Mission-Based Marketing E-Book

Peter C. Brinckerhoff

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 460

Veröffentlichungsjahr: 2010

Beschreibung

A direct, practical guide revealing how you can lead your not-for-profit to success through mission-based marketing Now in a Third Edition, Mission-Based Marketing is a direct, practical guide showing how you can lead your not-for-profit to success in a more competitive world. This book provides the knowledge and skills you need to build a market-driven organization that holds onto its core values, does a better job of providing mission, and successfully competes for funding, clients, referral sources, staff, and board members. * Includes new material on nonprofit websites, social networking and new methods of communication, advances in technology, customer service in today's world, and the effects of marketing on fundraising * Goes beyond the hows and whys to include lots of hands-on advice and real-world examples * Other titles by Brinckerhoff: Mission-Based Management: Leading Your Not-for-Profit In the 21st Century, Faith-Based Management: Leading Organizations That Are Based on More than Just Mission, and Social Entrepreneurship: The Art of Mission-Based Venture Development Filled with new material, this book appraises the trends that have dramatically affected the not-for-profit sector in the past several years, and explains how an organization can shape this shifting landscape to its ultimate benefit.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Acknowledgments

About the Author

CHAPTER 1 - Introduction

Overview

A Competitive and Always-Online World

Who This Book Is Written For

The Benefits of Reading This Book

Preview of the Book

Recap

CHAPTER 2 - Marketing: A Key to Better Mission

Overview

The Characteristics of a Mission-Based, Market-Driven Organization

Meeting Customer Wants

Treating Everyone like a Customer

What about Your Competition?

A Team Effort

Recap

Discussion Questions

CHAPTER 3 - Being Mission Based and Market Driven

Overview

Which Is Right, the Market or the Mission?

Moving with the Markets and Maintaining Your Mission

The Never-Ending Marketing Cycle

The Results of Becoming Market Driven

Motivating Board and Staff

Holding On to Your Core Values

Recap

Discussion Questions

CHAPTER 4 - Being Flexible and Innovating with the Market

Overview

The Need for Flexibility

Retaining the Capacity for Flexibility

Being a Change Leader

The Pace of Change in a Competitive Environment

Recap

Discussion Questions

CHAPTER 5 - The Marketing Cycle for a Nonprofit

Overview

The Marketing Cycle That Works

The Marketing Disability of Most Nonprofits

The Marketing Cycle and Your Competitors

Recap

Discussion Questions

CHAPTER 6 - Who Are Your Markets?

Overview

Market Identification and Quantification

Referrers

Market Segmenting

Focusing on Target Markets

Treating All Your Markets Like Customers

Recap

Discussion Questions

CHAPTER 7 - Who Are Your Competitors?

Overview

Identifying Your Competition

Studying the Competition

Focusing on Your Core Competencies

Recap

Discussion Questions

CHAPTER 8 - Asking Your Markets What They Want

Overview

Surveys

Focus Groups

Informal Asking

Asking (and Listening) Online

Asking Mistakes

After Asking

Recap

Discussion Questions

CHAPTER 9 - Better Marketing Materials

Overview

The Problems with Most Nonprofits’ Marketing Materials

Solving Customers’ Problems

Things to Include in Your Marketing Materials

Things to Avoid in Your Marketing Materials

Developing Different Materials for Different Markets

Recap

Discussion Questions

CHAPTER 10 - Technology and Marketing

Overview

Tech Is an Accelerator of Good Marketing

(Your Web Site Is) Your First Chance to Make a Good Impression

Asking and Listening

Beware the Digital Divide

Social Networking/Social Media

What’s Next?

Recap

Discussion Questions

CHAPTER 11 - Incredible Customer Service

Overview

Three Customer Service Rules

The Customer Is Not Always Right, but the Customer Is Always the Customer, so ...

Customers Never Have Problems; They Always Have Crises, so Fix the Problem Now

Never Settle for Good Customer Service—Seek Total Customer Satisfaction

The Unhappy Customer

Regular Customer Contact

Turning Customers into Referral Sources

Recap

Discussion Questions

CHAPTER 12 - A Marketing Planning Process

Overview

Developing Your Marketing Team

An Asking Schedule

Targeting Your Marketing Effort

A Marketing Plan Outline

Marketing Planning Software

Recap

Discussion Questions

Final Words

Index

Copyright © 2010 by Peter Brinckerhoff. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Brinckerhoff, Peter C., 1952-

Includes bibliographical references and index.

ISBN 978-0-470-60218-8 (cloth); ISBN 978-0-470-88984-8 (ebk); ISBN 978-0-470-88985-5 (ebk); ISBN 978-0-470-88986-2 (ebk)

1. Nonprofit organizations-Marketing.—I. Title.

HF5415.B667 2010

658.8—dc22

2010013514

For my wife and best friend, Christine Hargroves Brinckerhoff.In a life filled with blessings, you are the one for which I am most thankful.

Acknowledgments

When you sit down to write the third edition of your third book, you get the silly idea that you know what you are doing, and can handle the task at hand. Of course, you are wrong, or at least I was. I have many people to thank for bringing this project to completion, and the main recipients of my gratitude are the staff and volunteers of the nonprofits whose examples bring so much life and credibility to the ideas found in the following pages. Any good consultant learns while he or she teaches, and I like to think that all of my training and writing are a way of sharing what I have learned. It is certainly true here.

About the Author

Peter Brinckerhoff is an internationally known expert at helping not-for-profits get more mission for their money. Since embarking on his consulting career by forming his firm, Corporate Alternatives, Inc., in 1982, Peter has worked with thousands of nonprofit staff and board members throughout North America, Europe, and Australia. He is a widely published author, with over 70 articles on not-for-profit management in such prominent journals as Nonprofit World, Advancing Philanthropy, Contributions, Strategic Governance, and the Journal of Nonprofit and Voluntary Sector Marketing.

Peter is the award-winning author of seven books related to non-profits: Mission-Based Management (3rd Edition), Financial Empowerment, Mission-Based Marketing (3rd Edition), Social Entrepreneurship, Faith-Based Management, Nonprofit Stewardship, and Generations: The Challenge of a Lifetime for Your Nonprofit. Peter’s books have won the prestigious Terry McAdam Award from the Alliance for Nonprofit Management three times. The award is given annually for “Best Nonprofit Book.” Peter is the only author to win multiple awards, and his books are used in the graduate and undergraduate nonprofit programs at over 100 colleges and universities worldwide.

Peter brings a wide array of practical hands-on experience to his writing, consulting, and training. He has served as a board member, staff member, and executive director of a number of local, state, and national not-for-profits. He understands all three of these perspectives and their importance in the nonprofit mix.

Peter received his Bachelor’s degree from the University of Pennsylvania, and his Master’s of Public Health from the Tulane University School of Public Health. He lives in Union Hall, Virginia.

Peter can be reached online through his web site, www.missionbased.com.

CHAPTER 1

Introduction

Overview

Return on investment; social enterprise; social marketing; competitive environment; social networks; market-based pricing; managed care—these terms are now nearly ubiquitous in the literature of the nonprofit world. But what do they mean to your mission, your staff, your board, and the people whom your nonprofit serves? Just as importantly, how does your organization react, respond, innovate, and, yes, prosper in an increasingly competitive and rapid-response environment?

And then there is technology: How do you find the people you need to find (like donors, volunteers, great employees) when some are online, some aren’t, some are avid fans of social networking or texting, and some hardly check their e-mail once a week? If marketing is about meeting wants (and it is), the challenge of meeting technology wants (what I call techspectations) can, in itself, be overwhelming. But, if you aren’t meeting those expectations, you are leaving huge and important age cohorts on the sidelines.

Since the second edition of Mission-Based Marketing was published in 2003, a great deal has changed, and yet the core issues and skills of marketing for a nonprofit have remained the same. There is more acceptance of nonprofit advertising, and of nonprofits using business skills to pursue their mission. There is the increasingly quick advance of technology in all facets of our lives. For certain things, such as printing your own marketing materials, it has reduced costs drastically; in other areas, such as maintaining an appealing and mission-valuable web site, it has increased costs in time, money, and the skill sets you need on staff. And, of course, there is increased competition for everything: good staff, good volunteers, donated dollars and goods, and, most importantly, grants, contracts, and people to serve.

As I write this, the world is (hopefully) starting to come out of the deepest financial crisis since the Great Depression. Thousands of nonprofits in North America have already closed, or are on the cusp of closing. Human services organizations are faced with unprecedented demand while funding from foundations, corporations, individuals, and governments has fallen. Arts organizations, on the other hand, are faced with too much capacity, as demand for tickets, classes, and the like have fallen simultaneously with outside funding. It’s a hard time for all nonprofits—perhaps the worst of times.