Marketing Activities in the Non‐profit Sector ‐ Recent Lessons Regarding Tax Implications

Cain, Rita Marie

doi:10.1111/j.1744-1714.1999.tb00708.x

Cited by 6 publications

(5 citation statements)

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“…Although charitable trust laws offer some measure of accountability for CHP stakeholders, they do not afford a way to quantify and measure concrete achievement. In addition, as a mechanism for accountability, charitable trust laws have lost some legitimacy in recent years owing to reports of excessive executive compensation among nonprofit institutions, lack of board oversight and accountability, loss of mission, misleading fund raising, and selfdealing among nonprofit managers (Hansman 1981;Cain 1999). The failure of many nonprofit charitable organizations to inform the public adequately about their activities, to diversify their staffs and boards sufficiently, to establish and adhere to conflict-of-interest statements, and to provide mechanisms for citizen input undermines the efficacy of self-regulation practices of accountability for CHPs (Russell 1993;Covington 1994).…”

Section: Accountabilitymentioning

confidence: 99%

The Governance and Management of Effective Community Health Partnerships: A Typology for Research, Policy, and Practice

2000

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Community health partnerships (CHPs) are voluntary collaborations of diverse community organizations that have joined forces in order to pursue a shared interest in improving community health. Although these cross‐sectoral collaborations represent a way to address social determinants of health and disease in society, they suffer from governance and management problems associated with interorganizational relationships in general and health care challenges specifically. A typology of effective governance and management characteristics provides a systematic, theoretically based way of addressing dimensions of governance and management and serves as a guide in constructing, maintaining, and measuring successful partnerships. It offers a multidisciplinary perspective for classifying important organizational issues, identifying barriers to successful development and sustainability, and facilitating the attainment of goals.

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Section: Accountabilitymentioning

confidence: 99%

The Governance and Management of Effective Community Health Partnerships: A Typology for Research, Policy, and Practice

2000

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“…Several recent studies have shown that investments in marketing do not necessarily increase stakeholder support (Chain, 1998), especially when the link between marketing and performance is weak (Shoham et al, 2006). The distinction between public and private stakeholders is therefore essential when examining whether marketing is successful, since both private funding and public and institutional support can enhance organisational performance (Galaskiewicz and Bielefeld, 1998;Sargeant and Kahler, 1999).…”

Section: Ijppm 596mentioning

confidence: 99%

“…The literature has suggested that marketing in NPOs is not an appropriate way to address social goals. Later studies indicate that marketing can improve the satisfaction of various interest groups with funding potential (Bryson et al, 2001) and mobilize resources from strong stakeholders (Feigenbaum, 1987;Chain, 1998). However, identifying NPO stakeholders is not simple.…”

Section: Evaluations In Non-profit Servicesmentioning

confidence: 99%

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Marketing and performance evaluations in non‐profit services

Mano

2010

International Journal of Productivity and Performance Management

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Purpose -The paper aims to examine how not communicating stakeholders' expectations through marketing results in mis-targeting. It also aims to suggest that, when non-profit managers do not succeed in capturing stakeholders' definitions of performance, marketing is ineffective and may even result in decreased support for organisational goals. Design/methodology/approach -Surveys were administered to managers from a sample of 135 non-profits in Israel with a 63 per cent return rate. Findings -The findings suggest that marketing practices have a differential effect on public/private stakeholders; and the effect of marketing on performance increases when targeting public stakeholders, but negatively affects performance when targeting private stakeholders. These results suggest that not properly communicating funders' expectations is the cause for the ineffective use of marketing in non-profit organisations (NPOs). Research limitations/implications -Marketing may have both positive and negative effects on performance but attention should be addressed to the differences of marketing targets in order to fit between marketing techniques and marketing targets. Practical implications -The results highlight the importance of a professional approach to marketing practices in NPOs that consider the diversity of stakeholders in expectations and definitions of performance. Originality/value -This is the first paper that examines the reasons why marketing has not been a successful means to increase performance in non-profit settings.

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“…17 At the same time, retailers in the nonprofit sector in the USA are technically restricted to selling products that relate to their site or are educational in nature. 18 The adherence to this tax status restriction varies from nearly total non-compliance to high compliance based on actual site visits. The authenticity of products has been demonstrated to be of high importance for consumers in the marketing of goods at pilgrimage sites 10 or even at a religious theme park.…”

Section: Literature and Research Propositionsmentioning

confidence: 99%

Retailing in the nonprofit sector: an exploratory analysis of church‐connected retailing ventures

Ford

Mottner

2003

J of Philanthropy and Mktg

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American churches, like other nonprofits, are faced with diminishing financial support and have turned to alternative marketing strategies to raise needed funds. Retail stores form one of these alternative marketing strategies. This research explores the phenomenon of retail stores associated with Episcopal churches and provides dimensions to understanding the relationship of church membership, connection with history and/or tourist activities, and various marketing tools with performance. While the research offers managerial implications for those engaged in retailing associated with churches, this paper also offers additional insight into nonprofit marketing in general. Copyright © 2003 Henry Stewart Publications

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Marketing Activities in the Non‐profit Sector ‐ Recent Lessons Regarding Tax Implications

Cited by 6 publications

References 0 publications

The Governance and Management of Effective Community Health Partnerships: A Typology for Research, Policy, and Practice

The Governance and Management of Effective Community Health Partnerships: A Typology for Research, Policy, and Practice

Marketing and performance evaluations in non‐profit services

Retailing in the nonprofit sector: an exploratory analysis of church‐connected retailing ventures

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