Ivey Publishing

Strategic Marketing for Nonprofit Organizations

Andreasen, A.R., Kotler, P.,7/e (United States, Pearson, 2008)
Prepared By Fabrizio Di Muro, Ph.D. Candidate (Marketing)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
The Growth and Development of Non-profit Marketing

YMCA OF LONDON, ONTARIO
W. Glenn Rowe, Pat MacDonald

Product Number: 9B06M056
Publication Date: 4/28/2006
Revision Date: 9/21/2009
Length: 16 pages

The chief executive officer (CEO) of a multi-site and multi-business YMCA must determine how to more than double participation levels in the next five years. The case describes how the London YMCA has grown in both participation and size. However, the corporate level strategy has become complicated and the board of directors, CEO and senior management team need to consider a new M-form structure. This has many implications for the CEO, the senior managers and the future growth of the YMCA London.

Teaching Note: 8B06M56 (12 pages)
Industry: Social Advocacy Organizations
Issues: Corporate Strategy; Benefits Policy; Growth; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Developing a Target Audience-Centered Mindset

AOL TIME WARNER (A)
Michael Sider

Product Number: 9B04C002
Publication Date: 1/16/2004
Revision Date: 10/6/2009
Length: 4 pages

As one of the terms of its merger in Canada, a large U.S.-based multimedia corporation is required to support the arts in Canada through a $221 million fund. The first university to approach the company is encouraged by its initial meetings with the company's representatives. The director of faculty fundraising must prepare a proposal that conveys the university's understanding of the company's business interests, recognizes the diverse needs of the proposal's audience, aligns the company's interests with the university needs, all in a clear, well-researched, well-written document. The supplement, AOL Time Warner (B), product 9B04C003, reports on the company's response to the proposal and the follow-up work required to secure the funding partnership.

Teaching Note: 8B04C02 (14 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Communications; Proposal Writing; Non-Profit Organization; Funding
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Strategic Marketing Planning

COMPASSION CANADA
W. Glenn Rowe, Hari Bapuji

Product Number: 9B03M008
Publication Date: 4/2/2003
Revision Date: 10/21/2009
Length: 12 pages

Compassion Canada is a non-profit ministry focusing on the holistic development of poor children in developing countries. Over the past 10 years, the Ontario-based organization has only doubled its sponsorships. The chief executive officer must analyze the organization's performance and develop a strategic plan that will enable Compassion Canada to reach its goal of five fold growth over the next 10 years.

Teaching Note: 8B03M08 (12 pages)
Industry: Social Advocacy Organizations
Issues: Growth Strategy; Emerging Markets; Non-Profit Organization; Leadership; Strategy Development
Difficulty: 4 - Undergraduate/MBA



TVONTARIO
Paul W. Beamish, Gail Robertson

Product Number: 9B01M041
Publication Date: 7/11/2001
Length: 22 pages

TVOntario is a non-profit television station owned by the Ontario government that provides educational programming commercial-free. TVOntario is recognized as a world leader in quality educational programming for all ages as well as providing programming on important issues within the province. However, the television broadcasting industry is very competitive, and larger networks have greater cash flows to produce programs that encourage advertising and increase revenues. TVOntario's Sales and Licensing Department revenues continue to decline, and the managing director of revenue and development is faced with determining the future of the department. The station's board of directors has put pressure on him to make a decision and he needs to come up with a plan before they decide to shut the department down.

Teaching Note: 8B01M41 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Licensing; Industry Analysis; Government and Business; Distribution
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Understanding Target Audience Behavior

MOTE AQUACULTURE PARK - STURGEON PROJECT
William J. Ritchie, Jim Michaels

Product Number: 9B05M057
Publication Date: 1/13/2006
Revision Date: 10/1/2009
Length: 11 pages

Mote Aquaculture Park is raising sturgeon for the production of caviar. With eggs imported from Eastern Europe, the park is engaging in a unique venture, bringing Russian caviar harvesting to the United States. The project manager is faced with evaluating a number of issues such as political-legal forces, local and international economics, production technologies and socio-cultural forces. Further, industry factors also played a key role. As he considers Mote Aquacultural Park's current situation, he knows that a thorough review of these environmental factors are necessary. The case offers students the opportunity to determine what forces pose critical threats as well as potential opportunities for future growth. However, since sturgeon farming and caviar production in the United States is a new industry, the application of traditional models of evaluation may not universally apply.

Teaching Note: 8B05M57 (7 pages)
Industry: Manufacturing
Issues: Non-Profit Organization; Corporate Strategy; Business Policy
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Acquiring and Using Marketing Information

SPRINGBANK PARK PUMPHOUSE (A): SUPPORTING CULTURAL HERITAGE LANDSCAPE DEVELOPMENT
Michael R. Pearce, Michael Sider, Bill Demopolous

Product Number: 9B03C003
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 10 pages

A local group is organizing a campaign to preserve a heritage site. Outlined is the history of the city, the financial, political and heritage preservation challenges the group faces. Supplements Springbank Park Pumphouse (B): Promoting Cultural Heritage Landscape Development, product number 9B03C004, and Springbank Park Pumphouse (C): Compelling Municipal Investment, product number 9B03C005, discuss funding and marketing issues.

Industry: Social Advocacy Organizations
Issues: Non-Profit Organization; Compensation; Cultural Preservation; Marketing Research
Difficulty: 4 - Undergraduate/MBA



SPRINGBANK PARK PUMPHOUSE (B): PROMOTING CULTURAL HERITAGE LANDSCAPE DEVELOPMENT
Michael R. Pearce, Michael Sider, Bill Demopolous

Product Number: 9B03C004
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 12 pages

In this supplement to Springbank Park Pumphouse (A): Supporting Cultural Heritage Landscape Development, product number 9B03C003, the chair of the Springbank Pumphouse steering committee is preparing for his meeting with the charitable sponsor of the project to outline funding requirements.

Industry: Social Advocacy Organizations
Issues: Compensation; Cultural Preservation; Non-Profit Organization; Marketing Research
Difficulty: 4 - Undergraduate/MBA



SPRINGBANK PARK PUMPHOUSE (C): COMPELLING MUNICIPAL INVESTMENT
Michael R. Pearce, Michael Sider, Bill Demopolous

Product Number: 9B03C005
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 10 pages

The supplement to Springbank Park Pumphouse (A), product number 9B03C003 and Springbank Park Pumphouse (B), product number 9B03C004, outlines the chair of the Springbank Pumphouse steering committee's presentation to the city in an effort to attract investment.

Industry: Social Advocacy Organizations
Issues: Non-Profit Organization; Marketing Research; Compensation; Cultural Preservation
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Segmentation, Targeting and Positioning

WGIRL, WBOY CALENDARS (A)
Kenneth G. Hardy, Yany Gregoire, Luke Atkins

Product Number: 9B02A018
Publication Date: 9/20/2002
Revision Date: 10/28/2009
Length: 7 pages

A student contemplates creating and selling calendars to fellow students in order to raise funds for charity. He must decide the nature of the calendars, the target audience, the pricing, promotion and distribution of the calendars. The supplement (B) case, product 9B02A019, outlines the promotion and distribution of the calendars, and provides a reaction to the calendar. The supplement (C) case, product 9B04A001 discusses the publishing of the third edition of the calendar.

Teaching Note: 8B02A18 (6 pages)
Industry: Social Advocacy Organizations
Issues: Entrepreneurial Marketing; Marketing Mix; Public Relations; New Venture
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Branding
Chapter 8:
Value Propositions: Managing the Organization's Offerings

THE ATLANTA SYMPHONY ORCHESTRA
Larry Menor, Jorge Colazo

Product Number: 9B03D010
Publication Date: 11/5/2003
Revision Date: 10/19/2017
Length: 19 pages

The Atlanta Symphony Orchestra, conducted by its newly appointed music director, performed a rarely heard composition. The musical performance was, by all accounts, superb. While most in the audience cheered the performance, a few of the audience members stormed out of the concert hall. These audience members were largely reacting to the high-tech mixed media show designed by a well-known artist that accompanied the performance. This performance was one of the Atlanta Symphony Orchestra's recent occasional and innovative breaks from concert tradition. The vice-president and general manager of the Atlanta Symphony Orchestra recognized that opportunities existed onstage and offstage for broadening and enriching the orchestra's services and the concert experiences of its audience, in order to facilitate growth.

Teaching Note: 8B03D10 (13 pages)
Industry: Social Advocacy Organizations
Issues: Service Operations; Services; Non-Profit Organization; Arts Administration
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Developing and Launching New Offerings

CANADAHELPS.ORG
Kenneth G. Hardy, Benji Shomair

Product Number: 9B03A004
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 13 pages

Two entrepreneurs have created a not-for-profit online back office system that can be used at no charge by any of Canada's 70,000 charities to reduce their operating costs. The cost of maintaining the system has been underwritten by major financial service firms. Just as the entrepreneurs are about to launch, a for-profit service announces a similar service that targets the same charities. The entrepreneurs are concerned about overlap, pre-emption and possible confusion in the market. They wonder if they should alter their planned strategy or perhaps should just abandon the project.

Teaching Note: 8B03A04 (8 pages)
Industry: Social Advocacy Organizations
Issues: Social Marketing; Systems; Market Strategy; New Products
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Managing Perceived Costs

FESTIVAL BY THE SEA
Tim Agarwala, Siddharth Sathe, Zaur Khoutyz, Cathie M. Hurley, Paula P. Levesque, Eduardo Vargas

Product Number: 9B06M033
Publication Date: 7/27/2006
Revision Date: 9/21/2009
Length: 18 pages

The Festival by the Sea (FBTS) has been successful by all accounts except financially. As the General Manager reviews the recent performance of the festival, she also noted several challenges lied ahead. The events industry needs better educated professionals, ethical issues need to be addressed, temporary employees and volunteers need to be successfully hired and retained, and sponsors need to be attracted in order to cover the costs of the New Brunswick festival. The General Manager must determine how to ensure the viability of the FBTS.

Teaching Note: 8B06M33 (15 pages)
Industry: Social Advocacy Organizations
Issues: Marketing Management; Financial Resources; Tourism; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA



KIDDYLAND
S. Sam Sedki

Product Number: 9B04N013
Publication Date: 11/23/2004
Revision Date: 10/15/2009
Length: 3 pages

A day care center operated by a church and originally set up for children of low-income families is unable to continue its operations because of the lack of space and funds. The current policy is to operate on a break-even basis, but the manager must consider other options. Should it increase tuition fees per child, secure a loan in order to expand its facility to allow for more children or renovate the existing facility.

Teaching Note: 8B04N13 (3 pages)
Industry: Social Advocacy Organizations
Issues: Cash Flow; Accounting - Transactions; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Facilitating Marketing Behaviors

ELECTRONIC CHILD HEALTH NETWORK
Murray J. Bryant, Carol Anne Brothers

Product Number: 9B00B001
Publication Date: 5/9/2000
Revision Date: 1/7/2010
Length: 13 pages

A non-profit manager faces a challenge in how to grow a network of informational services to patients, their parents and medical practitioners, including allied health professionals. To date, this service has been free. Should it now be priced, and if so, how and at what price? The service also links five hospitals who can share diagnostic information for greater system efficiency. All of these hospitals put up seed money for the development of the network. How to grow this business is the challenge, including marketing, organizational structure, pricing and operational concerns.

Teaching Note: 8B00B01 (7 pages)
Industry: Health Care Services
Issues: Growth; Strategic Planning; Market Structure
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Formulating Communication Strategies

INVESTMENT FUNDS INSTITUTE OF CANADA
Robert J. Fisher, Christina A. Cavanagh, Stephen R. Foerster, Ramasastry Chandrasekhar

Product Number: 9B04A008
Publication Date: 11/23/2004
Revision Date: 10/7/2009
Length: 16 pages

The vice-president of regulation at the Investment Funds Institute of Canada is reviewing the monthly statistics. It shows the continuance of three trends, prevalent during the last 12 months in the Canadian mutual funds industry. Net sales of mutual funds were declining, fund redemptions were rising and the rate of growth in mutual fund assets had been marginal. The vice-president must determine how the Investment Funds Institute, as the industry trade association for mutual funds, can influence these trends. He must decide on the message, who he should target with the message and the media through which he should reach his target audience, and present his plan at the next executive committee meeting.

Teaching Note: 8B04A08 (5 pages)
Industry: Social Advocacy Organizations
Issues: Services; Marketing Management; Market Segmentation; Investment Funds
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Managing Communications: Advertising and Personal Persuasion

2001 CANADA SUMMER GAMES
Robert J. Fisher, Karen Bong

Product Number: 9B02A029
Publication Date: 2/6/2003
Length: 27 pages

The Canada Summer Games is a national, premier amateur sports event held biannually. The 2001 Summer Games in London, Ontario faced a challenge in generating revenue by selling spectator tickets to various events. Early sales did not meet expectations and the marketing strategy was revised halfway through the advertising campaign. The marketing manager must determine the impact revising the marketing campaign had on sales and prepare a report with recommendations that could be used by future host cities.

Teaching Note: 8B02A29 (9 pages)
Industry: Social Advocacy Organizations
Issues: Advertising Management; Sports; Advertising Strategy; Advertising Effectiveness
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Managing Public Media and Public Advocacy

WGIRL, WBOY CALENDARS (B)
Kenneth G. Hardy, Yany Gregoire, Luke Atkins

Product Number: 9B02A019
Publication Date: 9/20/2002
Revision Date: 10/28/2009
Length: 2 pages

After launching the controversial calendars outlined in the Wgirl Wboy Calendars (A) case, product 9B02A018, the creator faces criticism and wonders how to proceed.

Teaching Note: 8B02A18 (6 pages)
Industry: Social Advocacy Organizations
Issues: New Venture; Public Relations; Marketing Mix; Entrepreneurial Marketing
Difficulty: 4 - Undergraduate/MBA


Chapter 15:
Generating Funds

ST. CLEMENT'S SCHOOL
Mary Gillett, Jeana Poon, Kelly McKenna

Product Number: 9B07B012
Publication Date: 10/4/2007
Revision Date: 10/30/2007
Length: 9 pages

The principal of St. Clement's School was considering a potential expansion to the school's facilities. There were many issues for the principal to consider including how to fund the expansion, the impact on the school's programs, and the impact on the school of increased enrollments. Most importantly, she had to consider the impact of an expansion on the distinct culture of the school. This case is an introductory capital budgeting example set in a non-profit organization rich in context.

Teaching Note: 8B07B12 (7 pages)
Industry: Educational Services
Issues: Non-Profit Organization; Funding; Capital Budgeting; Capital Investment
Difficulty: 4 - Undergraduate/MBA


Chapter 16:
Attracting Human Resources: Staff, Volunteers, and Board Members

LONDON YOUTH SYMPHONY
Craig Dunbar, Colette Southam

Product Number: 9B05N009
Publication Date: 8/12/2005
Revision Date: 10/4/2009
Length: 13 pages

The president of the board of directors of the London Youth Symphony is contemplating how to ensure the survival of the orchestra. On the verge of bankruptcy in 2001, the symphony now has more than $40,000 in the bank, but must address the reality that the orchestra might not survive due to a lack of musicians. Students must develop projected financial statements subject to given minimum balance and breakeven constraints. There is much room for judgment in developing the strategic plan; while many of the numbers are alluded to, many assumptions must also be made. Additionally, students will be exposed to some of the issues that may arise with volunteer boards of directors and not-for-profit organizations.

Teaching Note: 8B05N09 (6 pages)
Industry: Social Advocacy Organizations
Issues: Strategic Change; Non-Profit Organization; Budgeting; Board of Directors
Difficulty: 4 - Undergraduate/MBA



RICHARD IVEY SCHOOL OF BUSINESS - THE LEADER PROJECT (A)
Joerg Dietz, Krista Ewing

Product Number: 9B03C046
Publication Date: 11/5/2003
Revision Date: 10/17/2009
Length: 13 pages

A student-run, not-for-profit program, Leading Education and Development in Emerging Regions (LEADER) sent teams of business students to teach western business practices in the former Soviet Union. In preparation for the three-week assignment at the end of the school term, the students were expected to participate in social events to build team spirit, as well as practical work, such as preparing teaching materials, making travel arrangements and fundraising. The program's annual budget was $110,000 and each team member was expected to provide a minimum of $250. Despite efforts to raise the needed funds, the program failed to reach its goal. As a result, team members were required to contribute $1,800, substantially more than originally anticipated. Some of the team members quit, expressing their dissatisfaction with the increased financial obligation. Other team members are boasting about the little time they spent working on the project. The once successful program is facing a dilemma. How can it sustain enthusiasm, raise the needed funds and recruit members who are willing to work to ensure its success? Supplement Richard Ivey School of Business - The LEADER Project - Kiev Site (B), product 9B03C047 explores a personality conflict that begins when one team begins preparation for its trip. The problem escalates when the team is teaching in Kiev, Ukraine. One of the team members wonders what role she can play in resolving the situation that threatens the success of the teaching assignment.

Industry: Social Advocacy Organizations
Issues: Human Resources Management; Funding; Team Building; Non-Profit Organization
Difficulty: 3 - Undergraduate


Chapter 17:
Working with the Private Sector

AOL TIME WARNER (B)
Michael Sider

Product Number: 9B04C003
Publication Date: 1/16/2004
Revision Date: 10/6/2009
Length: 1 pages

As one of the terms of its merger in Canada, a large U.S.-based multimedia corporation is required to support the arts in Canada through a $221 million fund. The first university to approach the company receives gifts-in-kind and $15 million in scholarship funds. The director of faculty funding must now draft a donor agreement letter to summarize the company's commitment and to convey the university's gratitude. This is a supplement to AOL Time Warner (A), product 9B04C002.

Teaching Note: 8B04C03 (5 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Proposal Writing; Non-Profit Organization; Funding; Communications
Difficulty: 4 - Undergraduate/MBA



LONDON REGIONAL CHILDREN'S MUSEUM
Michael R. Pearce

Product Number: 9A81A008
Publication Date: 1/1/1981
Revision Date: 1/23/2004
Length: 18 pages

The London Regional Children's Museum is engaged in a fund-raising campaign in order to move from temporary cramped facilities to an owned, large building. The needed million-dollar plus goal has been roughly half achieved. The case describes the museum and the environment in which it is seeking funds. The director is attempting to design a campaign to reach private donors.

Teaching Note: 8A81A08 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Non-Profit Organization; Funding; Arts Administration
Difficulty: 4 - Undergraduate/MBA


Chapter 18:
Organizing for Implementation

LEADERS WANTED: CHINESE ATHLETIC VANCOUVER ASSOCIATION
Seung Hwan (Mark) Lee, Francine Schlosser, Philip Law, Clement Chu

Product Number: 9B08C008
Publication Date: 3/11/2008
Length: 14 pages

After 10 years of rapid growth, the Chinese Athletic Vancouver Association (CAVA) was threatened with a leadership vacuum. To deal with the recent loss of their president, the vice-president had to devise a plan that would sustain CAVA's benefit to the Vancouver Chinese community, by locating and developing leaders who could carry this organization forward. As the vice-president was expected to assume the president's role at the end of 2005, he needed to develop and implement leadership and succession planning strategies for CAVA.

Teaching Note: 8B08C08 (10 pages)
Industry: Social Advocacy Organizations
Issues: Non-Profit Organization; Leadership; Board of Directors
Difficulty: 4 - Undergraduate/MBA


Chapter 19:
Marketing Evaluation, Monitoring and Control

AURORA CULTURAL CENTRE
Charlene Zietsma, Geoffrey Kistruck

Product Number: 9B05M050
Publication Date: 9/22/2005
Revision Date: 10/1/2009
Length: 16 pages

The Aurora Cultural Centre's mission is to foster a more just community, globally and locally, by providing community education on diversity and cross-cultural awareness, global development issues, and immigration/refugee issues. The centre also provide housing and settlement services to new immigrants and refugees. The organization has been facing budget deficits, administrative overload, board member turnover and staff problems. A recently appointed member of the board is preparing to lead a board strategy retreat and must make recommendations on improvements to the agency's financial performance and must determine how she can convince the board members that the situation is serious and requires immediate action.

Teaching Note: 8B05M50 (10 pages)
Industry: Social Advocacy Organizations
Issues: Strategy Development; Mission Statements; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA