Segmenting nonprofit stakeholders to enable successful relationship marketing: a review

Abstract

When establishing relationships with stakeholders, nonprofit organizations must define appropriate target groups to allocate resources purposively. This paper explicates that link by reviewing the literature on nonprofit stakeholder segmentation and by discussing whether stakeholder segmentation is perceived as a prerequisite of successful relationship marketing by nonprofit researchers. We develop two conceptual dimensions of nonprofit stakeholder segmentation: the stakeholders segmented and the segmentation criteria used. A systematic database and journal search yielded 53 papers, categorized according to these two dimensions. The studies are described briefly, and the relevance of the relationship marketing concept is examined and discussed. Several research gaps emerge from this review, leading to propositions for further research. Copyright © 2014 John Wiley & Sons, Ltd.

Persuading the undecided: An interdisciplinary approach to increase public support for the arts

“…Whereas our value-based model does not ignore current supporters, its contribution lies in its ability to offer insights that enable various stakeholders to attract negotiables and skeptics within the public at large. In other extant research, Rupp, Kern, and Helmig (2014) also developed a segmentation typology for nonprofit donors. Whereas Rupp et al's (2014) work is directed toward understanding donors for nonprofits, our research departs from this recent work on nonprofits to focus specifically on the market for support of the arts.…”

“…In other extant research, Rupp, Kern, and Helmig (2014) also developed a segmentation typology for nonprofit donors. Whereas Rupp et al's (2014) work is directed toward understanding donors for nonprofits, our research departs from this recent work on nonprofits to focus specifically on the market for support of the arts. Additionally, our research builds on Grewal et al's (1998) work on acquisition and transaction value by using the concept of value to develop identifiable segments.…”

Under blood pressure – differentiated versus undifferentiated marketing to increase blood donations

“…While some get addressed by overall campaigns, some do not contribute to the message contents (Kotler and Levy 1969). Especially for blood services, addressing the right blood donor with the right marketing approach could help to foster resource allocation (Rupp et al 2014). Thus, blood services must develop campaigns which effectively reach their blood donor bases.…”

“…Over time, researchers and managers recognized that an equal treatment for all stakeholders might not be the most effective strategy. Especially since differentiated marketing seems to result in efficient resource uses and more powerful communications (Rupp et al 2014;Zhou et al 2012), many forprofit organizations started to differentiate their stakeholders and reaped the benefits of this targeted approach (e.g., Aaker et al 2000, Butt andde Run 2011;Reutterer et al 2006).…”

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

“…The process of nonprofit marketing is initiated by having management in the organisation get close to and listen to its audiences to evaluate: who are their target markets (Rupp, Kern, & Helmig, 2014), what are their wants and needs, and then predict what kind of marketing will effectively reach them (McLeish, 2011). Again, this differs from a for-profit business since an exchange often involves abstract products or services such as spreading advocacy to assist underserved members of society.…”