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Marketing For Businesses and Nonprofits > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Why plan for marketing?

A

build your brand, better target, more efftively communicate, enable prioritization, gain engagement

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2
Q

Examples disruptive forces to strategic marketing

A

uncertain economic outlook and tax policy
changing US govt regulations and funding
evolving science and technology
international business trades and competition
uncompromising demand for results/impact
attracting investors, not donors
branding causes, not organizations
growing communications media
challenge of customer/client/donor loyalty

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3
Q

Differences between nonprofits and for-profits

A

goals focus on mission, rather than profit
nonprofits exist to meet needs that governments don’t of that aren’t profitable
volunteers play an important role
impact is harder to measure
R&D plays a smaller role in promoting innovation
lack of support for overhead

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4
Q

4 P’s of Marketing

A

Product, Place, Price, Promotion

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5
Q

Product

A

service, good, idea, behavior, belief

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6
Q

Place

A

all places where you have contact with people

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7
Q

Price

A

beyond donations and service fees, the total cost of engaging with your organization

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8
Q

Promotion

A

anything you do to get the word out about your organization’s programs, products, or services

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9
Q

7 P’s of marketing

A

product, price, place, promotion, process, positioning, people

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10
Q

Process

A

sales process, order handling, transaction efficency, response time, service process, eCommerce, new product design process

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11
Q

Positioning

A

target markets, market segements, customer perception, competition, differentiation, attributes, perceptions of others

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12
Q

People

A

sales force, technology capability, technical service, other support services

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13
Q

SMART objectives

A

specific, measurable, audience specific, results oriented, time specific (Plus comprehensive as a group and agreed by nonprofit leadership)

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14
Q

Results-oriented approach

A

what decisions need to be made?
what type of intellect is necessary to make the “best” decision?
who is the target audience?

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15
Q

Market research toolbox

A

executive interviews
telephone surveys
focus groups
online surveys
mystery shopping

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16
Q

Competitors and best practice analysis

A

identify 2 to 4 competitors
identify 2-4 potential best practice orgs (nonprofits or similar businesses in another geography)
consider what to research on these companies or nonprofit orgs (scope of products/services, messaging, website, social media, how they identify impact/results; what are their marketing strategies?
conduct the research and summarize the results

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17
Q

SWOT

A

Strength and Weaknesses (internal)
Opportunities and Threats (external)

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18
Q

Why define target audiences

A

allows org to better outreach to clients/customers, improve products and services, and engage other stakeholders— specific groups of people (need, age, skills, location, capabilities)
assists you to better tailor programs to the interests of clients/customers and otehr stakeholders
allows you to better focus resources in specialized ways

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19
Q

Target audience levels

A

demographics, past engagements, organization, attitudes, etc.

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20
Q

target markets nonprofits

A

donors, clients, referral sources or influences, other stakeholders, volunteers

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21
Q

Branding is

A

a customer/stakeholder promise, historically a mark of quality

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22
Q

Everything your nonprofit does creates an

A

image, successful organizations manage perceptions others have of them

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23
Q

Branding is in

A

the mind of others and emotions and perceptions play a role

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24
Q

branding is about

A

where you want to be in 3-5 years, not just where you are today

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25
Q

brand benefits include

A

a promise to donors and clients, motivating identity for staff, mission that appeals to the coommunity

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26
Q

brand strategy should be based on

A

what allows target audiences to differentiate our nonprofit and its services from other nonprofits

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27
Q

key messages should be

A

developed and consistent with brand strategies

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28
Q

communications to carry the brand should be

A

planned, focused, integrated, consistent and reinforced (what response do we hope for?)

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29
Q

senior leader should be

A

visible champions and the staff and board are the best brand ambassadors; they can effectively promote and live up to it with every action, because everything speaks for the brand

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30
Q

branding is a strategic marketing imperative

A

to improve marketing, build resources and support your cause

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31
Q

Steps of Branding

A

brand position, personality, organization name, visual identity, tag line, standards

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32
Q

brand position, personality

A

a position for the orgnization that differentiates it and determine key brand attributes

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33
Q

organization name

A

create a name that reflects the brand position and attributes

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34
Q

visual identity

A

coordinate the logo design and trademark applications to secure name

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35
Q

tag line

A

create a tag line aligned with brand

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36
Q

standards

A

protect the brand

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37
Q

brand

A

a relationship that secures future resources by securing stakeholder loyalty

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38
Q

positioning

A

the process of presenting a service or organization in such a way that allows an audience to easily differentiate that service or organization

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39
Q

benefits of positioning

A

markets the brand and adds value to services
differentiates from competition
effectively project organization and services to key audiences
focuses and targets selling and communications

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40
Q

SUCCESs Model

A

Simple, Unexpected, Concrete, Credible, Emotional, Stories

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41
Q

Simple

A

what is the core of your message? Can you communicate it with an analogy or high-concept pitch?

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42
Q

Unexpected

A

get attention by violating a schema, hold attention by using curiosity grasps. before your message can stick your audience has to want it.

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43
Q

concrete

A

use secondary language, paint a mental picture, try to hook into multiple types of memory

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44
Q

credible

A

ideas can get credibility from outside or from within, using human-scale statistics or. vivid details.

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45
Q

emotional

A

people care about people not numbers, WIIFY (what’s in it for you?) identity appeals can often trump self-interest

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46
Q

stories

A

drives action through simulation and inspiration, help people see how an existing problem might change

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47
Q

strategies

A

tell you how you will reach your objectives
helps identify tactics more broadly

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48
Q

first priority of digital marketing strategy

A

website

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49
Q

second priority of digital marketing strategy

A

videos can attract attention & blogs can deliver content/engage discussion

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50
Q

3rd priority of digital marketing strategy

A

facebook, instagram, and other social media can engage people with your org. and each other

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51
Q

4th priority of digital marketing strategy

A

traditional media— print communications, leaflets, events, news media

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52
Q

first reason to use google analytics

A

better measure website traffic; traffic website hits and what avenue people are being directed back to the website; number of unique hits to the website; from where they are coming from

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53
Q

second reason to use google analytics

A

better assess what marketing tactics work and website sections of interest; timing of website visits around events, news media coverage, eNewsletter distribution; page views, # of click-throughs to newsletter/blog post views

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54
Q

1st key approach to encourage website use

A

use a common platform to enable updates without reliance on paid outside help

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55
Q

2nd key approach to encourage website use

A

incoporate pictures, videos and some movement

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56
Q

3rd key approach to encourage website use

A

design and lay out to support phones and tablets (responsive)

57
Q

4th key approach to encourage website use

A

assess the websites of competitors and best practice orgs for ideas and to differentiate; consider favorite websites

58
Q

5th key approach to encourage website use

A

craft simple navigation to make the site user-friendly and promote spending time on your site

59
Q

6th key approach to encourage website use

A

ensure menus, buttons, and links work

60
Q

7th key approach to encourage website use

A

use search engine optimization

61
Q

8th key approach to encourage website use

A

promote vistits to site via social media and written communications; incorporate social media icons on website and print material

62
Q

9th key approach to encourage website use

A

display news media coverage

63
Q

10th key approach to encourage website use

A

consider need for other languages

64
Q

11th key approach to encourage website use

A

utilize google analystics to measure site use, track how folks are coming to your site and what pages are of geatest interest

65
Q

effective digital marketing can

A

buuild a rapport with your audience, keep your organization at top of mind, position your organization as a reliable source of information

66
Q

thought leadership

A

in what arena is your organization an expert?

67
Q

meedia need print reporters that want all the details

A

facts

68
Q

media needs looking for meaty, interesting content from a variety of sources

A

quotes

69
Q

media needs looking for a different point of view for the topics they cover

A

angles

70
Q

media’s want to understand story context, how it relates to what has happened before

A

background

71
Q

media needs depending on the story, pictures and graphics add value, info-entertainment and attract attention

A

pictures

72
Q

editors consider if the material is current

A

timeliness

73
Q

editors consider is it news or of interest or if its relvant to its audinece

A

proximity

74
Q

editors consider if your organization or spokesperson is well known in the local area

A

promeinence

75
Q

editors consider will it have impact

A

consequence

76
Q

an entreprenurial approach can be used

A

to start your own business, nonprofit, or effectively serve as an employee or staff member

77
Q

thought, preference, and need-changing forces; where is the demand, yet little/no supply?; future trends

A

1st principle of entreprenuership: major source of entreprenurial activity

78
Q

(less likely business entry) or action (more likely profitable

A

2nd principle of entreprenuership: bias toward analysis

79
Q

increases the profitability of entry but decreases likely profitability

A

3rd principle of entreprenuership:

80
Q

adopting a principle of affordable loss can help deal with the above bias for acion vs bias for analysis tension

A

4th principle of entreprenuership: affordable loss

81
Q

no product, no customers, no revenue

A

5th principle of entreprenuership: vicious cycles

82
Q

using your own resources and doing things cheap

A

6th principle of entreprenuership: bootstrapping

83
Q

most expensive when you need it most, bootstrap, seek angel investors

A

7th principle of entreprenuership: cash is king

84
Q

if cash doesn’t kill you, this will, choose a recipe for how to create value

A

8th principle of entreprenuership: logistics

85
Q

every business has 3 to 5 drivers

A

9th principle of entreprenuership: multiple drivers

86
Q

leading organizations this line of thinking, new busiesses, products, or services to address otherwise unment needs, and finding better ways to do things

A

10th principle of entreprenuership: thinking like an entrpreneur as an employee

87
Q

no perfect information

A

1st way to reduce risk

88
Q

most entrepreneurs first fail, several times, befoer becoming successful

A

2nd way to reduce risk

89
Q

risk and uncertainty are inevitable in profit-making and can be in nonprfot start-ups

A

3rd way to reduce risk

90
Q

bootstrapping

A

4th way to reduce risk

91
Q

looking for opportunities with great gains and losses

A

5th way to reduce risk

92
Q

marketing relationship pyramid

A

awareness, consideration, selection, partnership

93
Q

sales funnel

A

total market, prospects, leads, sales

94
Q

analyzes and understands the marketplace

A

marketing manager

95
Q

determine wheter there is a market for a new product

A

marketing manager

96
Q

carry out market research

A

marketing manager

97
Q

get the right mix of price, product, place, and promotion

A

marketing manager

98
Q

determine when to launch promotional campaigns

A

marketing manager

99
Q

develop marketing strategy for the company in line with its objectives

A

marketing manager

100
Q

coordinate marketing campaigns with sales activities

A

marketing manager

101
Q

in charge of training of the sales team

A

sales manager

102
Q

sets targets

A

sales manager

103
Q

encourages sales people to hit their monthly targets

A

sales manager

104
Q

approve or turn down requests for discounts or special terms

A

sales manager

105
Q

monitor sales people at work and provide feedback

A

sales manager

106
Q

provide marketing manager with feedback regarding promotional campaigns

A

sales manager

107
Q

design and implement a strategic sales plan

A

sales manager

108
Q

build strong, long-lasting customer relationships

A

sales manager

109
Q

business to business marketing

A

target markets are small and complex, businesses have high vendor loyalty

110
Q

business to consumer marketing

A

mass marketing to larger audiences is more common. various campaigns can be used to reach specific demographics

111
Q

b2b marketing

A

customer’s customers are often other businesses, sell into multiple geographies, larger financial transactions

112
Q

b2c marketing

A

depending on company or product campaigns can be gobal and big or small and local ,

113
Q

b2c sales

A

smaller financial transactions purchased by individuals rather than corporations

114
Q

b2b sales

A

more expensive products/services and larger quantities

115
Q

b2b sales

A

multiple people tend to be inolved in the decision making, producing a more extended and technical buying process

116
Q

b2b marketing

A

more data driven, geared to solving a problem, reducing risk, reducing cost or improving efficiency

117
Q

b2c marketing

A

marketing can be focused on problem-solving, but it often includes an emotional appeal

118
Q

b2b communications

A

use forums to interact with customers face-to-face develop relationships, theres are onsite, at trade shows, conferences, and in online communities.

119
Q

b2c communications

A

use traditional media like television, radio, print, outdoor, and digital to reach mass audiences

120
Q

b2b communications

A

detailed and lengthy messaging tends to work for b2b customers who want to be educated on the products/services

121
Q

b2c communications

A

messaging created for consumers is usually shorter, simpler and more shareable

122
Q

b2b communications

A

digital communications include networking on Linkedin and creating b2b media like webinars, videos, and blog posts

123
Q

b2c communications

A

digital marketing is social and shareable on Twitter, Facebook, Instagram, Pinterest and otehr social media sites

124
Q

fundraising (development) pyramid

A

prospecting, solicitation, cultivation, stewardship

125
Q

development

A

annual funds/ events, major gifts, multi-year and capital campaigns, planned giving

126
Q

competitor analysis

A

local organizations which donors may consider as close alternatives and otehr stakeholders may confuse with your nonprofit

127
Q

best practice examples

A

looking to ther geographic areas

128
Q

heart

A

stories with an emotional connection, how it serves an individual, client, child, and family

129
Q

mind

A

what’s our impact, why should you and I care

130
Q

hands

A

how can you help, what can you do

131
Q

manage marketing

A

how to launch and implement your plan

132
Q

manage marketing by

A

engaging ambassadors

133
Q

manage marketing by

A

mangaing staff and considering external resources

134
Q

seek ontegration of internal/external communications

A

structure marketing

135
Q

repositioning org./new name, new programs or sites, or new website)

A

launch key initiatives

136
Q

to fill needs for special skills/experience, handle overloads, use marketing plan as a creative breif with vendors, advisory committees and volunteers

A

assess whether you need external marketing addistance

137
Q

share highlights of your plan and engage staff, board, and volunteers to support as your best brand ambassadors

A

extend your marketing efforts

138
Q

how to engage staff, board, and volunteers to support as brand ambassadors

A

discuss marketing plan to engage, review, seek input and support with client staff and also seek budget support. seek opportunity with all staff to share highlights of plan and how they can be engaged

Marketing For Businesses and Nonprofits (1 decks)

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