Download Marketing - Institute of Management Studies

 Communication – The process of transmitting ideas and
information about the nature of your organization and the
issues it deals with. An ongoing, core activity that is key to
sustaining an organization.
 Marketing – The processes and activities that contribute to
your organization’s public image, which, when developed
effectively—and reinforced by the good work of your staff—
helps earn the trust and confidence of beneficiaries, local
leaders and donors.
 Promotion – Any type of tactic other than advertising (e.g.,
special events, posters, T-shirts, flyers) used by a marketer
(e.g., an NGO) to increase the awareness of a product,
service or idea among specific target audiences.
 Marketing is more than Advertisement.
 It is everything that contributes to
organization’s public image
 Effective
marketing
can
improve
organization’s ability:
To attract funding,
Serve more beneficiaries
Advance your mission and
Enhance your NGO's sustainability.
your
your
 A communication plan is a road map that
provides direction on:
 How to shape your image,
 Create demand for your services and
 Build relationships with key target audiences.
Communication Plan
 Like a project work plan, a communication
plan lays out:
1.Strategic objectives,
2.Activities or tactics to achieve those objectives,
3.How these objectives and activities are supported
and,
4.Expected outcomes (“targets”) against which you
can measure the success of each activity.
Communication Plan
 Developing a communication plan for your organization
should involve a cross-section of staff who participate in
various activities, including program and financial
managers.
 From the start, look beyond the beneficiaries of a single
program to also include communication with other
groups, such as
donors, other NGOs and potential
volunteers.
 The plan defines what you want from your
communication and what you need to do to get it.
As with any planning process, it starts with answering
some basic questions:
 Why do we want to communicate with our community? (goals)
 What do we hope to achieve? (outcomes)
 Whom do we want to communicate it to? (audience)
 What do we want to communicate? (message)
 Who will communicate the message (messengers)
 How do we want to communicate it? (channels)
 The answers to these questions become your action
plan. The next steps involve developing effective
materials, disseminating the message, evaluating your
efforts, adjusting as needed and sustaining the effort.
Defining Communication Objectives
When you create a public program, the
first thing you do is learn about the people
and the area your program is targeting.
Similarly, in marketing, you also start by
thinking about with whom you wish to
communicate outside your organization,
such as:
 Beneficiaries (existing and potential)
 Donors (existing and potential)
 Volunteers (existing and potential)
 Next, write out in the simplest of terms exactly what you
want to communicate to each group.
 For example:
We want to let potential beneficiaries know:
 What services we offer;
 Why they need these services, especially how they will
benefit from them; and
 Who is making this work possible (i.e., giving credit to the
donor).



Than Organize your stakeholder specific objectives into
goal specific objectives.
These help define your communication goals. Much like the
“strategic objectives” in your work plan, you will next want to
develop one or more “activities” aimed at achieving each
objective.
For Example




Growth: membership growth through better marketing and NFA
training
Involvement: increased member satisfaction and involvement
Recognition: positioning of IFUW as a major force for education
and gender equity worldwide
Leverage: increased effectiveness of actions, and use of resources
within the organization
 When thinking about each objective, consider how you
can best get your message to the targeted group.
What language(s) do they speak?
Where and how can you communicate with them—in
other words,
what is the best way to “get in front of them” with your
message?
What cultural considerations should you be aware of?
 Then, just as you do when creating a work plan, design
“SMART”
communication
activities
–
Specific,
Measurable, Achievable, Realistic and Time-Bound. Do
not forget to include budget considerations, sufficient
staff to be effective, best practices and regulations in
your plan.
Commonly Used communication Devices












Annual Reports
Flyers
Banners
Walk Chalking
Posters
Logo
Workshops and Seminars
Press Releases, News Items and Media Coverage
Websites
Marked Items
Walks
Research reports
 Much like creating “targets” in your work plan, be
sure your plan includes expected outcomes with
specific timelines. In addition, for each activity.
 Assign responsibility for monitoring its execution
and outcomes to a specific staff member.
Examples of expected outcomes
 New beneficiary enrolment in our program will increase by 25% over
the year as a result of our Services Promotion activity. Responsible
person: Technical Lead.
 All donor-funded commodities will be marked according to the
marking plan within 1 business day of receipt. Responsible person:
Procurement Manager.
 Over the next year, staff members will participate in a minimum of
three forums to share best practices and lessons learned from our
project with the NGO community in country. Responsible Person:
Executive Director.
 Once complete, share the communication plan with your entire staff,
walking them through the specific aspects related to their jobs.
Giving each the means to communicate effectively about your
organization will help reinforce your value to beneficiaries and other
target audiences.
 A big number of NGOs collaboration i.e. grant
emulation, charitable donations, social orders, lack
of trust between NGOs, lack of cross-sectoral
(state structures, business structures and Mass
Media) require from NGO leader the following
skills:
To find a position of an organisation on its specific market;
To distinguish clients and donors needs;
To formulate NGO demand;
To extend own convictions and to gain new supporters
Marketing of services
 NGO activity can be represented in general as a kind of
activity, offering a wide spectrum of services. Marketing
services have four characteristics, which should be taken into
consideration, while making marketing programmes:
1. Non-palpable character of the services
 Sense proof (we cannot taste or touch them) ; appeal to a
customers previous experience.
2. Inseparability from a source
 A service is inseparable from its source, a man or a machine.
3. Unstable quality
 quality of services depends on different, independent from
each other factors (professionalism, time and place).
4. A service cannot be preserved.
Marketing of ideas
Generally, any kind of marketing can be
called marketing of ideas.
Nowadays marketing of NGO ideas (such
as different companies anti-smoking, antipoverty, anti-drugs and so on) gains more
and more importance. This sphere of
marketing of ideas is called public
marketing.
Public marketing
Public marketing aims at changing public
attitude towards important problems of our
society.
This branch of marketing is very young, but
there are a lot of fields of human activity
(including NGOs) where it can be applied.
Over the course of time, contribution from
this kind of marketing to achievements of
public changes will be enormous.
Marketing of interaction
Marketing of interaction develops skills of
effective work with potential consumers.
 NGO services are evaluated not only
according to their technical quality but also
according to functional quality (the
way they were presented).
Concepts of Marketing
Marketing-mix
Marketing tools, which help an organisation to
reach its goals on a target market.
Traditional marketing-mix
According to G. McCarty, marketing-mix has
four components: a product (it can be a
service), price, place and promotion.
Service marketing-mix
In the sphere of services marketing-mix
includes more components, than traditional
marketing-mix, they are: staff, material
indicators (something, which can improve
quality of services) and a presentation method.
Importance of Marketing
 Marketing Helps NGOs in:
1. Creating Image.
2. Spreading the word or message of the NGO,
and causing social change.
3. Attracting Donors, Fundraising and Grant
Writing.
4. Attracting Volunteers.
5. Creating Linkages.
6. Lobbying
Important Marketing Activities in NGOs
1.
2.
3.
4.
5.
6.
Campaigning
Fundraising
Releasing Press Releases
Lobbying
Linkages Creation
Grant Writing
But at the heart of All Marketing is Strong Branding
and Image Creating Activities.
Branding Your Program
 Branding is the process of developing and using images
and words, such as logos and slogans, to create an
identity for a product or service.
 A brand is the visual representation of that identity that
helps people distinguish one thing from another; for
example, Coca-Cola from Fanta; USAID from DFID.
 There are two aspects of branding: as an element that
communicates the identity of your organization/program
and as a donor requirement.
 Branding Seems intimidating but can be done.
 The aim is to Create Brand Associations.
Developing Your Brand



1.
Involve a cross-section of staff and volunteers in the
process below.
Also, do not forget to take into consideration the
branding and marking requirements of donors and
partner organizations.
Ask Yourself:
Who are your beneficiaries? Note any language,
cultural and other concerns they might have in relation
to seeking your services, such as maintaining
confidentiality or avoiding stigma and discrimination.
2. What is the essence of what you do?
Summarize your program’s mission in one
sentence, by trying to capture its high-level
objective. For example:
“The _____ project aims to improve the lives of women in
the XYZ region by providing them with comprehensive,
quality _______ services.”
3. How do you want your beneficiaries to feel
about your program? Look at your program
from the point-of-view of your beneficiaries.
 To get at their feelings and perceptions, ask
yourself; "If the program had a personality, what
would it be?" Examples may be “safe, trustworthy,
confidential, helpful, makes me feel better, etc.”
Create Associations
Primary Associations:
Name
Logo
Slogan
Secondary Associations:
Founder
Cause
Events
Partners
Naming Your Program
 With the information in hand, name your
organization or program. There is no correct
formula for coming up with a name. However,
you may not want be literal:
 For example, a potential beneficiary might not
want to openly identify himself by walking into an
office with a sign that says, “HIV/AIDS Services
for High-Risk Individuals.”
 The name can be a simple one or an acronym. It
may be in English or the native language where
you are implementing your program.
 Avoid excessively long names; your program
name should be something people can easily
remember; (E.g. I2HD)
 Do an internet search on your proposed name to
see if another group has already taken the name
you wish to use;
 Avoid acronyms that do not flow; for example,
YHPD (Youth Health Drop-In Program) may be
better called HEDIPY (Health Drop-In Program for
Youth).
Adding a Graphic Identity or Logo
 Consider what visual images might represent your
program name or draw on the adjectives and
objectives that describe the character or personality
of the organization or program that you want to
project.
 It is a good idea to test your brand, especially if you
are implementing in a language and culture different
from your native tongue. Ask native speakers for their
feedback.
 Once you develop the brand name and logo, it is time
to integrate them, along with the identity elements of
your donors, into your public communications and
your program deliverables.
Examples
Working with a Donor’s Brand
Working with donor, now or in the future,
you must develop and implement a
branding strategy that meets the donor's
requirements.
Even if your donor does not require one, it
is a good practice to develop one so that
your staff and sub-partners are aware of
your policies.
Branding Strategy
Branding Implementation Plan (BIP) that
outlines how the program will be promoted
to the public; and
A Marking Plan (MP) that identifies the
specific programs, projects, activities,
public communications or commodities
that are to be visibly marked with the
funder’s identity
The BIP must describe:
How the donor’s identity is to be promoted and
communicated to beneficiaries and host country citizens;
 How the organization plans to publicize the program,
e.g., through press releases, radio interviews, web site,
etc;
 What key milestones are to be highlighted and
publicized, for example, launching the program,
announcing research findings, publishing reports,
announcing project completion;
 How donors will be identified; and
 How donors will be acknowledged.
Campaigning Techniques
1. Letter writing
 You can write a letter as an individual, raising your concerns with decisionmakers or developing contacts. This can often be an effective way of
drawing attention to a certain situation.
2. Letter writing campaigns
 A large number of letters can be a good way of demonstrating the extent of
awareness and concern with the issue. The best type of model is where the
basic facts are the same on each letter, but there is room for people to
include a personal message. It is important that letters highlight individual
concerns as the person receiving the letters will pay much less attention to
them if they all look the same.
3. Postcards
 Pre-printed postcards can be another way of gathering support for your
campaign. The postcards should carry the basic facts of the campaign. On
the other side you can have anything from attention grabbing picture to a
direct campaign message. Postcards can be distributed in various methods,
such
as
on
campaign
stalls,
inserted
in
newsletters
4. Celebrity support
 Getting well-known celebrities to support your
campaign can help influence opinions of others
on issues. Identified “role models” can increase
awareness and support for your campaign.
5. Petitions
 Petitions can be an effective and cheap way of
rallying support for your campaign. They can
also be a very useful method for showing how
large your support is, especially if you get as
many people as possible to sign.
6. Leaflets/Flyers
 Leafleting can be an effective way to raise the profile of your issue. You can
present information about your campaign in a simple and accessible way.
Leaflets might be useful if you plan to have a stand on campus, particularly
if you are trying to get people to sign a petition.
Some tips on making leaflets:
» Try to limit the information to three key points.
» Put details on any meetings, events etc clearly on the leaflet.
» Always include the contact details of your organisation, charity
number etc.
7. Panel Debate/Guest Speaker
 Make sure you are clear about the purpose of the event you want to hold
and what you want to achieve with it. Speakers could involve anyone,
however well-known speakers who have an interest in your campaign will
draw more attention and press coverage of the event.
7. Holding a demonstration or a lobby
 These can be a great way to get publicity, especially if a large number of people attend. Always
think about how others will perceive your action, and whether this will help or hinder your
campaign.
Send out a press release before the event to make sure that the student press know about it
should they want to report on it.
8. Direct action
 This is a campaigning method where the people involved take action which has a direct impact on
the
situation.
For
example,
staging
a
sit-in
or
boycotting
goods.
Direct action may involve breaking the law. If you are in any doubt, you should seek legal advice
before taking direct action.
9. Using the media
 The media is one of the best ways of reaching big audiences and getting your campaigning
messages across. Newspapers, radio and television are the main ways that people find out about
issues that concern them.
There are many reasons why you might want to seek publicity for your campaigning activities:
» to publicise an event you have organised;
» to encourage people to support you; and
» to share with people what you have or are about to achieve.
Case studies are a very effective way to get people interested.
Writing A Press Release
 When you start to write a press release it can help to write
down a list of everything you want to say.
 Remember to include the following:
» what is happening?
» why it’s happening?
» when it’s happening?
» where it’s happening?
» who is involved?
 Put the most important information in the first two
paragraphs, with more detail and background information
coming later in the text.
 Always keep any press release short and to the point.
Journalists will receive many press releases and won’t
read through long wordy text.
 Keep it as a News item and don’t Make it an Advertising.
Fundraising
 In these times of increasing community needs
and limited resources, non profit organizations
must spend significant amounts of time and
energy raising funds.
 Each organization should begin by developing
and implementing a comprehensive fundraising
planning process.
 This plan should include several components:
Outlining the role of board members in the
fundraising process.
Setting the role of staff members in the fundraising
process.
Fundraising
Encouraging community volunteers to participate
actively in fundraising.
Developing fundraising programs that appeal to
the public’s charitable nature.
Planning fundraising appeals that stress the
benefits to the giver.
Instituting an effective public relations campaign
that precedes the fundraising efforts.
Holding an open house to introduce potential
donors to your program.
Fundraising
Analyzing other community fundraising drives
and their successes and failures.
Dividing fundraising prospects into those to visit,
those to call, and those to receive a mail
solicitation.
Dividing fundraising prospects into those to visit,
those to call, and those to receive a mail
solicitation.
Asking for community investments from individuals.
Active Board Participation
For major fundraising to be successful,
every board member must be involved in
some way.
This requirement should be a prerequisite
for board membership. When potential
board members are recruited for
membership, they should be informed that
participation in fundraising is required.
As fundraising reports are given at board
meetings, the requirement for board
participation should be stressed.
One effective way of implementing the
 For example, as the planning begins for
fundraising, board members might be given
the choice of these tasks:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Serving on the Planning Committee.
Developing mailing lists.
Writing a press release.
Assisting with the mailing.
Making arrangements with the event site.
Soliciting ads for the ad book.
Selling tickets to individuals.
Visiting companies to encourage sponsorships.
Volunteering for various tasks on the day of the
Active Staff Members
 For major fundraising to be successful, all staff
members should be required to participate in
fundraising efforts.
 While participation would be mandatory,
employees would be paid for their participation.
 Fundraising responsibilities would be a clearly
defined part of every staff member’s job
description
 Staff assignments should include:
Keeping comprehensive records of all
contributors and contributions.
Making certain that checks and cash are
deposited in the bank as soon as possible after
they are received.
Keeping accurate bank records of all deposits.
Developing detailed budgets for every special
event.
Keeping track of receipts and expenditures for
all special events and comparing them to
budget estimates.
Making accurate lists of all volunteers and the
specific assignments they undertook.
Keeping the master copy of all funding
documents such as brochures and flyers.
Active Non Board Volunteers
 Throughout the year, board and staff members
should recruit volunteers to assist in fundraising.
 Because fundraising is extremely timeconsuming, a large corps of volunteers is
needed to supplement the board and staff
members who will assist.
 Efforts should be made throughout the year to
recruit volunteers.
 Possible sources of fundraising volunteers
include:
1. High schools and middle schools
2. Colleges
3. Service clubs
4. Businesses
5. Clients
6. Individuals with special skills
Some general rules apply for requesting volunteers to
help with fundraising:
1. Try to have the request come from an individual
who knows the individual being asked to
volunteer, rather than from a stranger.
2. If the request is made in person, it increases the
likelihood that it will be granted. The second
choice would be a phone request. If an e-mail or
mail request for help is made, it should be
followed up by a phone call.
3. Be as specific as possible about what you are
requesting. How many hours are required? To
perform what task or tasks? At what location?
what dates?
4. Stress that training and supervision in carrying
out specific tasks will be provided.
5. Follow up promptly when any individual
volunteers. If an individual lists his or her name
on a volunteer sign-up sheet, for example,
contact that individual within a day to make
future arrangements