Transition to a Consumer-Based Model

Salvation Army

Transition to a Consumer-Based Model

Transition to a consumer-based model: The Salvation Army

The images of a Salvation Army officer ringing a bell for change at Christmastime or of a Salvation Army band playing in the background on a street corner are iconic. However, the modern Salvation Army is an international charity organization that has taken a form that likely could not have been dreamed of by its founder. In 1865, a London minister named William Booth created a church for the poor and disenfranchised. Booth did not specifically intend to found a charity. However, after developing the East London Christian Mission, Booth gradually began to conceive of an army that would spread the gospel to the world. Booth understood that ministering to the physical needs of the poor would make the disenfranchised more receptive to the Salvation Army's message. Booth viewed it as his Christian duty to help everyone, regardless of their economic status in life. He was saddened to see how the very poor were unwelcome in the congregations of wealthier churches patronized by the upper classes of London society (History, 2011, Salvation Army).

By the early 20th century, the Army had a worldwide presence and was known as much for its mission of providing needed social services as well as preaching. Its "well-organized yet flexible structure inspired a great many much-needed services: women's social work, the first food depot, the first day nursery and the first Salvation Army missionary hospital. During World War II, The Salvation Army operated 3,000 service units for the armed forces, which led to the formation of the USO" (History, 2011, Salvation Army). Partnering with governments to further its mission encouraged the Salvation Army to adopt a more organized, consumer-based model rather than focusing simply upon the day-to-day needs of the poor.

The Salvation Army remains a religious and moral organization. Its early focus on conversion is manifested in the 'pledges' recent recruits were asked to make, such as a pledge not to smoke, swear, or take strong drink (Anti-smoking league, 2011, International Heritage Center). Members of the Army were asked to sign a 'Soldier's Covenant' affirming their commitment to its causes. Members must still sign a similar agreement, which stresses the selfless and service-based nature of the Army. However, although it began as a religious organization, its role in helping the needy soon became equally important in the Salvation Army's goals and priorities and it serves people of all faiths. Today, "new programs that address contemporary needs have been established. Among these are disaster relief services, day care centers, summer camps, holiday assistance, services for the aging, AIDS education and residential services, medical facilities, shelters for battered women and children, family and career counseling, [and] vocational training" (History, 2011, Salvation Army). As an international organization, the Salvation Army has been required to use consumer-based model to address the often costly demands of providing support to the needy all over the world.

The Army has become more and more hierarchical in its structure since its inception, and has adopted a bureaucratic method of governance (similar to a 'regular' army) in its current form. The General in London is the international leader of The Salvation Army. In the United States the National Commander is headquartered in Alexandria, Virginia. Every nation has a National Commander, and larger nations are divided into territories. In the "each territory is under the leadership of a territorial commander. Territories are made up of units known as divisions" (About the Salvation Army, 2011, The Salvation Army). Within divisions are corps centers for worship and service which assess and address local needs, to ensure that care is individualized.

Of course, when the Army was first created, the needs of the community were placed first and foremost in its hierarchy of priorities. However, these needs were largely determined based upon the ideology of the leaders. While this may have been acceptable when serving a more homogeneous population in the form of the urban poor, today the needs served by the Salvation Army are much broader, and the demographic far wider. Having individual corps also allows the Army to do 'marketing research' -- to determine what services are required by the specific populations in the area, the financial resources available locally as well as internationally, and the governmental and private entities with which the Army can partner with to accomplish its mission.

Just like a for-profit organization today, the Salvation Army speaks of 'branding' itself in the competitive media environment: "Doing the Most Good" is The Salvation Army's national brand strategy and distinct identifiable message" (Doing the most good, 2011, The Salvation Army). This slogan functions as a mission statement to guide the Army in its decision-making processes at every level of the organization. The organization calls its slogan "Doing the Most Good" a promise the organization "to its contributors, clients, associates, officers and employees," reflecting the diverse range of interests that the Army must satisfy in its planning strategy (Doing the most good, 2011, The Salvation Army).