Nonprofit organizations have grown tremendously in the last three decades. With this growth has come a greater interest from the nonprofit sector in the importance of marketing. Nonprofits did not apply marketing techniques until 1960-1970, but it is now a well accepted practice. Traditional marketing strategies do not work for nonprofit organizations, and this study proposes the development of a new marketing strategy specifically for this sector. Through the use of interviews and surveys, the authors examine issues of marketing strategy that are distinct for nonprofits. Unlike previous studies, this study examines these issues from the viewpoint of the nonprofit organization. The perception of marketing is different in nonprofit organizations, and the strategic implications of this finding are discussed.
Western Michigan's inventory of natural resources includes Great Lakes sand dunes; grasslands; forests; wetlands; lakes, rivers, and streams; shorelines and riparian habitats; and unique farmland. All of these environmental assets are under continuous threat of fragmentation and development, and numerous efforts have been undertaken to protect them. Many of these local and regional efforts include some level of stakeholder involvement. Collaboration between scientists and local decision makers to address complex environmentalpolicy problems is not new, and emphasis on stakeholder communication and participation in watershed management and policy development has been increasing. We examined the differences in tackling natural resource management issues through community and academic partnerships at the local and regional levels from the views of 3 researcher participants in 2 case studies. We used the engagement framework outlined in van Kerkhoff and Lebel (2006) as context for a discussion of 2 case studies. The 1 st involved a hybrid integration funders and participation facilitators approach to stormwater management in the Spring Lake Watershed. The 2 nd involved a translation specialists approach to valuing ecosystem services in a 7-county region that incorporated a negotiation lobby groups component in a parcel-level demonstration. These case studies highlight the challenges associated with each of these approaches and describe the partnerships that resulted from these efforts.
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