a strategic plan for itself. It was among the first agencies of its kind to respond to an environmentally induced decline in demand by coordinating all “marketing” activities under a marketing manager (the junior author).
11.
Another interesting article on the audit of program portfolios is HerronD.B., “Developing a Marketing Audit for Social Service Organizations,” in LovelockC.H.WeinbergC.B. (eds.), Readings in Public and Nonprofit Marketing (The Scientific Press, 1978), pp. 267–271.
