The paper "Strategic Marketing Analysis of the Red Cross" is a good example of a case study on marketing. The marketing of a charitable or other non-profit organization presents an apparent challenge. Marketing ordinarily supports the sale of a product or service according to the simple formula of exchanging money for a product or service of tangible value to the customer. But many non-profits do not offer a product, and their services often provide value for someone other than the people who pay for them. Non-profit organizations could not survive without these charitable ‘ customers’ , yet not only do many non-profits exist, but many are also quite successful. One such example is the Red Cross, one of the oldest and largest charitable relief organizations in the world.
This paper will examine aspects of strategic marketing in the non-profit sector, and explore how these are utilized successfully by the Red Cross. Recommendations and alternatives for increasing the effectiveness of the Red Cross marketing strategy will then be offered. Strategic Marketing in the Non-Profit Sector Non-profit marketing takes a slightly different form than marketing in for-profit organizations.
Although non-profit marketing employs many of the same functions, such as brand development, advertising, and public relations, non-profit marketing is best described not as a component of management, but as a management orientation. (Wyler, Knowles, & Gomes, 2006, 4) The alignment of management throughout the whole structure of the organization is important because the non-profit is not self-sustaining. A constant flow of donated funds is necessary, and while the people in the organization may feel its true objective is whatever charitable purpose it serves, without the money, and without a top-to-bottom recognizance of that fact within the organization, no charitable work can be performed.
In many non-profit organizations, this reality is difficult to accept, and many suffer from an ‘ anti-marketing bias’ where the commercial nature of marketing activities is seen to be at odds with the values-based nature of the organization’ s work. (Bennett & Savani, 2004) In order to examine the theoretical aspects of non-profit marketing, it is necessary to clarify the parameters of the non-profit ‘ business’ and the key tasks any non-profit marketing strategy must employ. There are five common conditions under which most non-profits must operate, and these place certain restrictions on nature and the scope of their activities (Vá zquez, Á lvarez, & Santos, 2002): Resource gathering: Non-profits must primarily rely on external funding to sustain and expand operations.
This is also an important dimension to the non-profit marketing strategy. (Wyler, Knowles, & Gomes, 2006, see below) Multiple public targets: Unlike a for-profit business that can focus solely on its customers, a non-profit has at least two relevant target markets – the donors who support its activities, and the recipients of its services.