Resource/Profit Model
A View of the Resource/Profit Model:
A Non-Profit, Service Perspective
Parents have long pursued what they consider the best education for their child(ren). However, horrific events like the April 1999 school shooting massacre at Columbine High School near Denver, Colorado or more recently, the March 2009 Albertville Technical High School shooting in Winnenden, Germany, which left several children dead, has prompted more and more parents to seek private, parochial, or Christian school alternatives. While these schools experience their share of problems, the way administration is able to deal with them is not encumbered by governmental constraints. These specialized schools strive to provide a unique and superior service through academic excellence, while fostering an environment of safety. This philosophy provides the type of service most parents are looking for.
Webster defines service as, “the occupation or function of serving. Webster further defines service as, “a contribution to the welfare of others.” Service. (n.d.) Merriam-Webster Online. Retrieved from http://www.merriam-webster.com/dictionary/service. Both of these definitions describe service as it applies to Christian schools. Finch writes that, “service unlike a product, is intangible.” (Finch. 2008) Although intangible, service creates value to and for the parents who place their children in a Christian school. The goal of any service organization is to provide quality, affordable service. Parents and students must be able to immediately receive benefit from the services they expect in a Christian school. An organization that provides
A VIEW OF THE RESOURCE/PROFIT MODEL 3 services rather than a product has the potential to be just as profitable as an organization that produces or sales a product.
Foundations for success are built on three (3) elements of the Resource/Profit Model: profitability, strategy and value,
A Non-Profit, Service Perspective
Parents have long pursued what they consider the best education for their child(ren). However, horrific events like the April 1999 school shooting massacre at Columbine High School near Denver, Colorado or more recently, the March 2009 Albertville Technical High School shooting in Winnenden, Germany, which left several children dead, has prompted more and more parents to seek private, parochial, or Christian school alternatives. While these schools experience their share of problems, the way administration is able to deal with them is not encumbered by governmental constraints. These specialized schools strive to provide a unique and superior service through academic excellence, while fostering an environment of safety. This philosophy provides the type of service most parents are looking for.
Webster defines service as, “the occupation or function of serving. Webster further defines service as, “a contribution to the welfare of others.” Service. (n.d.) Merriam-Webster Online. Retrieved from http://www.merriam-webster.com/dictionary/service. Both of these definitions describe service as it applies to Christian schools. Finch writes that, “service unlike a product, is intangible.” (Finch. 2008) Although intangible, service creates value to and for the parents who place their children in a Christian school. The goal of any service organization is to provide quality, affordable service. Parents and students must be able to immediately receive benefit from the services they expect in a Christian school. An organization that provides
A VIEW OF THE RESOURCE/PROFIT MODEL 3 services rather than a product has the potential to be just as profitable as an organization that produces or sales a product.
Foundations for success are built on three (3) elements of the Resource/Profit Model: profitability, strategy and value,
References: Finch, B.J. (2008). Operations Now: Supply Chain Profitability and Performance. New York, NY: McGraw-Hill/Irwin IRS.gov. Retrieved June 18, 2010 from http://www.irs.gov/charities/charitable/article/0,,id=96099,00.html McGraw, P.C (1999). Life Strategies: Doing What Works, Doing What Matters. New York, NY: Hyperion. Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, January-February, pp 107-114 Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York: Free Press.