This can be seen in the approaches defined in the Club's annual report. The tailoring of individualized strategies can maximize the experiences of donors so they have a higher level of ownership in the causes they are investing in (Polonsky, Sargeant, 2007). Concentrating more on how to transform the corporate donors' investments into experiences not only for them but the clubs they adopt will further support a more relationship-based series of marketing strategies. The greatest threat to the existing series of donor strategies is that they may eventually become more transactional in scope and donors may decide to either cut back on the level of giving or quit giving altogether due to economic conditions. To overcome this potential risk, the club must concentrate first on client relationship management strategies that are much more finely tuned in the donor community first. Second, the tailoring of specific programs for each of the corporate donors is critical for the growth of donations to occur. At 16% of total revenues contributed, this is by far the most important segment and one that deserves a much more focused strategy overall. The need for creating a Partner Intranet for this segment and making it highly relevant through the continual posting of new content is also critical. The club needs to continually seek new ways to keep this, their most lucrative segment of donors, as actively engaged with the organization as possible, giving them many opportunities to see how their contributions make a difference.
The second major strategy of attracting new members and retaining existing ones is more complex than the organization at times plans for. Given the fact that the majority of the children at the club's locations are from single-parent homes (56%) there is the need for earning the trust of the single parent and giving them the opportunity to see the clubs as a trusted advisor to the raising of their children (Barczak, Kahn, Moss, 2006). For those parents from other nations with cultural and language barriers, this is a significant leap of faith for them. The club to this point does not provide multilingual assistance to the level they need to in order to recruit these children. Second, there is little in the way of multicultural examples in their success stories campaign today. There are few Hispanics shown in the Be Great Campaign today for example. What the club must do in this second area of marketing management is pursue being a trusted resource for parenting insights and cultural assimilation. Many of the families who are reduced to a signal parent are also immigrants and have cultural challenges in adapting to the U.S. The club today does not actively provide a strategy of multilingualism or serve as the sociological "landing zone" for these individuals either. In short, the club could do much more as part of their outreach into ethnically and culturally diverse communities through more effective marketing. Starting with more of an emphasis on Hispanics in the Be Great Program and going further with minorities, the club could be significantly more effective in this area. It is a significant shortcoming of its strategies today and they are leaving many members underserved due to this lack of multiculturalism.
Marketing strategies for members also have been slow to adopt social networking (Bernoff, Li, 2008). Today the club has Facebook, MySpace and Twitter accounts yet is not doing nearly enough to educate its members about how to use the Internet safely (Mayer, 2003). This is a major gap that other nonprofits have made a main part of their crusade, including the Boy Scouts of America and the YMCA. The fact that the club has yet to make technology education a centerpiece of their programs is a shortcoming of their marketing strategies and also a weakness of their new service development process. The new service development process within nonprofits is the catalyst of future loyalty for its members (Barczak, Kahn, Moss, 2006). There are many project-based extensions that the club participates in. Its services and product development strategy is one of services extensions, comparable to companies who extend the life of their products only with slight differentiation. For the club to significantly grow the new service development processes today must be fundamentally re-designed to reflect the rapid changes in its member base. Take for example the complex problems single mothers face with regard to getting their children the right immunizations, check-ups, dental and medical care? The club is missing a major opportunity to concentrate on these unmet needs and build alliances with major medical providers to...
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