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School of Public and Environmental Affairs Indiana University-Bloomington

Marketing Management For Nonprofit Organizations

V550 Spring 2018

Instructors: Adrian Sargeant Skype: Adrian.Sargeant E-Mail:Adrian.Sargeant@plymouth.ac.uk

Course Objectives

By the end of this program you will be able to : a) appreciate the role of marketing in a nonprofit context b) explore the marketing of philanthropy, the arts, education, healthcare and

social ideas. c) conduct detailed and comprehensive analyses of complex marketing

situations d) comprehend and resolve a wide variety of nonprofit marketing problems e) decide priorities and appropriate marketing objectives, strategies and

tactics f) draw up a comprehensive and convincing marketing plan with

accompanying costs and schedules g) suggest appropriate control mechanisms and contingency plans.

Organization of the Course

The course has been structured in three parts. In the first you will explore the concept of marketing and the extent to which it might be appropriate to the nonprofit context. You will learn how marketing can assist organizations both in resource acquisition and program development/implementation. The second stage of the course has been designed to reflect the structure of a typical marketing plan. You will therefore study the information requirements for a plan and the range of methodologies that may be employed to capture this information. You will then explore how to develop appropriate marketing objectives and employ a wide range of marketing strategies and tactics. The course concludes with a consideration of a number of specific nonprofit

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contexts, such as; social marketing, arts marketing, fundraising, education and healthcare marketing.

The course will be led by Adrian Sargeant, currently the world’s only specialist full Professor of Nonprofit Marketing and a number of guest speakers with expertise to offer in specific areas of the syllabus. The aim is to provide a high quality learning experience that will enable all participants that wish to, to develop their career in this context

Tutor Bio

Professor Adrian Sargeant is one of the world’s leading fundraising academics, holding a Chair in Fundraising at Plymouth University and directing the Hartsook Centre for Sustainable Philanthropy. He was formerly the first Hartsook Chair in Fundraising at the Lilly Family School of Philanthropy at Indiana University in the United States, where he still an adjunct professor. He also holds visiting appointments at Avila University and the Australian Centre for Philanthropy and Nonprofit Studies, Queensland University of Technology. He has received many awards for his services to the profession, notably being named to the prestigious Nonprofit Times Power and Influence List in the United States in 2010. In the UK he received a Civil Society Award for his Outstanding Contribution to Fundraising. Professor Sargeant is one of the world’s leading authorities on how to achieve growth in philanthropy. In 2011 he ran Growing Philanthropy summits in Washington DC and London drawing together leaders from the nonprofit communities in both countries to discuss the role that the sector itself might play in growing philanthropy. He also helped facilitate a philanthropy summit for the Rockefeller Foundation and the Resource Alliance in Bellagio, Italy, the primary goal of which was to improve the flow of philanthropy in the development system. Adrian’s work has also informed several commercial ventures that serve the voluntary sector. He is Chief Scientist for Bloomerang in the United States, database software for smaller and medium sized nonprofits that prompts users to take smarter decisions in respect of donor retention, stewardship and loyalty. He is also a prolific author and educator. He has published over ten books and around 150 peer reviewed academic publications in the domain of individual giving, fundraising and nonprofit marketing. Most recently he has designed new qualification frameworks for fundraising professional bodies across the world. In the UK, for example, he designed the new Certificate/Diploma in Fundraising courses that are now offered by the Institute of Fundraising. He is doing similar work in the United States working

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with the Association of Fundraising Professions and launched their new Advanced Diploma in Fundraising in the Autumn of 2015.

Learning Outcomes

This course aims to enable participants to understand and critically evaluate how to develop marketing objectives, strategies and tactics in the nonprofit context. Subject Specific Skills Upon completion of the course a participant will typically be able to:

a) Apply a wide range of tools, models and frameworks to solve practical marketing problems

b) Analyze and critically evaluate the marketing strategy adopted by particular nonprofit organizations and suggest improvements.

c) Synthesize and apply the latest research and thinking in marketing to inform and improve professional practice

d) Write a marketing plan for a nonprofit organization e) Analyze and evaluate the legal and ethical implications of various

forms of professional practice f) Analyze, reflect upon and develop their individual professional practice

Knowledge and Understanding Upon completion of the course a participant will typically have a comprehensive and critical knowledge and understanding of:

a) Current research based knowledge at the forefront of the marketing discipline.

b) Market/societal orientation and the role of both in facilitating income generation and the marketing of nonprofit goods and services.

c) The nature and process of marketing strategy development, specifically, overall direction, segmentation, positioning, branding and portfolio management.

d) Marketing tactics, including product/service design, pricing, channel management and the communications mix (advertising, sales promotion, personal selling, public relations and direct/interactive marketing).

e) The nature and impact that external and internal factors have on the design and implementation of strategy/tactics.

f) Codes of Professional Practice/marketing ethics.

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Cognitive and Intellectual Skills Upon completion of the course a participant will typically be able to:

a) Apply a disciplined approach to the analysis of various complex marketing problems and their resolution through the selective and appropriate use of tools for analysis and strategy formulation

b) Make selective and critical use of academic material for the examination of complex marketing issues

c) Use a range of theoretical models and frameworks to critically evaluate both strategic and tactical options

Other Transferable Skills Upon completion of the course participants will typically be able to:

a) Communicate ideas and arguments in a clear and logical manner to an academic or professional audience

b) Undertake independent and self directed study c) Draw from and make selective use of published material with minimum

guidance

Teaching and Learning Methods:

A range of teaching and learning methods will be employed including lectures, case studies and group discussions. The sessions will include a number of exercises designed to allow participants to apply the frameworks/models introduced in the course to specific case study examples. Participants will also be encouraged to find creative solutions to current marketing issues and concerns and to develop marketing strategies/tactics for a wide range of different organizations.

Required Reading

You have a choice for this class. You can either elect to purchase my text

1. Sargeant A (2009) Marketing Management For Nonprofit Organizations, (3rd Edition) Oxford University Press, Oxford

OR

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Andreasen A.R. and Kotler P (2007) Strategic Marketing for Nonprofit Organizations, 7th Edition, Prentice Hall

The Andreasen text contains many more American examples than my own – which was written for a worldwide audience – but it is significantly more expensive. Hence the choice ! The handling of topics varies – but both books cover similar ground.

Supplementary Reading

A selection of additional texts which course participants might find of value is given below. These are NOT essential reading, but are of general interest. Basil D.Z. (2007) Social Marketing: Advances in Research and Theory, Haworth Press, Binghamton. Burnett, J.J. (2007) Nonprofit Marketing Best Practices, Wiley. Burnett, K (2002) Relationship Fundraising: A Donor Based Approach to the Business of Raising Money, Jossey Bass, San Francisco. Hayes, T.J. (2002) New Strategies in Higher Education Marketing, Haworth Press, Binghamton Hill E, O’Sullivan C and O’Sullivan T (1995) Creative Arts Marketing, Butterworth Heinneman. Hillestad, S.G. and Berkowitz, E.N. (2003) Health Care Market Strategy, 3rd edition, Jones and Bartlett Publishers International, Sudbury, MA. Kerrigan, F., Fraser P and Ozbilgin, M (2004) Arts Marketing, Butterworth Heinemann, London. Kirp, D.L., Berman, E.P., Homan, J.T. and Roberts, P. (2004) Shakespeare, and the Bottom Line: The Marketing of Higher Education, Harvard University Press, Boston. Klein K (2005) Fundraising for Social Change, 5th Edition, Jossey Bass, San Francisco Kotler, P and Bernstein J.S. (2001) Standing Room Only: Strategies for Marketing The Performing Arts, Harvard Business School Press, Boston.

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Kotler, P., Roberto, N. and Lee, N.R. (2002) Social Marketing: Improving the Quality of Life, Sage Publications, Thousand Oaks. Lovelock C and Wirtz J (2006) Services Marketing, 6th Edtn, Prentice Hall. Sargeant, A and Jay, E (2010) Fundraising Management: Analysis, Planning and Practice, 2nd Edition, Routledge, London. Wymer W., Knowles P.A and Gomes R (2006) Nonprofit Marketing: Marketing Management for Charitable and Nongovernmental Organizations, Sage Publications.

Trade Press/Key Academic Journals

Nonprofit Times Chronicle of Philanthropy International Journal of Nonprofit and Voluntary Sector Marketing Journal of Nonprofit and Public Sector Marketing Nonprofit and Voluntary Sector Quarterly Nonprofit Management and Leadership Voluntas Journal of Marketing Journal of Marketing Management Journal of Consumer Research

Course Grade

The overall grade for the course will be calculated as follows: Marketing Plan Assignment 50% Agency Pitch 30% Class Participation 20% You will also be expected to submit a marketing audit. This is NOT assessed but formative feedback will be provided. Grades will be awarded on the following grading scale:

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Grading Scale: A+ 97 – 100% C+ 77 – 79% A 94 – 96% C 74 – 76% A- 90 – 93% C- 70 – 73% B+ 87 - 89% D+ 67 – 69% B 84 - 86% D 64 – 66% B- 80 - 83% D- 60 – 63% F 60 & below

Class Participation

Each week participants will be required to offer their thoughts on two course issues that will be posted on Oncourse. Each week there will be around two ‘forums’ that you will be expected to engage with. You will receive a class participation grade based on the quality of your thinking and level of engagement with posts from other participants. Overall, a constructive ‘tone’ is necessary for a good CP grade rather than knowing the ‘right’ answers or commenting a great deal. Indeed, in marketing there are rarely ‘right’ answers and everyone’s opinion will therefore be valued.

Marketing Plan Assignment

The marketing plan assignment will be due in at the end of the class. Much of the evaluation for this course therefore comes late in the semester. It should be noted, however, that this assignment has been structured so that preparatory work can be commenced early in the course. The lectures will take you through each stage in the development of a marketing plan, so that if you wish you can complete each section of your plan as you work through the course. The marketing plan should be between 3000 and 6000 words in length (not including appendices) and should be developed for an organization of your own choice. It may be easiest to develop a plan for your present employer, although if this proves problematic you should select a case study organization. Your plan should include a detailed marketing audit, marketing objectives, strategies and tactics. It should ultimately be capable of implementation in the organization concerned. Substantial guidance will be provided in class over the form that this plan might take and the instructor will address any individual problems or concerns that might arise

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This assignment should be an individual piece of work. Group assignments are not permissible.

As will be made clear in class, a variety of formats are acceptable, but it is likely that your plan will contain:

a) Cover page – to include title, time period addressed in the plan,

author, name of organization and, if appropriate, any confidentiality restrictions

b) Table of Contents c) Marketing Audit d) SWOT Analysis e) Summary of Key Issues f) Assumptions g) Marketing Objectives h) Marketing Strategies i) Tactics j) Budget k) Schedule l) Responsibilities (if applicable) m) Monitoring/Control n) Contingencies o) Appendices

Remember that your action plan should develop naturally from the issues and factors you identified previously in your audit. Credit will be given for responding appropriately to the challenges of the environment in which your nonprofit is operating. To ensure that you receive early feedback on your performance in this module, you may submit your marketing audit, together with a summary of the key issues you perceive to be faced by the organization on (Friday 24th February 2017). I will provide ‘formative’ feedback on this document to guide you in the subsequent preparation of the balance of your plan. This material is NOT assessed, but it is in your best interest to make a submission and receive early feedback. If you are unable to meet this deadline you should contact me to discuss. To take advantage of this formative feedback you should send your audit to me at adrian.sargeant@plymouth.ac.uk Please DO NOT attempt to submit it through Canvas. For your guidance, marks will generally be awarded in accordance with the following rubric, although extra credit may be given at the discretion of the Professor, where appropriate:

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Content Marks (%)

Marketing Audit / SWOT / Summary of Key Issues 30 Specification of Marketing Objectives 10 Specification of Marketing Strategy 20 Specification of Marketing Tactics 20 Specification of budget/schedule 10 Quality and appropriateness of presentation 10

The full marketing plan assignment must be submitted no later than 12 noon on the 27th April 2018.

Further guidance about the requirements for specific grades is offered below:

Assessment Guidelines - Marketing Plan

A/A+ Assignments To achieve an A or A+ grade, work will display originality of exposition or treatment in ALL the following criteria:

extensive, in depth and accurate knowledge of the topic

clarity of argument and logical expression

integration of a range of materials

evidence of extensive reading

creative insight into theoretical issues

knowledge of leading edge research

synthesizes and applies theories appropriately

analytical and evaluative in tone and content

coherent structure

very fluent writing style

referencing is exemplary In addition:

These papers will stand out as having been exceptionally well completed both in terms of structure and content – as well as balancing the practical

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and theoretical aspects. Strategic and tactical recommendations will be soundly based in theory and will be able to be implemented in practice.

These papers will be very consistent in terms of the critique and evaluation of the environmental/internal environment and how this informs the subsequent recommendations.

Indeed, these papers will demonstrate a strong fit between the factors identified as impinging on the organization and the strategic response proposed.

It is most likely that these papers will draw on a wider range of theoretical concepts and frameworks to inform the practical analysis than the A- paper, although not in such a away that the focus becomes confused.

A- Assignments Will meet the following criteria exceptionally well:

comprehensive and accurate knowledge of the topic

clarity of argument and logical expression

integration of a range of materials

evidence of extensive reading

insight and grasp of core theoretical issues

critical and analytical insights

well structured

fluent writing style

referencing is consistently accurate In addition:

These papers will follow a recognized structure and use appropriate terminology throughout.

These papers will demonstrate the candidate’s ability to undertake a disciplined analysis of marketing problems/scenarios and to develop a cogent response.

There will be evidence that the student is able to apply appropriate course models and frameworks to inform their analysis of the case and subsequent recommendations. An A-grade requires more than the simple regurgitation of this material – rather they must apply these ideas to the case.

These papers will indicate that the student understands what is required to produce a marketing plan – and in so doing critically evaluating a range of strategic and tactical options. They should be able to recognize an

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organization’s position within the marketing environment; draw logical conclusions from the information analyzed and make clear, logical and practical recommendations.

B/B+ Assignments Will demonstrate all of the following qualities

Accurate and well-informed knowledge of the topic

Insights about theoretical issues

Breadth of reading in relevant literature

Sound grasp of key principles and relevant theories

Well structured and organized

Accurate referencing

Largely fluent writing style In addition:

These papers will follow a recognized structure and use appropriate terminology

These papers will demonstrate the candidate’s ability to undertake an analysis of marketing problems/scenarios and to develop a cogent response.

There will be some evidence that the student is able to apply appropriate course models and frameworks to inform their analysis of the case and subsequent recommendations. A good pass grade requires more than the simple regurgitation of this material – rather they must apply these ideas to the case.

These papers will indicate that the student understands what is required to produce a marketing plan – and in so doing employing a range of strategic and tactical options. They should be largely able to recognize an organization’s position within the marketing environment; draw some logical conclusions from the information analyzed and make some clear, logical and practical recommendations.

C Assignments The following criteria when present overall will indicate an acceptable level of competence:

some limited knowledge of the topic

generally accurate with some omissions and errors

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occasional evidence of relevant reading

minimal amounts of theoretical, analytical and critical content

reasonably coherent and structured presentation

minimal fluency

some aspects of the question addressed

some attempt at referencing accurately In addition:

These papers will follow an appropriate structure and use appropriate terminology.

These papers will demonstrate some limited ability to undertake an analysis of marketing problems/scenarios and to develop a response.

There will be evidence that the student is able to apply some course models and frameworks to inform their analysis of the case and subsequent recommendations. At this grade, they will not always be well applied to the case.

These papers will indicate that the student has some understanding of what is required to produce a marketing plan. They should able to recognize aspects of an organization’s position within the marketing environment; draw a limited number of conclusions from the information analyzed and make limited but appropriate recommendations.

Fail The following factors will constitute failure when largely evident:

neither answers nor addresses the question

descriptive in tone and consistent throughout

lacks relevant knowledge

contains important inaccuracies

coverage of theoretical material sparse

contains unsupported assertions and value judgements

illogical and incoherent arguments

badly organized and lacks structure

unfinished

meaning unclear and lacks fluency

lack of referencing and/or inaccurate referencing In addition:

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Papers that lack the structure, content and use of appropriate terminology that would be expected from a student able to conduct a disciplined analysis of marketing problems, scenarios or issues will fail.

Students who are unable to develop a critical evaluation of the organization and generate a series of appropriate recommendations will also fail.

Candidates who are unable to utilize course concepts, frameworks and models to inform either their analysis or subsequent recommendations will fail. Fail grade candidates will be unable to offer more than a simple description of these ideas, rather than moving beyond this to employing these tools to inform their approach to the task.

Fail grade papers may also be inconsistent in their approach – in so far as the recommendations offered appear unrelated to the issues raised in the marketing audit.

Agency Pitch

A market research brief will be posted in Canvas. In your role as the account director of a market research agency you are required to prepare a formal tender document to pitch for this work. It should specify the research objectives you intend to address and the methodology you would use to address the brief. An outline of the likely costs and timescales should also be provided.

The following rubric will be applied

Criteria % of Grade Research Objectives 20% Proposed Methodology And Justification 50% Budget 10% Schedule 10% Presentation 10% TOTAL 100%

The agency pitch assignment is due in at noon on Friday March 9th 2018

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Assessment Guidelines - Agency Pitch A/A+ Assignments To achieve an A or A+ grade, work will display originality of exposition or treatment in ALL the following criteria:

extensive, in depth and accurate knowledge of the topic

clarity of argument and logical expression

integration of a range of materials

evidence of extensive reading

creative insight into the problem posed.

synthesizes and applies course material appropriately

analytical and evaluative in tone and content

coherent structure

very fluent writing style In addition:

These papers will stand out as having been exceptionally well completed both in terms of structure and content.

Recommendations will be soundly based in theory and will be able to be implemented in practice.

The selected research methods are highly appropriate to the stated problem.

Cost data should be accurate.

The pitch will be of such a quality that in reality it would be likely to win the specified work.

A- Assignments Will meet the following criteria exceptionally well:

comprehensive and accurate knowledge of the topic

clarity of argument and logical expression

integration of a range of materials

evidence of extensive reading

insight and grasp of core issues

critical and analytical insights

well structured

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fluent writing style In addition:

These papers will follow a recognized structure and use appropriate terminology throughout.

These papers will demonstrate the candidate’s ability to undertake a disciplined analysis of the research problem and to develop a cogent response.

There will be evidence that the student is able to apply appropriate course ideas to inform their analysis of the case and subsequent recommendations. An A-grade requires more than the simple regurgitation of this material – rather they must apply these ideas to the case.

These papers will indicate that the student understands what is required to produce an agency pitch – and in so doing critically evaluating a range of methodologies. Their selected options will not be as optimal as those selected by students achieving an A or A+ grade.

B/B+ Assignments Will demonstrate all of the following qualities

Accurate and well-informed knowledge of marketing research.

Insights about the issues articulated in the case.

Breadth of reading in relevant literature

Sound grasp of key principles and relevant theory

Well structured and organized, cogently presented.

Largely fluent writing style In addition:

These papers will follow a recognized structure and use appropriate terminology

These papers will demonstrate the candidate’s ability to undertake an analysis of a marketing research problem and to develop a cogent response.

There will be evidence that the student is able to apply appropriate course models and frameworks to inform their analysis of the case and subsequent recommendations. A good pass grade requires more than the

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simple regurgitation of this material – rather they must apply a significant number of these ideas to the case

These papers will indicate that the student understands what is required to produce an agency pitch, although their suggested methods and associated costs will not address the research problem as well as those papers achieving higher grades. It is likely that at least one recommendation would not be appropriate. Some costings may also be inaccurate and/or the schedule may be unrealistic.

C Assignments The following criteria when present overall will indicate an acceptable level of competence:

some limited knowledge of the topic

generally accurate with some omissions and errors

occasional evidence of relevant reading

minimal amounts of theoretical, analytical and critical content

reasonably coherent and structured presentation

minimal fluency

some aspects of the question addressed. In addition:

These papers will follow an appropriate structure and use appropriate terminology throughout.

These papers will demonstrate the candidate’s ability to undertake an analysis of a marketing research problem and to develop a response

There will be evidence that the student is able to apply a number of course ideas to inform their analysis of the case and subsequent recommendations. A pass grade requires more than the simple regurgitation of this material – rather they must apply a number of these ideas to the case.

These papers will indicate that the student understands what is required to produce an agency pitch, but their answers will contain a number of significant weaknesses or omissions. It is likely that a number of the recommendations offered would be inappropriate. Some costings may be inaccurate and/or the schedule may be unrealistic.

Fail The following factors will constitute failure when largely evident:

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neither answers nor addresses the question

descriptive in tone

lacks relevant knowledge

contains important inaccuracies

contains unsupported assertions and value judgements

illogical and incoherent arguments

badly organized and lacks structure

unfinished

meaning unclear and lacks fluency. In addition:

Papers that lack the structure, content and use of appropriate terminology that would be expected from a student able to conduct a disciplined analysis of marketing research problems will fail.

Recommendations will be inappropriate and the associated costs unrealistic.

Candidates who are unable to utilize course ideas to inform their analysis or subsequent recommendations will fail. Fail grade candidates will be unable to offer more than a simple description of these ideas, rather than moving beyond this to employing these tools to inform their approach to the task.

Late Assignments

Late assignments may be subject to a one letter grade penalty for each day they are late. You will have plenty of notice about when assignments are due and they should be delivered on time.

Statement on Plagiarism

Plagiarism is the use of the work of others without properly crediting the actual source of the ideas, words, sentences, paragraphs, entire articles, music or pictures. Using the work of other students, with or without their permission, is also plagiarism if there is no clear indication of the source of the original work. Plagiarism, a form of cheating, is a serious offence and will be severely

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punished. When plagiarism is suspected, the instructor will inform the student of the charge; the student has the right to respond to the allegations. If a student is charged with plagiarism, procedures outlined in the IU "Student Rights and Responsibilities" statement will be followed. Students have the right to appeal any charge to the Academic Affairs Committee.

For information about SPEA's academic policies relating to academic dishonesty, civility, withdrawing from courses, incompletes, students called to active duty, and final exams, please see http://www.indiana.edu/~speagrad/policies.html

Access and Equal Opportunities

It is my view that places of learning should be welcoming to all individuals regardless of race, religion, gender, sexual orientation or disability. Racist, sexist and other discriminatory behaviour is not acceptable and positive action to combat such behaviour will be taken. Offenders may be barred from continuing in the class..

Course Schedule Week New Topic Sargeant

Readings: Chapter

Oncourse Readings

1 Course Welcome and Introduction To Nonprofit Marketing Market Versus Societal Orientation

1 and 2 Kotler, Philip and Levy, Sidney J. (1969). Broadening the Concept of Marketing. Journal of Marketing, 33(January), 10-15. Luck, David J. (1969). Broadening the Concept of Marketing – Too Far. Journal of Marketing, 33 (July), 53-66. Shapiro, Benson P. (1988). What the Hell is ‘Market Oriented’? Harvard Business Review, November-December, 119-125. Kohli, Ajar K and Jaworski, Bernard J. (1990). Market Orientation: The Construct, Research Propositions, and Managerial Implications. Journal of Marketing, 54, 1-18. Sargeant Adrian, Foreman, Susan and Liao Mei-Na (2002). Operationalizing the Marketing Concept in the Nonprofit Sector, Journal of Nonprofit & Public Sector Marketing, 10(2), 41-65.

2 Introduction To Marketing Research.

3 and 4 Barker, A; Nancarrow, C. and Spackman, N (2001) Informed Eclecticism: A Research Paradigm for the 21st Century, International Journal of Market Research, 43 (1): 3-27.

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Market Research Case

Keegan S, Tinson J and Nancarrow C (2008) Bridging The Practitioner-Academic Divide, Qualitative Market Research: An International Journal, 11(1):107 – 112.

3 Consumer Behavior

4 Introduction To Marketing Planning – Marketing Audit

5 Marketing Strategy – Overall Direction, Segmentation, Positioning Carnegie School Case

5 Frumkin, P and Kim, M.T. (2001) Strategic Positioning and the Financing of Nonprofit Organizations: Is Efficiency Rewarded in the Contributions Marketplace? Public Administration Review, 61(3): 266-275 Krug K and Weinberg C (2008) Marketing Strategies and Portfolio Analysis, in Sargeant A and Wymer W, The Nonprofit Marketing Companion, Routledge, London, Sciulli L.M. and Bebko, C. (2011) Positioning Strategies for Social Cause Organizations, Journal of Nonprofit and Public Sector Marketing, 23, 99-133. Smith W.R. (1956) Product Differentiation and Market Segmentation as Alternative Marketing Strategies, Journal of Marketing, 21(1): 3-8. Todd S and Lawson R (2001) Lifestyle Segmentation and Museum/Gallery Visiting Behaviour, International Journal of Nonprofit and Voluntary Sector Marketing, 6(3): 269-277.

6 Branding 6 Jayawickrama S (2011) Embracing DNA, Expanding Horizons, The Panda Turns 50, Harvard Business School Publishing. Kylander N (2011) The Girl Effect Brand: Using Brand Democracy to Strengthen Brand Affinity, Harvard Business School Publishing. Kylander N and Stone, C. (2012) The Role of Brand in the Nonprofit Sector, Stanford Social Innovation Review, Spring, 36-41. Sargeant A and Ford J.B. (2006) ‘The Power of Brands’, Stanford Social Innovation Review, Winter, 41-47. Venable, B., Rose, G., Bush, V and Gilbert, F (2005) The Role of Brand Personality in Charitable Giving: An Assessment and Validation, Journal of the Academy of Marketing Science, 33(3), 295-312.

7 The Marketing Mix 7 Levitt, T. (1981). Marketing Intangible Products and Product Intangibles, Harvard Business

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Review, May-June, 94-102. Loveock C and Gummesson E (2004) Whither Services Marketing, Journal of Service Research, 7(1), 20-41.

8 Relationship Marketing

Gronroos, C. (1997). From Marketing Mix to Relationship Marketing – Towards a Paradigm Shift in Marketing. Management Decision, 35(4), 322-339.

MacMillan, K., Money, K., Money, A. and Downing, S. (2005) Relationship Marketing in the Not-for-Profit Sector: An Extension and Application of the Commitment–Trust Theory, Journal of Business Research, 58(6), 806-818.

9 Marketing Communications Philharmonic Case Study

7 Cramphorn, S. (2006) How to Use Advertising to Build Brands: In Search of the Philosopher’s Stone. International Journal of Market Research, 48(3), 255-276. Rentschler R and Radbourne J (2008) Relationship Marketing in the Arts: The New Evoked Authenticity in Sargeant A and Wymer W, The Nonprofit Marketing Companion, Routledge, London,

Rentschler, R., Radbourne, J., Carr, R. and Rickard, J. (2002) Relationship Marketing, Audience Retention and Performing Arts Organisation Viability, International Journal of Nonprofit and Voluntary Sector Marketing, 7, 118-130.

10 Digital Marketing Sargeant, A., West, D. C., Jay, E. (2007) The Relational Determinants of Nonprofit Web Site Fundraising Effectiveness: An Exploratory Study, Nonprofit Management and Leadership, 18, 141-156

11 Social Media and Campaigning

Jawad M, Abass, J, Hariri A and Akl, E (2015) Social Media Use for Public Health Campaigning in a Low Resource Setting: The Case of Waterpipe Tobacco Smoking, Biomed Research Internatonal, Article ID 562586, 4 pages http://dx.doi.org/10.1155/2015/562586

Wittmeier, K, Holland, C., Hobbs Murison, K (et al) (2014) Analysis of a Parent-Initiated Social Media Campaign for Hirschsprung’s Disease Monitoring Editor: Gunther Eysenbach Reviewed by Allan Goldstein and Monica Mazzucato,J Med Internet Res. 16(12): Published online 2014 Dec 11. doi: 10.2196/jmir.3200

12 Social Marketing Ad Councils AIDS Campaign Case

8 Andreasen A.R. (2012) Rethinking the Relationship Between Social/Nonprofit Marketing and Commercial Marketing, Journal of Public Policy & Marketing, Spring,

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31(1), 36-41 Andreasen A.R. (1988) Alternative Growth Opportunities for Contraceptive Social Marketing Programs, Journal of health care marketing, 18(2), 38-46.

13 Arts Marketing Lee H (2005) When Arts Met Marketing, International Journal of Cultural Policy, 11(3), 289-305 Rémi M., Marteaux, S. and Pulh, M.(2010), Museums, Consumers, and On-Site Experiences, Marketing Intelligence & Planning, 28(3), 330-348. Rentschler, R. and Gilmore, A. (2002). Museums: Discovering Services Marketing. International Journal of Arts Management, 5(1), 62-72. Rentschler, Ruth, Hede, A and White, T.R. (2007). Museum Pricing: Challenges to Theory Development and Practice. International Journal of Nonprofit and Voluntary Sector Marketing, 12, 163-173. The readings above are illustrative – they are NOT specifically required for this week. You can find them through the normal library databases if they sound appealing !

14 Fundraising 9 Sargeant A and Ewing M (2001) Fundraising Direct: A Communications Planning Guide for Charity Marketing, Journal of Nonprofit & Public Sector Marketing, Vol.9(1-2), pp.185-204 Cluff, A (2009) Dispelling the myths about major donor fundraising, International Journal of Nonprofit and Voluntary Sector Marketing, Vol.14(4), pp.371-377

Tutor Contact

Appointments can be made to discuss course issues by e-mail. I do not keep formal office hours as I’m not based in Bloomington, but I will do my utmost to chat with you on a convenient day/time. Getting access will not be a problem. Skype me or e-mail your questions. My Skype address is adrian.sargeant