Not‐for‐profit organizations, sometimes called charities or
voluntary organizations, are assumed to be serving their customers well
– but are they? A customer segmentation is proposed of
beneficiaries, supporters, stakeholders and regulators, each group
having intermediaries through which the end customer may be reached.
Lays out structural reasons why not‐for‐profits may not value or respect
their customers, including excess demand, lack of competition,
professional dominance and distance, lack of consumer research, lack of
appreciation of supporters (both donors and volunteer service workers),
comparatively lower salaries of staff, and argues that the “inter
constituency tension” of the different and competing needs of
beneficiaries, supporters, stakeholders and regulators plus the
production orientation of many not‐for‐profits means that, in practice,
customers are not sufficiently valued or respected.
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