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This book is an insightful account on market orientation and how it enhances the performance of non-profit organizations in India. The book provides the readers with a succinct, yet comprehensive view of scholarly research on the concepts of market orientation, non-profit marketing, and organizational performance of non-profit organizations and demonstrates why and how market orientation can be an effective organizational orientation for Indian non-profit organizations. Despite the growing importance of non-profit sector in socio-economic well-being of societies, academic debate and research in developing economy context in this field is glaringly sparse. This book attempts to addresses this gap in literature by analyzing market orientation and related concepts against the background of environmental conditions in a typical emerging economy context. Therefore, it will be especially beneficial to academics, researchers, students and practitioners in the fields of non-profit management, strategic marketing and social work, desirous of advancing their knowledge in nonprofit market orientation in these settings.
This book is an insightful account on market orientation and how it enhances the performance of non-profit organizations in India. The book provides the readers with a succinct, yet comprehensive view of scholarly research on the concepts of market orientation, non-profit marketing, and organizational performance of non-profit organizations and demonstrates why and how market orientation can be an effective organizational orientation for Indian non-profit organizations. Despite the growing importance of non-profit sector in socio-economic well-being of societies, academic debate and research in developing economy context in this field is glaringly sparse. This book attempts to addresses this gap in literature by analyzing market orientation and related concepts against the background of environmental conditions in a typical emerging economy context. Therefore, it will be especially beneficial to academics, researchers, students and practitioners in the fields of non-profit management, strategic marketing and social work, desirous of advancing their knowledge in nonprofit market orientation in these settings.
An emerging perspective on market orientation suggests that strategic insights may be gained when firms take into account their customers' view on the organization's level of market orientation. Recent research offers evidence on the applicability of a customer-defined market orientation construct. This study extends this line of research by exploring the customer-defined market orientation antecedents and outcomes in nonprofit organizations such as higher education institutions. This paper accentuates the subject by reviewing a number of theoretical viewpoints as to why a customer perspective should be sought when assessing organizational phenomena such as market orientation. Based on a study conducted on students of a local Malaysian university, this study extends the notion of market orientation to include service quality and customer satisfaction.
The book delves into ‘nonprofit marketing that is poised to have a much greater impact on the field of nonprofit management and the growing intersection between that sector and the business world’. This edition further reflects the fact that this impact is now a reality, with a special focus on the nonprofit management and marketing strategies in India and South Asia. Features: • Increasing pressure on government agencies and nonprofit organizations to adopt business models and frameworks to guide their operations • The prominence of the concept of ‘social enterprise’ as a way of thinking about the ventures that both social and commercial entities are undertaking • Witnessing of major developments pertaining to corporate social responsibility leading to a substantial increase in the number of not-for-profit organizations in several South-Asian countries • Significant increase in dialogue between not for profit organizations, corporate world, government, and regulators Table of Contents: SECTION I: DEVELOPING A TARGET AUDIENCE ORIENTATION 1 Chapter 1: The Growth and Development of Nonprofit Marketing Chapter 2: Developing a Target Audience-Centered Mindset SECTION II: STRATEGIC PLANNING AND ORGANIZATION Chapter 3: Strategic Marketing Planning Chapter 4: Understanding Target Audience Behavior Chapter 5: Acquiring and Using Marketing Information Chapter 6: Segmentation, Targeting, and Positioning Chapter 7: Branding SECTION III: DESIGNING THE MARKETING MIX Chapter 8: Value Propositions: Managing the Organization’s Offerings Chapter 9: Developing and Launching New Offerings Chapter 10: Managing Perceived Costs Chapter 11: Facilitating Marketing Behaviors Chapter 12: Formulating Communication Strategies Chapter 13: Managing Communications: Advertising and Personal Persuasion Chapter 14: Managing Public Media and Public Advocacy SECTION IV: DEVELOPING RESOURCES Chapter 15: Generating Funds Chapter 16: Attracting Human Resources: Staff, Volunteers, and Board Members Chapter 17: Working with the Private Sector SECTION V: ORGANIZING AND CONTROLLING MARKETING STRATEGIES Chapter 18: Organizing for Implementation Chapter 19: Marketing Evaluation, Monitoring, and control
The study is a quantitative investigation into the market readiness of medium- and small-scale nonprofit organizations (MSNPOs and SSNPOs), using a measuring instrument suited to the distinct characteristics of nonprofits, to see whether MSNPOs and SSNPOs have strategies to curb competition and whether they are still using conventional marketing or have started using information- and communication-enabled technologies. The survey included 50 MSNPOs and 50 SSNPOs from the spiritual capital of India, selected by stratified random sampling. The responses to a structured questionnaire were recorded using 42 statements of which 33 were measured on a tailor-made scale. The paper provides empirical evidence of the extent to which MSNPOs and SSNPOs differ in their promotion, pricing, and product focus. Statements based on observational surveys of the selected NPOs and interviews with the respondents and customers support the statistical results. The paper ends with a discussion of the implications of the marketing practices of NPOs. The findings from the survey and responses are that neither MSNPOs nor SSNPOs agree in principle about the need for formal marketing for their organizations. Marketing of NPOs remains limited to big and famous NPOs, and the study has proved statistically that North Indian SSNPOs and MSNPOs lack market readiness and need to adopt modern marketing practices used by for-profit organizations or big brand NPOs.
This study has the following significance compared to the existing studies. (1) The business strategic alliance was analyzed using the traditional marketing channel theory: This perspective also reexamined theory in terms of business strategic alliance. The new phenomena of the marketing channel may need new theories for the explanation, but considering that the new marketing channel relationship (i.e. relationship between company and nonprofit organization) did not disagree with the traditional marketing channel relationships, it is necessary to reassess the traditional marketing channel theory in order to determine which existing concepts are still effective to use and which new concepts to be added. The purpose of this perspective was to develop the concepts of marketing channel theory and understand the business strategic alliance (especially, partnership between company and nonprofit organization) mechanism that maintains the equality and bilateralism to produce innovations regardless of the existing power relationship. The functions of the mechanism consist of promotion and management of innovations, control of the power game, management of the relationship between partners, and establishment of the environmental conditions.