Actionable Marketing Plans
Arm Not-for-profit Organizations
for Marketplace Battles

Marketers in not-for-profit organizations face performance and accountability demands as well as membership and fundraising challenges...complicated terrain no one would care to brave without a good roadmap. For not-for-profit marketers, the course for effectively meeting the organizations objectives becomes clearer when all the players are guided by a top-notch marketing plan which is based on a sound foundation and makes the most of relationships with management, the board of directors and other stakeholders.

"IN TODAY'S ENVIRONMENT, not-for-profit organizations are increasingly recognizing that they face marketing problems," says Jim Lucas of Frankel & Company. "The shrinkage of clients, members, funds and other resources are reminders of dependence on the marketplace." Challenges to not-for-profit organizations come in many forms, including changing client attitudes and societal needs, increasing public and private competition and the need to find alternative financial resources. Effective marketing is essential for helping nonprofit organizations meet these challenges and maintain vitality, viability and relevance in today's turbulent environment.

"Careful shaping of a market plan" says Lucas, "is a valuable experience. The process helps shape our thinking."

A thorough analysis of the market situation is the starting point, he explains. "It helps establish objectives and therefore shapes the plan from the start." Such analysis should determine where the organization is today, the market situation,, the organization's competition and the organization's strengths, weaknesses, opportunities and threats. The situation analysis should address major challenges facing the organization, including funding issues, community/societal issues, the community area and physical operational issues.

"This really represents taking stock of the organization's situation. Such a process is useful because it makes all involved in the situation sensitive to the issues it must address in the short and long term. It also helps develop a focus on the key objectives the organization must address" and forces close examination of "recent trends in attendance/contributions, the current target/clientele/audience and changes in characteristics of the audience/clientele."

An objective appraisal of the competition means determining who provides what and who occupies which niches in the market.

Determination should also be made about the organization's current image or positioning. "Part of the value of doing a positioning," says Lucas, "is that it helps you see where you want to go."

Understanding how your organization is perceived, he explains, is essential for creating a well-defined image/positioning for the organization as a whole. It helps identify the segments or audiences against which to focus efforts for products/services as well as unique benefits/messages for the different targets. After defining the segments one wishes to target, strategies, tactics and programs can be specifically developed against each target segment.

Ascertaining marketing objectives means deciding what the organization wants to achieve in the coming year(s). Objectives should be realistic, prioritized by importance and quantified.

At this point, the organization is ready to create the marketing plan. A road map, the marketing plan charts which targets the organization will focus on, what messages will be delivered and which vehicles will be used to deliver them. The plan prioritizes strategies and programs according to the organization's objectives and available resources such as dollars, time and people, among others. It also encourages synergies and coordination/integration of efforts.

Finally, marketers must monitor the progress of their efforts. Says Lucas, "Monitoring is not simply are report card." You get two key things from monitoring: accountability in determining what was achieved compared to stated objectives and learning -- what worked or didn't, why and how the the plan/programs be improved?

Steps to a strong action plan

To build an actionable marketing plan, Lucas advises marketers in not-for- profit organizations to take the following steps:

prioritize business objectives
determine the role of each of the organization's products/services in achieving business objectives
identify viable segments to help achieve objectives
develop strategies which align product/service objectives and consumer needs; develop brand contacts
prioritize programs
measure to determine what was achieved and examine to learn why a strategy did or did not work

Lucas' insights and those of Dan Stolze, (see accompanying article on Using Marketing Research to Add Depth to the Not-for-profit Marketing Plan) on Marketing Plans That Work were shared during a special Chicago AMA workshop presented by the Chapter's Not-for-profit Marketing Division.

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