Framework for Basic Nonprofit Marketing and Promotions Plan

(including a basic promotion plan for public and media relations, sales, advertising
and promoting, and customer service)

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting,
LLC.

Description

The following framework will guide you through the completion of a basic nonprofit
marketing and promotions plan. Associated plans include public and media relations
plans, sales plans, and advertising and promotions plans.

NOTE: The framework depicts a useful format, but should be duplicated into
an editable version, for example, into Microsoft Word.

Guidelines are provided to fill in the section and links to additional resources
are provided.

Readers are encouraged to work with a planning team in their
organization to fill in this framework. After completing this
framework, readers can move information from the framework to
a more suitable document to be the final version of the plan document,
if desired.

Also, consider
Related Library Topics

[date!]

TABLE OF CONTENTS

MARKETING AND PROMOTION OF THE ORGANIZATION

Public Relations Plan

Media Plan

MARKETING AND PROMOTIONS OF EACH PROGRAM/SERVICE

Description of Service

Target Markets and Client Profiles

Competitor Analysis

Collaborator/Partner Analysis

Pricing Analysis

Sales Plan

Advertising and Promotions Plan

Production Planning

Distribution Planning

Customer Service Plan

EVALUATION OF PLAN

GOALS, RESPONSIBILITIES, TIMELINES AND BUDGET

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Public Relations Plan

(For additional assistance, see Managing
Your Public Image (Public Relations).)

Mission Statement

Portrays the basic purpose of our organization, the groups of clients that
it services, and generally how it serves them. The mission statement should be
referenced when designing and implementing the marketing and promotions plan.
(For assistance, see Basics
in Developing a Mission Statement.)

Positioning Statement

Portrays the unique role of our nonprofit and how it fills that role. The
statement depicts how we want others to view our nonprofit. This statement is
the essence of how we want the media, and others, to recognize our organization.
The statement is the basis for wording used in ads and other methods of promotion.
(For assistance, see Positioning.)

Script for Representing Our Nonprofit to External Stakeholders

Portrays key points to make when representing the nonprofit to external
groups. The script is referenced by key personnel (board members, chief executive,
etc.) to represent the nonprofit to external stakeholders, for example, funders/investors,
reporters,

Stakeholders, Messages, and Methods (Media Plan and Calendar)
Consider the major stakeholders for your nonprofit, for example, employees,
volunteers, board members, funders/investors, reporters, collaborators, associations,
etc. Consider what you’d like each stakeholder to think of your nonprofit. What
media do they read and listen to and when? What media is most practical for
you to use in terms of access and affordability? The following link might be
useful to you in this activity: Major
Methods of Advertising and Promotion.

Additional thoughts/comments and any actions we should take:
What do we need to do to make the above happen? What major steps must occur?
What must be developed? Who should be contacted? What resources might you need?

Actions in this area should be worded as specific goals
and organized into the section “Goals, Responsibilities …”
later in this plan. That section includes goals, responsibilities,
dates for completion and the budgeted amount to achieve the goals.

Media Relations

(For assistance, see Managing
Media Relations.)

Procedure for Managing Media Contacts

The following procedure will be used for all calls from and to reporters, or
other contacts with the media, including, for example, newspapers, magazines,
television, radio, etc.

Preferred Media and Contacts

The following media and contacts are preferred when promoting
our organization. These media (newspapers, television, radio,
etc.) and contacts have been used in the past, to understand our
organization and our marketplace, etc.

Additional thoughts/comments and any actions we should take:
What do we need to do to make the above happen? What major steps must occur?
What must be developed? Who should be contacted? What resources might you need?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

=======

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You should consider addressing the following subsections
in this overall section for each of your programs and/or major
services.

Description of Service

The overall goals of the organization very much determine
whom you want to serve and the nature of the service to serve
them. For example, strategic goals might be to expand the number
of clients you have now, get new clients, get more revenue from
current clients, etc. You may want to develop new services in
a current or new market or expand current services in a current
or new market.

Describe your service. The description should be written as if your clients
are the readers. In the description, include the specific groups of clients
served by the service, the nature of the method(s) in the service, outcomes for
clients and any other benefits to them, and where they should go next if they
are interested in using the service. Be careful to describe the services in
terms of benefits to clients, not to you. For example, address pricing, convenience,
location, quality, service, atmosphere, etc.

Any additional thoughts/comments about the service description:

Actions in this area should be worded as specific goals
and organized into the section “Goals, Responsibilities …”
later in this plan. That section includes goals, responsibilities,
dates for completion, and the budgeted amount to achieve the goals.

Target Markets and Client Profiles

(For assistance, see How to Identify a Target Market and Prepare a
Customer Profile.)

Target markets are the specific groups of people whom you
want to benefit from your service. The target markets are determined
by your program goals, outcomes, and strategies. At this point,
it may help to reference your completed Framework
for Basic Nonprofit Program Structural Design. For example:

• Example Program Goal 1: Support at least 600 drop-outs from Minneapolis
  high schools to obtain diplomas or equivalent levels of certification
• Example Outcome 1.1 — Drop-outs from Minneapolis high schools obtain
  high school diplomas or equivalent levels of certification
• Example Outcome 1.2 — Within three months after getting certification,
  participants obtain at least half-time employment or enroll in an accredited
  program to further their education
• Example Program Strategy/Service 1.1 — Conduct high-school equivalency
  training programs for drop-outs from Minneapolis high schools
• Example Program Strategy/Service 1.2 — Provide free transportation to
  enrollees in the program
• Example Program Strategy/Service 1.3 — Provide subsidized childcare
  to enrollees in the program

Profiles of Your Target Markets
(Client Profiles)
The more you know about your clients, the better you might
be at serving them. At this point, write down a customer profile,
or description of each of the groups of clients (or target markets).
Consider, for example, their major needs, how they prefer to have
their needs met, where they are, and where they prefer to have
their needs met and demographics information (their age ranges,
family arrangement, education levels, income levels, typical occupations,
major interested, etc).

Target Market #1: ____
Make copies of this section as needed for your number of target markets
Actions in this area should be worded as specific goals and organized
into the section “Goals, Responsibilities …” later in this plan.
That section includes goals, responsibilities, dates for completion and the
budgeted amount to achieve the goals.

Competitor Analysis

(For assistance, see Competitive
Analysis.)

Name of competitor’s organization

Name of their service

Common markets that we serve

Benefits of their product/service

Comparison of their pricing and ours

Strengths of their product/service

Weaknesses product/service

How our product/service compares

Additional thoughts/comments and any resulting actions we should take:
How do you plan to compete, for example, offer better quality services, lower
prices, more support, easier access to services, etc?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

Collaborator/Partner Analysis

(For assistance, see Organizational
Alliances.)

Name of potential collaborator’s organization

Name of their product/service

Common markets that we serve

Similarities between our product/service

Potential areas of collaboration

Advantages of collaboration

Disadvantages of collaboration

Additional thoughts/comments and any resulting actions we should take:
What can you do next to initiate consideration of collaboration with other
nonprofits? What needs to happen next? Who needs to be involved? What resources
do you need it?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

Pricing Analysis

(For assistance, see Pricing.)

What’s the current fee for the product/service?

How much is it costing us to provide this product/service?

Are we recovering our costs to produce and provide the product/service?

Is the current price affordable to customers?

Is our pricing competitive?

What should be the pricing structure that we use for this product/service (for
example, deferred payments, installment payments, etc.)?

Additional thoughts/comments and any resulting actions we should take:
What do we need to do to make that happen? What major steps must occur? What
must be developed? Who should be contacted? What resources might you need?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

Sales Plan

(For assistance, see Sales.)

Sales Plan (Cont.)

Additional thoughts/comments and any resulting actions we should
take:
Consider: What do we need to do to make the sales methods and
goals happen? What major steps must occur? What must be developed?
Who should be contacted? What resources might you need? Should
staff attend sales training?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

Advertising and Promotions Plan

The plan includes what target markets you want to reach,
what features and benefits do you want to convey to each of them,
what methods and media you will use to convey it to them, and who
is responsible to implement the methods and how much money is
budgeted for this effort. The plan often includes plans for a
promotional campaign, including an advertising calendar and media
plan. The goals of the plans should depend very much on the overall
goals and strategies of the organization, and the results of the
marketing analysis, including the positioning statement.

When selecting methods, consider what communications methods
and media will be most effective in reaching target markets (groups
of clients) and when. What are their preferences for media and
when do they use them? (The link Basic
Methods to Get Customer Feedback might be helpful now.) Consider,
for example, radio, newsletters, classifieds, displays/signs,
posters, word of mouth, press releases, direct mail, special events,
brochures, neighborhood newsletters, etc. What media is most practical
for you to use in terms of access and affordability? (The link
Major
Methods of Advertising and Promotion might be helpful now.)

(For additional assistance, see Advertising
and Promotion and Planning
your Advertising.

Markets, Messages, and Methods (Media Plan and Calendar)

What do you want your target markets to think about your service? What media
do they read and listen to and when? What media is most practical for you to
use in terms of access and affordability? The following link may be helpful
to you when completing the following table: Major
Methods of Advertising and Promotion.

Additional thoughts/comments and any resulting actions we should take:
What do you need to do to make the above happen? What resources are needed
to accomplish the methods? Who is responsible to implement the methods?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

Production Planning

Production includes the resources and processes needed to
continue to develop the service to meet the demands of the clients.
Note that the development and implementation of various production
methods do not have to be addressed in detail in a marketing plan
— these topics are usually included in the operations or management
planning for the program. However, production should be generally
considered during the marketing analysis to ensure the eventual
detailed production planning takes into consideration the needs
of target markets and having their needs met on time.

Will services be produced in time to meet the current needs of the target markets?

Will services be produced in time to meet the future needs of the target markets
(for example, over the next three years)? What’s needed to ensure that future
needs are met?

What major resources and activities will be needed in the near future?

Additional thoughts/comments and any resulting actions we should take:
What do we need to do to make the above happen? What major steps must occur?
What must be developed? Who should be contacted? What resources might you need?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

Distribution Planning

(For assistance, see Distribution
Channels.)
Distribution includes the resources and activities required to
bring your product/service together with the client in order to
benefit from it. Matters of distribution of service can be critical
for nonprofits, especially if they are providing critically needed
services to specific groups of clients. For example, low-income
clients may not be able to afford transportation to other areas
to receive your services. (The link Distribution
may help you.)

What is the best means to distribute the service to clients?
(Consider, for example, should clients come to your facility. Do you go to them?
Are there other means, for example, services over the phone?)

Additional thoughts/comments and any resulting actions we should take:
What do we need to do to make the above happen? What major steps must occur?
What must be developed? Who should be contacted? What resources might you need?

Actions in this area should be worded as specific goals
and organized into the section “Goals, Responsibilities …”
later in this plan. That section includes goals, responsibilities,
dates for completion, and the budgeted amount to achieve the goals.

Customer Service Plan

(For assistance, see Customer
Service.)

When considering how you will ensure strong services to
clients, consider: Are clients very satisfied with your services?
How do you know? If not, what can you do to improve customer service?
How can you do that? What policies and procedures are needed to
ensure strong customer service. Include training in your considerations,
including developing skills in interpersonal relations, such as
questioning, listening, handling difficult people, handling interpersonal
conflicts, negotiating. (For assistance, see Customer
Service, Basic
Methods to Get Customer Feedback, Questioning,
Listening,
Handling
Interpersonal Conflict, Handling
Difficult People and Negotiating.)

Are clients highly satisfied with the service and how do you know?
(This section might include references to other reports, eg, program evaluations,
etc.)

What should we be doing to ensure that clients are highly satisfied?
(Consider policies and procedures, staff training, scheduled evaluations,
basic forms of market research, etc.)

Additional thoughts/comments and any resulting actions we should take:
What do we need to do to make the above happen? What major steps must occur?
What must be developed? Who should be contacted? What resources might you need?

Actions in this area should be worded as specific goals and organized into
the section “Goals, Responsibilities …” later in this plan. That
section includes goals, responsibilities, dates for completion, and the budgeted
amount to achieve the goals.

======= MONITORING AND EVALUATION OF PLAN ============
Responsibilities and Frequencies for Monitoring and Evaluation

Key Questions While Monitoring Implementation of the Plan

The following questions should be modified to suit the nature
and needs of the organization.

Monitoring and evaluation activities will consider the following
questions:

1. Are goals and objectives being achieved or not? If they
are, then acknowledge, reward, and communicate the progress. If
not, then consider the following questions.

2. Will the goals be achieved according to the timelines specified
in the plan? If not, then why?

3. Should the deadlines for completion be changed (be careful
about making these changes — know why efforts are behind schedule
before times are changed)?

4. Do personnel have adequate resources (money, equipment,
facilities, training, etc.) to achieve the goals?

5. Are the goals and objectives still realistic?

6. Should priorities be changed to put more focus on achieving
the goals?

7. Should the goals be changed (be careful about making these
changes — know why efforts are not achieving the goals before
changing the goals)?

8. What can be learned from our monitoring and evaluation in
order to improve future planning activities and also improve
future monitoring and evaluation efforts?

Additional questions:

Reporting Status of Implementation

The results of monitoring and evaluation will be in writing, and
will include:

1. Answers to the “Key Questions While Monitoring Implementation
of the Plan”

2. Trends regarding the progress (or lack thereof) toward goals,
including which goals and objectives

3. Recommendations about the status

4. Any actions needed by management

Procedure for Changing the Plan

Regarding any changes to the plan, write down answers to the
questions:

1. What is causing changes to be made?

2. Why the changes should be made (the “why” is often
different than “what is causing” the changes).

3. What specific changes should be made, including to goals,
objectives, responsibilities, and timelines?

Reminders:
Manage the various versions of the plan (including putting
a new date on each new version of the plan).

Always keep old copies of the plan.

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GOALS, RESPONSIBILITIES, TIMELINES, AND BUDGETS

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As much as possible, goals should be specified to be “SMARTER”,
that is, specific, measurable, and acceptable to those people working to achieve
the goal, is realistic, and timely, extending the capabilities of those working to
achieve the goals and rewarding to them, as well.

For the Category of Marketing:

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
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