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JOHN CABOT UNIVERSITY
COURSE CODE: "MKT 350"
COURSE NAME: "Marketing for Non-Profit Organizations"
SEMESTER & YEAR:
Fall Semester 2012
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SYLLABUS
INSTRUCTOR:
Fuller Susan
EMAIL: [email protected]
HOURS:
TTH 10:00-11:15
TOTAL NO. OF CONTACT HOURS:
45
CREDITS:
3
PREREQUISITES:
Prerequisites: Junior Standing, EN 110 with a grade of C or above
OFFICE HOURS:
before or after class, by appointment
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COURSE DESCRIPTION:
As a major elective course for the Marketing and Business Administration majors and as a Level VI module in the University of Wales validate honors programmes, this course is designed for seniors with a strong background in customer-oriented value marketing, who are interested in learning more about how to apply a customer/social marketing philosophies and marketing strategy to nonprofit organizations.
Marketing for Nonprofit Organizations is a decision-oriented course, one which focuses on how and when Nonprofits organizations should use marketing theories and when they need to be adapted for the NPO decision maker given the complex and social nature of their goals and objectives. While traditional marketing is seen as a business function that helps marketers identify profitable target markets, and design viable value propositions through their marketing mix toolkit, for the students in this course, the goal is to also introduce marketing as a philosophy that, if used effectively, can help guide the entire organization in building long-term strategic relationships with multiple stakeholders. For non-profits, marketing can not simply be measured by profit accruing form meeting or even exceeding customer expectations and therefore focused primarily on delivering personal satisfaction. By the very nature of the organization, non-profits are primarily focused on using marketing principles and models to changing or encouraging in long-term adoption of socially desired behaviors. This course therefore focuses on marketing as a social and managerial process, targeting the needs and wants individuals, groups, organizations through the exchange process.
Through text readings, case studies and individual projects, participants will study how non-profit organizations assess, establish and maintain value-creating relationships with the organizations various stakeholders, especially donors , volunteers and clients
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SUMMARY OF COURSE CONTENT:
Topics covered in this course include but are not limited to the following.
1. Understanding the uniqueness of Nonprofit marketing
2. Developing a Target Audience-Center Orientation
3. Managing and targeting the Nonprofits offerings.
4. Managing perceive cost for client adopters
5. Formulating and management of communication strategies
6. Balancing mission and organization resources
7. Monitoring, evaluating and controlling marketing initiatives
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LEARNING OUTCOMES:
1. Develop a target audience value-centered mindset.
2. Develop an awareness and understanding of marketing tools and techniques and how they may be appropriately applied to
- Assessing delivery gaps in the marketing process,
- Developing a behavior oriented strategic marketing plan for a target market for an existing nonprofit organization
- Determining and measuring delivered value to target stakeholders
- Understanding how to evaluate, attract and manage human resources particularly volunteers
- Understand the financial especially fundraising aspects and requirements for nonprofits.
3. Develop an understanding of the need for and methods appropriate for monitoring and controlling the performance of nonprofits.
4. Research and assess the marketing strategy of a chosen nonprofit for a selected a target audience and develop recommendations for a revised / behavior oriented marketing plan.
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TEXTBOOK:
| Book Title | Author | Publisher | ISBN number | Library Call Number | Comments | Format | Local Bookstore | Online Purchase |
| Strategic Marketing for Nonprofit Organizations, 7th edition | Andreasen, Alan R and Kotler, Philip | Pearson/Prentice Hall, 2008 | 10: 0-13-234554-4. | | | | | |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
| Assignment | Guidelines | Weight |
| Case Article analysis and presentations | <ul>
<li>Case analysis, presentation and discussion. Cases are designed to motivate the integration and application of the major concepts in the course. You are encouraged to form study groups to discuss each case, memos are to be completed individually. During the preparation, and upon completion, of each case you should be prepared to detail your current thinking, explain your analysis, and defend your conclusions in class. Student teams will be required to prepare memos for one or more cases. Memos will constitute 15 % of the final course grade. Students may be assigned more than one case individually or in teams. Cases should be read and answers prepared by all students, before the class on which they are assigned. </li>
</ul> | 25% |
| IO/NPO Project | <span style="font-size: 11pt; line-height: 115%; font-family: times new roman,serif;">Prepare a marketing plan for an NPO. Includes report on the marketing programs and activities of a Non-profit organization (NPO, IO or NGO) may be approached either as an individual or a group project. The Report will focus on the Strengths and Weaknesses of four key areas: General Operations (including staffing, budgets, and organizational challenges); Fundraising; Technology and Internet Usage; and Accountability and Stewardship as they related to identified Marketing Opportunities and Threats with various stakeholders and clients. Expected in the report is a complete discussion of Target Market behavioral objectives, and an enhanced marketing mix.</span> | 35% |
| Final Exam | <span style="font-size: 11pt; line-height: 115%; font-family: times new roman,serif;">There will be one final exam. Examination may include definitions, essay questions, or have references to cases studied in the course. Make-up exams will only be administered in accordance with established university police (see University catalog).</span> | 30% |
| In class discussion, exercises and attendance | <p style="margin: 0in 0in 0.0001pt 28.35pt; text-align: justify; text-indent: -28.35pt;"><span style="font-family: times new roman,serif;">Students are expected to attend <strong><span style="text-decoration: underline;">all </span></strong>scheduled class meetings presented in the course outline. Since success in the marketing field requires a high level of interpersonal skills, grading to a greater extent that in other classes will be based on active class participation with the major emphasis on the quality of your attitude and contribution and not the quantity. If you come to class with the intention of being a “spectator,” than you may expect to see your final course grade lowered by as much as 10%. Marketing is an exchange process. In this class, students are encouraged and expected to be <strong><span style="text-decoration: underline;">a part</span></strong> of this class and not <strong><span style="text-decoration: underline;">apart</span></strong> from it. A part of this grade is also dependent on the student’s engagement of invited speakers, in terms of the level of preparation for the visit and the quality of questions asked and general contribution to related discussions. </span></p> | 10% |
-ASSESSMENT CRITERIA:
A mastery system, not a curve, is used for grading in this course. Letter grades awarded, as indicated below, will normally correspond to the following numerical scores: 90- 100 percent = A- to A; 80-89 percent = B- to B+; 70-79 percent = C- to C+; 60-69 percent = D- to D+; 59 percent or less = F.
Grading Criteria
A. Work of this quality directly addresses the question or problem raised and provides coherent well structured persuasive arguments, displays an extensive knowledge of relevant information or content as well as its application. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for the course.
B. This is highly competent level of performance and directly addresses the question or problem raised. There is a demonstration of some ability to critically evaluate theory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture and reference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.
C. This is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.
D. This level of performances demonstrates that the student lacks a coherent grasp of the material. Important information is omitted and irrelevant points included. In effect, the student has barely done enough to persuade the instructor that s/he should not fail.
F. This work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant or confused.
-ATTENDANCE REQUIREMENTS:
No absence 5 points; One absence 4 points Two absences 2 points three absences 0 points. More than three absences may result in points being subtracted from a student’s final grade. Students without a medical certificate who miss more than three classes may be requested to withdraw from the course.
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ACADEMIC HONESTY
As stated in the university catalog, any student who commits an act of academic
dishonesty will receive a failing grade on the work in which the dishonesty occurred.
In addition, acts of academic dishonesty, irrespective of the weight of the assignment,
may result in the student receiving a failing grade in the course. Instances of
academic dishonesty will be reported to the Dean of Academic Affairs. A student
who is reported twice for academic dishonesty is subject to summary dismissal from
the University. In such a case, the Academic Council will then make a recommendation
to the President, who will make the final decision.
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STUDENTS WITH LEARNING OR OTHER DISABILITIES
John Cabot University does not discriminate on the basis of disability or handicap.
Students with approved accommodations must inform their professors at the beginning
of the term. Please see the website for the complete policy.
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SCHEDULE
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Topics
1. Understanding the uniqueness of Nonprofit marketing
2. Developing a Target Audience-Center Orientation
3. Managing and targeting the Nonprofits offerings.
4. Managing perceive cost for client adopters
5. Formulating and management of communication strategies
6. Balancing mission and organization resources
7. Monitoring, evaluating and controlling marketing initiatives
Cases
Culp, Carrie D. and Stivers, Callie M. (1997), "Share our strength and American Express," Stanford University two Cases M-289A and M-289B
Ewart, Tom. “Care Kenya: Making Social Enterprise Sustainable” IVEY, 905M56.
Herzlinger, Regina E (2006) “Identify the Nonprofit” Harvard Business School 9-195-215
Orenstein, Jeffrey M. (1997) "Help the World See: Self-Sustaining Eye Care in Belize," Harvard Business School Case 9-897-142.
Quelch, John and Nathalie Laidler. “International Federation of Red Cross and Red Crescent,” Harvard Business School Case 9-503-059.
Rangan, V. Kasturi. “The Aravind eye hospital India” Harvard Business School, 9-593-098.
Rangan, V. Kasturi (rev. 1993), "Population Services International: The Social Marketing Project in Bangladesh," Harvard Business School Case 9-586-013.
Marketing Plan Presentation
Final exam
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