These slides include all the external and internal analysis of NPOs, the portfolio making and other strategies for the better marketing of an NPO

1. STRATEGIC MARKETING
PLANNING
CHAPTER 3

2. DIMENSIONS OF NPO’S
• Philosophical
Centrality of marketing thinking to the organization’s operations.
Importance of marketing in success.
• Operational
More structural
How should the marketing be organized?
Do not pay much attention to the marketing. Think to be successful.

3. SUCCESS OF NPO’S
In order to succeed, NPOs need to focus on these three constituencies:
• Clients/target market
• Funding Sources
• Volunteers

4. CHALLENGES FACED BY THE ENTIRE
ORGANIZATION
• Target audiences
• Positioning against competitors with these audiences
• Approaches for marketing initiatives
To deal with such challenges, the approach used is Organization Marketing
Planning(OMP).

5. CHALLENGES FACED WHILE
PLANNING CAMPAIGNS
• Behaviours to focus on
• Value proposition to offer
• Implementation of the campaign
• Standards of success
To deal with such challenges, the approach used is Campaign Marketing Planning.

6. SWOT ANALYSIS
• Analysing internal strengths and weakness.
• Analysing external opportunities and threats.
Public Environment:
The public environment consists of local publics, activist publics, media whose
action can affect the welfare of the focal organization.
The Competitive Environment:
The competitive environment consisting of groups and organizations that compete
for attention and loyalty from the audience of focal organization.
The Macro environment:
the comparative environment consisting of groups and organizations that compete
for attention and loyalty from the audience of focal organization

7. THE COMPETITIVE ENVIRONMENT
Unfortunately, many non-profit organizations deny the existence of competition.
Two levels of competition exists:
• Organization Level
• Behavioural Level

8. TYPES OF COMPETITION
• Desire Competitors:
Other immediate desires that the target audience(donor, target audience or
volunteer) might want to satisfy.
• Generic Competitors:
Other basic ways in which the target audience can satisfy a particular desire.
• Service form Competitors:
Other service form that can satisfy the target audiences particular desire.
• Enterprise Competitor:
Other enterprises offering the same service from that can satisfy the target audience
particular desire.

9. PORTFOLIO PLANNING
Strategic Portfolio Planning is the business process by which organizations
determine the set of innovation and new product development (NPD) investments
they will fund—and those they won't—to achieve their business objectives.
• Systematic ‘Big Picture’ of potential options.
• Where to grow, where to retrench and where to alternate market programs.
• New opportunities are evaluated and better ones are opted.

10. MARKET /OFFER OPPORTUNITY
MATRIX
Ansoff’s Matrix

11. CORE MARKETING STRATEGY
• It is a most important stage of OMPP.
• Tells us that how the organization will tackle the marketing challenges.
• Core marketing strategy basically comprises of the basic thrust an organization
wishes to take over an extended period of time to achieve marketing objectives that
it has set for itself.
• It is the skeleton of marketing program. Consisting of 3 elements;
Selection of specific target market.
Defined competitive position.
Carefully designed and coordinated marketing mix.

12. SUCCESSFUL ORGANIZATIONS
CHARACTERISTICS
• Target audience Centred: Meet needs & wants of audience.
• It is visionary: Articulate future for the organization.
• Differentiable: Should have unique reasons to prefer its offerings.
• Sustainable: Long run.
• Easily Communicated: Central elements should be simple & understandable.
• Motivating: Enthusiastic Commitments.
• Flexible: It allows diversity in the way the individual staffers implement.

13. CORE STRATEGIES BY MICHAEL
PORTER
• Differentiation:
Offering something that new or few competitors can offer.
• Cost leadership:
Minimize the overheads and maximizing the value.
• Focus:
Selecting the minimum segment of market not served by anyone else, typically. Offer
unique serving to them.

14. CAMPAIGN MARKETING PANNING
• Broad organizational marketing strategies must be translated into specific
marketing campaigns to achieve specific behavioural goals.
• These goals can target clients, volunteers, commercial partners, donors, or
government agencies. For NPO’s, the target may include legislatives or the media.

15. THE CAMPAIGN MARKETING PLANNING
AND EXECUTION PROCESS
LISTENING
PLANNING
PRETESTING
IMPLEMENTING
MONITERING
RECYCLING
AND
REVISING

16. MARKETING EVALUATION AND
CONTROL
• To ensure strategic marketing at organizational and at campaign level, achieve its
goals in both timely and efficient manner, the non-profit manager must develop
and put in place efficient and control system for these plans.
• The increasing involvement of venture philanthropist in non-profit funding.