Post by account_disabled on Feb 28, 2024 9:02:20 GMT
In this interview with Prof. Antonio Ferrandina we want to discover what are the mechanisms that regulate the development of a marketing plan for non-profit associations, highlighting the differences that exist with a marketing plan drawn up for a for-profit company. ANTONIO FERRANDINA: Professor at the University of Molise and LUISS Business School, strategic marketing expert, co-author of the book Marketing 2.0 for Non-Profits, Franco AngeliANTONIO FERRANDINA: Professor at the University of Molise and LUISS Business School, strategic marketing expert, co-author of the book Marketing 2.0 for Non-Profits, Franco Angeli ALESSANDRO CREAZZO: Corporate Consultant and Trainer, Expert in Strategic and Social Marketing, specialist in Corporate Social ResponsibilityALESSANDRO CREAZZO: Corporate Consultant and Trainer, Expert in Strategic and Social Marketing, specialist in Corporate Social Responsibility Why adopt marketing strategies even in non-profit associations? AC : Non-Profit Associations carry out a socially useful activity which must receive consent from their public; To this end, and to disseminate its purposes, a methodical and precise approach can be useful, which can derive from the application of methods borrowed from strategic marketing, which allow the creation of value for the recipients of the activity (the segment and the target).
For example, some Non-Profit Associations already have a clear Paraguay Phone Number Business Model, a Mission, a Vision and a Value Proposal, others do not yet, and dedicate themselves only to uncoordinated communication activities. In these cases it is therefore necessary to reflect on the objectives and founding values of the activity and take the next steps in that direction (Business Model, Vision, Mission, Value Proposition, Market Research and Strategy), in order to make it clear to the public what you are and what you want to convey. AF : A Non-Profit association probably needs marketing, even more than a Profit organisation, as it has 3 reference markets, instead of just 1: the market for the products/services it provides to the various customers/users, in competition with other non-profits and for-profits, the volunteer market, and the donation market, also in competition with other organisations. Strategic and Operational Marketing must be modulated differently but three times rather than once! Why do operators in the non-profit sector often have mistrust towards the adoption of a correct marketing plan? AC : It's true that some operators in the sector never push their line of action outside those systems that are specific to crowdfunding; moreover, often pushing one's planning towards the use of strategic marketing methods is seen as something too detached from the nature of the activity of a non-profit association, and therefore not usable, even if it is not understood as a tool too "commercial".
In reality, the use of marketing in its true nature allows you to create that value shared by the public necessary to spread those values of which the Ass is the bearer. NP. AF : Lack of managerial culture, fear of an overly commercial approach, absence of adequate economic and financial resources. When approaching the market analysis phase, what differences exist between the Profit and Non-Profit markets? AC : While for a company the market is represented by the recipients of its service (end customers or business customers), for an assistant. Non-Profit, generally the issue becomes a little more complicated because it is faced with two types of public, a "primary" public represented by the recipients of its service, and a secondary public represented by public administrations, financiers and in some cases Opinion Leader, i.e. all those subjects who make it possible and easier to carry out and disseminate knowledge of the Association's activity. AF : Speaking of Non Profit we want to underline that there is no organization that can dispense with studying the markets and segmenting its users; even an NPO such as a religious institution will, in carrying out its activity, have to study a segmentation to efficiently reach the possible recipients of its religious message (e.g. believers, practitioners, believers, non-believers). In the non-profit sector the most used marketing levers are certainly communication and PR; What other marketing levers can be profitably used in the Non-Profit to determine the correct positioning of the service offered? AC : In fact, using the levers of operational marketing within a strategic marketing plan is a complex job that requires particular attention.
For example, some Non-Profit Associations already have a clear Paraguay Phone Number Business Model, a Mission, a Vision and a Value Proposal, others do not yet, and dedicate themselves only to uncoordinated communication activities. In these cases it is therefore necessary to reflect on the objectives and founding values of the activity and take the next steps in that direction (Business Model, Vision, Mission, Value Proposition, Market Research and Strategy), in order to make it clear to the public what you are and what you want to convey. AF : A Non-Profit association probably needs marketing, even more than a Profit organisation, as it has 3 reference markets, instead of just 1: the market for the products/services it provides to the various customers/users, in competition with other non-profits and for-profits, the volunteer market, and the donation market, also in competition with other organisations. Strategic and Operational Marketing must be modulated differently but three times rather than once! Why do operators in the non-profit sector often have mistrust towards the adoption of a correct marketing plan? AC : It's true that some operators in the sector never push their line of action outside those systems that are specific to crowdfunding; moreover, often pushing one's planning towards the use of strategic marketing methods is seen as something too detached from the nature of the activity of a non-profit association, and therefore not usable, even if it is not understood as a tool too "commercial".
In reality, the use of marketing in its true nature allows you to create that value shared by the public necessary to spread those values of which the Ass is the bearer. NP. AF : Lack of managerial culture, fear of an overly commercial approach, absence of adequate economic and financial resources. When approaching the market analysis phase, what differences exist between the Profit and Non-Profit markets? AC : While for a company the market is represented by the recipients of its service (end customers or business customers), for an assistant. Non-Profit, generally the issue becomes a little more complicated because it is faced with two types of public, a "primary" public represented by the recipients of its service, and a secondary public represented by public administrations, financiers and in some cases Opinion Leader, i.e. all those subjects who make it possible and easier to carry out and disseminate knowledge of the Association's activity. AF : Speaking of Non Profit we want to underline that there is no organization that can dispense with studying the markets and segmenting its users; even an NPO such as a religious institution will, in carrying out its activity, have to study a segmentation to efficiently reach the possible recipients of its religious message (e.g. believers, practitioners, believers, non-believers). In the non-profit sector the most used marketing levers are certainly communication and PR; What other marketing levers can be profitably used in the Non-Profit to determine the correct positioning of the service offered? AC : In fact, using the levers of operational marketing within a strategic marketing plan is a complex job that requires particular attention.