Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study
ABSTRACT Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960–1970, but it is now a well accepted practice. Traditional marketing strategies do not work for nonprofit organizations, and this study proposes the development of a new marketing strategy specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.
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ABSTRACT: Competing Values Framework (CVF) has attracted attention in the organization literature but little is known about how competing values can inform development of voluntary organizations. Against this backdrop, we present an action research study into Right in the Community (RitC), a voluntary agency which provides services to developmentally disabled in Cobb County, Georgia. Collaborating with researchers and agency management, staff, and board, the study had a dual purpose: 1) develop agency’s identity, organization, management practices, and ability to plan for the future, and 2) adapt CVF to support development of voluntary organizations. Thus, we demonstrate the value of CVF for developing voluntary organizations by revealing how its dimensions of organizational focus, structural preference, and managerial concern positively informed the efforts at RitC. Also, tensions between heart and head were important and, therefore, in the context of voluntary organizations we propose to extend the CVF with a dimension of motivational trait.06/2011;
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ABSTRACT: Nonprofit organizations commonly implement donor priority strategies, yet little research has explored the effects of this relationship strategy. Whereas previous research highlighted the positive effects of benefit segmentation and analyzed donor motives to choose a specific donation level, this study investigates the effects of priority benefit perception on relationship factors such as donor satisfaction, donor loyalty, upgrade/downgrade intentions, and voluntary behavior. Based on data from the German cultural sector—804 donors of a friend circle that differentiates two donation levels—the results of the partial least squares path analysis show that donors' perception of priority benefits positively affects donor satisfaction and donor loyalty. The study also shows that a priority strategy negatively influences intentions to downgrade among higher-prioritized donors and positively enhances intentions to upgrade among lower-prioritized donors. Applying multigroup comparison the authors find that most relationship effects do not differ significantly across higher- and lower-prioritized donors. This study thereby supports the implementation of donor priority strategy among cultural organizations because of its advantages for developing strong relationships with donors of all levels. Several managerial recommendations are given; for example, managers should better implement only a few instead of a large number of donor levels, should determine carefully which benefits to offer at the different levels, and analyze the donor base in order to identify donors with strong potential for upgrading.Nonprofit Management and Leadership 12/2013; · 0.58 Impact Factor