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SUMMARY. Discusses the importance of integrated marketing communications for nonprofit organizations and how to get started on developing a
plan including issues to address and writing objectives. Also included are
strategies for writing a marketing communications plan including a prototype
for such a document. Sidebars are included in the article on writing objectives
and a mission statement. An explanation of a successful campaign and an organizational audit are additional sidebars. [Article copies available for a fee from
The Haworth Document Delivery Service: 1-800-342-9678. E-mail address:
<getinfo@haworthpressinc.com> Website: <http://www.HaworthPress.com> 2001 by
The Haworth Press, Inc. All rights reserved.]
KEYWORDS. Nonprofit communications, nonprofit marketing, marketing communications planning, organizational mission
Teri Kline Henley, MBA, is Shawn M. Donnelley Professor of Nonprofit Communications, Loyola University New Orleans and serves as Director, Donnelley Center
for Nonprofit Communications, Loyola University New Orleans, Box 201, 6363 St.
Charles Avenue, New Orleans, LA 70118 (E-mail: henley@loyno.edu).
[Haworth co-indexing entry note]: Integrated Marketing Communications for Local Nonprofit Organizations: Developing an Integrated Marketing Communications Strategy. Henley, Teri Kline. Co-published
simultaneously in Journal of Nonprofit & Public Sector Marketing (Best Business Books, an imprint of The
Haworth Press, Inc.) Vol. 9, No. 1/2, 2001, pp. 141-155; and: Marketing Communications for Local Nonprofit
Organizations: Targets and Tools (ed: Donald R. Self, Walter W. Wymer, Jr., and Teri Kline Henley) Best
Business Books, an imprint of The Haworth Press, Inc., 2001, pp. 141-155. Single or multiple copies of this article are available for a fee from The Haworth Document Delivery Service [1-800-342-9678, 9:00 a.m. - 5:00
p.m. (EST). E-mail address: getinfo@haworthpressinc.com].
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McGruff started out as simply a public service campaign to teach individuals they can make a difference in the crime problem. Twenty years later, the
character is still around in the form of an integrated communications campaign reaching children, teens and adults throughout the world. The media
and the tools may have changed, but the message remains the same in the
successful programs. You too can Take a Bite out of Crime.
(Excerpted from Catalyst, Changing Our Communities Through Crime Prevention, Vol. 20 No. 1, February 2000, The National Crime Prevention Council,
1000 Connecticut Avenue, Washington D.C. 20036.)
In todays tight, competitive economic climate, nonprofits are just as concerned, and often as savvy, as their for-profit counterparts (Gallager & Weinberg, 1991). The challenge to communicating the organizations message is a
tough one. Unlike a tangible product where there is often one key customer
group, a single key benefit and the ultimate goal of making a profit, nonprofit
organizations can be much more complex. They usually have multiple non-financial objectives, which can often be difficult to measure. In addition, the potentially conflicting needs of multiple constituencies, including clients, board
members and donors must be balanced. Nonprofit organizations must achieve
their objectives while confined by limited resources, which provides a particular challenge to be creative while striving for cost-efficiency. Increasing media
outlets and ever-upgraded technology, while providing new opportunities, can
strain the resources of any nonprofit organization.
Every nonprofit organization faces different challengesbut each needs to
get its message to its target audiences in the most effective and efficient manner. Many local nonprofit organizations are doing it all with a small to non-existent staff or with volunteers only.
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FIGURE 1
TABLE 1
Personal
Causes
Fellowship
Reference
Hobby
Civic
Voluntary
Professional
Cultural/Social
Established
Occupational
Church/Political
Low Personal Participation
Advertising
Formal Communications
Adapted from A Social Psychological Classification System for Mutual Benefit Associations by Self, Kline
and Coleman, Journal of Professional Services Marketing, 1988.
ties on nights and weekends for a personal organization, he or she may limit
those activities of professional organizations primarily during work times to
the extent possible.
Choice/Imposed: Many Social and Cultural organizations have members
who become affiliated by birth, their jobs or some other non-choice decision.
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For example, the AARP boast a huge membershipanyone over the age of 50 is
eligible to join. It is a large lobbying group, but few members have an intimate
relationship with the organization. Most join for the discounts they receive as a
member rather than for a personal involvement with the organization.
The typology suggested above addresses only mutual benefit associations,
however the implications are applicable to a wide variety of organizations. The
more connected a person feels to an organization, the more open he or she may
be to communications from and participation in the organization. Marketing
communications has two goals in terms of understanding a persons relationship to the organization. First, find out the persons current level of awareness
and commitment and suggest appropriate communications and activities that
are congruent with that level of relationship. Second, identify ways in which a
person may be moved to a closer, more passionate relationship with the nonprofit organization.
Audience Responsiveness
Once the relationship level is determined, it is important to understand that
responsiveness to an organization and its message is not consistent at all times,
places and situations. The goal of the marketing communications plan is to
find the optimum opportunity to communicate the message.
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When: Some messages may be better received at certain times of the day
and on certain days. Persons contacted by their local church for a pledge
or to serve on a committee may be more likely to respond favorably when
contacted on Sunday.
What: The appeal used in the message varies greatly depending on the
audience, and it is necessary to understand whether a humorous message
is more effective than a fear appeal. This is in large part a function of the
psychographics of the audience.
Where: The typical consumer may receive over 2,000 commercial messages every day. Some situations better lend themselves to receiving
messages than others. A message that is completely appropriate in the
home environment may not be acceptable at work. While it may be appropriate for a professional organization to contact a member or potential
member during the workday, it may be inappropriate for a local homeless
shelter to call for a donation at a place of work. The goal of the marketing
communications plan is to make sure that the message reaches the audience at the optimum location. This is a function of the media placement
and timing of the message.
Who: Every audience has influencers who impact the message. The
United Way has long used Communicators in the workplace who ask
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Cost
Before embarking on the development of a marketing plan, it is important to
determine a budget of what the organization can realistically spend and then
creatively determine ways to stretch the budget.
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Interns: Interns or part-time employees from a local university can be utilized as a low-cost or free service.
Necessity for economy: Most nonprofit organizations have limited resources, and it is important to explore ways to get more bang for the
buck.
WRITING OBJECTIVES
Once the issues of relationship, responsiveness, message control, gatekeepers and cost have realistically been assessed, it is time to set objectives for the
Marketing Communications Plan. Objectives are what the organization wants
to do and should include several considerations.
Outgrowth of Mission
Before embarking on any Marketing Communications program, the organization must have a defined mission. According to Herron, every nonprofit organization should state its mission and its benefit to the public with succinct
clarity. Some organizations find that the first step in writing objectives for the
plan is to rewrite the mission statement. Planning Marketing Communications
based on the organizations mission keeps the plan focused. There are many
strategies that simply dont help fulfill the mission of the organization. Steer
clear of these by staying mission-focused.
Specific and Measurable
Objectives should state what is to be accomplished in definite and measurable
language so as to ultimately determine whether or not the objective was met.
Writing Specific and Measurable Objectives
OBJECTIVE: Tell people about the Little Sisters of the Poor.
Problems: Tell whom specifically? What message? How many people?
A BETTER OBJECTIVE: Increase awareness of the Little Sisters of the Poor among potential donors by 30% in six months.
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The objective states that the communication will generate awareness (versus changing peoples opinion or asking for a donation).
The objective states that the audience is composed of potential donors.
The objective states an increase of 30% and gives a time limit of 6 months.
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Prioritized
Because an organization has multiple objectives, it is often necessary to utilize a system to identify the priority of each. To reach one objective resources
may have to be allocated almost extensively to the exclusion of others. It is
necessary to determine which objectives are essential to meet, which are desirable but not essential and which have a much lower priority. Using a method to
prioritize objectives will reduce disagreement and dissention when objectives
come in conflict.
Delegated
Each objective should indicate the person or persons responsible for achieving the goal. A board and or professional staff runs most nonprofit organizations. It is advantageous to outline both the Board responsibility and the staff
responsibility so that there is no confusion.
Realistic
When setting objectives it is easy to become overly optimistic. While objectives should encourage the organization to stretch its achievement, unrealistic
objectives can be a hindrance to the achievement of the overall plan.
PUTTING THE PLAN ON PAPER
It is essential that a Marketing Communications Plan be a written document
for several reasons.
Requires Organization
The very process of compiling the necessary research and organizational information is a useful exercise in planning. It helps ensure that all areas are covered in the process of developing the campaign and that no steps are overlooked.
Facilitates Board Approval
Because nonprofit organizations function under the direction of a Board of
Directors, a written document helps organize the plan so that everyone is
aware of exactly what the Board is deciding to accomplish.
Serves As a Useful Resource
Typically more than one person will be charged with the task of executing
the various elements of the Marketing Communications Plan. The written doc-
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Situation Analysis
A research-based, objective look at the internal and external environment in
which the organization is operating. Resist the urge to make this section a com-
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pilation of all of the information that is available. Focus on the information relevant to the Marketing Communications Plan.
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Politics
Are government/regulatory agencies important? If so, who specifically?
6. Promotional Audit
For each of the following please indicate if you have used the tool, would use it again
or are opposed to using.
Have used
Direct Mail
Posters/Flyers
Email
Web Site
Television Ads/PSAs
Radio Ads/PSAs
Billboards/Transit Ads
Special Events
Talk Shows
Newsletters
News Releases
Press Conferences
Yellow Page Ads
Promotional Items/
Giveaways
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Opposed to using
No opinion
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7. Additional Questions:
How would you describe the attitude of the organizations board towards marketing
and integrated communications?
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EnthusiasticLets Go!
Guarded but optimisticIf it all seems feasible, well consider it.
Uneducated but willing to give it a tryHavent a cluemaybe.
Dead set against itNot a chance
$__________
Realistic Budget
$__________
Stretch Budget
$__________
2001 Shawn M. Donnelley Center for Nonprofit Communications, Loyola University New Orleans.
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Primary Research
It may become evident that there is not enough information currently available about the above-listed areas. If so, it may be necessary to conduct surveys,
focus groups or in-depth interviews to uncover information. Include information on the methodology, findings and application to the Marketing Communications problem. If the research is extensive, it is permissible to include only a
summary in the body of the plan and include complete statistics in an appendix
at the end of the plan.
SWOT Analysis
After completing the Situation Analysis and any primary research, it is
helpful to organize the information into an analysis of strengths, weaknesses,
opportunities and threats. This step provides a summary chart that becomes a
useful tool in the strategic planning process.
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Objectives
This is a list of all objectives of the campaign, including their prioritization.
Strategies
A Marketing Communications Plan needs to have a constant tone in both its
words and visuals. A simple description of the strategy will keep everyone
synergistically on the project. It should include a discussion of how the organization will be positioned and how its image will be portrayed. This section
should state any specific graphic mandatories such as use of specific colors,
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slogans or logos. It should also show samples of what any ads or visual components will look like, including the copy.
The strategies selected are described, along with a rationale and necessary
implementation information such as specifications for placement and cost.
Possible strategies used will include advertising (paid and public service), direct/interactive marketing, public relations and publicity, sales promotion and
personal selling.
Budget Summary
The budget summary includes a single summary of the costs of the plan. If
the costs exceed the organization budget, this section may also include pertinent information on how the strategies selected will offset the expenses (for
example fundraising events and galas).
Implementation/Action Plans
A Time/Action Calendar and flow charts giving the details of the plan
should be included in this section listing who will be responsible for implementation of each portion of the plan.
Evaluation
What techniques will be used to determine if goals are met and to help for
future planning should be explained.
Appendices
Appendices include lengthy primary research results or materials such as
sample news releases.
Sources
A listing of all secondary (library and Internet) sources used in particularly
in the Situation Analysis is useful for substantiation or for later research.
CONCLUSION
It would appear that brotherhood can be sold like soap and it takes the
same planning process to sell an intangible idea or service as it does to sell a
more conventional packaged good. In fact it may be more difficult to sell the
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nonprofit organization and its idea. For that very reason, the importance of using strong marketing and communications principles is magnified. A solid
Marketing Communications Plan is the foundation for a successful Marketing
Communications by any organization.
REFERENCES
Cody, H.B. & Routzahn, M.S. (1947). How to Interpret Social Welfare. New York:
Russell Sage Foundation.
Gallager, K. & Weinberg, C.B. (1991). Coping with success: new challenge for nonprofit marketing. Sloan Management Review, v 33, n 1, 27-42.
Kotler, P. (1975). Marketing for Nonprofit Organizations, Englewood Cliffs, N.J.:
Prentice Hall, Inc.
Herron, D.B. (1997). Marketing Nonprofit Programs and Services: Proven Practical
Strategies to Get More Customers, Members, and Donors. San Francisco:
Jossey-Bass, Inc.
National Crime Prevention Council (2000, February). Catalyst-Changing Our Communities Through Crime Prevention. v 20, n 1, 1-20.
National Football League and United Way Partnership, http://national.unitedway.org/
nfl.cfm#top, March 3, 2001.
Radtke, J.M. (1998). Strategic Communications for Nonprofit Organizations: Seven
Steps to Creating a Successful Plan. New York: John Wiley & Sons, Inc.
Self, D.R., Kline, T. & Coleman, N. (1988). A Social-Psychological Classification
System for Mutual Benefit Associations, Journal of Professional Services Marketing, v 3, (3/4), 39-57.
Wiebe, G.D. (1952). Merchandising Commodities and Citizenship on Television, Public Relations Quarterly, Winter Issue.