A Study of Relationship Marketing of NPO for Fundrasing

碩士 === 朝陽科技大學 === 社會工作系碩士班 === 102 ===   Different from transactional marketing, relationship marketing is a marketing concept that focus on developing long-term relationships with various stakeholders. It is quite suitable for “people-oriented” nature of NPOs, because it emphasizes the importance o...

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Bibliographic Details
Main Authors: Miao-Hsien Hsueh, 薛妙賢
Other Authors: Ru-shian Hsieh
Format: Others
Language:zh-TW
Published: 2014
Online Access:http://ndltd.ncl.edu.tw/handle/20945806063722670948
Description
Summary:碩士 === 朝陽科技大學 === 社會工作系碩士班 === 102 ===   Different from transactional marketing, relationship marketing is a marketing concept that focus on developing long-term relationships with various stakeholders. It is quite suitable for “people-oriented” nature of NPOs, because it emphasizes the importance of the relationship of trust and commitment; moreover, it can help nonprofit organizations developing long-term relationships with the most valuable target in fundraising relationships.   This case study tried to find out the partnership within NCF and its enterprises collaboration, including experiences, strategies, obstacles, supports and effects of using relationship marketing. The purpose was to establish the relationship marketing model for interorganizational collaborative relationships within NPOs and enterprises of Taiwan.   The study found that relationship marketing of NCF and its cooperative enterprises was based on cause-related marketing and sponsorship. As far as enterprises are concerned, the reason of NCF was favored that consists in good interpersonal marketing, just-in-time accountability, and core competence can pair up with enterprises. Furthermore, the partnership could be extended and encouraged by the process of identifying, establishing, maintaining, and enhancing.   Accordingly, in order to establish a successful interorganizational collaborative relationships within NPOs and enterprises, this study further suggest some solution as follows: (1) NPOs need to create their own key competitive advantage in organization and management to earn the opportunity of interorganizational collaboration with enterprises; (2) NPOs should catch up the trend of CSR to cooperate with enterprises; (3) NPOs can develop nonmaterial benefits by allowing enterprise funders greater involvement in their activities, demonstrating the achievements of the organization. Besides, enterprises have to carry out their CSR, to abide by the principle of equality and reciprocity in interorganizational collaborative relationships and to treasure nonmaterial benefits.