From a not-for-profit to a yes-we-profit!
Written by katie test davis
Think about the framing within the word. It starts with a negative – “non”, and then in the most capitalistic terms possible, we get stuck with “profit” (of all things) as the focus.
The whole sector is framed around what it isn’t, instead of what it is or does.
Plus, the term holds us back and constrains us in a way that doesn’t inspire creativity. If you’re “not for profit” or (worse, you could argue) “a charity”, then your money, and therefore some of your power, is separated from you.
That’s why I’m so excited to see more and more non-profits become yes-profits.
Lately, we’ve seen an influx of nonprofit clients who are coming to us ready to turn their beloved programs into profit centers for their organization. Clients who are taking programs that have historically been paid for by foundations, and instead of solely relying on funding, figuring out ways to make them replicable, accessible and cheaper.
They are rethinking their income streams. While doing that, they are reclaiming their own self-sufficiency.
Ready to reclaim your non-profit’s power and become a yes-for-profit? Here are four phases and some questions to get you started.
phase 1: identify the what
Your organization already creates value – that’s why you’ve been able to raise money in the past. Now, we need to reframe that value in a way that would make your target audience pay for it. It’s a mindset shift, and a communications challenge.
Identify a few possible projects that you could charge for. Ask yourself:
What assets do we have?
What do people call us asking for advice on?
What content do we have? (Think: trainings, workbooks, materials, reports)
What insights do we offer that are unique to us?
Can any of these assets be separated, packaged and used in a new context?
For example, could an internal training program for our staff be sold as a workshop to other organizations?
phase 2: identify the who
The person who benefits from your service isn't always the person who has the ability or willingness to pay for it. We need to map the entire ecosystem of value. Ask yourself:
For each program, who is the direct beneficiary (the person whose life is improved) and who is the potential customer (the person or entity who would pay for that improvement)?
Example: A financial literacy program's beneficiary is a child who lives in an underserved community.
The customer might be the bank that needs to fulfill its Community Reinvestment Act requirements.
Who else benefits when our organization successfully solves the problem?
Does a corporation benefit from a more stable local workforce?
Does a school district benefit from our after-school programs improving graduation rates?
Does a hospital system benefit from our health and wellness programs reducing ER visits?
Who else has the problem we solve, but in a different context?
If we offer leadership training to youth in underserved communities, could we adapt that same core curriculum and sell it as a corporate team-building workshop?
If we provide mental health counseling, could we offer paid "mental wellness" seminars to companies for their employees?
phase 3: explore the how
After identifying the product and target audience, it’s time to determine the pricing model and offer structure. Options include:
Fee-for-Service. Direct payment from beneficiaries, potentially on a sliding scale.
Tiered Offerings (Freemium). Free core service with paid premium features.
Business-to-Business (B2B). Selling programs to other organizations (e.g., training, consulting).
Licensing & "Train the Trainer". Licensing curriculum and training others to deliver it for scalability.
Products. Turning expertise into products like e-books or webinars that you charge for.
phase 4: complete a reality check
Y’all know we believe strongly in a People First culture. Stop and do a reality check. Ask:
Skills & Culture. Does our team have the necessary skills (sales, marketing, customer service, billing)? What training or hires do we need for this cultural shift from grant writing?
Pricing & Costs. What are the true costs (including overhead) to generate a surplus, not just break even?
A Pilot Program. Can we test the smallest viable version to gauge market willingness to pay before significant investment? What does that look like?
If your team is feeling good after asking these questions, then go forth and conquer!
phase 5: prepare for marketing launch!
Once your strategy is locked in, the communications campaign is the engine that turns your plan into paying customers and real impact.
This is the part that gets tricky for most organizations, and why we’re getting an influx of new clients asking for help.
You need entirely new messaging.
You’re reaching out to a new-to-you audience.
You need fresh materials that speak to unfamiliar values and barriers.
Even your Call to Action must shift in a big way.
Your messaging has to move from an ask for support (how you may engage donors) to a confident offer of a solution. The goal of your outreach is to move people from awareness to action by showing them a clear benefit and giving them a super easy next step, whether that's signing up for your pilot, purchasing the service or booking a call.
It’s time for a targeted effort that demonstrates the unique value you're offering. Every single piece of your communication – from a dedicated landing page on your site to targeted emails or outreach on LinkedIn – has to speak directly to the pain points and values of your new audience.
It’s tricky, of course, but the payoff (quite literally) will be worth your investment.
Here's to your brand new 'yes'.
PS - Want help? We’ve got you. Reach out today.
