Literatura académica sobre el tema "Not-for-profit sector marketing"

Synopsis This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications. Research methodology Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process. Relevant courses and levels This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues. Theoretical bases The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.

This article explores the concept of entrepreneurship as it relates to social marketing and not-for-profit organizations. The nature of entrepreneurship is examined, as are contemporary efforts to measure it within established profit-seeking organizations. Based on this foundation, the interface between entrepreneurship and social marketing is assessed. It is argued that entrepreneurship lies at the heart of social marketing andthat concepts from the field of entrepreneurship can enhance the management of social marketing efforts. The application of entrepreneurship is then extended to the not-forprofit sector. The adaptation of private sector measures of entrepreneurship to social marketing and not-for-profit contexts is explored, and the implications of such measurement efforts in these contexts are discussed

This paper analyses the marketing priorities evident in the annual reports of Australia’s six not-for-profit state-museums (who represent the largest and most influential not-for-profit heritage organisations in the country). The study provides insight into the marketing communication priorities in leading not-for-profit heritage organisations, and offers a finer-grained understanding of what is required for such organisations to effectively manage such priorities. Based on a content analysis of the annual reports, the paper proposes a Marketing Priorities Model for Not-for-Profit Organisations more generally. The Model reflects two important findings: firstly, that the communication of marketing strategies has emerged to play a central role in the annual reporting of the leading not-for-profit organisations in Australia; secondly, that there are several key facets of the organisation’s marketing strategies that must be communicated to internal and external stakeholder groups. The Model consequently provides a framework for not-for-profit organisations to adopt in order for them to effectively identify and communicate marketing practices to salient stakeholder groups

Purpose – The purpose of this study is to examine the innovations in the international activities of not-for-profit (NFP) universities. While the entry mode literature is well addressed, particularly by international marketing and business scholars, an academically interesting and managerially relevant question relates to the applicability of extant research to the emerging phenomenon of internationalization in the NFP sector. Design/methodology/approach – Using an inductive constructivist qualitative methodology grounded in 12 case studies of internationalization in the NFP education sector, this study applies Dunning’s eclectic framework as its theoretical anchor. Findings – This study identified that entry mode choice in the NFP context may not always be reconciled with extant literature derived mostly from a for-profit context. In particular, the broader definition of offshore equity investment is in sharp contrast to previous entry mode research which is largely, if not exclusively, grounded in a for-profit context. Originality/value – Extant frameworks developed to explain the entry mode phenomena tend to assume a profit maximization philosophy. The propositions advocated in this study are a step further to develop our understanding of internationalization of NFP universities.

Research background:Marketing as a separate area of activities does not immediately occur only in the environment of companies, but is also used in the environment of non-profit organizations. Although the activities of non-profit organizations differ significantly from the activities of commercially oriented companies, even in the case of non-profit organizations, marketing activities and tools are used to improve the overall progress of non-profit organizations.Purpose of the article:The article deals with the analysis of marketing activities and tools that are applied in the conditions of non-profit organizations. In the case of applicable marketing tools, we will also address the question of whether it is necessary to modify traditional marketing tools in the environment of non-profit organizations. The aim of the article is to analyse the most frequently applied marketing tools in the environment of non-profit organizations.Methods:Descriptive methods as well as comparative methods are used in the analysis in order to compare them with the commercial sector. In this article, we work with the hypothesis that the application of the marketing concept will be different compared to profit-oriented marketing and we assume that marketing strategies will require a certain degree of modification.Findings & Value added:Based on the performed analysis, we will evaluate the findings of this issue and suggest other options for the implementation of marketing tools in the environment of non-profit organizations.

There is evidence to suggest that not-for-profit organisations generally, and subsidised arts organisations particularly, tend to use marketing for short-term, tactical purposes. This research study considers whether successful subsidised arts organisations are more likely to apply a relationship rather than transactional marketing approach to overcome this short-term focus. Relationship marketing involves the development of continuous relationships between parties that are usually long-term and dynamic. Managers make decisions about the sort of the relationships they would like to have and how to achieve them and in this context, they have to think strategically. Research was undertaken to identify whether 'successful' subsidised performing arts organisations were indeed more strategic in their focus, whether they had applied a relationship marketing approach and whether such an approach had been influential in the developmento f their 'success'.P reliminary researchw ith senior managersfr om subsidised theatres in the North West of England, found that there was general agreement on what could be considered to be a 'successful' and an 'unsuccessful' theatre. Respondents from tsuccessful' theatres highlighted the importance of collaboration with a variety of stakeholdersw hereasc ollaborationw ith audiences egmentso nly, was found to be the case for unsuccessfutlh eatres. As a result of these findings, a conceptual framework was developed which identified the major partnerships and the specific stakeholder types that need to be considered by a subsidised performing arts organisation if an effective relationship marketing approach is to be developed.T he conceptualf ramework was used as the basisf or subsequenrt esearch involving a multiple case study approach studying two 'successful' theatres and one cunsuccessful' theatre in depth. The strengths of relationship between the various key stakeholder roles and artistic directors within the three theatres were analysed and findings suggest that a link does exist between the building of relationships with a variety of stakeholders, a strategic focus and theatre success.

In Michael Porter's creating shared value (CSV) framework, the enterprise will solve the social challenges that confront regions or communities through its business activities, thus earning a profit while creating value for both the company and the region. In this chapter, a case study is presented on a retailer's CSV activities in Japan, wherein the author addresses how the retailer contributes to the community through shopping support services in “food deserts” that supply fresh food to improve consumers' health and wellness. The empirical results indicate that consumers have a preference for real store shopping experiences among these services, whereas online grocery services do not meet consumers' needs for shopping. The results suggest that these shopping support activities will bring enough profit for both sides, namely, consumers and retailers. The author also discusses the role of the public sector in assisting these activities.

This chapter discusses the enabling role of internal marketing in adoption of knowledge management in the non-profit sector. The chapter considers the novel concept of transcultural marketing that strengthens transcultural diffusion and discusses the cultural complexities of the non-profit sector and the cultural barriers requiring consideration in the adoption of knowledge management. Transcultural marketing encompasses the promotion and development of oneness through diffusion of transcultural ideas and technologies from diverse philosophies within the one environment while respecting and embracing diversity in thinking. The chapter presents the case of a large charitable non-profit sector firm and then offers specific discussion on the knowledge management culture and the role of internal marketing in implementation. This chapter advances understanding of the relationships of knowledge management, the role of internal marketing in generating, sustaining, and strengthening transcultural diffusion of knowledge in nonprofit firms and offers a basic framework of “Must Have” and “Nice to Have” for Knowledge Management implementation in not for profit organizations. Trans-cultural diffusion is the dissemination and exchange of cultural rudiments including ideas, styles, and technologies, and is deeply embedded in the success and philosophy of knowledge management.

The use of social media for information dissemination for education, environmental movement, natural disasters, emergency, election campaign, grass root movements, non-profit organisations, public health communication, and marketing for health promotion, e-governance, and political revolutions is well known. The economic significance of the health and medical tourism sector in the global healthcare business should not be underestimated. Internet is playing a leading role as a platform for the dissemination of medical tourism business information. In this century, more and more actual and potential tourists are accessing the internet and social media applications to find and disseminate factual information regarding medical tourism facilitators, destinations, super-speciality hospitals, specialist doctors and nurses, quality and accreditation, accommodation facility, cost, waiting period for surgery and sharing their positive and negative experiences to inform potential medical tourists. Healthcare providers and medical tourists acquire information, create, collaborate, communicate and disseminate healthcare and medical tourism related information through the Word-of-Social-Media (WoSM) tools such as FaceBook, Flickr, Twitter, Blogs, Forums, YouTube patient testimonials, Google Plus, LinkedIn, Photo and video sharing, Alexa and mobile applications. Therefore social media has a great potential as an information source and a knowledge dissemination tool for tourism industry to network and create clusters locally and globally, to exploit new innovative technologies for interaction and collaboration between the healthcare providers as well as the medical tourists. The main contribution of this chapter is to explore and discuss the role and use of social media applications for knowledge dissemination by hospitals and the medical tourists in the global business of medical tourism in India.

The consequences of the Syrian Civil War that started in March 2011 have been tragic and devastating for the Syrian people. Many of them have fled their country and sought asylum in other parts of the world, especially in Turkey. The unofficial figures suggest that there are close to six million Syrian refugees living in Turkey, yet over two million of them are not registered to work under the temporary protection provided by the Turkish government. As a result of this, it is impossible for many refugees to get a legally paid job. Refugees usually work in informal sectors for extremely low wages. This makes refugees vulnerable to exploitation at work and get employed at jobs that locals are reluctant to do. This chapter highlights the case study of two non-profit companies that have been launched by two young Turkish social entrepreneurs in Turkey to create employment opportunities to provide regular and sustainable income to Syrian refugees that public and private sectors have failed to meet and address.

Abstract Turning an organization to an effective data driven decision making is vital factor to have and achieve digital transformation journey smoothly and successfully in the Energy sector, in which the energy industry has been trying to achieve the complete cycle Listen, Understand, effect and Decide rightly and quickly across the whole value chain such as HR, Finance, legal and contracts, operations, etc. since several decades where the software solutions were not in the priority list of the industry special the operations for many reasons, which created a serious of concequences which the industry is suffering from now such as listening carefully to the operations, understand the exact needs no matter how much we might save even if it’s 1 USD or 1 minute but do it correctly first time will save hours and millions later, silos in the organizations, distracted technologies not integrated, limitation of the technologies capabilities, people skills and compenetencies and the expectation the has been always set wrongly didn't support the industry to have organization reliance, security, safety, service quality and loyalty and reduce time and cost. With the current unprecedented crisis which are the COVID-19 and the massive oil crisis bundled together have created disturbance across the whole Energy industry which impacted the whole value chain not only for the Energy industry not the rest of the industries dramatically. The Panademic affect the whole key processes that the people used to for the last several decades, but the most important thing is change management process or manage to change process approach which is completely changed and from my opinion since years came true. Having the disruptive technologies will support the whole industry to come back much stronger than before as proven in other industries such as Aerospace and Defense, Telecome, Automative, Banking etc. The Intelligent Energy Platform focus on achieving what they couldn't achieve in the last decades through unique a approach towards the whole complete cycle Listen, Understand, effect and Decide, through developing and design a subway map for the whole workflows across the whole industry value chain integrating all the data sources together, by studying and remapping the whole processes, answering key four questions for each process, activity and tasks who, where, what and why, empowered machine learning with algorithms that will achieve the automation through digitizing and standardizing over a cognitive environment. There are several key pillars to get the digital transformation journey successfully and smoothly happening from my experience in the field operations, engineering, business, marketing and sales; Know and be clear on the end goal, which the Intelligent Energy Platform will include; select the right team from all the key stakholders, felexible and adoptable to change during the journey, tackle the exact needs for every process, activity and tasks, the power to change and update the solution at any given time, strong learning system, etc. In addition there are complimentary and network tool which is empowering the Intelligent Energy Platform that will expedite and support the journey massively, which is an advanced Infinity unique communication tool which is empower by all disruptive technology that will allow as an example all field engineers and management to be in one free Infinity business communication ' chatting' constructive and organize powered by disruptive solution where an example the engineer in a field and the operations has stopped for spare parts, equipment, machine, tool, etc. so he/she will send a normal message over our Infinity chatting app through the mobile or tablet and automatically this app will do a quick research in the back system, and display where it's available if it's within the country in another field, company, workshop, hence the engineer will click on the intended target, then automatically will go to the right approvals to approve on fly though the mobile or tablet, this will impact the performance of the operations massively and drop the non-productive time heavily by 20-30% and generate new business revenue in which few companies who are not utilizing all there equipment can rent to other sister companies and get revenue out of instead of just being in the workshop without any useful usage or productivity, it won’t stop by that only but will go to the contracts, legal, HR, etc. After implementing the solution and look to our demand graph, this free, perfect and instant unique communication app will allow the company immediately to see huge improvement on organization resilience which will reduce the time taken for any such request mentioned above from months to few days, organization will be more efficient, reduce cost by millions and millions meanwhile generate new business revenue by millions a well, enhance service customers loyalty and experience, improve decision making process, safety and security. this will impact directly the consumer surplus where the consumers who will be in this case the engineers will be willing to pay the gap based on the market preference and also avoiding the dead loss where the company will be financially and operationally more efficient. Not only that also transforming on people how they are communication through exchanging quickly photos expressing what they want to say, getting the attention quickly, make things faster in terms of decision that need to be taken through friends, families, and sometimes business as well with limitation. Digital is the only recourse and last hope for this industry to get out of its repeated pitfalls in the last decade and Intelligent Energy Platform will allow the industry and the whole value chain to be effectively integrated, tackle all the needs and requirements through Listen, understand, effect and decide to achieve a significant results, generate new jobs and roles and also will allow the industry to upturn again quickly and be able to face the upcoming expected and unexpected crisis. It's clear that the big players in the Energy industry are struggling because of several reasons but the most important factor is the digital path and develop digital solutions and one of the main issues is setting the right expectation which is related to the organizations, expectation and the experience across the whole ecosystem such operators, partners, vendors, etc. our Intelligent Energy Platform is focus on introducing an end-to-end platform solution focus on organization resilience, integrated technology, and completely agile complement by free, profit and instant app such as an infinity unique secured communication app, sharing experience business app, that focus on getting more and more networks to attract thousands and thousands of users and regain the trust and loyalty again in the industry. The unique secured communication app within the Intelligent Energy Platform which is n-sided with the engineers, service companies, management and business team will be zero-price quite close to the YouTube approach in terms of pricing strategy where it will be connecting n-sided with zero price and when it will expand it might be with negative price as well in which will allow 2/ 3 sided and even more to attract more users within the industries and enhance the service loyalty and quality, achieve one of the complex objective organization reliance, optimize performance, decision making and turn to data drive organization successfully and smoothly. Developing the Intelligent energy platform will allow our team to lead the platform approach in the Energy industry differently through free, profit and instant approach which will attract huge number of users who are looking for opportunities to gain the trust, loyalty again and feel secured. this will upturn the companies not only to find their ways throught the right approach but creating and developing new jobs and roles across the whole industry accompaniment significant contribution to the market revenue and profit.