Chapter 1 – Original Post
I agree with the core challenges highlighted for a non-profit organization but I would like to argue that the other two critical challenges in a non-profit organization include the misuse of organizational funds and the exploitation of non-profit organizational platform increasingly for personal benefits such as networking and tax evasion in developing countries. The eight challenges could be applied universally but the two abovementioned challenges should also be taken into consideration. The corrupt government officials allow entrepreneurs to use a registered non-profit channel for certain business interests such as image building, networking with experts, tax evasions and others.
Reply Post
Liz has highlighted that the segmentation strategy for non-profit organizations is entirely from that of a profit entity. In fact, it should be highlighted that the suppliers of non-profit entity are donors and charity-givers who don’t, in general, have expectations of personal benefits and tangible returns instead their aim to benefit unprivileged people and community. In contrast, the suppliers of for-profit have a money-making perspective as they supply materials and equipments with an objective that the growth of their business client will eventually result in their own business sustainability.
Chapter 2 – Original Post
The target-audience centered mindset has become imperative for modern business organizations because it is an implementation of marketing concept that highlights the importance of understanding needs and wants of its intended target market. In fact, the approach is significantly beneficial for developing a proactive and innovation-oriented internal culture that further motivate employees to design customized solutions to meet unique needs and enhance customer satisfaction. The target-audience approach is also beneficial in changing brand perceptions and corporate image, while increasing prospects of unique customer experiences and high retention rate.
Reply Post
Spencer has provided an excellent example of Houston Zoo that actually depends on its repeat clientele to generate business revenue. In other words, the Houston Zoo marketers have basically focused on brand reinforcement strategy as they aim to change customer behaviors towards zoo. Indeed, the objective is to convince people that they should regard zoo as a fantasy and consider themselves as stakeholders, who should contribute their unique perspectives, ideas and experiences for improving the services and offering visitors an exciting opportunity to spend quality time with family and friends.
Chapter 3 – Original Post
It is important for CEO to think like a marketer because these people constantly review shifting consumer trends and changing market dynamics. In other words, the marketers establish relationships with channel partners, customers and external influencers, which enhance their ability to envision future developments and evaluate business sustainability. CEO should think like a marketer because he/she could use marketing tools and insights to substantiate vision and incorporate specific aspects in organizational culture that foster lean environment, proactive behavior, accountability, innovation, experimentation, continuous and incremental learning, 360-degree approach, flexibility and adaptability, customer-orientation, customization and other pertinent elements.
Reply Post
Spencer has highlighted a vital point that if the CEO does not incorporate the marketing approach into the organizational culture, then the enterprise marketers may fail to streamline, channelize and integrate the human assets, marketing tools and organizational resources to generate the support they need and the brand image they aim to establish among target audience. For instance, I would like to extend Spencer’s argument that CEO is the face of organization with a strategic responsibility for organizational development and effectiveness. Marketing personnel are the most critical support role because they identify the problem, need and solution; hence, they are kick-start organizational growth engine for which they need support of other functions and divisions.
