The market orientation concept in the private nonprofit organisation domain

The market orientation concept has become one of the central issues of scientific and entrepreneurial study in the marketing discipline. In fact, the theoretical and empirical contributions to this field of research have proliferated in various contexts throughout the last decade. One domain, however, in which market orientation investigation has been relatively limited until recently, is in private nonprofit organisations. Thus, the main purpose of this paper is to delimit the market orientation concept in the private nonprofit organisation context. The alternative basic orientations adopted by these organisations are first assessed in order to specify next the meaning of market orientation from a dual perspective: as an organisational philosophy and culture, and as an organisational behaviour. 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     

Creating customer value in the not‐for‐profit sector: a case study of the British Library

• Public sector organisations are being increasingly subjected to both legislative and competitive pressures forcing them to reconsider their relationships with users and customers (Chapman and Cowdell, 1998 ) in order to develop a more overt marketing orientation (defined as focusing on customer needs as the primary drivers of organisational performance (Jobber, 2004 )). The creation of customer value underlies the development of a meaningful marketing orientation, and is a nettle that more public sector and not‐for‐profit organisations will have to grasp. This article considers how a more marketing‐oriented approach was adopted by the British Library in order to clarify and communicate its value proposition to its identified target markets, and in doing so, hopefully achieving a sustainable competitive advantage on an ongoing basis.

Copyright © 2005 John Wiley & Sons, Ltd.     

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.     

Employee turnover and operational performance: the moderating effect of group‐oriented organisational culture

This study investigates the relationship between overall employee turnover and operational performance and whether organisational culture is a moderator. Using a sample of 114 outpatient centres from a health‐care system, we found a strong negative relationship between employee turnover and operational performance. Additionally, we found that organisations with a relatively stronger group‐oriented organisational culture did not experience lower operational performance in the presence of high turnover. These findings contribute to the literature on the relationship between turnover and performance. Organisations with persistent high levels of turnover may want to consider developing and adopting practices that are consistent with a group‐oriented organisational culture.     

Market versus societal orientation in the nonprofit context

There has been considerable interest of late among nonprofit practitioners in market orientation and the extent to which its adoption might be linked to enhanced organisational performance. Preliminary studies have typically employed instruments such as MARKOR to measure market orientation in this setting and found tentative support for the existence of such a link. In this paper it will be argued that these approaches are fundamentally flawed. The market orientation construct represents the operationalisation of the marketing concept in the for‐profit sector. Since the concept is defined differently by nonprofit academics and practitioners there is a need to develop a new measure of its operationalisation specifically in this context. A review of the literature suggests that this might best be termed societal orientation. Copyright © 2001 Henry Stewart Publications     

Examining company experiences of a UK cause‐related marketing campaign

The primary aim of the research was to examine commercial organisations' perceptions of the benefits of cause‐related marketing and the extent to which these benefits were achieved through their involvement with a UK cause‐related marketing campaign. The study also explored companies' views on the management of relationships between the profit and nonprofit organisations involved in a cause‐related marketing partnership. The research was conducted with companies involved in the cause‐related marketing campaign of one UK charity. Analysis of the data, gathered by means of a postal questionnaire, revealed that the benefits of cause‐related marketing perceived to be the most important in this context were increasing press coverage and raising brand awareness. Other important benefits included the opportunity to demonstrate social responsibility and enhance corporate reputation as well as building customer loyalty and increasing sales. Benefits achieved through participation in the cause‐related marketing campaign were limited to improved corporate reputation and social responsibility and press coverage. Recommendations for improved management of the partnership heavily emphasised joint planning processes, at the strategic and implementation levels. Copyright © 2003 Henry Stewart Publications     

创业营销对创业绩效的影响研究:一个有调节的中介模型

先前学者们对于创业营销的研究大多聚焦于定性研究,文章从创业营销的创业导向与市场导向入手,通过实证研究的方法探究创业营销对创业绩效的提升机制。以创业导向作为自变量、市场导向作为中介变量、顾客导向为调节变量,构建一个有调节的中介模型。通过问卷搜集中国297家企业的数据检验假设,结果表明:创业导向、市场导向均正向影响创业绩效,且当市场导向作为中介变量时,对两者之间对创业绩效的总效应更加明显;顾客导向的调节作用并不明显。最后,提出了管理建议与未来的研究方向。     

Using creativity to achieve an entrepreneurial future for arts marketing

• The marketing concept fails to explain marketing behaviour of small firms. Similar comments are now being made of large firms. This gap between theory and practice is even more significant in non-profit and arts organisations where sector specific philosophies often determine how marketing is embraced, with its underlying notions of the customer and profitability. Many of these organisations must overcome severe resource constraints by thinking creatively. This paper investigates the relationship between art, marketing, entrepreneurship and creativity in order to reach a clearer understanding of how creativity can assist both the arts organisation and those involved in researching the sector. There have been increasing calls within the academic marketing community to instil a creative philosophy within the research process. This call has not resulted in much research on the phenomenon within marketing, and certainly not from a nonprofit perspective. This paper discusses creativity as a concept drawing on a diverse range of literatures outside the management discipline. The link between creativity, marketing, entrepreneurship and art is analysed. Justification of the incorporation of creativity in the research process is presented for practitioners and theorists in marketing and the arts, so that they can learn from each others' disciplines. Implications for future research are presented, where creativity is viewed as the centre of a non-linear, free thinking understanding of artistic truth.

Copyright © 2005 John Wiley & Sons, Ltd.     

Systemic justice and burnout: A multilevel model

With the aim of extending organisational justice research to embrace significant and enduring aspects of the workplace context, this study examines organisational culture and human resource management (HRM) as constitutive dimensions of systemic justice and relates them to employee health. Bridging organisational justice, HRM, organisational culture, and occupational health research, we advance and test a multilevel model relating systemic justice to burnout. Data collected from 60 organisations; 89 employee groups; and 1,976 employees provide support for the hypothesised relationships between justice‐oriented culture, in terms of organisational values and group culture, and justice‐oriented HRM. In turn, justice‐oriented HRM related directly to employee burnout and indirectly through employee perceived job control and supervisor social support.     

Breaking the cycle of marketing disinvestment: using market research to build organisational alliances

Many marketers find their programmes fall victim to disinvestment, both financial and psychological. While most marketers are avid students of consumer psychology, they tend to overlook the dynamics of organisational psychology, just as the literature on market orientation often fails to emphasise the organisational identity politics and power struggles that frustrate marketing. Discussions of market orientation focus on leadership and team‐building issues, favouring highly visible cases of organisational success at the expense of analysing common factors in marketing failure, many of them grounded in organisational psychology. Allied with knowledge of organisational epistemology, market research can be used as a critical resource in marketers' internal marketing programmes to strengthen market orientation. Ongoing collaborative market research can build positive organisational alliances that contribute to the internal support needed to sustain a successful marketing programme. Copyright © 2001 Henry Stewart Publications     

Market orientation and marketing in nonprofit organizations. Indications for fundraising from Victoria

The effectiveness of a market orientation has been established in other parts of the world. Using a modified replication study of 401 nonprofit organizations from Victoria, this research took some initial steps to assess fundraising and marketing activities. Studies in Australia have usually focused on only one part of the Third Sector. This study takes a different view and uses a criteria sampling method to survey all 11 sections named by the Australian Bureau of Statistics. The self‐reported data of fundraising activities showed that there were several choices available to all nonprofit organizations that can lead to an improvement in organizational performance. Results suggest that should nonprofit organizations have knowledge generating systems that evaluate their performance, this will improve outcomes for them. Even though organizational size is strongly linked to fundraising performance, there are key drivers that can aid even small organizations in their efforts. Copyright © 2010 John Wiley & Sons, Ltd.     

CSR and service quality in nonprofit organizations: the case of a performing arts association

• The relationship between corporate social responsibility (CSR) and marketing performance has been widely investigated recently, but mostly in relation to for-profit companies. This paper highlights the importance of this topic for nonprofit organizations (NPOs). Focusing on an Italian NPO operating in the performing arts and entertainment industry, two empirical studies (a quantitative survey and a qualitative exploratory enquiry) prove the strategic relevance of CSR in nonprofit contexts. The results demonstrate that CSR can be considered an additional dimension of the customer perception of service quality in NPOs and reveal that customer perception of the social responsibility of the studied NPO is strongly linked to its institutional mission and to the modalities through which it pursues that mission.

Copyright © 2014 John Wiley & Sons, Ltd.     

Strategic management and fundraising: A planning model for resource development in the nonprofit organisation

Many nonprofits can benefit greatly from integrating their strategic, marketing and fundraising planning into an environmentally comprehensive process. Even during this critical period for them, many nonprofits typically have failed to implement this type of integrated planning because their corporate culture often nurtures: an inner process focus, leadership pathologies, professional balkanisation, reluctance to accept advancement as a global organisational activity, an unwillingness to accept the realities of a moving market and a lack of political will to undertake social advocacy on behalf of their clients. In order to succeed in the future, nonprofit organisations will need to approach strategic planning through an interdisciplinary methodology that will be shaped by multiple market audits focusing on: mission and institutional capabilities, image and competitive analysis, philanthropic feasibility and flexible integration of revenue/resource development. Nonprofits that adopt this interdisciplinary process will be rewarded by enhanced fundraising returns, once re-founded on a culture that has remained mission-relevant while becoming market-driven. The nonprofit that bases its planning on more effective use of intelligence gathering and flexible focusing of its human and financial capital will be more capable of acting upon a fluid environment and realising the institution's optimal future.     

Strategic stakeholder orientations and performance consequences—a case of private nonprofit performing arts in the US

• This paper borrows a market orientation perspective in considering how organizations behave toward stakeholders and the implications on performance in the institutional performing arts environment. To investigate the relationship between stakeholder orientations and organizational performance, both interviews and a survey instrument were used. Using nonprofit performing arts organizations in three metropolitan areas of Northwestern US as a sample frame, primary data was collected from leading directors of these organizations. The results generally indicate a positive relationship between stakeholder orientation and organizational performance. Complex relationships between dimensions of stakeholder orientation and performance consequences were also observed.

Copyright © 2009 John Wiley & Sons, Ltd.     

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     

Naivety and relationship marketing in nonprofit organisations

The widespread adoption of the language and concepts of marketing as a series of exchanges with customers continues to present problems to nonprofit organisations. Measured against marketing orthodoxy their approach to marketing might appear naive, but it is often effective. This paper discusses five differences between ‘orthodox’ and ‘naive’ marketing (nature of the exchange, focus of the encounter, attitude to technology, attitude to product and plans for the customer) to explore the nature of naive marketing. The role and importance of product or service in nonprofits is emphasised as a crucial difference. Finally, the emerging discipline of relationship marketing is argued to be a framework which vindicates many of the positions of naive marketers and to offer a valuable source of theory for nonprofit marketing.     

Can relationship marketing enhance strategic thinking in the public sector? A study of the perceived relationship between subsidised theatres and their government funders/regulators

This paper reports on the findings of research into the perceived relationships between publicly funded theatres and their key funders/regulators. This is part of a wider study into whether successful publicly funded arts organisations are more likely to apply a relationship marketing approach. Relationship marketing may help to remove a short‐term tactical focus that tends to exist in public sector organisations generally and publicly funded arts organisations particularly. Three UK producing theatres' relationships with the Arts Council and their respective local authorities are analysed and findings suggest that building relationships with this stakeholder type may well produce more strategically focused and successful theatres. Copyright © 2004 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     

Efficiency,stability and the decision to give to nonprofit arts and cultural organizations in the United States

• Using data from the Cultural Data Project, this study extends the literature by examining the impact of financial disclosure information on donations to arts and culture‐related nonprofit organizations in the United States. Results for organization financial stability are for the most part counterintuitive: financially unstable arts and culture‐related nonprofits receive more donations. The current analysis supports prior research and finds evidence of a “crowding in” effect for fundraising expenses, suggesting that nonprofits that spend more on fundraising and marketing raise more funds than those that spend less. Additional analysis indicates efficiency matters to donors when it comes to fundraising efforts. As the “cost to raise a dollar” increases donations decrease. Nonprofit managers in arts and culture‐related organizations concerned about increasing donations should consider strategies that will increase the efficiency of their fundraising and marketing efforts. Copyright © 2015 John Wiley & Sons, Ltd.