New value partnerships: the lessons of Denny's/Save the Children partnership for building high‐yielding cross‐sector alliances

While business and nonprofit organisations have long used alliances within their own sectors to address specific needs, increasingly they are turning to cross‐sector partnerships that benefit both parties while they serve the common good. In the last decade, marketing alliances between businesses and social sector organisations have become increasingly common as ways for companies to achieve business objectives and for social sector organisations to raise their visibility and attract new resources. The alliance between Denny's and Save the Children provides an example of a noteworthy marketing partnership that shows how a cross‐sector alliance can assist a company with a damaged public image to build a new public identity while enabling an international nonprofit organisation to create an ambitious programme for US children. As a new value partnership, a long‐term, high yielding alliance between businesses and social sector organisations, this relationship is characterised by several elements: communication, opportunity, mutuality, multiple levels, open‐endedness, and new value, forming the acronym COMMON. Copyright © 2001 Henry Stewart Publications     

The ‘new’ donor: creation or evolution?

The unusual mass of financial capital produced in the late 20th century, complemented by the creative thinking of innovative philanthropists, engendered new ideas for philanthropy. An entrepreneurial focus, greater emphasis on partnerships among business, government and nonprofit sectors, and new wealth as well as new social innovation dramatically affected the philanthropic scene — and therefore nonprofit organisations and fundraising. A publication extolling venture philanthropy stated, ‘Philanthropy may be on the cusp of the greatest revolution in the nonprofit sector since Congress granted tax‐exempt status in 1954’.[Morino Institute (2001) ‘2001 Venture Philanthropy: The Changing Landscape’, prepared for the Morino Institute and Venture Philanthropy Partners, Inc., by Community Wealth Ventures, Inc.] This paper defines the terminology that identifies the new donor, describes new roles and practices in philanthropy, and looks at how the new donor fits into a comprehensive fundraising programme. New approaches to philanthropy versus traditional philanthropy are considered, including whether or not these approaches are actually new or represent an evolution in giving. Futureprojectionsarediscussedaswellascaveats regarding the maintenance of balance between what is tried and true and what is a trend. Copyright © 2002 Henry Stewart Publications     

The international volunteering market: market segments and competitive relations

• The number of nonprofit and social agencies relying on the help of volunteers has grown enormously in recent decades. This has lead to increased competition between these organisations for the limited resources available, and the growing adoption of what have traditionally been considered ‘commercial’ business techniques such as marketing. There have been calls for greater and more sophisticated use of ‘tried and tested’ marketing concepts such as competition, segmentation and positioning to help volunteering organisations manage this pressure effectively. This study shines the spotlight on individuals who volunteer for multiple types of organisations in an effort to determine which organisations are competing for the same volunteers. More specifically:
• Factor analyses are computed and four segments of volunteers are identified: ‘altruists’, ‘leisure volunteers’, ‘political volunteers’ and ‘church volunteers’;
• Positioning maps are constructed to illustrate the proximity of each organisation type in relation to key competitors; and
• Detailed profiles are provided for each segment to provide insight into the nature of the groupings.

Copyright © 2006 John Wiley & Sons, Ltd.     

Attracting members to avocational nonprofit organisations

For avocational nonprofit organisations, ‘marketing’ means attracting and retaining members. Avocational organisations experiencing membership difficulties may offer a variety of explanations, the most frequent one being a purported shrinkage of leisure time for the average American. The 68 largest avocational nonprofit organisations in the USA were studied in an attempt to identify common factors associated with membership success, and to confirm or disprove commonly offered explanations for membership distress. Very few general attributes could be found; in most cases, an organisation's success or distress seem to stem from factors that are specific to that organisation. Copyright © 1999 Henry Stewart Publications     

E‐relationship development strategy for the nonprofit fundraising professional

The potential for technology to enhance the capability of nonprofit organisations is one of today's hot topics both for nonprofit organisations and their potential service providers. Organisations are still in the initial stages of determining the most effective strategies for cultivating and managing online donor relationships and accepting online donations. This paper provides an online donor relationship methodology that will help nonprofits harness the power of e‐mail and the Internet to cultivate and manage donor relationships. Also included is the summary of a study that shows how 14 well‐known US nonprofits collect donations online. Copyright © 2001 Henry Stewart Publications     

The changing face of HRM: in search of balance

Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we explore the changing roles of HRM as they are perceived by different stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of ‘the thinking performer’ launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well‐being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.     

Activists face bureaucrats: the failure of the Israeli social workers' campaign

The Israeli social workers' campaign of 2011 enjoyed widespread support, a groundswell of rank‐and‐file participation, and democratic representation through new organisations pushing for a protracted struggle, yet the collective agreement seemingly imposed by the Histadrut fell far short of expectations. This article explains this discrepancy by asserting that the new organisations' ‘radical’ organising approach threatened the labour federation's long history of social partnership and its main strategies for retaining its hegemony. Thus incompatibility between the social partnership approach and the more radical ‘organising’ approach may explain the failure of a collective campaign and shed light on cases where the union appears to be suppressing or neutralising the aspirations of the workers it claims to represent.     

Philanthropy,social capital or strategic alliance? The involvement of senior UK business executives with the voluntary sector and implications for corporate fundraising

Although corporate fundraising is popular there has been very little discussion in the voluntary sector literature of its context. Using questionnaire data from senior executives representing one‐third of the FTSE350 companies, and in‐depth interviews with a number of top level business men, this paper reports the first UK survey of the personal involvement of senior executives with charities, voluntary and community organisations,[Walker, C. and Pharoah, C. (2000) ‘Making time for charity: A survey of top business leaders' involvement with voluntary organisations’, Charities Aid Foundation, Kent.] and pinpoints messages about corporate involvement which may help fundraisers develop corporate fundraising strategies. The data give the first indications of how many of the UK's top business executives give time to charity, how much time they give and what they do. It also addresses what there is to gain for and from the charity, the senior executive and their company. The results present a picture of widespread and enthusiastic involvement of senior executives with the voluntary sector; a picture of both a deep personal commitment and of a strong sense of corporate benefit. The survey also raises several important issues and implications for corporate fundraising: should charities be doing more to attract top executives into an active relationship with them? How can they do this? What are the pros and cons of an alliance between corporate figureheads and charitable organisations; how might this relationship be viewed by the public; and how might it best be managed? This paper draws on the results of the survey to illustrate and discuss these issues. Copyright © 2002 Henry Stewart Publications     

Rethinking arts marketing in a changing cultural policy context

This paper investigates recent changes in British cultural policy and their implications for arts marketing. It first points out the decisive role of the policy in shaping the environment of the nonprofit arts and argues that arts marketing developed as an organisational strategy within the context of marketisation policy since the 1980s. This is followed by an analysis of the current cultural policy, where ‘social impacts’ of the arts are highly emphasised and state intervention intensifies. Through a case study, it is demonstrated that nonprofit arts organisations are adapting to the new environment by rapidly expanding programmes for educational and social purposes while implicitly resisting top‐down political pressure. The paper raises the question of whether the arts marketing framework can reflect the new reality of arts management. Copyright © 2005 John Wiley & Sons, Ltd.     

Strategies for competitive advantage in nonprofit organisations

In the commercial sector, a range of strategies has been proposed for competitive advantage. Many of these strategies are inappropriate for nonprofit organisations. (The terms ‘nonprofit’, ‘not-for-profit’ and ‘charity’ are used interchangeably in this paper.) This paper proposes four generic strategies for competitive advantage in nonprofit organisations: externally driven, niche, differentiation and awareness. The niche strategy has two sub-strategies: the issue or emotional niche and the geographical niche. Differentiation has three sub-strategies; differentiation by audience, differentiation by product and differentiation by belief. These four strategies are not mutually exclusive and many nonprofit organisations move from one strategy to another. A development model for these transitions is proposed.     

Internal competition in a nonprofit museum context: development of a scale

• External competition and marketing have been extensively researched in the for-profit environment and to a lesser extent in the nonprofit environment. However, the concept of competition within a nonprofit organization is indicative of another type of competition, that of ‘internal competition’. Internal competition, operating in the nonprofit's endemic environment of scarce resources, takes place between departments, between individuals, and even within individuals in terms of time and energy spent on differing objectives. Internal competition manifests itself as internal conflicts over not only objectives but also the means for achieving the objectives. This research examines the construct of ‘internal competition’ in the museum portion of the nonprofit sector where marketing is often seen as a ‘necessary but evil’ tool essential for survival. Museum retailing, which has taken on an increasingly vital role in the financial support of museums, offers an opportunity to analyze the nature of internal competition and for developing a scale for measuring internal competition.

Copyright © 2007 John Wiley & Sons, Ltd.     

Building e‐support for cause‐related marketing through strategic alliances

New opportunities for nonprofit organisations to reach new donors and volunteers are being generated by an accelerated interest in cause‐related marketing on the part of both consumers and business firms, in conjunction with the emergence of the Internet. Together, these conditions have created a climate conducive for nonprofit alliances with corporations to become one of the fastest growing forms of marketing today. This paper examines online cause‐related marketing from the fundraiser's perspective, and sets forth a series of marketing management implications of building relationships with businesses and their customers as potential donors on the Internet. Copyright © 2000 Henry Stewart Publications.     

Foundation funding of grassroots organisations

According to grassroots scholar David Horton Smith, there are 7.5 million grassroots associations in the USA (compared to two million paid staff nonprofits). He states, ‘Associational participation is a major engine of democratic participation.’ J. Craig Jenkins and Abigail Halcli found that foundations commit only 0.2 per cent of all their grants for indigenous social movement organisations. The Foundation Center collects no statistics concerning foundation funding of grassroots organisations. Why do grassroots organisations not receive more foundation money? What could foundations do differently to get more money into their hands? And what could grassroots organisations do differently to obtain more foundation money? These are the central questions addressed in this study. To obtain answers to these questions, 48 people were interviewed by telephone: 26 grassroots organisation leaders and 22 foundation executives. The findings in this study defy easy summary. Contrary to the author's expectations, there is often great harmony between grassroots leaders and foundation officials. Frequently, the interviewees, whether grassroots or foundation types, speak of or allude to ‘partnerships’. This is true even when most grassroots leaders blame foundations for the fact that they do not receive any or enough money. Another key finding is that foundation officials believe that different social class between themselves and grassroots organisations is crucial to the minimal funding of grassroots organisations. Yet almost no grassroots leaders mentioned this as a factor. Perhaps the most salient fact that comes through, is that the foundations that regularly fund grassroots organisations have great knowledge and sympathy for these organisations, and that other funders who might want to enter into such funding would be well advised to seek their counsel. By the same token, the grassroots organisations which have done well with foundation funding feel quite comfortable with the foundations, and those other grassroots leaders who might want to obtain foundation funding should seek out their successful brothers and sisters. The particular value of this qualitative study is the way in which it divulges the great diversity of interactions between grassroots and foundation leaders. Copyright © 2002 Henry Stewart Publications     

The importance of values research for nonprofit organisations: the motivation‐based values of museum visitors

Marketing is very important to nonprofit organisations, and museums, being nonprofits, need to consider different market segments when designing and implementing their strategic and marketing plans. Marketing has traditionally been linked to concepts of profitability and providing a competitive edge, however with nonprofit organisations, marketing needs to focus on customer service. To achieve the best customer service, the organisation needs to know what the customer wants. Therefore this paper advocates that research on museums move away from demographic segmentation and factual recall, to psychographic segmentation and values. This paper discusses exploratory research undertaken on the Otago Museum, New Zealand, which looks at the motivation‐based values of the museum patrons. The most important finding in this study is the prevalence of socially oriented values (being with friends and family), whereas traditionally a museum visit has been linked to more individualistic values, such as education and knowledge. These findings have important implications for museum managers (and other nonprofit organisations) in that they show the value of psychographic segmentation. A museum, and other arts organisations, can decide if they will target one particular segment, for example, families, or if they will design their museum with quite different sections that will appeal to different target markets. Copyright © 2001 Henry Stewart Publications     

Partnership structures and agendas and managers' assessments of stakeholder outcomes

The theory of workplace partnership suggests that partnership structures combining strategic and operational arrangements and addressing substantively significant agendas of broad scope should lead to positive outcomes for the main stakeholder groups: employers, employees and unions. Data from a survey of managers involved in all known partnerships in unionised companies in the Republic of Ireland in 2000 are used to distinguish ‘integrated business partnerships’, where such structures and agendas prevail, and ‘exploratory partnerships’ characterised by operational or strategic structures only and relatively sparse or narrow agendas. Managers involved in integrated business partnerships are shown to assess more positively a range of current and expected outcomes of significance for each stakeholder group. However, managers' assessments and expectations also point towards a bias in favour of employer interests in the outcomes of integrated business partnerships. The theoretical and policy implications of the results are considered.     

Greening from the front to the back door? A typology of chemical and resource management services

Though services and product–service systems have been promoted as a promising way towards more eco‐efficient and sustainable societies, they have not turned into reality as expected. Chemical and resource management services are among the few operational examples. They aim to align the service provider's and customer's actions to reduce chemical usage and waste, improve supply chain management and increase resource efficiency. Arguably, they also create new business and higher profit margins compared with merely selling chemicals or handling industrial waste. Thus far they have been viewed as a single business model. In contrast, this study shows through the construction of five ideal types that the actual services and their focus vary. They range from the management of the chemical supply to operations, waste reduction, combined logistics services, process management, IT and other technologies. Consequently this affects the value creation, organization and environmental efficiencies of these services. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.     

Herbert A. Simon on What Ails Business Schools: More than ‘A Problem in Organizational Design’

We critically examine Herbert Simon's 1967 essay, ‘The business school: a problem in organizational design’. We consider this essay within the context of Simon's key ideas about organizations, particularly those closely associated with the ‘Carnegie perspective’ on organizations and how they influenced the reinvention of American business schools in the post‐Second World War era, and were deeply influenced by the post‐War context and also were appropriated by the Ford and Carnegie Foundations to reform business school teaching and research. We argue that management educators misappropriated Simon's concept of an intellectually robust and relevant research and educational agenda for business schools that has in part contributed to the intellectual stasis that now characterizes business education research and its capacity to inform management practice.     

Applying the marketing concept to cultural organisations: an empirical study of the relationship between market orientation and performance

A recent trend in nonprofit organisations is an emphasis on business management and concepts. This paper examines the application of the marketing concept to nonprofit arts organisations through an analysis of the relationship between market orientation and organisational performance. Data were collected from arts organisations in two large Canadian cities, and a structural equations model was developed to test the impact of marketing activities and culture on three performance variables (customer satisfaction, peer reputation and resource attraction). The analysis shows that the model fits the data well and that six hypotheses pertaining to the relationship between market orientation and organisational performance were supported. The study concludes that those organisations that implemented more market‐driven activities into their marketing plans were more likely to develop a market‐oriented internal culture. A market‐oriented culture not only predicted a growth in resources and higher levels of customer satisfaction, but also a growth in reputation among peers. Copyright © 2002 Henry Stewart Publications     

Creative marketing and the art organisation: what can the artist offer?

The poem ‘My Paintings’, written in a deliberate, uncorrected dyslexic style offers an insight into the mind of a present day avant garde bad boy of British art, Billy Childish. Constantly challenging the art establishment through public demonstrations of distaste against the annual Turner Prize,[Button, V. (1999) ‘The Turner Prize’, Tate Gallery Publishing, London.] Childish and his cohorts launched an alternative, Stuck‐ist, art manifesto,[Alberge, D. (1999) ‘Rebels Get Stuck into the Brit Artists’, The Times, Thursday 26th August, p. 7.] in the belief that it would assist in a shift in public perception of what good art is, as well as influence the creative practice of those artists concerned with more traditional, authentic forms of art. Childish's ex‐girlfriend Tracey Emin, however, has had other ideas. She has revelled in mass media exposure and now dismisses the concept of traditional painting as a valid art from.[Brown, N. (1998) ‘Tracey Emin’, Art Data, UK.] These are two examples of contrasting creative, artistic behaviour. Their creativity has resulted in varying levels of commercial success. By examining the role that creativity plays in determining how the idea for a creative product is first identified, through to its commercial exploitation, there are valuable lessons contained in such a process for both profit‐oriented and nonprofit art organisations alike. Instead of constantly fighting the conflicting philosophies of art for art's sake versus art for business sake, following the market and consumer demand, there is a much more effective method for establishing longer‐term success, which mirrors the creative practice of the artist. The existing literature on arts marketing is examined. A critique of the usefulness of current thinking is presented, with the recommendation that the formal models of marketing offered in arts marketing literatures can only ever hope to offer general advice on marketing. What is called for is a much more in‐depth analysis of how creative entrepreneurial marketers as artists can offer alternative visualisations of more appropriate models of marketing for the industry. This in turn should result in the stimulation of creative research methodologies that can inform both theory and practice within arts marketing in particular, and the wider remit of marketing in general. The use of the metaphor and the examination of published biographies of creative individuals are used to construct a manifesto of marketing artistry. Copyright © 2002 Henry Stewart Publications