This sort of thing one cannot find in profitable organizations (Gainer, and Padanyi, 2002).
No one will tell you that they have cross the sales target of ten million this year. The customers have nothing to do with it. It can also create negative impact that the certain organization is earning so much and providing such little value to their customers. Yet, social marketing case, now organizations are engaging them for social causes as well and telling the world about their accomplishment for the social cause, but this is very rare and most of such activities are very much targeted for their own customers or organization. It has nothing to do with well being of society.
Top management leading the marketing from the front:
The top managers are the biggest part of the marketing campaigns of the non-profit organizations. They have to come forward and show them what they are doing for the cause by themselves so that the customers will be influenced. The credibility of the leader makes a drastic impact on the marketing campaign of the non-profit organization. They need to show themselves working hard for the cause and they need to have potential to influence the people to direct them to work for the cause. Simply means directing them to become their customers. But in profitable organizations, mostly top management remains at the back, just providing the guiding principles and developing broad strategies. They have nothing to do with specific tasks. Even it is very rare that they show them on any of their own promotional campaigns. They have nothing to do with their customers. Their only duty is to design and implement the organizational strategy, monitor the working and control if change is required.
STRATEGIC MARKETING PLAN for NON-PROFIT ORGANIZATIONS
It consists of eight steps that are:
Develop the Goals:
The first step to the marketing plan is to develop the goals. These goals should be in quantity form and should realistic as well. The goals must revolve around the basic cause of the non-profit organization.
This step is of considerable importance but it is mostly overlooked by the marketers. This step includes the evaluation of internal, market and external conditions. The internal conditions include values, skills, staff, systems, and structures, the market conditions include e funding climate, a comparative analysis of other organizations, and the organizational niche or distinctive competence while the external conditions include social, cultural, technological, ecological, economic, and political factor. The conditions analysis can be done through primary and secondary research. The primary research can be done through focus groups and interviews while the secondary research can be obtained through the literature review of the current trends.
Market Analysis and Segmentation:
For non-profit organizations, mostly the market is segmented through demographic factors. It is due to the reason the spiritual and holy motivation mostly drives people towards such sector. The largest potential market ideal for your cause is your target market.
Developing Criteria and Selecting Target Market:
After segmenting the market properly, then the organization should develop the criteria based on their cause or story. The target market should...
This communication should not only include that particular cause but also mention what organization wants, what they expect from their customers and what they want to achieve for the cause in the near future.
Programs and Services:
After developing marketing strategy, the activities should be designed to make your communication audible to your target market. These programs must highlight the cause and story the organization is working for and what benefits the mass will get if the targets are achieved.
Promotion and Outreach:
The promotions should not only limit to one way communication, it should be meant for feedback as well. These promotions should be done in the manner to get as much response as possible, not in terms of sales but in terms of people involvement in the cause.
Implementation and Leadership:
The implementation of the marketing of non-profit organizations is a difficult task. The proper leadership is needed from the front. The leaders should use themselves as an inspiration for others. And the implementation also relate to the cause.
Conclusion and Recommendation
From this report it is clear that now even non-profit organizations are also working for marketing same as for profitable organizations to earn as much revenue as possible. But there are certain differences like their focus on idea and lack of concern over long-term planning. But as we are moving forward, we have examined that the non-profit organizations are striving hard to market their idea and earn as much as possible. Their strategies differ slightly from profitable organizations. They are also using the modern means for promotion and marketing. Their marketing involves more complexities as they do not have any value to provide in return. Apart from that, they cannot shift from their idea as per the changing demands of their customers.
The non-profit organizations should use the modern era techniques for marketing, which not only lower their costs of marketing but also help them to make their idea audible to a very large or global population. Such techniques include marketing through social networking. It is a very common practice to market through these sites. And non-profit marketing is getting much better response through social network marketing.
Andreasen, a, & Kotler P. 2003, 'Strategic Marketing for Nonprofit Organizations', Upper Saddle River, NJ: Pearson Prentice Hall
Bruce, I 1995, 'Do not-for-profits value their customers and their needs? ', International Marketing Review, Vol. 12 No. 4, pp.12-13
Day, G. 1994, 'The Capabilities of Market-Driven Organizations', Journal of Marketing, Vol. 58 No. 4, pp. 37 -- 52
Flynn, P, and Hodgkinson V 2001, 'Measuring the Impact of the Nonprofit Sector', Kluwer Academic/Plenum Publishers, New York
Gallagher, K, and Weinberg C. 1991, 'Coping with Success: New Challenges for Non-profit Marketing', Sloane Management Review, Vol. 33 No. 1, pp. 14-15
Gainer, B, and Padanyi P. 2002, 'Applying the marketing concept to cultural organisations: an empirical study of the relationship between market orientation and performance', International Journal of Nonprofit and Voluntary Sector Marketing, vol. 7, pp. 182 -- 193.
Goerke, J 2003, 'Taking the quantum leap: Nonprofits are now in business. An Australian perspective', Journal of Nonprofit and Voluntary Sector Marketing, Vol. 8 No. 4, pp. 317 -- 327
Gonzalez, L, Vijande, M, and Casielles, R 2002, 'The market orientation concept in the private nonprofit organisation domain', International Journal of Nonprofit and Voluntary Sector Marketing, Vol. 7 No. 1, pp. 55 -- 67
Mind-Body-Spirit Moving Forward A spiritual evaluation is an essential habit as people draw close to their dying days. Such an evaluation tends to naturally come from the immense spiritual and psychological transformations that take place at the point of death. Since we share common human conditions, a lot of people with terminal diseases are known to ask themselves these same set of questions. These, are among the questions that people who
Organizational Development The Understanding and Application of Knowledge in Organizational Development The understanding and application of knowledge in organizational development is very important. Organizations want and need to grow and develop if they are to remain viable and relevant in their marketplace (Argyris & Schon, 1978; Carter, 2004). In order for them to do that, they must be ready for the future and willing to embrace change (Sullivan, 2010). Not all businesses
Organizational Theory #2 What core competences give an organization competitive advantage? What are examples of an organization's functional-level strategies? Core competencies are those capabilities that are critical to a business achieving a competitive advantage in the marketplace. Typically, core competencies can be identified by certain common characteristics -- offering a benefit to the customer, difficult to imitate, uniquely identify the organization and easily leveraged to create many products or operate in many
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus
It keeps the company moving forward in new and interesting directions. This approach is how they have been able to provide ideas that help people around the world connect, create and accomplish a lot of spectacular things. This has allowed their people who are experts in so many areas be successful. These areas of expertise include marketing, finance, HR, sales, IT infrastructure, personal computing devices, business technology solutions, global
Organizational Development: Driving Change In the 1960's, Organizational development (OD) emerged as a field identifiable with survey research, action research, T-groups, open system theory, humanistic psychology, building team and channeling process consultation. The methods and ideas have thus broadened and enriched its range and approach. Since the 80's, these methods and ideas have converged in a form of OD which begs to vary from the OD of the 60's in both