MARKETING NON-PROFIT ORGANISATION

Marketing for non-profit organisation



Marketing for non-profit organisation

Introduction

The non-profit sector has been under rapid growth in recent years. The number of non-profit organizations in the UK has increased by nearly 36.2 in the 1996-2006 periods. However, the traditional non-profit marketing model is not working and it needs to be analysed (Carson, 2000, p. 479). In today's world, non-profit organizations (NPOs) have to compete to achieve their missions. This is particularly true in developed nations where philanthropy both from corporations and individuals has increased and thrived since the first Industrial Revolution. As the amount given has increased, so has the number of NPOs and it has become more and more difficult for NPOS to gain support in the form of both donations and volunteer hours (Baruch, Ramalho, 2006, p. 456).

In this paper, we would be discussing the nonprofit organization named HS4B. It is a small organization, which deals with offering debt solution and financial advice to clients throughout UK. This organization was set up in 2009 in Chapelhay (Weymouth). This company has extended number of clients, which are located in various areas throughout UK. It includes business with individuals, pubs, restaurants and retail stores. Ian Lambert runs this organization. He is experienced in dealing with businesses of many organizations (Alexander, 2000, p. 287).

Mission

The mission of the organization is:

HS4B deals with providing local people financial and professional debt solutions. It has numerous qualified professionals which provide service in dealing with clients in every way. It has expanded workforce which focuses on getting work to be done effectively and efficiently.

Internal Environment (Strategic SWOT analytical approach)

The strengths and weaknesses identified in the SWOT analysis should all be within the ambit and control of the HS4B organization. Strategies for converting weaknesses to strengths should be the first to be developed and implemented. They could be considered as the low-hanging fruit within the organisation that is things that it is not doing well, but could do with the right strategies, resources and effort (Stater, 2009, p. 202).Once these strategies for creating a stronger organisation by converting weaknesses implemented, HS4B will then be in a position to develop strategies to exploit opportunities and respond to threats. A stronger organisation that has exploited all available opportunities will have the structure, ability and resources to be better able to anticipate and respond to the identified threats that will continue to emerge over time (Ackchin, 2000, p. 33). Hence, the final strategic steps in strategic SWOT analysis are to:

Develop and implement strategies for converting weaknesses to strengths;

Develop and implement strategies to exploit opportunities; and

Prepare strategies to respond to threats to the organization.

Note that the process of exploitation of opportunities can also result in the creation of strengths. Likewise, every threat can also be considered as an opportunity, which could then, if exploited, create strength. The strategic SWOT approach and processes for converting, exploiting and responding identify weaknesses, opportunities and threats with a view to building stronger organizations in the future.

Strengths

Regarding strengths, all HS4B agree that they have complete ...