III.

ABSTRACT

The purpose of the study is to develop the marketing strategy for nonprofit organization in this
contemporary era of marketing considering the marketing definition, resource for marketing
volunteers and donor. A descriptive study was conduct to find out the marketing strategy used to
marketing nonprofit organizations, where we were collected 30 survey and 6 interviews. The
present study's goals were to identify the general marketing policies, methods, and tactics. The
issues that non-profit organizations are facing, as well as solutions, are provided, along with
suggestions for improving marketing efficiency. The research technique was used to conduct the
study, starting with deskwork that included a literature review, followed by informal, personal
discussions with the executives and a survey. The study shows that significant amount of
organizations has inadequate resources to support the marketing, however, most of them are small
and local ones. Moreover, many organization are facing lake of brand recognition, which lead to
minimal clients & donors for funds. The finding has number of valuable implication for nonprofit
organizations, marketers.

Key words: NPO, Marketing, Strategy, Donors, Volunteers, Brand recognition, Local
Organization.

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Contents
I. LETTER OF TRANSMITTAL................................................................................................3
II. ACKNOWLEDGEMENT .......................................................................................................4
III. ABSTRACT ..........................................................................................................................5
Chapter 1: Introduction ....................................................................................................................8
Chapter 2: NGO/NPO- Bangladesh Perspective ..............................................................................9
2.1: Background of NGO in Bangladesh: ....................................................................................9
2.2: Classification of NGO .........................................................................................................10
Table 1: Types of NGOs in Bangladesh with examples.........................................................10
2.3. Mission and vision of Non-Government Organizations (NGOs) as Bangladesh context: ..11
Chapter 3: Literature Review .........................................................................................................19
3.1: The NPO Consumer: ...........................................................................................................19
3.2: The NPO Volunteer.............................................................................................................19
3.3: The NPO Donor/Funder ......................................................................................................20
3.4: Research gap: ......................................................................................................................21
Chapter 4: Methodology.................................................................................................................22
4.1: Research approach: .............................................................................................................22
4.2: Research Design: .................................................................................................................22
4.3: Data Collection: ..................................................................................................................22
4.4: Data Analysis & interpretation: ..........................................................................................23
4.5: Objective of the Study.........................................................................................................23
4.5.1: Primary Objective ........................................................................................................23
4.5.2: Secondary Study...........................................................................................................23
4.6: Limitations of the Study ......................................................................................................23
Chapter 5: Contribution to the Society...........................................................................................24
Chapter 6: Findings & Recommendations .....................................................................................25
6.1: Findings ...............................................................................................................................25
6.1.1: Lack of Resources to support for Marketing................................................................25
6.1.2: Ambiguous Target Markets and Competition ..............................................................25
6.1.3: Low brand recognition .................................................................................................26
6.1.4: Lack of appreciation to the volunteers .........................................................................27
6.2: Recommendations ...............................................................................................................28
6.2.1: Best resource management practices ...........................................................................28
6.2.2: Implementation of targeted Email marketing: .............................................................28

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 6.2.3: Digital Engagement......................................................................................................29
6.2.4: Implement volunteer targeted marketing strategy........................................................30
Chapter 7: CONCLUSION ............................................................................................................31
Reference ........................................................................................................................................32

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 Chapter 1: Introduction

According to the demands of the time, the term "marketing" is defined and amended by many
researchers and practitioners over time. The movement of goods and services from the point of
production to the point of consumption is referred to as "marketing," according to the National
Association of Marketing Teachers. Marketing is the process of generating, promoting, delivering,
and exchanging offerings that are valuable to customers, clients, partners, and society at large,
according to the American Marketing Association (AMA). (Supplied in 2017).
Bus those definitions are mostly suitable for regular profitable organizations. The consumer base,
funding patterns, and service category create demand for a separate definition of marketing for
nonprofit organizations, also known as social or volunteer organizations. Nonprofit marketing
refers to the use of marketing strategies to spread an organization's message, promote donations,
and solicit volunteers. It promotes awareness, grabs attention, and entices new volunteers to join a
group.
Profitable organizations only need to attract and satisfy customers (consumers) to sustain and grow.
But nonprofit organizations need to attract and satisfy donors, volunteers, and the group of people
for whom they work in the development sector. So, nonprofit organizations need to work with three
completely different segments to attract them for three different purposes. No doubt, this is one of
the toughest tasks for a marketer to coordinate among the segments and purposes.
In short, a strategy is a set of coordinated efforts that lead to a certain goal. But nonprofit
organizations work with a set of goals. So, the strategies for nonprofit organizations are a little bit
complex and undefined. The necessity and demand for nonprofit organizations are rising day by
day. As a result, the strategies for nonprofit organizations should well defined and developed as
early as possible.
This report is to find and develop some strategies for nonprofit organization marketing based on
market data.

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 Chapter 2: NGO/NPO- Bangladesh Perspective

2.1: Background of NGO in Bangladesh:

After the liberation war, Non-Government Organizations (NGOs) were started their journeyin
Bangladesh. At the opening, the NGOs presented with some noticeable noble programs like the
reformation of war-torn Bangladesh.

Bangladesh has been likely the maximum considerable on the globe for non-governmental
organizations. Nowadays there are almost 2501 NGOs (Up to January 2020) operating in
Bangladesh according to (ngoab.gov.bd). In Bangladesh, NGOs have been supplying because of
the savior of innumerable underprivileged human beings without food, clothing, training, and
fundamental health centers in addition to fundamental lifestyles survive the training. Bangladeshis
one of the pinnacles of fifteen underprivileged countries. Bangladesh is transferring towards a
massive task to get better the call for our country. Growing population, notwithstanding the
agriculture quarter is the fundamental supply of earnings this region, mainly focused on
agricultural-Argo. Yet, alas, this quarter seemed to have failed to generate worthwhile carrier
possibility for the landless.

Non-government organizations (NGOs) have seemed as an undisputed component of the

institutional structure so that it is far addressing impoverishment and rural development,
preservation of environmental, catastrophe management, gender equality, human rights, and
different social issues. Activities of NGOs are institution formation, formal and non-formal
education, microcredit, health and nutrition, training, water delivery and sanitation human rights
and advocacy, own circle of relatives making plans and welfare, prison useful resource, and
different areas. By regarding the beneficiaries directly, non-government organizations operating in
the context of normal national making plans for development.
The NGO affairs bureau in 1990 beneath Neath the Prime Minister’s Office has been created
through the government of Bangladesh. The Bureau assists to make the NGOs acquire their
registration clearance, approval, and permission via a single enterprise of the Government within
a specific time frame. Ensuring the fine overall performance of the NGO area and its responsibility
to the kingdom is the primary recognition of the NGO affairs bureau.

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The terminology NGO can be used to consist of any group or employer outdoor the authorities
and as such can also additionally consist of political parties, non-public andbusiness enterprise, co-
operative, trade unions, etc. The terminology includes all the one's organizations, which are
involved in multi-dimensional improvement sports to assuage poverty of the agricultural and
concrete poor.

2.2: Classification of NGO

a) Local NGOs: Run programmers inside some villages via way of means of amassing funds
in most cases from local, countrywide, or global NGO sources. Cover itsnetwork stage with
inside the limited area.

b) National NGOs: After receiving funds from overseas international locations via way of
means of running in district geographical place protecting some of the districts.

c) International NGOs: operating their paintings in numerous geographical places from

headquarters primarily based outside the country and having operated in most cases via
way of means of expatriates.

Table 1: Types of NGOs in Bangladesh with examples

Types of Non-governmental Organizations in Bangladesh

Local NGOs National NGOs International NGOs

1. Amal Foundation 1. BRAC 1. Oxfam Bangladesh

2. Manusher Jonno 2. PROSHIKA 2. Save the Children

Foundation

3. ITS HumanityFoundation 3. ASA 3. Action Aid-Bangladesh

4. Grameen Bank 4. International Rescue

Committee (IRC)

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 2.3. Mission and vision of Non-Government Organizations (NGOs) as Bangladesh
context:

According to (ngoab.gov.bd) Bangladesh have about 2500 NGOs so that they have a mission and
vision. It’s different from others. But I can say it most of the NGOs give their priority to
underprivileged people, the education sector, skill development programs, NGOS are the service
provider besides the government, empowerment women, reduce the poverty.

2.3.1 Local Non-Government Organizations

a. Amal Foundations

Amal Foundation is working with Health, Education, Women empowerment, Emergency Crisis
Response.

Mission

The mission of Amal Foundation is to build a country where education is provided to every child,
to break the stereotype, to build a community where women have the same rights as men and to
make sure every individual lives a healthy and happy life.

VISION

The vision of Amal Foundation is to have a prosperous nation with each individual contented in

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every aspect.

b. Manusher Jonno Foundation

Mission
Promote equality and democracy via collaborations with local stakeholders, including duty-
holders, to ensure the equality and well-being of all citizens, including the vulnerable.

Vision

A society free from hunger, exploitation and bigotry in which people live in liberty, dignityand
humanitarian assistance.

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 c. ITS Humanity Foundation

Mission
“To eliminate poverty and create a secure future for underprivileged children by providing free
access to primary education, basic healthcare services and training on vocational skills to the
underprivileged children.”
Vision

“To create a sustainable solution for underprivileged children.”

2.3.2: National Non-government organizations

a. BRAC

Mission
The mission of BRAC is to empower people and communities in situations of poverty, illiteracy,
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disease and social injustice. Our interventions aim to achieve large scale, positive changes through
economic and social programs that enable women and men to realize their potential.
Vision

A world free from all forms of exploitation and discrimination where everyone has the
opportunity to realize their potential.
b. Proshika

Mission
The mission of PROSHIKA is to empower the disadvantaged through a comprehensive,
intense and inclusive process of sustainable development.

Vision

PROSHIKA envisions an economically productive and just, socially just, ecologically

responsible and genuinely democratic society.
c. ASA

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Mission
ASA's mission is to support and strengthen the economy at the base of the socio-economic pyramid
by facilitating access to financial services for the poor, marginalized and disadvantaged.

Vision

ASA's vision is to establish a society free of poverty,

d. Grameen Bank

Mission
The purpose of the Grameen Bank is to provide comprehensive financial services, enabling
impoverished people to realize their full potential and break free from the cycle of poverty.

Vision

The vision of the Grameen Bank is to alleviate poor rural poverty through financing and
social intermediation.

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2.3.3: International Non-government Organizations

a. Oxfam International

Mission
The purpose of Oxfam is to help formulate long-term solutions to poverty and injustice. We are
part of a global movement for change that is empowering people to create a safe, just, andpoverty-
free future. Now we are building this bright future.

Vision

The vision of Oxfam is just a society in which people have the ability to influence decisions that
affect their lives, exercise their rights and accept their obligations as formal citizens in a world
where everyone is treated with respect and fairness.

b. Save the Children

Mission
Save the Children in Bangladesh is the leading child rights organization with innovative, quality
programs and advocacy, including during emergencies. To maximize impact for children, we will
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use resources efficiently and act with courage, ambition and integrity.

Vision

All children in Bangladesh realize their rights and grow to their full potential as active,
respected citizens.

d. Action-Aid Bangladesh

Mission
To achieve social justice, gender equality, and poverty eradication by working with people living
in poverty and exclusion, their communities, people’s organizations, activities, social movements
and supporters.
Vision

A just, equitable and sustainable world in which every person enjoys the right to a life of
dignity, freedom from poverty and all forms of oppression.

e. International Rescue Committee (IRC)

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Mission
IRC will implement low-cost, high-impact solutions to help people affected by disasters. We will
also use our knowledge and experience to change humanitarian policies and practices in ways that
benefit more people around the world. We will focus on removing the obstacles women and girls
encounter.

Vision

The International Rescue Committee will always respond to the world's worst humanitarian crisis,
helping people affected by conflict and tragedy restore their health, safety, education, economic
well-being and power.

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 Chapter 3: Literature Review

Non-profit organizations area units dedicated to advancing a definite social cause or encouraging
a definite common purpose of understanding. These organizations are not required to pay income
tax for the funds they collect for their organization. They are free from taxes or charity. Non-profit
organizations function in different fields such as education, religion, research, science, etc. There
are various key aspects that define a non-profit organization. Such aspects include honesty,
trustworthiness, openness, and accountability. (Drucker, 2016). The government gives funding to
non-profit organizations. Private companies provide donations to help the organization. Kiser, P.
(2012), (pp. 46-50). The fact that NPOs must appeal to three distinct markets—clients or
customers, volunteers, and donors or funders—may be the most evident explanation for this lack
of fit (Helmig et al., 2004; Padanyi & Gainer, 2005). These three target markets frequently respond
differently to the numerous ways towards the marketing mix (Padanyi & Gainer, 2004; Andreasen
& 2007; Kotler). Additionally, the benefits received by these multiple constituencies are typically
non-monetary in nature, making it more challenging for NPOs to Clearly state the advantages of
each of these markets.

3.1: The NPO Consumer:

For many NPOs, getting customers or clients in the door is not a problem. NPOs are usually
established to offer services that the government does not or that the private, for-profit sector
cannot be trusted to provide (Andreasen & Kotler, 2007). The majority of research on NPO
consumers is on implementing direct marketing to target donors of arts organizations (Arnold &
Tapp, 2003; Izquierdo & Samaniego; 2007; Hume & Mort; 2008). For an arts organization, another
study looked at the effect of direct marketing on fundraising and season ticket sales. It found that
these marketing strategies had a greater impact focusing more on donors than on customers (Arnold
& Tapp, 2003).

3.2: The NPO Volunteer:

Additionally, little has been written about factors that influence or encourage volunteering in the
nonprofit sector. Although many NPOs depend on volunteers to survive (Govekar & Govekar,
2002) He also tells that Nonprofit organizations frequently struggle to find and retain qualified
volunteers. The authors discovered that finding people who are

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passionate about the NPO's purpose is not enough. Nonprofit organizations must also give
volunteers something in return for their time and work (such as self-esteem or tangible goods)
(Briggs, Landry, & Wood, 2007). When the advantages of volunteering are disregarded, people's
passions may wane and volunteers may stop participating. NPOs should include volunteers in their
marketing campaigns as a new target market. They should ascertain what motivates people to
volunteer in general as well as what inspires a specific person to work as a volunteer for a certain
NPO and what keeps them coming back (McCurley, 1994).

3.3: The NPO Donor/Funder

According to Bennett (2003), both personal values and demographic factors influence individual
choices which suuport charities. Those are age, income, and education. Surprisingly, he did not
find personal experience to be a universal determinant in donation behavior. For example,
individuals who owned pets were more likely to donate to animal rescue organizations, but
individuals who have had or who currently have family members or friends with cancer were not
necessarily more likely to donate to a cancer research organization. Sargeant, West, and Ford
(2003) explained that

the effectiveness and efficiency of Non-Profit Organizations affect donor perceptions about
particular charities on donor behavior. They also discovered that family ties to an organization or
its cause impacted donor behavior, but that those individuals needed a different message for
encouragement to donate.

According to Hart (2002), NPOs are now focused on the Internet to raise funds, improve
relationships, increase their advocacy efforts, and keep their public well-informed. All NPOs are
not taking full advantage of their online resources. According to Waters (2003), many NPOs
focused only on one-way online communication, instead of using the Internet as a method to
develop client and donor relationships. Hart (2002) recommends the prudent use of e-mail, ‘‘send
to a friend’’ invitations, ‘‘pass-along’’ marketing, and Internet-based donations (Hart, 2002).
Another major failure of NPO’s Internet use was poor ‘‘capture efficiency’’, or the failure of search
engines to return the NPO’s Web site near the top of the search list (Wenham et al., 2003).
However, to resolve this, the NPO need only ensure the proper registration of a Web site with these
search engines (Hart, 2002). The key to this form of marketing is having someone on staff with the
time and ability to maintain the Web site. Unfortunately, for many NPOs, lack of expertise,
financial resources, or available technology hindered them from taking full advantage of these
online resources and opportunities (Pinho & Macedo, 2006).

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 3.4: Research gap:
From the Bangladesh perspective, until our study on this topic, no article had been written on this
topic before. After reading various reports and articles, we came to know that every article has
been focused on certain criteria. But in this study we have focused on donors, consumers, and
clients, and what will be the marketing strategies of nonprofit organizations and how can marketing
be done in tune with the times?

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 Chapter 4: Methodology

The study of the report entails a systematic for selecting the subject for the final presentation,
identifying data sources to be obtained, classifying and interpreting them. we began an in-depth
literature search, coupled with informal, personal discussions with the executives of local NPOs.
Based on the information we drafted a marketing survey for nonprofit organizations. This survey
asked several questions about NPOs' current marketing practices, use of volunteers, and areas
where marketing efforts needed improvement. We mailed a soft‐copy of the survey to a random
sample of 30 members of different nonprofit organizations and collected their opinions.

4.1: Research approach:

Decriptive research tries to give a provision of insights into and comprehension of the problem
situation (Malhotra, 2007). This type of research is used to identify the information which can be
defined loosely. These types of research are usually unstructured and have a flexible process
(Stebbins, 2001). Furthermore, exploratory research can be conducted through small and non-
representative data (Malhotra, 2007). As nonprofit organization’s data has these types of
characteristics, our research is designed as exploratory research.

4.2: Research Design:

Qualitative research is conducted to get an understanding of people's underlying motives and
reasons (Bryman, 2007). It helps to uncover common trends in opinions and attitudes (Nunan,
Birks, and Malhotra, 2020). On the other hand, quantitative research aims to quantify information
and generalize results from the sample chosen (Franklin, 2012). This research paper is qualitative.
The research study is qualitative because an attempt has been made to develop marketing strategy
and reliability has been checked from primary data collection.
4.3: Data Collection:
Collecting the required data was done through conducting both primary and secondary research.
The instrument used was a well-designed questionnaire that had 14 questions in total. The primary
data was collected from 30 respondents through survey. Secondary data was also used that
included published material like journals, books, and internet sources.

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 4.4: Data Analysis & interpretation:
At first, all the qualitative data have been analyzed separately in order to analyze all the data with
the existing theories from the framework. I considered that this way of analyzing made it clearer
and easier to follow my study. Then, data interpretation was done with the help of various tools
like narrative analysis and thematic analysis.

4.5: Objective of the Study

4.5.1: Primary Objective

 To evaluate the marketing approaches of nonprofit organization.

4.5.2: Secondary Study

 To understanding the resource management capabilities for marketing.
 To find out the role of volunteers.
 To understanding the knowledge about the competitors.

4.6: Limitations of the Study:

This study has some limitations. There may have some biases in sample selection. The sample size
may also be regarded as inadequate. There is also has lacking of previous studies on this topic.
Lack of transparency in organizations and personal biases may also affect the solidness of this
research. This study might have respondent errors like the inability of the respondents as some
respondents are not enough knowledgeable about their organizations.

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 Chapter 5: Contribution to the Society
Nonprofit organizations aim to improve society in some way, bettering the communities they
serve. In this study, we find out what the most effective marketing strategies are to provide better
service to societies. Present and potential nonprofit organizations will have an idea of what
strategies can be implemented. This will benefit both organizations, consumers, and volunteers.
We know that the government cannot do all the work, so nonprofit organizations take the initiative
to do their work. Through these strategies, organizations can build relationships with customers
very easily and also attract volunteers to work with them. Using these strategies, organizations
increase awareness among volunteers, consumers, and donors. Ordinary people will benefit the
most from this. Not only that, organizations can easily approach donors and gain their trust and
encourage them to donate.

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 Chapter 6: Findings & Recommendations

6.1: Findings

6.1.1: Lack of Resources to support for Marketing

All interviewees cited a lack of staff, time, funding, a clear marketing message, or basic knowledge
of what to do as impediments to marketing their NPO. For the survey respondents, lack of money
was the most popular reason for problems with marketing (63.3%), and lack of staff (56.7%). They
also have middle-level time management (50%) and marketing skills (50%) that they have not
fully utilized. Two interview subjects specifically mentioned that they could not spend as much as
they wanted to on marketing because donors specified that their funds must to go toward the NPO's
cause. According to one interviewee, it was difficult to get the general public and potential donors
to understand all aspects of the organization, including the importance of marketing the NPO.
Another interviewee talked about how difficult it was to convince even their board of directors of
the importance of marketing and to include funding for it in the annual budget. This is further
complicated at some NPOs by how much they try to accomplish. Many of the NPO respondents
stated that they were having difficulty focusing their resources because they were attempting to
meet so many different needs.

6.1.2: Ambiguous Target Markets and Competition

Ambiguous Target Markets and Competition are another issue that making NPOs less efficient in
their marketing efforts. There is some reason behind it. They are:
The nonprofit’s target audience is too broad. Basically, any nonprofit’s primary goals are clear:
avail supporters and turn those supporters into donors. However, turning these goals isn’t as easy,
because it’s challenging to communicate urgency to a nonprofit’s target audience and it’s difficult
to develop a consistent, actionable plan everyone can agree on. connecting with potential
supporters and donors in a way that inspires action is a significant problem for nonprofits.
Nonprofits rely on volunteers. Nonprofit Organization benefit from volunteers’ free labor, these
supporters are less reliable than paid employees because they contribute on their own time and
schedule. There’s also no guarantee that your volunteers come with expert marketing experience.

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So, with the help of them finding out the target markets is another issue in the Non-Profit
Organization. All of the NPOs could clearly identify their target market for clients, but they were
often unable to do so when it came to donors or volunteers. When asked about competitors,
Majority of the NPO‐respondents identified their direct competitors (for goods or services
provided), but also identified every other NPO as an indirect competitor (for funding).
Interestingly, only less of survey respondents identified direct competitors. Those that did not
focused on the uniqueness of their service, or on cooperation rather than competition.

Finding the competition is hard task because the reason for existence of the Non-Profit
Organization, the creation of profits is the means to the end of providing charitable services. NPO
exist because they believe in changing the world in some way and need to generate revenue in
order to do so. Charities have a split focus: between the customers that they exist to serve (the
homeless, the environment, the ill, etc.) and the supporters whose needs they have to meet if they
are to raise funds successfully (individual donors, charitable trusts, government agencies, etc.) This
often presents a dilemma. NPO rarely use commercial options, due to a combination of charity
culture and charity law. No equivalent exchange takes place in voluntary organizations. A donor
exchanges a payment in return for a benefit to the good of an entirely different entity. So, for all
of these reasons finding the competitor is too difficult in the Non-Profit Organization. According
to our research most of the respondent agreed that it is easy to find the competitors if the donor is
not disguise in the Non-profit organization. But in most of the cases it is quite difficult to find out
the donor of the other organization.

6.1.3: Low brand recognition

Lastly, the understanding about the small, local Nonprofit or volunteering organizations through
the survey and interview – while 80% of the survey result & most of interview respondents - is
that they are facing problem to reach out to the target clients and donors for funds. While, most of
the small or local organizations interview respondents stated that its cause of giants national and
international NPOs’ where as those who are with national or international NPOs’ they get proper

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visibility as they also have the marketing resources (e.g., money, time, stuffs and adequate skill
sets).
As this small organization has problem with brand visibility and so they are not getting assist from
corporate organizations. Moreover, most of the organization are not solicited (60% survey result)
for online donations, however, almost 63% of the survey respondents have website only one NPO
– particularly international NPO JCI – use its fullest potential.

6.1.4: Lack of appreciation to the volunteers

Significant amount of interview and more than 90% of the survey respondents clarified the
utilization of volunteers in some way at their organization. However, only 45% has volunteers
board, while, they working for the organizations. In addition, they do not get enough appreciation
what they should have got. That mainly create gaps between the organization & volunteers.

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 6.2: Recommendations

6.2.1: Best resource management practices

Resources are limited, but the ability to manage them to fulfil the needs of an organization isn’t.
One of the many challenges that face managers is how to guide their organization to a successful
end without enough resources.

Unavoidable situations cannot be controlled, but we can follow best practices for Non-profit
organization.

i. Strategic Plan in advance

Strategic planning is essential if nonprofits are to achieve desired results and identify goals.
Programs within a nonprofit can then use these goals to develop individualized action plans that
help serve the needs of the program while also focusing on the organization's overall mission and
vision. A strategic plan can help an organization focus on its mission and vision while also assisting
the nonprofit in evaluating its progress, strengths, and needs. Programs can assess areas for
improvement, ways to improve the services they currently offer, and areas where new services can
be added.

ii. Continue updating throughout the project

The need for accurate and consistent data is critical. Without a constant flow of updates. This could
result in missed deadlines and skewed project outcomes. Here, we see a constant flow of
misunderstanding among staff and ultimately the target audience (they did not understand what’s
the motives of non-profit organizations). If we inform them with the right information at the right
time target audience may understand and cooperating with NPOs. It is best to keep the timeline
updated throughout the NPOs projects.

6.2.2: Implementation of targeted Email marketing: First of All, NPO need to target their ideal
supporter. As targeting everyone as a potential supporter or donor is a huge mistake in order to
create the nonprofit target market. So, it will be a great solution by finding out the people who are

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aware and really interested to support. Then by narrowing the focus can be effective in order to
arrange the donor also with the service that will provide by the NPO towards the society. By hiring
professional instead of by just fulfilling the mission and goal with the free volunteer work can be
another solution. Beside by holding regular meetings with volunteers to keep them updated,
informed and trained in marketing methods can help. Clarity in cause, that how NPO help
specifically, what percentage of funds raised goes toward the cause and the activity’s outcomes.
Potential donors should know enough to feel comfortable that their money will be in good hands
and make a difference. Email segmentation can be an effective target market strategy. Email
segmentation allow a NPO to create a list of donors also how much they are donating and where
and how their donation is spending will be much clear and easy by email segmentation. A list of
volunteers, List of people who are really onto the NPO service can be easily tailored by this. And
also, the communication with the broad audience can also be easy by this strategy. Having a
website and do google analytics also can be a solution to find out a target market. It can be a
tracking tools and it will help building audience for the NPO.

Competitors can find out in NPO with some of these task or strategies. By finding out their basic
information like size, budget, number of employees and location. Also, it can be found out by
finding their target audience, mission values, core messaging and their taglines and unique value
proposition. Marketing and communication content can also be a way to find the competitor for
NPO.

6.2.3: Digital Engagement

Considerable amount of interview respondents regards marketing is all about fundraising and
social media activities and think clients and sponsor will come forward from this. They should
perfectly use elements of internet marketing to different social well-fare function with enormous
number of volunteers by holding them some major responsibilities and targets. This will help out
them to gets word of mouth and organic clients and corporates attention. Moreover, create
engaging content to inform, reach & inspire new website visitors. Furthermore, nurture current,
past and potential donors with email marketing.

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6.2.4: Implement volunteer targeted marketing strategy
Volunteers are considered to be the heart of a nonprofit organization. They need to motivate and
encourage to provide their fullest to the organization. Firstly, the authority needs to build a
committee based on required skill set and include them to the organization main body time to time.
Create a program to appoint new volunteer through existing one and give recognize or award the
best performed volunteer in every month. Moreover, arrange outdoor activities namely, sports, day
tour only for them to keep up their motivation at apex.

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 Chapter 7: CONCLUSION

The poverty and the unemployment situation have prevailed in rural Bangladesh for decades.
There has not been any major improvement of the degree and overall situation of this problem
leading towards sustainable development. However, the involvement of NPOs has made initiatives
to improve the general situation at least to some extent. The rural Bangladesh scenario in terms of
poverty and unemployment has been visibly influenced with the involvement of NPOs.
This preliminary study examines some of the marketing strategy implications for Non-Profit
Organizations (NPO). NPOs must re‐evaluate the importance of marketing, and place it higher on
their hierarchy of organizational priorities. Specifically, NPOs should include marketing as a
desired skill set for their board of directors, place marketing as a line‐item on their annual budget,
and take advantage of the resources available to them through local academic institutions and NPO
service organizations. This will allow NPOs to address brand development and recognition, and
any shortfalls they might have in all three NPO market areas: obtaining funding, reaching out to a
diverse clientele, and effectively utilizing good volunteers.
This study reveals several marketing and managerial issues for NPOs that provide a starting point
for the development of a new model nonprofit marketing strategy. NPOs struggle with a general
lack of understanding of the true functions of marketing, difficulties in branding, and an inability
to reach out to all of their target markets. Future studies will have to delve deeper into these topics
in order to develop a functional marketing strategy that caters specifically to the needs of the NPO.

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