Brand orientation in the charity sector: a framework for discussion and research

Some charity organisations are turning to charity brand status, not only in terms of a name and logo but more importantly in terms of communicating value and meaning to their stakeholders. Brand orientation is described in this paper as the extent to which charity organisations regard themselves as brands, an indication of how much (or how little) organisations accept the theory and practice of branding. Through literature‐based and field‐based research, this paper examines the nature of brand orientation in the charity sector. A conceptual framework of brand orientation is proposed with antecedent factors which may augment or diminish levels of brand orientation and consequences which may follow its adoption. A number of research propositions are put forward which constitute both a framework for discussion and a research agenda for the charity sector. Copyright © 2001 Henry Stewart Publications     

Fit in celebrity–charity alliances: when perceived celanthropy benefits nonprofit organisations

This study investigates the effect of celebrity–charity co‐branding fit on perceived celebrity philanthropy (celanthropy), attitude towards the celebrity and charity, as well as donation intention. We manipulate celebrity–charity functional fit through a 2 (celebrity: comedian vs athlete) × 2 (charity: comedy related vs sports related) factorial design whilst controlling for celebrity credibility (attractiveness, trustworthiness and expertise). Results show that a functional fit between the celebrity and charitable organisation encourages positive altruistic attributions in terms of perceptions of celebrity social responsibility, and egoistic attributions, with regards to celebrity and charity attitudes, and donation intention. Finally, results demonstrate that celebrity–charity fit (athlete (comedian) with sports related (comedy related) charity) can promote positive attitudes towards a celebrity and charity brand, as well as donation intention, with these relationships mediated by perceptions of celebrity social responsibility or philanthropy. Findings from this research are able to aid nonprofit organisations and celebrity brand managers in the creation of effective and persuasive co‐branding alliances. Copyright © 2014 John Wiley & Sons, Ltd.     

An investigation into the values dimensions of branding: implications for the charity sector

• Branding is being adopted by charities and written about in academic and practitioner charity literature with increasing frequency. There is also growing concern, however, about the over-commercialistion of the sector and the misappropriation of techniques developed specifically for the commercial environment. Literature supporting the claim that charities are values-based organisations is reviewed and the proposition is made that it is in fact the non-negotiability of charity values that differentiate them from commercial organisations. Given the significance of values in the charity sector, the paper argues that a clearer understanding of how values are conceptualised in branding is necessary in order to establish whether branding is an appropriate and effective tool in the charity context. To achieve this, the paper reviews relevant branding literature focusing in particular upon the delineation of the values dimensions identified in for-profit branding models. To aid further understanding of these values dimensions in the non-profit context and their applicability (or otherwise) to it, the metaphors of brand as ‘mirror’, ‘lamp’ and ‘lens’ are introduced.
• It is argued that in the corporate sector the brand concept has been utilised to ‘mirror’ those values that underpin the needs and desires of consumers. In contrast to the passive mirror, when operationalised as ‘lamp’, it is claimed that the brand aims to influence both the values of the organisation and the values of its target audience. It is postulated that neither of these approaches is appropriate for values-led organisations and that it is only as a metaphorical ‘lens’, projecting the values of the organisation itself that branding offers an applicable and effective model in the charity context.

Copyright © 2006 John Wiley & Sons, Ltd.     

The impact of brand orientation on managerial practice: a quantitative study of the UK's top 500 fundraising managers

This paper explores the impact of brand orientation on the managerial practices of fundraising managers in the top 500 UK charities and, in particular, on their ability to attract voluntary income. A series of hypotheses was tested including whether level of brand orientation is associated with different patterns of influence within charities, with the range and type of brand communicators used and with the extent to which organisational objectives are fulfilled. A key finding of the research was that high brand‐oriented fundraising managers attract significantly more voluntary income than low brand‐oriented fundraisers, but that level of brand orientation was not related to statutory income. Such findings are consistent with current theory and practice of branding in which a brand is perceived as a product or organisation plus, where the plus indicates a unique set of values which allows differentiation and hence, donor choice, within competitive environments. Copyright © 2002 Henry Stewart Publications     

Organisational communication and supportive employees

The importance of the social dimension of organisations is currently a strong focus of emphasis in the literature. From a managerial perspective, however, it is important that the community spirit within an organisation falls in line with its strategic direction. The study discussed in this article shows that high quality internal communication may be important in encouraging such a supportive attitude. What is considered ‘good’ internal communication does not directly engender more support for the organisation's strategic direction. However, evidence from research in five organisations (with 791 respondents distributed across 19 work units) suggests that there are two ways to foster support. One is to create a sense of commitment within the organisation; the other is to establish trust in the management. Both approaches appear to have a positive relationship with good internal communication. The quality of task‐related communication is important in creating commitment. What is vital in creating trust, however, is the quality of non‐task‐related communication. The study at the focus of this article addresses the following question: does organisational communication help foster a positive attitude towards the strategic direction of an organisation?     

Charity brands: A qualitative study of current practice

A number of fundraising managers and directors of UK charities were interviewed with the objective of understanding to what extent branding was used in the sector, what development possibilities exist for commercial techniques in charities, and what the constraints may be on such practices. It was found that many charities already use day-to-day brand techniques, (without describing them as ‘branding’), but brand development work was scarce. Charities have a number of objectives competing with fundraising when considering their brand content. They must also satisfy the need to respect issues about how the cause itself is communicated, and possible needs to re-educate the donor community or the public. One commercial practice in particular could be developed further in charity branding: this is the idea of using the personality of the charity itself as something with which donors could associate positively.     

Donor lifetime value: An empirical analysis

The successful quantification in monetary terms of the value of a donor to a voluntary organisation is absolutely essential to the subsequent development of fundraising strategy. The question most voluntary organisations have failed to address, however, is how best to calculate this value. Many fundraisers continue to examine value historically, looking at the total amounts given to date. Such an approach fundamentally ignores the future or lifetime potential of a given charity donor and can lead to the development of contact strategies that are wholly inappropriate given the worth of that individual. It is the purpose of this paper to calculate the lifetime value (LTV) of various categories of donor and to explain how charities might use such information to inform the development of their fundraising strategy.     

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     

Evaluations of branding alliances between non‐profit and commercial brand partners: the transfer of affect

• There is growing interest in the trend towards co‐branding alliances between non‐profit and commercial entities,which are undertaken by these organisations to transfer associations and affect between each brand partner. Certainly, it makes sense that commercial entities want to gain more from their brands and that non‐profits want secured funding, however, in the same way that the joining of two brands can be beneficial, it can also bring with it major risks when the brand alliance is not well received and evaluations of the alliance are not favourable.
• This research supports the notion that both commercial entities and non‐profit organisations can benefit from a branding alliance, however, an understanding of how these brand alliances are evaluated is important. This research investigates evaluations of brand alliances and the resulting spillover effects for original brand partners that result from brand alliances.
• This research provides empirical support relating to reactions to brand alliances between a non‐profit organisation and a commercial business in terms of how original brand attitudes, familiarity of original brands and perceived brand fit impact on evaluations. While collaboration is important and has potential benefits for each partner—they rest on partner selection and fit between alliance partners. Managerial implications and future research directions are also provided.

Copyright © 2006 John Wiley & Sons, Ltd.     

Building and rebuilding charity brands: the role of creative agencies

People who work in creative agencies tend to see a charitable organisation as a brand like any in the commercial world, and rightly so. While this is the correct starting point, there is often a huge gap between this simple understanding and the ability to deliver the changes in perception and behaviour that charities need. Besides strict governance and the obvious need for transparency and integrity, charity brands face many other issues, whether rebuilding or starting from scratch. They exist mainly to solve problems, not to meet a demand. Understanding this very different raison d'etre is the second greatest hurdle that creative agencies have to overcome when working on charity brands. The greatest is getting the charity to consider itself a brand and all that entails. When charities get beyond their complacency and suspicion and creative agencies their arrogance and superficiality—as with Breakthrough Breast Cancer and the Fairtrade Foundation—these two obstacles can be overcome. Copyright © 2005 John Wiley & Sons, Ltd.     

Desired goals and actual outcomes of e‐HRM

Much discussion exists in the academic literature about the potential goals of e‐HRM, but few scholars have looked at whether these goals are actually realised and what factors have an impact on this. This study examined the goals stated by organisations for the introduction of e‐HRM, whether these goals were actually achieved, and the factors affecting this through ten case studies in a range of UK organisations. The results demonstrated that e‐HRM is introduced in order to improve efficiency, service delivery, standardisation and organisational image, to empower managers and transform HR into a more strategic function. Efficiency, service delivery and standardisation goals were commonly realised. Some evidence of a transformational impact of e‐HRM was found, as the HR staff had more time and information to support the organisation in achieving its business strategy. However, no evidence was found of an actual increased involvement of HR in business decision making.     

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     

Exploring the fluid boundary between ‘legitimate performance management’ and ‘downward bullying’: an experimental approach

Using an experimental design, this research examines the extent to which managers and employees perceive management behaviours differently. Eight simulated employment scenarios were presented to an aggregated sample of managers and non‐managerial employees (n = 435), and the respondents were asked to evaluate the extent to which the behaviours depicted are seen as bullying. It was found that employees are more likely than managers to perceive ‘legitimate performance management’ as bullying but also that managers are more likely than employees to perceive more overt bullying as bullying per se. This divergence in perceptions suggests that what constitutes bullying, ontologically speaking, depends on one's point of view and implies that reality is socially constructed. The research has important implications for organisations and trade unions in the development of bullying policies and procedures.     

The effects of re‐branding large UK charities on staff knowledge,attitudes and behaviour

• Despite the costs of charity re‐branding, there is little research in the public domain of its effect on staff. This study addresses that gap in knowledge by evaluating the effects of re‐branding large UK charities on staff knowledge, attitudes and behaviour.
• A quantitative survey of 465 charity staff was carried out in 10 large UK charities. The study shows that knowledge has benefited most from re‐branding although unevenly across different levels of seniority. Length of service has no effect on levels of knowledge but level of support was positively correlated.
• The impact of re‐branding on attitudes proved positive with staff at all levels feeling more motivated, involved and valued as a consequence. However, the study also demonstrates that not all staff feel engaged with the re‐branding process for the organisation to capitalise fully on enhanced staff performance.
• Behaviour was less affected by re‐branding with the exception of a very positive impact on staff retention. The report discusses the practical implications for charity managers.

Copyright © 2006 John Wiley & Sons, Ltd.     

Widening the appeal of charity

In the UK there is a contracting donor pool, but a significant growth in registered charities. This paper discusses the impact of individual, organisational and environmental factors on giving, and also distinguishes characteristics of givers and non‐givers. The focus of the paper is on the long‐term solution to the problem of recruitment of donors, by expanding the current supporter base for the charity sector. Copyright © 2000 Henry Stewart Publications.     

Retaining volunteers for the cause: Hope and pride associated with cause-related charity events in cancer control

Special charity events are an important source of revenue for non-profit organisations in cancer control yet volunteering is declining and turnover is high. Experiences at cause-related events may influence retention, particularly emotions connected to the cause and ceremonies which honour cancer survivors and remember loved ones. We explore the degree to which emotions associated with cause-related volunteering and collective action in the literature are felt in response to Relay For Life and what emotions predict three indicators of retention: intention to return for future events, satisfaction with volunteering, and organisational commitment. Volunteers (n = 410) completed a cross-sectional survey at Relay For Life events in Queensland, Australia. Multiple regression analyses examined whether emotions associated with events predicted each indicator of retention, adjusting for number of years spent volunteering for events. Sixty-two percent reported an intention to return the following year. The most commonly reported event-related emotions were hope, pride, and empathy (62–69%). Intention to return, satisfaction, and commitment were each significantly predicted by hope and pride. The findings suggest special charity events in cancer control could retain volunteers by fostering pride and hope (e.g., for a cancer free future); however, future prospective research which examines the mechanisms of these relationships is warranted.     

World Vision case study of Sigma,an analysis tool based on the Alterian database engine

One of the major issues charities have been concerned with for many years is the inability to access donor records for marketing analysis purposes—donor information has literally been locked up. Charity database tools such as Raiser's Edge and Alms have been built to provide donor details on a record‐by‐record basis rather than to provide summary information across the entire base. These tools carry out this function very well and have the added benefit of providing data to call centre staff as they make or receive calls from donors. As each charity has to compete more intensely for their share of donor value, however, more detailed behavioural analysis of donor bases is required. To do this, access to the entire donor data is essential, not one record at a time, but structured in a way that allows ad hoc querying. This paper discusses the various technologies that can be used to access donor data for analytical purposes and explains the merits of a new database engine developed by Alterian that allows easy and fast access to many records across multiple data tables. It also shows how one organisation has used the engine to develop a bespoke analysis tool for the charity sector and how a leading relief and development agency, World Vision, is using this tool. Copyright © 2001 Henry Stewart Publications     

The antecedents of charity trust and its influence on charity supportive behavior

This study develops and tests a model that evaluates eight antecedents of charity trust and its influence on volunteering and donating. Secondary data from a national Australian survey (N = 1,377) was collected and data was analyzed using partial least square path analysis. Key findings include identifying individual and organizational antecedents of charity trust and its influence on charity supportive behavior. Results show that organizational transparency is a very strong antecedent, followed by the individual awareness level of an individual towards the organization. We also examined the effect of gender as a moderating influence but did not find a significant effect. We conclude with managerial implications and areas for future research.     

Charity shops in sectoral contexts: the view from the boardroom

Charity shops seem inherently contradictory in many ways. This paper unravels some of the contradictions by analysing charity shops in their ‘sectoral contexts’. First it puts forward different meanings of ‘sector’ and introduces notions of ‘sector values’. Then it presents results from empirical research into UK charity shop organisations, to show how senior managers of charity shop chains deal with ‘sectoral contradictions’. Finally, it asks how the sectoral contexts influence the management philosophies and marketing strategies (in the broadest sense) of these senior managers. Copyright © 2000 Henry Stewart Publications