The strategy change and planning cycleand the strategic marketing process for nonprofits are similar in severalaspects that could be categorized into internal and external elements. In bothapproaches, the organization needs to understand how their internal andexternal forces effect its operations. Concerning the eternal environment, nonprofitsshould understand their competitive factors, controllers of valuable resources,and internally the trends and forces within their operating environments. Inboth strategic marketing and strategy change and planning cycle, organizationsshould consider the forces and trends within their external and internal operatingenvironments. These activities include the legal authorities, the environmentalfactors, educational issues, technologies, social factors, economic ones, andpolitical forces (Renz, 2016). In both processes, the organizations are alsorequired to understand the chief controllers of specific resources such as theregulators, members that could be affected by the strategy, the payers of theactivities and other key stakeholders.

The organizations are also required tounderstand the competitive forces as well as the collaborative ones (Renz, 2016).Additionally, both processes analyze the internal environments of the specificorganization that include the resources, the current strategy and theirperformance indicators. The performance indicators might consist of theperformance history, results, indicators and scorecards. The resources that theorganizations might consider examining are culture, competencies, information,economic, and key stakeholders. Issues of the current strategy might consist ofthe functional approach, the business processes and the departmental implementationof the strategy.              In each of the approaches, management oforganizations are required to analyze the factors and demands from theirinternal and external environments to determine its strengths, weaknesses,threats, and opportunities before they proceed with a strategic plan. Itensures that management understand and identify the effects of their actionsbefore they continue. Organizations strive for survival that is possiblethrough improving their effectiveness, which is only attainable followingcareful and thorough analysis of data.

This argument also considers that thecomponents of management are strategic management practices since they justmake decisions following a review of different elements of an organization andattempt to predict the future using the collected information. On a furtheranalysis, I discovered quickly that they both highlight and portray thesimilarities that nonprofit organizations have with businesses. Specifically,they indicate that the two are plighted by similar challenges that require themanagement to be critical in their solution.             Word Count: 393             Opinion/ExperienceWord Count: 153 Q12) Some nonprofit leadersbelieve that it is wrong to engage in advocacy. How would you respond? Wouldyou try to change their minds? Why or why not? What are the most compellingarguments you could use to influence their perspective, pro and con?              Nonprofit organizations are committed tofurthering particular social