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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Anatomy of a Nonprofit Marketing PlanTitle Page ? Include name of the organization, time period that the plan covers and completion date. When preparing to effectively market a nonprofit organization, it's important to realize that you'll need a plan that details how you can reach all of the different segments of your target audience.
It's essential for nonprofit organizations to reach out to members of the population of potential consumers with information about available programs and services. Of course, money is necessary to meet the needs of the consumers reached through your organization's mission-focused marketing efforts. Soliciting assistance from volunteers is also an important key to effective operation of a nonprofit organization. Marketing plans for nonprofit organizations should include details about how the organization plans to reach each target audience group. Goal Statement: This portion of your marketing plan should express what it is that your organization hopes to accomplish.
Marketing Tactics: What marketing actions will you implement as a way of implementing the strategies that you have selected?
Action Plan: How will your organization go about implementing the defined marketing strategies and tactics? Monitoring: How can you be sure that the plan is being implemented and that it is effective? When it's time to sit down and begin writing your own marketing plan, it's a good idea to create a template that includes a heading for each section that needs to be included. The need for youth sports programs is validated and magnified by information that attributes long-term value to participants in these programs. All4Sports provides valuable team and social experiences for the increasing population of public, private, and home-schooled youth.
Market Geographics - All4Sports serves the Jackson County area with a total population in excess of 170,000 people. Market Demographics - An estimated 45% of households in this area contain children under the age of 18. They value the physical and social experience their child receives more than actual sports and skill-development aspects of the experience. Market Behaviors - All4Sports continues to enjoy a positive perception within the community.
All4Sports seeks to serve all interested children from kindergarten through high school regardless of what the school they attend offers. Diminishing financial support at all grade levels form public schools to facilitate sports activities for students.
Increasing demands from children and their families to offer sports experiences at early ages, beginning at kindergarten.
Heightened awareness of the positive correlation with involvement in sports and reduced potential for involvement in violent activities. Increasing interest from corporations to sponsor and support these types of community activities when they receive attribution for this involvement. The program has experienced an average annual participation growth rate of 6% for the past five years. The following outlines the most significant strengths and weaknesses internal to All4Sports, and the opportunities and threats that exist in our environment. Program Reputation - All4Sports is considered to be the premier choice for youth sports related experiences.
Donor Base - We have developed a stable and loyal donor base from both private and corporate sources. Facilities Relationships - We depend on access to athletic facilities including gyms, soccer fields, football fields, softball and baseball fields. Capital Requirements - All4Sports continues to make impressive improvements in the management of financial resources. Training and Education for Coaches and Officials - Individuals often have their first coaching experience with All4Sports.
Staff Challenges and Attrition - The All4Sports' staff experiences tremendous pressure due to workloads, dealing with parents, and addressing the issues of the program. All4Sports competes for resources in a community with a high number of not-for-profit organizations per capita. Geographic Serving Area Issues - All4Sports continues to be a precedent-setting organization that attracts attention from surrounding communities. Community Education - All4Sports must continue to tell its story to the community it serves. Property Tax Changes - The impact of property tax modifications on the public school systems, their support of sports programs, and their willingness to provide their facilities for use by All4Sports has not been determined.
Alternative Programs - The increasing impact from other programs, ranging from organization-sponsored to club sports, poses a threat to a segment of All4Sports' market.
Legal and Liability Issues - All4Sports continues to be exposed to liability issues in many aspects of the experience it provides. All4Sports is a tax-exempt, not-for-profit organization dedicated to presenting sports opportunities that are an integral part of each participant's learning experience. Leverage the growth offered by the increasing interest in soccer in the Fall and Spring programs.
Identify additional facilities to support future growth and offer greater flexibility in scheduling. Continue to develop the donor base and corporate contributions that add to the financial resources of the participant fees. Continuing to offer programs that are perceived to be positive, enriching, and affordable compared to the alternatives in our area.


Attract participants on a return basis throughout their kindergarten through their high-school years. Be perceived by public, private, and home schooling providers as a valuable resource that complements the academic experiences they offer. Creating a marketing plan for a charitable organization requires having detailed knowledge about the entity's vision, mission and values, as well as information about consumer, donor and volunteer marketing target audiences.
Most charitable organizations have at least three target audiences, including (1) consumers, (2) prospective donors and (3) potential volunteers. No matter how great the need is for what your nonprofit has to offer, marketing is necessary in order to ensure that those in need of assistance learn about the organization and find out how to become involved. Reaching out to potential donors is an essential component of all types of nonprofit marketing plans. Most charitable organizations are dependent on the commitment of volunteers to perform their work. For example, if you want to increase the number of consumers served by 100 people next year, what exactly will you do to bring about that result?
Use your template as a basic outline to start with, so that you can take an organized, systematic approach to gathering and filling in key information that will help you come up with a plan that can be used to guide your organization's efforts in the coming year and beyond. All4Sports offers young people the opportunity to participate in a variety of team sports throughout the calendar year. With a majority of participants from Medford, the program also has participation from surrounding communities, including Central Point, Jacksonville, White City, and Ashland.
Studies report solid support of the concept and purpose of the organization and an awareness of the problems inherent in a program that involves thousands of volunteers.
There are absolutely no expectations regarding skill or experience, only the desire to participate. Our objective is to leverage our strengths to take advantage of the opportunities our market presents, develop those areas that are weaknesses, and devise contingency plans to address threats if those should become a reality. There is now a generation of participants that send their children to participate in the program. Close relationships and reciprocal maintenance agreements with public and private schools and church facilities are an invaluable asset to the organization. The website has demonstrated the ability to provide more extensive and current information at reduced costs. Additional funds are needed to maintain the quality of the experiences offered and meet future program demands. This presents the need to adequately train these individuals to enable them to better understand All4Sports' philosophy, their responsibilities, potential liability issues, and appropriate behavior with participants.
These factors, combined with concerns regarding compensation, have resulted in undesirable turnover in important positions.
Numerous organizations target personal and corporate dollars to augment other revenue sources. Decisions regarding the serving area will impact financial requirements and potentially open new revenue opportunities.
With some participation trade-offs with boy's football, this increasing interest in soccer is the most predominant reason for program growth and has added a more even balance to gender participation. This may include adding sports to the current venue or looking at offering these sports to older age groups, potentially including adult sports programs.
The precise ramifications of this measure may not be known for months, but all potential outcomes must be considered as plans are made for the coming year.
These organizations target the highly skilled and committed players and coaches and are eroding the depth and breadth of All4Sports' participant and coach resources. The potential concerns range from health and safety issues to various forms of verbal or physical abuse.
The threat of not offering this option is that these athletes may be drawn away from All4Sports by alternative programs. None of these programs offers the extensive range of experiences or infrastructure of All4Sports.
Although some variables are now in place, there are questions regarding the future of indoor soccer organizations.
This is based on the estimated number of participants compared to participation levels in other programs, both public and private.
This is done with the belief that every child should be able to participate in the program of his or her choice regardless of race, religion, creed, sex, ability, or financial status. They are able to offer their children a positive, well-supervised experience as they learn the skills described above that does not necessarily require their time.
What are your one-three marketing goalsthat convey how marketing will contribute to organization goal?2. The plan should clearly outline the organization's goals and strategies for reaching each of these important groups. To ensure that your organization is able to meet its mission, it's necessary to market to the defined consumer population. This portion of your plan may include grant writing efforts, fundraising programs, special events, a capital campaign and other efforts directed toward bringing much needed funds into the organization's coffers. It would be remiss to neglect considering how to recruit additional volunteers, as well as retain the ones you already have, when drafting a marketing plan. These studies indicate a direct correlation demonstrating that involvement in sports results in reducing the potential to become involved in drugs, sex, crime, and gang-related behaviors.
Beginning in kindergarten, these experiences provide a source of recreation and simultaneously improve athletic skills, health and fitness as they offer experiences in teamwork, sportsmanship, fair play, cooperation and leadership. Therefore, an estimated 39,000 children under the age of 18 are potential All4Sports participants. Based on research conducted in April of 1997, more than 86% of the population in Jackson County area has some awareness of All4Sports.


Based on the April, 1997 study, 59% of the people in the Jackson County area surveyed believe the public school system fails to meet their sports experience expectations.
The All4Sports program is orchestrated to make this experience as accessible and affordable as possible to this audience. Based on school attendance projections, we expect to experience increased participation growth between 9% and 11% annually over the next three years.
We can reduce the need for printed materials, voice mail communication equipment, and staff payroll time. The Fund-raising Foundation's strategy is to provide significant financial resources for All4Sports. A more positive experience for participants, coaches and officials with an increased awareness of responsibilities are some of the goals. Based on this challenge, All4Sports must continue to demonstrate that it successfully offers a meaningful experience to participants, with short and long-term benefits, in a manner that effectively meets community needs. This growth strategy must be managed and orchestrated in a manner that will add strength to the program.
A well-informed community may effectively ensure public facilities are available for use based on reasonable expectations placed on All4Sports. Some of the most highly trained and experienced coaches can also be attracted to these other programs.
Some programs do, however, offer specific attributes some participants and parents find attractive.
This share percentage drops in high school due to increased competition from other organizations as well as in-school programs offered through the public school system. This spirit is fostered in an environment where everyone has a chance to play and learn, regardless of skill. Benchmarks and MeasuresWhat are 3-5 five concrete, specific and measurable (when possible) steps to complete en routeto achieving your marketing goals?
Research indicates the economic, social and personal value of "investing" in the lives of children in a positive and constructive manner avoids the social and penal system costs that may later result. Most people report they are familiar with All4Sports through knowing a young person who has participated in an All4Sports program. Driven by economics, most notably with the passage of state legislation limiting school funding, many sports programs have not survived increasing economic pressures on the public school system. The most dramatic growth is expected in the soccer programs, which have an equal mix of boys and girls, with relatively static participation expected in most other sports. The future depends on these resources in addition to revenues from participants and traditional fund-raising events. Increasing program needs, combined with recent restrictions and fees for the use of public school facilities, is an issue. This is particularly true for those who seek a higher level of competition and competitive screening of participants. All4Sports' long-term goal is to give its participants positive life-long memories of their youth sports experience. We are presented with numerous opportunities and also have threats that present a level of risk. To meet this need, All4Sports offers an experience that serves as a personal "sports reference" for participants throughout their lives. Individual awareness levels are highest among adults in the 25-54 age range, and business owners and managers have a 93% awareness level. Property tax modifications may further impede the public school system's ability to offer any more than the most basic classroom experiences. These trends are monitored, and to the degree possible, used to help predict future program demands.
Indoor facilities are virtually at capacity for basketball and volleyball games and tournaments. However, we have a chance to experience large returns on our efforts if we can continue to capture the largest market share and are not negatively impacted by the alternative programs in our market. Participation begins to drop in the middle school years, with a significant reduction in participation at Grade 9.
More than 82% of this group considers our program to have a positive influence on youth and a potential deterrent to violence and other anti-social behavior.
Outdoor facilities are adequate, but the increasing demands of soccer presents concerns in this area as well. We have the ability to continue to offer the greatest value and we take advantage of our economies of scale. Target AudiencesWho are the 1-3 top audience segments you need to engage to meet your goals andbenchmarks? New and innovative alternatives must be explored and implemented to provide additional facilities to support the demands of the program. These percentages constantly change due to trends in choice of sports, other alternatives offered in the market place, and other factors impacting participation and availability of these experiences.
One alternative is to form "alliances" with public facilities to take on the management and maintenance of these facilities in exchange for scheduled use. Other potential options may include establishing relationships with private schools, churches and other institutions with available gym space.
For example, successful experiences have occurred where All4Sports has taken the lead in the development and maintenance of outdoor fields on property owned by other not-for-profit organizations.



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