Strategy versus tactics in the not‐for‐profit sector: A role for relationship marketing?

Abstract

Tony Conway is Senior Lecturer in ABSTRACTThere is evidence that a good deal of the marketing within the not-for-profit sector tends to be of a short-term tactical nature. More particularly, there would seem to be disproportionate emphasis on the communication element aimed in many cases at donorsflunding organisations. This paper proposes a need for a more long-term strategic role for marketing within not-fr-profit organisations and due to their particular characteristics, the application of relationship marketing is considered to be necessary to produce such a role.

Causes and consequences of donor perceptions of the quality of the relationship marketing activities of charitable organisations

“…These criteria are normally satisfied in relationships between donors and charities. 24,25 Also, it is increasingly possible (through database marketing) to personalise a charity's contacts with its supporters, and interactivity with donors is commonplace (eg through targeted direct mail). Such considerations mean, in the words of Brennan and Brady,26 that 'the charity sector is an ideal domain for relationship marketing'.…”

Service Blueprinting in the Nonprofit Sector: A Case Study

“…The objective of CRM is to allow organizations, for and nonprofit, to develop focused marketing activities that appropriately target selected segments of customers (Verhoef 2003). For nonprofits this means targeting individuals who are most likely to respond positively to the specific marketing program aimed at donations or other activities like volunteering (Ewing et al 2002, Conway 1997), which in turn will ideally reduce the resources or proportion of resources allocated to fund raising. CRM therefore allows nonprofits to be more efficient or maximise the return on activities, while strengthening relationships with donors (Verhoef 2003).…”

Managing the donation service experience

“…In some cases, they are taking steps to implement customer relationship management (CRM) ("Charities Consortium Rejects Big-Bang Approach to CRM," 2003;Agnew, 2000;Conway, 1997;Tillett, 2000) to allow them to better understand consumer behavior and focus resources on the most profitable donors (Sargeant, 2001b).…”