Volunteer Engagement: The Application of Relationship Marketing Techniques in the Non-profit sector

Henley Business School University of Reading

Volunteer Engagement: The Application of Relationship Marketing Techniques in the Nonprofit sector By Martina Petkova Student ID: 19705618 (HB49)

Word Count: 17 931

Management Challenge submitted in partial fulfilment of the requirements for the degree of Master of Business Administration

Page 1

Executive Summary In the context of the rapid growth of the Non-profit sector resulting in challenges to both attract and retain donors and volunteers, this project has undertaken an exploration of the application of Relationship Marketing techniques within Non-profit organisations. While the concept of applying traditional for-profit Marketing methodology in the Non-profit sector has been researched and developed for decades, further investigations have revealed that the Non-profit sector can be unreceptive to such methodology - not only due to inner resistance, but also due to a fundamental clash between the values and approaches of the 2 sectors, rendering traditional for-profit techniques inadequate in a Non-profit context.

In an attempt to explore the practical use and efficiency of Relationship Marketing methodology in the Non-profit sector, a qualitative study of 3 Non-profit organisations has been conducted as part of this project. While the organisations are located on 3 different continents and operate in 3 different niches, allowing for a wider perspective, their core missions are connected

by

the

theme

of

human

rights.

Representatives

in

management positions from all 3 organisations have been interviewed on the topics of communication strategy, stakeholder segmentation, Social media and online strategy and the subject of the main motivating factors which drive charitable behaviour.

The qualitative research and subsequent analysis concluded in the identification of multiple Relationship Marketing techniques for volunteer retention, which have been successfully utilised by the 3 organisations in a challenging environment of financial restrictions. While neither of the organisations had a formally documented Marketing strategy, each one had developed a sustainable methodology which has proved to be Page 2

highly efficient when implemented in a phased approach. The findings from this project confirmed that a successful initial phase of volunteer outreach incorporates multiple Relationship Marketing techniques which have already been documented in literature, but also other elements such as Social Media and active participation by the target audience.

The subsequent strategic phase of communication has proven to be highly effective when it incorporates careful segmentation, utilises Social Media, and does not rely solely on written communication but also includes regular meetings. The last phase of successful retention needs to combine a multitude of Relationship Marketing techniques, by taking into consideration key factors which drive increase volunteer motivation: the concept of non-exchange behaviour, the sense of community and the opportunity for development of professional skills and competencies.

Finally, this project has identified the youth market as a powerful source for dedicated and highly educated volunteers and suggests further research and exploration into the potentiality of a resilient relationship between the youth market and the Non-profit sector.

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Table of Contents Executive Summary Table of Contents

2 4

I. Introduction

6

The Non-profit Sector

6

Organisation 1: BUWEDDA (Uganda)

7

Organisation 2: NVO (United States of America)

8

Organisation 3: UNA (Bulgaria)

9

The Challenge

10

Personal Development Objectives

11

II. Review of Current Thinking

12

1.The Non-profit Sector - Current Situation and Challenges

12

2. Marketing in the Non-profit Sector

13

3. Relationship Marketing in the NPO Context

16

4. Practical Application of Relationship Marketing

20

5. Risks

25

6. Summary

25

III. Research Strategy

27

1. Research Objectives

27

2. Research Questions

27

3. Research Design

29

4. Research Methodology

30

5. Sampling

31

5. Data Analysis

34

IV. Data Analysis & Discussion

36

1. Outreach Techniques

38

Events

38

Active Participation

40

Online Platforms & Social Media

41

Donor Outreach

43

2. Communication Techniques

45

Regular Meetings

45

Email

46

Online Platforms

49

Institutions / Organisations / Media

52

3. Retention Techniques Reasons for leaving

54 54 Page 4

Acknowledgement

55

Personal Development

57

Community

59

Youth Market & Informality

62

Non-Exchange Behaviour: Guilt, Responsibility & Joy

64

4. Summary

68

V. Conclusion & Recommendations

70

Project Summary

70

Limitations

72

Recommendations

73

Further Research

76

VI. Reflection

77

References

80

Appendices

88

Appendix I - Interview Introduction

88

Appendix II - Interview Schedule

89

Appendix III - Interview Summaries

91

Appendix IV - Template Analysis

108

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I. Introduction The Non-profit Sector The Management Challenge paper will investigate the application and efficiency of Relationship Marketing techniques in the Non-profit context.

The Non-profit sector (also known as Not-for-Profit, Voluntary, Third and Community sector in literature, but will only be referred to as “Non-profit sector” in this paper) is defined through a number of singular characteristics: it aims to meet societal needs which are not being adequately addressed by neither the Public nor the Private sector, and therefore has the capacity to recognise and meet the public’s heterogenous demands (Weisbrod, 1998), including in cases of “contract failure” (Hansmann, 1986) or financial, personal, societal or community disadvantage (Billis and Glennerster, 1998). Moreover the Non-profit sector is not only defined through the products or services it provides, but also by their positive external influence on society, described as “social capital” - “the features of social organization, such as trust, norms and networks, that can improve the efficiency of society by facilitating coordinated actions” (Putnam, 1993: 7). The size of the sector has grown exponentially over the past decades: a steady 8.6% growth of Non-profit organisations (NPO) has been recorded by the Internal Revenue System (IRS) in the United States from 2002 to 2012, and the sector has contributed $887.3 billion to the US economy in 2012, with matching proportional growth being recorded in the European Union as well. The scope of the Non-profit sector is varied, but can be categorised to: Arts, culture and humanities; Education and research; Environment and animals; Health services; Human services; International and foreign affairs; Public and societal

benefit;

Human

rights

protection.

Arguably

the

most

distinguishable characteristics of the sector is the reliance on charitable behaviour (the voluntary act of giving money, goods or time to the disadvantaged) for its very existence. To illustrate this point for one country Page 6

alone, 81% of Non-profit organisations in the United States rely on unpaid individual volunteers (Corporation for National and Community Service, 2006), and over 70% of annual charitable donations come from individuals rather than corporations (Giving USA, 2011).

In this context, the application of Relationship marketing techniques in the Non-profit sector is of significant relevance and will be the focus of this paper, in the research of 3 NPOs in 3 different continents, and their application of Relationship Marketing techniques: BUWEDDA, NVO Inc. and UNA Bulgaria.

Organisation 1: BUWEDDA (Uganda) The Ugandan NPO Butembe Women With Disabilities Development Association (BUWEDDA) was founded in 1999 in the Jinja region with the mission to support and empower women with disabilities in rural Uganda, a severely marginalised group on account of both gender and health.

The organisation’s objectives are to educate and integrate rural women and girls with disabilities in their local communities in the Jinja region in Uganda, through advocacy, providing access to resources, health and economic education, and efforts towards building self-esteem and developing self-sustainability skills. In the context of the severe discrimination and socially accepted levels of violence towards BUWEDDA’s noteworthy:

beneficiaries,

the

organisation’s

achievements

are

BUWEDDA conducts regular trainings and education

workshops on the topics of family planning and HIV awareness/ prevention (150 - 200 women per year), as well as vocational trainings, economic planning, and leadership trainings (with the purpose of training women with disabilities to support themselves). The organisation’s mission to give women with disabilities “a voice” materialised in a remarkable example in February 2016 when multiple women who had been supported and mentored by BUWEDDA competed for leadership positions at local councils as part of Uganda’s General elections.

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The organisation focuses additionally on mobility improvements by securing wheelchairs, tricycles and other supplies to women with mobility challenges. BUWEDDA has also gradually extended its scope into supporting children with disabilities, by providing educational trainings, addressing immediate health problems (7 corrective surgeries have been carried out on children with disabilities in 2013 alone through BUWEDDA’s initiative) and providing guidance and trainings to local schools.

BUWEDDA’s main source of funds is foundations which provide yearly grants on a project basis. The organisation typically submits 10-15 project proposals per year, out of which 1 or 2 are approved. Additional funds had been received on a consistent basis by Free The Minds (UK foundation) and African Women Development Fund (Africa foundation), but both sponsors withdrew their financial support as their priorities changes to other geographical regions. BUWEDDA also receives government grants of very small scale, and individual donations which are also inconsistent and small.

BUWEDDA has only 5 employees and implements the wide portfolio of its operations with the consistent participation of large volunteer teams.

Organisation 2: NVO (United States of America) New Vision Organisation (NVO) has been founded with the mission to provide education, legal support and social integration to incarcerated individuals in the United States of America. The NPO gradually built a volunteer base of almost 50 people, but after a period of internal instability and change in leadership which led to the temporary interruption of the NPO’s operations, the majority of volunteers were lost, along with the organisation’s right to apply for government grants which expired. Currently NVO operates with zero funding, 7 board members and 11 volunteers. The organisation’s focus is on the small cases which are ignored by the larger NPOs, mainstream media and society’s generic interest. It provides research and information for prisoners who are about Page 8

to be released (itinerary or resource lists with housing, food shelter, clothing, job opportunities, financial aid, as well as resume building exercises and support); support for prisoner’s families; educational and medical support (conducting research on available options and the process to pursue them); and legal research.

NVO’s biggest achievement is the cumulative result of multiple incarcerated individuals who have received support in their integration back into society, or in addressing their medical or legal challenges while still imprisoned. The organisation’s low profile approach, combined with its recent internal challenges, set an intriguing context to NVO’s ability to attract and retain volunteers who work dedicatedly on its mission.

Organisation 3: UNA (Bulgaria) The United Nations Association of Bulgaria (UNA Bulgaria) is an independent NPO in Bulgaria founded in 1948 in preparation and support of Bulgaria’s membership in the United Nations (UN) in 1955, and has since operated in full alignment with the UN’s mission even though it is not an official UN office. Since the UN has no formal representation in the country, UNA Bulgaria has taken over this role by actively working on the implementation

of

UN’s

values

in

the

areas

of

human

rights,

environmental protection, improvement of the public health, campaigns in favour of the regional and world peace, educational trainings, and refugees support.

The organisation is funded through a framework agreement with the Ministry of Foreign affairs, which covers administrative needs (office rent and consumables) and up until the end of 2015 through a similar agreement with the UN Refugee Agency (UNHCR) which covered the organisation’s work with refugees. The rest of UNA’s multiple activities and operations are either implemented with zero budget, in cooperation with

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partner organisations and institutions, or funded on a project-by-project basis. UNA Bulgaria has only 2 salaried employees, and over 40 volunteers.

The organisation’s Management Board is comprised predominately of diplomats and academic teachers, and sets the generic direction and tone of UNA Bulgaria’s operations. The main operational unit within the organisation is the Youth Section, where all projects and initiatives are developed and implemented. The Youth Section is comprised of volunteers from the youth sector, has its own Management Board which works in partnership with the organisation’s main Management Board, has significant independence in initiating and fulfilling projects, and manages the full team of volunteer workers.

UNA Bulgaria has great achievements in children and young people’s education in the areas of human rights, peace culture and tolerance; in work with refugees, particularly with the recently established ArabicBulgarian language exchange project; in the organisation of events and projects with the purpose of engaging young people and inspiring debates (Model UN simulations, Model UNESCO simulations, public lectures with key experts on current political events etc.); and with the creation of the UN Youth Delegate program, making Bulgaria one of the few countries which has Youth Delegates in the United Nations.

The Challenge All 3 NPOs under investigation have been active and successful for years despite financial constraints. While methodologies for donor engagement are of great interest for the sector, in this particular project more focus will be given to volunteer engagement. Since the 3 NPOs under investigation are not in a position to offer any financial or material rewards, their very high success rate in attracting and retaining volunteers warrants further exploration. It is the intention of this project to identify practical Relationship Marketing techniques relating to volunteer engagement, in the context of financial constraints.

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Personal Development Objectives From a personal standpoint, this research project will aim to achieve a few personal development objectives. The main goal is gaining deeper insight into the dynamics which drive success in the singular environment of the Non-profit sector, where success measures are often intangible and human resource involvement and motivation is driven my factors vastly different than in other sectors. As I am planning to transfer from my forprofit corporate field into the non-profit sector, gaining better understanding will enable this move.

Secondly, this research project will help me expand my marketing knowledge, which has so far been limited purely in a for-profit context.

Building on this, it is also my goal to explore efficient marketing techniques in the Social Media field, due to technology’s contemporary expansion into all areas of life and business.

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II. Review of Current Thinking 1. The Non-profit Sector Current Situation and Challenges The market environment for Non-profit organisations has undergone a fundamental change over the past decades, forcing the sector to reevaluate the basics of its operations and adjust to an increasingly demanding and competitive reality. The Non-profit sector has been growing exponentially on a global scale, both in size and in scope, independently of differences in geopolitical and economic factors.

Studies in the Western world, e.g. the US (Merchant, Ford and Sargeant, 2010; Bryce, 2007), the UK (Sargeant, 1999), Germany (Rupp, Kern and Helmig, 2014) and France (Khare, 2011); in the post-Soviet world, e.g.

Croatia (Čačija, 2013) and Romania (Sana, 2014); in Asia, e.g. China (Chang, 2014); and in Australia (Chad, Kyriazis and Motion, 2014); - are unanimous in their conclusions that the Non-profit sector’s biggest challenge is to survive and function adequately in an environment increasingly resembling “for-profit” type of competitiveness. The increase in Non-profit organisations has not only increased demand on the limited government grants and contracts (Weir and Hibbert, 2000), but has also brought to the forefront the question of acquiring and retaining donors and volunteers, whose attention is now being overwhelmed by the multitude of options. In the UK the drastic increase in charitable organisations has been accompanied by a steady decline in charitable giving (Sargeant, 1999), a worrying correlation which has been observed in the sector globally. In Kotler’s words from 40 years ago, NPOs’ “administrators are struggling to keep them alive in the face of rapidly changing societal needs, increasing public and private competition, changing client attitudes, and diminishing financial resources.” (Kotler, 1979: 37) - a statement, studies show, which is even more relevant today.

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A study by Sargeant and Jay (2004) concluded that a typical charity loses 50% of its cash donors between the first and second donation, and up to 30% year-on-year thereafter - a worrying trend, which only intensifies over time, and has been observed first-hand in the organisations under investigation in this paper. BUWEDDA has lost 2 of its major donors, as they withdrew support in order to re-focus on other areas, NVO is operating with zero budget and no donations, and UNA Bulgaria receives regular funding which only covers its immediate administrative needs.

2. Marketing in the Non-profit Sector The application of for-profit techniques in the NPO reality has been considered a necessity since the 70s, but the current critical moment for the sector warrants urgent and thorough implementation if today’s NPOs are to be able to survive and function efficiently (Lee, 2013). While NPOs have traditionally relied on grants, donors and volunteers to execute their operations, they lack an established marketing methodology which can enable them to manage these crucial relationships in a reliable way.

While multiple NPOs have made attempts to adopt for-profit Marketing techniques, success has been only sporadic and to varying degrees. The dominant view in the NPO sector is still that “Marketing equals Promoting”, which leads to an undervaluation of the role Marketing can play in strengthening an NPO. There is also strong resistance to even examine and embrace Marketing as an intrinsic part of the organisation due to a perceived strong clash between values (Andreasen, Goldstein and Wilson, 2005). In the Non-profit culture the term ‘marketing’ carries connotations of selling a product to people who don’t need it in order to gain profit - which is in a direct and fundamental clash with the purpose and mission of the Non-profit sector. This resistance is fuelled by strong conviction that the limited funds of a NPO would be “wasted” on Marketing and are better spent on directly aiding the NPO’s cause - a conviction shared by both the NPOs and the public, which generally wants to see its donations spent on the NPO’s mission instead of on the NPO itself.

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The first step in investigating the application of traditional “for-profit” Marketing techniques in the Non-profit sector is summarised succinctly by Kotler: “The interesting thing about marketing is that all organisations do it whether they know it or not” (Kotler, 1979: 40). By reaching out to donors, engaging volunteers, organising campaigns and events, NPOs have always utilised basic marketing methodology. Despite the internal resistance and still-present perceived clash of values, the idea of Marketing is a “well accepted—if often misunderstood—practice” (Wenham et al., 2003: 213). The question then is to look into how well has it been used, measured and how can it be improved. In attempting to answer this question, it is important to recognise that any failures to implement traditional for-profit marketing techniques are not attributable only to the Non-profit’s sector willingness and ability, but also to the adequacy and effectiveness of the for-profit marketing techniques in the NPO context to begin with. Clarke and Mount point out that marketing’s ‘‘dominant exchange paradigm ... is currently ill equipped for use in the Non-profit sector, in particular the voluntary Non-profit sector’’ (2001: 78).

They support the view that “neoclassical consumer theory developed as an individualist theory and ignored the social influences on consumption.

While the theory may be logically consistent internally, it often does not come into contact with many important external realities” and furthermore “marketing’s dominant paradigm is based on assumptions drawn from neoclassical economics, which makes it inappropriate for use in the Non-profit sector” (Clarke and Mount, 2001: 79). In a Non-profit context this translates simply into an exchange-based mentality dominating the relationships with donors and volunteers, i.e. the understanding that a person would donate their time or money only when they believe they’ll receive something in return (predominantly of psychological value: identification with the cause, “warm glow”/ “helpers high” effect, the alleviation of negative/ guilt feelings). What this neoclassical understanding of the donor/volunteer mentality fails to account for is the “expressive” dimension of human behaviour, which can be described as “. . . action for direct rather than indirect gratification . . .

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play for the sake of play . . . energy spent for the sake of spending” (Mason, 1996: 5) as opposed to ‘instrumental’ need (behaviour resulting in extrinsic reward or outputs). Mason argues that expressive behaviour is a fundamental driving force behind the engagement with an NPO, and “in no way do collective Non-profit activities ever need to be thought of in terms of utility maximisation or goal attainment to be seen as reasonable pursuits” (Mason, 1996: 10). Focus on such types of “nonexchange” behaviour is a neglected but important part of a successful Marketing Strategy in a NPO setting, and will be examined further in the context of the 3 NPOs under investigation in this paper.

It follows that the best starting point for NPOs to implement an effective Marketing Strategy, is to adopt Relationship Marketing techniques which will enable a deeper and highly specific understanding of the motivating factors driving donors and volunteers. Relationship Marketing has been developed as a powerful and effective tool in the for-profit sector - it is an efficient and cost-effective way to stabilise the presence of an organisation (Weir and Hibbert, 2012). If utilised correctly, it differentiates the service provided (Boenigk, 2014), it builds loyalty and ensures existing donors and volunteers continue their support, and also has the potential to turn supporters into active advocates. At the very heart of successful Relationship Marketing lies the understanding that “Marketing” does not equal “fundraising” - a common misconception in the Non-profit sector.

“Marketing is a component of NPO fundraising, but it is also a component of attracting clients and volunteers from multiple sectors” (Pope, Sterrett Isely and Asamoa-Tutu, 2009: 13). Relationship marketing however is focused on retaining current donors and volunteers, and ensuring their loyalty to the organisation. The benefits are significant and highly relevant in addressing the Non-profit’s sector biggest challenges: there are higher marketing costs of attracting new as opposed to existing customers (Maltby et al., 1991); it guarantees continuing exchange opportunities with existing customers/ donors (Christopher et al, 1991); strong relationships and continuing contact can equal useful feedback Page 15

(Zeithaml, 1981) and good relationships lead to good word-of-mouth (Palmer, 1994; Chaffey & Smith, 2008), which is of high importance in the NPO context due to the strong correlation between public trust and the willingness to donate (Bryce, 2007). It typically costs NPOs two to three times as much to recruit a donor than they will spend by way of a first donation, and investing solely in acquiring new donors is not only more costly but it also provides no guarantees that donors would return (Maltby et all, 1991). By contrast, investing in retaining a donor by improving the quality of the relationship proves to be more cost-effective and with much larger return on investment. UNA Bulgaria and BUWEDDA have an established track-record in maintaining this type of communication with their donors and volunteers, through in-person and email communication.

Further examination of their methodology is therefore warranted and will be conducted as part of this project.

3. Relationship Marketing in the NPO Context Multiple

studies

confirm

direct

correlation

between

adequate

Relationship Marketing techniques and improved performance in the NPO. At the very foundation of this success is the fact that Relationship Marketing addresses the singular challenge for the Non-profit sector there are 3 target markets to which they must appeal: clients or customers, volunteers, and donors or funders (Helmig et al., 2004; Padanyi & Gainer, 2004). The segmentation principles of Relationship Marketing provide an efficient channel to address this issue - however, preliminary research of the 3 NPOs under investigation in this paper shows no formal or documented segmentation methodology in their communication process. Further research into possible informal or un-documented but culturally accepted methodologies will be conducted.

While the majority of studies focus on donor retention, the need to develop a practice of Relationship Marketing in developing committed volunteers (Bussell & Forbes, 2006) is equally important, and the limited literature on the subject still confirms that NPOs should recognise Page 16

volunteers as an additional target market for their marketing campaigns, which warrants equal attention (Pope, Sterrett Isely and Asamoa-Tutu, 2009). All 3 organisations under review have developed resilient volunteer engagement techniques, particularly in the context of financial limitations, as they all operate with reliance on volunteers and not employees. An assumption is therefore made that volunteers are treated like a separate target market by all 3 NPOs and their approach in this respect will be examined further.

The more extensive, but still relatively limited, literature on donor retention confirms a direct correlation between personal values and demographic factors such as age, income, and education, with the willingness to donate (Bennett, 2003). More importantly, the length of the relationship that the donor has with the NPO, the donor’s overall involvement in charitable giving (e.g. number of charities donated to), and the so-called ‘‘helper’s high’’ all contribute to continued and repeated donations to an individual NPO (Bennett, 2006), evidencing that a Marketing Strategy focused on the quality and longevity of relationships with donors increases the frequency and amount of donations. This is supported by a study which concluded that perceived effectiveness and efficiency of a NPO influences a person’s willingness to donate (Sargeant, West, and Ford, 2004). Thompson (1994) recognises that with the increase in NPOs that exist today, donors are only willing to show their loyalty to those NPOs which communicate effectively and give high quality 'service'. It follows that the perception of effectiveness of a NPO is entirely dependent on the organisation’s Communication Strategy, its content and how it’s targeted, a fundamental pillar of Relationship Marketing, supported by findings that the way in which a non-profit interacts and communicates with its donors will affect their level of commitment (O'Neil, 2008). The quality of service provided by the NPO (Nathan, 2009; Sargeant & Jay, 2004), perceptions of relationship quality and effectiveness (Bennett & Barkensjo, 2005; Shabbir, Palihawadana, and Thwaites, 2007), and the level of donor commitment to the organisation (Sargeant &: Woodliffe, Page 17

2007) drive loyalty in donors, thus ensuring longevity of the relationship, and increasing the possibility of future donations (Burk, 2003; Worth, 2002).

Sargeant et al. (2006) found that emotional utility drives commitment and charitable giving. These findings are supported by the 3 cases under investigation – as BUWEDDA and UNA Bulgaria are employing a consistent and regular communication approach in relation to donors. This research project will examine whether these techniques are similarly effective in volunteer retention.

In contrast to the findings that neoclassical exchange-based approach is not a perfect fit for the Non-profit context, a study by Bennett (2006) concluded that donors appreciated being acknowledged by the charitable

organisation

through

thank-you

notes

and

other

communications. It is therefore necessary to examine whether the same dynamic influences volunteer behaviour in such a powerful way, so an examination of the role of acknowledgement will be conducted for all 3 NPOs under review.

Bagozzi et al. (1999) have found that consumers/ customers/ donors are more likely to repeat actions that evoke positive emotions (such as happiness, contentment) in order to re-experience the positive feelings, so it could be considered that the act of charitable giving is in its very nature an attempt to experience a positive emotion or move away from a negative one, in exchange for donating time or money. A study by Merchant,

Ford

and

Sergeant

(2010)

confirmed

that

after

an

acknowledgement by the charity, there is a significant increase in positive emotions and in donating intentions among the donors, as well as a correlating decrease in donor engagement in loyalty when no acknowledgement has been received. Further studies into the emotional aspect of charitable giving have shown a contrast between “egoistic” and “altruistic” drivers (Bendapudi, Singh, and Bendapudi 1996) - the former is focused on making oneself feel better by having emphasis on what the donor will gain, while the latter is focused on alleviating another’s difficulty and emphasising with the person/ people in need will Page 18

gain (Brunel and Nelson 2000, 2003). In the context of the 3 organisations under investigation, initial observations show that UNA Bulgaria most likely appeals to donors and volunteers belonging to the “egoistic” donor segment due to the element of prestige associated with the organisation, the nature of events it facilitates and above all its main message that volunteer work brings joy, while NVO and BUWEDDA appeal to the “altruistic” segment due to the particularly difficult circumstances of their beneficiaries. However further research will reveal how the 3 organisations engage with their donors and volunteers in the context of the “egoistic” vs. “altruistic” dynamic, and how effective their approach is. A study by Chang (2014) investigates this dynamic deeper and incorporates the role of guilt by showing a correlation between greater feelings of guilt and bigger success of “egoistic” marketing communication (i.e. focused on making the donor feel better).

Further research into the dynamic between NPOs and donors is undertaken extensively under the “Relationship Fundraising” label. Initially described

as

“attracting,

maintaining

and—

in

multi-service

organisations—enhancing customer relationships” (Berry, 1983, p61), Relationship fundraising is focused entirely on donor retention, but with very little - to zero - attention to acquiring new donors. The literature on relationship fundraising can be separated into three general clusters (Scherhag & Boenigk, 2010): 1. Models which take a focused look on single, but isolated aspects of relationship fundraising. In this cluster separated elements of relationship fundraising are investigated and the studies are focused on aspects such as inputs (e.g. fundraising database) (Weir & Hibbert, 2000), and outputs (e.g. the donor lifetime value) (Magson, 1998); 2. Models which focus mainly on one cause and effect relationship or one donation mechanism (Bekkers & Wiepking, 2011), for example, the effect of fundraising instruments on donation behaviour (Bennett,

2008)

or

the

effect

of

psychological

constructs

(e.g.identification) on donation behaviour (Arnett et al., 2003; Boenigk & Helmig, 2013). And 3. Models which integrate multiple donation Page 19

mechanisms or multiple stages of the relationship fundraising process.

These are complex models focusing on charitable behaviour including multiple donation mechanisms, psychological effects, and behavioural change - such as Bennett and Barkensjo’s (2005) model which will be discussed further in this section, and can be applied adequately to all 3 NPOs under investigation. The research in all three clusters defends the view that efficient Relationship Marketing techniques have direct and positive impact on donor retention and charitable giving.

4. Practical Application of Relationship Marketing While the significant benefits of Relationship Marketing are well defended in literature, the more pressing question is how a NPO should implement such techniques in an efficient manner, by integrating them in its culture rather than approaching them superficially. Certainly, cherry-picking isolated Relationship Marketing methods can even prove damaging, as is the case with using direct mail communication to provide donors with updates or solicit donations. Evans et al.’s findings (2001) show a high level of mistrust of direct marketing techniques, which are viewed by the public as irrelevant and as a violation of privacy. Merely by acquiring a new donor and then sending communication, NPOs face a significant risk of losing the donor. Studies by Burnett (1992) and Weir and Hibbert (2000) have shown consistently that the adoption of marketing by fundraisers has resulted in unregulated growth of direct mail and, therefore, more resistance to each appeal. It is therefore essential that a holistic and integrated Relationship Marketing Strategy is developed. Bennett and Barkensjo (2005) suggest a phased approach, incorporating 3 main concepts, though the root of this concept can be traced back to Shultz et al. whose findings confirmed a necessity for “an integrated approach”(1994).

1. Relationship Advertising According to Stern (1997) Relationship Advertising should follow a progression from ‘acquaintance’ to ‘build-up’ to ‘continuation’. While Page 20

advertising is most often associated with a mass marketing medium, it has great potential to create new relationships and nurture existing ones (Stern, 1997). It can be utilised as education of the organisation’s mission, an acknowledgement of the existing relationships, and an appeal to new donors. Most effective in the form of organised events, Relationship Advertising provides the freedom to potential donors to decide for themselves whether they want to get involved with the NPO, and to what extent. By applying this kind of “filter” at the initial stage, further contact with the donors will be viewed as expected instead of unsolicited. This approach is well developed by both UNA Bulgaria and BUWEDDA, as both NPOs frequently organise and facilitate public events which apart from their primary goal (education/ fundraising/ etc.) also raise the profile of the NPO. The effectiveness of this approach in terms of attracting and retaining volunteers will be investigated further.

2. Database Marketing As a tool for detailed and precise market segmentation, Database Marketing enables adequate communication with donors, in the form of targeted and relevant messages. Modern database technology allows even a small charity to build, manage and evaluate relationships with specific donors efficiently (Bennett and Gabriel, 1998). Information can be accumulated on donors’ motives, preferences and characteristics (Perrien and Ricard, 1995), when and why donors are most likely to give (Brennan and Brady, 1999) and supporters’ expectations of the charity’s activities (Conway, 1997).

Analysing information on existing donors, and forming detailed profiles of their characteristics gives the NPO an advantage in identifying initial prospects from the total population. The accumulated insight into how existing relationships developed over time may be particularly useful in developing programmes to nurture the donors until they become advocates of the organisation (Weir and Hibbert, 2000).

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The concept of Database Marketing has its foundations in the principle of Stakeholder Segmentation, which has been recognised as very significant not only from a Relationship Marketing point of view, but also in particular for the NPO sector. Segmenting Stakeholders based on different criteria (socio-demographic, psychographic, behavioural, value-based) has been researched and validated as effective and even mandatory strategy by multiple studies - e.g. Padanyi and Gainer (2004), Dolnicar and Lazarevski (2010), Helmig and Thaler (2010). A more complex in-depth model has been developed by Rupp, Kern and Helmig (2014) as a way to correlate applicability of criteria with their benefit for the fulfilment of the mission (Figure 1), which can serve as an enhancement to a Database Marketing strategy.

Figure 1: NPO Stakeholder Segmentation, Rupp, Kern and Helmig (2014)

3. Two-way marketing contacts An often overlooked aspect of Relationship Marketing, the two-way approach encourages feedback from donors and also provides a platform for it (i.e. a website, email address, events, phone number).

Charities that engage in two-way relationships with their donors are more likely to make the latter feel ‘wanted’ (Duncan and Moriarty, 1998).

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Effective relationship marketing should not only be highly relevant to the recipient, but also engage them interactively by making them want to become involved with the charity, feel that the organisation is interested in their views, and believe that the charity genuinely respects its donors and wishes to have long-term relationships with them (Celsi and Olson, 1998; Roberts and Brodie, 2003). By investing in this type of marketing strategy, NPOs can ensure an unprecedented high level of donor retention.

The Hypothesised Relationships Model by Bennett and Barkensjo (2004) captures the complexity and inter-relatedness of the aspects discussed here (Figure 2), and sheds light onto the challenges which the 3 NPOs under investigation are experiencing, in particular how the absence of a holistic 3-phase Relationship Marketing Strategy is directly affecting the longevity of donor loyalty. This concept will be tested in relation to volunteer loyalty as part of this research project.

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Figure 2: Hypothesised Relationship (Bennett and Barkensjo, 2004)

Another overlooked component of modern Relationship Marketing in the NPO context is the use of technologies. Hutt, Walker and Frankwick (1995) and Duncan and Moriarty (1998) find that there is an increasing expectation in the modern world of an interactive relationship with organisations, attributable to the introduction of new interactive technologies. NPOs have been criticised for only using online technology and resources for one-way communication (Waters, 2003) instead of implementing interactive and widely appreciated techniques such as email, ‘‘send to a friend’’ invitations, ‘‘pass-along’’ marketing, and Internet-based donations (Hart, 2002). A more modern view would take into account the unprecedented rise in influence and popularity of Social Media since 2007, and its undeniable power in both “making” and “breaking” customer relationships. In a Non-profit context, the Social Media platform is a severely underdeveloped tool, which has the Page 24

potential for radically strengthening relationship with potential and existing donors, if integrated into a holistic Relationship Marketing Strategy. BUWEDDA, NVO and UNA Bulgaria each presence in different Social Media platforms. The level of volunteer engagement through this channel and its efficiency will be explored further.

5. Risks Current Thinking also identifies a few risk in adopting Relationship Marketing in the Non-profit sector. NPOs by nature operate with limited budgets, and it will require a fundamental mentality shift for NPO managers to embrace large investments in Marketing with the promise of returns 12-18 months later. This is made even more challenging by the fact that individual donors and many large funders often reject the importance of marketing and view it a waste of money (Helmig et al., 2004; Bennett & Savani, 2004). Usually funds are restricted, and NPOs wanting to invest in marketing have to solicit money specifically for that purpose (Pope, 2006), which is often met with a stereotypical view that donations should go directly to the cause instead of what is perceived as “overhead” or “administration” in the NPO. Conscious and purposeful effort should be put in building strategies which deal with changing this perception.

6. Summary The review of Current Thinking has shown a unanimous understanding that the implementation of phased, holistic Relationship Marketing Strategies would help the Non-profit sector thrive in the demanding and competitive environment it has grown into. At its foundation, Relationship marketing is supported by the significant role of acknowledgment and consistent and relevant communication with donors and volunteers - an approach adopted to varying degrees in the 3 NPOs. The adoption of online technologies, in particular Social Media, provides a unique opportunity for a highly-efficient, relevant and interactive Relationship Marketing strategy, and warrants in-depth research in the context of the 3 NPOs. The Page 25

literature review also revealed findings about “non-exchange behaviour” as a major motivating factor behind charitable behaviour, which opens an area for further research in the context of the 3 NPOs under investigation. Further studies also reference a contrast between “egoistic” and “altruistic” charitable behaviour.

The main challenges for NPOs are firstly their own inner resistance to the adoption of marketing techniques, followed by limited resources and the public’s still wide-spread rejection of this concept. However there are potent opportunities which warrant further investigation, in particular the development of a Database Marketing strategy centred on targeted and custom-tailored donor/volunteer communication, with the use of interactive online technologies, such as Social Media. This paper will research the applicability of these opportunities in 3 Non-profit organisations, and their efficiency.

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III. Research Strategy 1. Research Objectives The Current Thinking review in Chapter II has revealed multiple areas which warrant further research in the area of Relationship Marketing in the Non-profit sector. By researching the 3 NPOs BUWEDDA, NVO and UNA Bulgaria, it is imperative to identify whether the organisations have a documented Marketing Strategy to begin with, how effectively is it being followed and is it at all suited to the organisations’ goals. Research will then focus on the relevance of the Relationship Marketing findings identified in the literature review, if and how these techniques are being applied, and to what success.

The main objective of the research is to identify Relationship Marketing techniques which are highly relevant to and efficient in the context of the Non-profit sector and its singular blend of values and demands, particularly in the area of volunteer engagement.

2. Research Questions In order to achieve the Research Objectives identified in Point 1, this Management Challenge will attempt to answer the following 5 research questions: Research Question 1: What is the existing Communication strategy and its efficiency?

This research question will focus on what type of communication approach do the 3 NPOs employ respectively with their volunteers.

Inquiries will be made specifically on whether thank-you notes or acknowledgments are being, and their effect. This question will also explore whether the NPOs send regular email communication to their volunteers, and if yes – what their purpose is. Lastly, this research question Page 27

will explore what effect the identified communication approaches have on the relationship with volunteers and whether there are any observable patterns in either decreasing or increasing volunteer activity.

Research Question 2: Is Stakeholder segmentation being employed and how?

This research question will explore whether the 3 NPOs employ any type of stakeholder segmentation, in particular whether they tailor and target communication to different volunteer groups. Further investigation will be conducted in the types of databases, which have been developed for this purpose, as well as what differentiation criteria has been used to segment stakeholders.

Research Question 3: What is the role and level of influence of volunteers in the communication with the NPO? The 3rd research question will explore whether the NPOs allow for their target audience to have a say in the frequency and nature of the communication which takes place between volunteers and the NPO, or whether this communication is one-sided and determined entirely by the NPO. A deeper look will be taken into whether the NPOs welcome and encourage feedback from their volunteers and what approach and platform they use to accommodate it. It is essential to determine whether the NPOs actively engage in a dialogue or whether any feedback is reviewed passively and internally.

Research Question 4: What is the NPO’s online and Social Media presence, and how is it being utilised?

This research question will explore the objectives of each NPO for its online and Social Media presence, in particular whether it aims solely at raising awareness for its mission, or whether it also attempts to inspire engagement and a dialogue with its audience. Further investigation will be conducted into the exact methodology being utilised and its effectiveness.

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Research Question 5: What are the major motivating factors driving charitable behaviour?

The last research question will focus on the formal and informal methods used by the 3 NPOs to engage volunteers - specifically, whether they emphasise on the benefits of supporting the particular cause or on the disadvantaged circumstances of their beneficiaries. A specific inquiry will be made into whether any NPO has incorporated or experimented with the element of “guilt” in its communication and to what success. Lastly, this research question will explore what elements of volunteer behaviour have proven consistent in the NPOs’ experience so far and what rewards have donors and volunteers usually sought for their involvement with the organisation.

3. Research Design Exploratory - Flexible Not only are the Research Questions in this study of a relatively high-level nature, they also focus much more on the dynamic and interplay between different factors, instead of targeting specific and particular answers. It is also of significant importance that all 3 NPOs being researched, while operating in the same sector, are also operating in 3 different niches, have different level and nature of public recognition and acceptance, and also have very different histories and achievements in their respective areas. This factor suggests that initial concepts and understandings will likely change as new findings emerge over the course of the research, so an early committal to particular answers would not yield a deep and satisfactory understanding of the research topic.

Therefore, the Research will be exploratory as its primary goal will be to “discover new relationships, patterns, themes, ideas and so on” (Hair et al, 2007: 154) and so a Flexible Research Design will be most suitable for the objectives of this paper, with a focus on the interplay between factors, a smaller sampling and an in-depth understanding of the dynamic at hand.

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Cross-sectional Since the research will aim to understand the factors which either drive or discourage charitable behaviour in the NPO’s relationship marketing and communication strategy, a Cross-sectional approach taking only a snapshot of a single moment in time will be most suitable for the purposes of the Management Challenge. As and if the exploratory research arrives at new findings, a longitudinal approach will be recommended for future investigations in order to test whether the potential findings will prove adequate and efficient over time.

Unit of analysis: sector The unit of analysis as a ‘level of aggregation of the data collected’ (Sekaran, 2003: 132) will be at an industry level, since the intention behind the research is to explore different representative organisations within the Non-profit sector, as opposed to only an isolated organisation, or team.

Due to the nature of research objectives (exploring techniques which adequately utilise or at the very least attempt to recognise psychological motivating factors driving charitable behaviour), researching a single organisation or niche might provide narrow and irrelevant results. For this reason, 3 NPOs in very different niches and with different cultures, history and approaches will be explored and researched.

4. Research Methodology In order to serve best the Exploratory flexible research design, qualitative Research methods will be employed in the investigation.

Data collection will be undertaken in the form of in-depth interviews with key representatives from each NPO, lasting about 60 minutes, recorded and transcribed. The interviews will aim to obtain deep, detailed and nuanced understanding of the questions listed in Point 2, in order to both draw parallels and identify key differences between the 3 NPOs.

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The interviews will be conducted in one-to-one sessions and will follow an Interview Schedule (Appendix II), allowing flexibility for follow-up and clarifying questions.

5. Sampling As 3 NPOs are being investigated in this paper, representatives from all 3 have been selected, based on their long-term history in and deep knowledge

of

participant

is

their

respective

occupying

a

organisation.

management

Additionally, position

and

every holds

responsibilities relating to the execution of all key operations in their NPO, allowing for a holistic view of the subject under investigation.

BUWEDDA and NVO, who have a more centralised decision making structure, are being represented by their executive director and president respectively, in order for clear picture regarding both specific procedures and general long-term strategies to be pieced together. UNA Bulgaria as an organisation with a bottom-up and collective decision-making and responsibility-carrying

structure,

is

being

represented

by

multiple

participants on key managerial positions (see Figure 3), as well as a couple of individuals who participate in the organisation as volunteers only. Since all participants in the interviews work in their respective NPOs purely on a volunteer basis, further insight on factors driving charitable behaviour will be identified as part of the research.

As no names will be disclosed in this research paper, a code has been provided for each individual as per the Chart in Figure 3, listing all participants in the sample, as well as their roles and responsibilities. All participants have been provided with the Introductory note (Appendix I), and have signed a Consent form before their participation in this research.

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Code

Role

N

Responsibilities

Relevance to Research

P O

B U Participant

Executive

1

Director

The implementation the vision and

Experience in the

overseeing all of the programs of

acquisition and retention

the organisation. Reviewing

of both donors and

progress and planning strategy.

volunteers, has personally designed different

W

communication strategy

E

approaches, organised a

D

multitude of public events

D

and has deep knowledge

A

of the motivating factors driving charitable behaviour.

Participant 2

N President

V O

Coordinating the efforts of the

Has been single-handedly

board members, ensuring that

managing the

operations run smoothly, that

organisation’s

policies and procedures are

communications strategy,

outlined and that executive

and has been personally

decisions are made about

involved in the

direction and priorities

engagement of donors and volunteers.

Participant 3

Chairman of

U

Accountable for the execution of

Youth Section

N

UNA’s strategic objectives,

(current)

A

managing UNA’s daily operations, representing UNA in the public

Chairman of

sphere, in front of government,

Youth Section Participant 4

(former)

U N

Member of

A

Management

non-government and corporate partners, accountable for the performance of the UNA Youth Section Management Board.

Board (current) Participant 5

6

experience in donor and volunteer retention, specific techniques and methodology behind driving charitable behaviour, both

Vice Chairman

U

Responsible for the coordination of

of Youth Section

N

projects which are important to

1

A

the organisation, both in their planning and implementation

Participant

Knowledge and

Vice Chairman

U

stages.

of Youth Section

N

Support with volunteer

2

A

recruitment, allocation of funding

temporary/ seasonal and long-term (as the entire organisation runs on a volunteer basis)

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Code

Role

N

Responsibilities

Relevance to Research

P O and the overall management of UNA Bulgaria’s programs and initiatives. Conducting trainings and educational workshops.

Participant

UNA Projects

7

Manager

Participant 8

Participant 9

U N A

Co-ordinator of activities; Project Manager; Office Manager; Co-ordinator of Relations with partner organisations

Chief Editor at

U

Editorial, strategic management

Experience and

UNA News

N

and content-production

knowledge in the field of

(current)

A

responsibility for the development

volunteer management

of UNA’s independent news

and retention, as well as

platform. Building connections

unique perspective on the

Chief Editor at

U

with the public, implementing and

communication strategy

UNA News

N

conducting a consistent

of UNA Bulgaria and its

(former)

A

communication’s strategy,

effectiveness

managing volunteers.

UN Youth

Acting as the link between young

Experience and

Delegate for

people, Bulgarian institutions and

knowledge in

Bulgaria

international institutions.

communication

(current)

Representing young people’s

techniques and volunteer

rights and interests.

engagement and

Participant

Intern at UNA

10

News (former)

U

retention.

N A

Volunteer recruiter at partnering organisation

Participant 11

U Volunteer

Participation in the organisation’s

10 years’ experience as a

projects and activities.

volunteer in different

N

areas, has insight into

A

motivations driving charitable behaviour.

Figure 3: Interview Sampling Chart

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5. Data Analysis The data collected through the in-depth interviews has been processed and analysed as follows: Collecting the data The data collection process was focused on objectively obtaining answers to the research questions of this project. Bias in this process was eliminated firstly by avoiding suggestive questions and allowing participants to articulate their observations freely and independently.

Secondly, all interviews were recorded and transcribed prior to any attempt at analysis. The purpose behind this approach was to allow for themes to emerge naturally, instead of directing the research process towards particular predetermined findings.

Preparing the data The recorded and transcribed interviews served as tangible raw-data enabling thorough analysis in the subsequent stages of the process.

Further the interviews were summarised and synthesised according to the structure of the research questions, in order to allow for more sophisticated analysis as well as easier identification in the Data display section (Appendix III).

Data reduction The data has been broken down via thematic coding. I.e. it has been reviewed for overarching themes, points of interest, and any newly emerging concepts and ideas. Apart from paying close attention to the answers of the 5 research questions, no codes have been configured in advance, but instead they were identified by reading the data and allowing for the connecting themes to emerge naturally.

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Data display In order to make sense of the themes which have been identified in the previous stage, the data has been recorded and displayed in the format of a report broken down in accordance with the thematic codes and containing supporting data from the interviews. All interview quotes are identified with a format n1:n2-n3 whereby n1 shows the number of the interview summary in Appendix III and n2-n3 show the line number within the text.

Verification of findings Finally, any new findings as a result of the above described data analysis approach, have been validated by cross-referencing with the existing Literature on this subject. The findings from this project will also be sent to the participants in the research (representatives from all 3 NPOs) in order to enable a verification of the relevance and possibility for efficient implementation or further development of these findings in the context of each NPO.

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IV. Data Analysis & Discussion This section outlines the qualitative findings of the research, the themes which emerged in the process of conducting the interviews and the subsequent data reduction and template analysis.

The interviews took approximately 60 minutes each, covering all key areas identified in the Research Questions. The interview schedule was used as a prompt for the interviewer, but not as a strict format for the interviews themselves. The aim was to allow the participants to share their observations and insights on the subject freely, without being directed to particular conclusions by targeted questions. The approach was to pose generic questions and as insights emerged in the response, to follow up with clarifying questions.

The interviews with the UNA Bulgaria participants were face to face and took place in Sofia, Bulgaria. The interviews with the BUWEDDA and NVO participants were undertaken as a video-chat on Skype, as the interviewees were located in Uganda and the US respectively. Each interview was recorded as an audio file and transcribed.

While the majority of the participants agreed to participate with the caveat that their NPO does not have a strictly documented Communications or Marketing process, it became evident in the interviews that all participants employed successful communication and marketing techniques in their work, even if in a non-formal way. Upon reflecting on their experience, particularly with respect to volunteer engagement, the interviewees identified multiple factors which drive charitable behaviour. Multiple connecting links were identified in all interviews, and grouped under 3 main themes: Outreach Techniques, Communication Techniques and Retention Techniques - see Template Breakdown (Appendix IV).

Research questions 1 (Communication

strategy) and 4 (Online and Social Media presence) allowed for in-depth exploration of initial engagement methodology and is therefore directly linked with Theme 1 (Outreach Techniques). Research questions 1, 2 Page 36

(Stakeholder segmentation), 3 (Volunteer influence in communication) and 4 provided rich insight on the multiple communication channels in operation within the 3 NPOs, building theme 2 (Communication Techniques). Research Question 5 (Motivation for charitable behaviour) as a more free-form and generic question led to the identification of multiple strong trends and provided the insight for the findings within Theme 3 (Retention Techniques).

Donor engagement was covered but not explored in-depth in the interviews, as the focus of this research naturally shifted towards volunteer engagement.

Additional topics which emerged during the interviews, but are not integrated into this research are: 1) Relationship Marketing in the context of engaging the public/ society and raising awareness of the NPO’s activities; 2) Relevance of the Non-profit sector on a larger scale, in particular: increasing necessity for the private sector to integrate responsible charitable initiatives, and the issue of Non-profit experience being overlooked or undervalued in the private sector, which causes employability difficulties for people with experience solely as volunteers.

Analysis and discussion of the 3 main themes identified in the process of this research follow below.

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1. Outreach Techniques Events All three NPOs under investigation recognise that it is crucial to have an efficient and sustainable outreach strategy to donors and volunteers, specifically considering contemporary challenges in the sector. An especially efficient approach was mentioned by 2 of the organisations (BUWEDDA and UNA Bulgaria), best categorised as Relationship Advertising, and constitutes face-to-face events where information is provided about the organisation’s work and mission.

“We visit schools, colleges and universities just to talk to the students about the work that we do and the people we work with. We ask if they can spare a day or a week to do something special for this group.”

- Participant 1 (1:29-31) “We are not the pursuers, we are the pursued. […] We place a “call” for new volunteers on online platforms every year, and invite all applicants to an induction training. Usually 50-60 people show up, out of which 5-6 people join the organisation as volunteers. This has proven to be a sustainable approach for us.”

- Participant 5 (5:44; 47-49) “The most efficient way to engage volunteers has been by organising face-to-face events where people who’ve done this work before can share personal experience and stories, and where potential applicants can ask questions freely. Online solicitations rarely work.”

- Participant 10 (10: 37-39)

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Consistent with Stern’s (1997) Relationship Advertising progression from ‘acquaintance’ to ‘build-up’ to ‘continuation’, both organisations rely on personal contact and sharing information about their work to an audience, in order to forge a relationship with potential volunteers. An additional twist to this initial outreach methodology has been successfully developed by UNA Bulgaria, where potential volunteers are asked to apply only because of the positive psychological effect of an application process and subsequent approval.

“We change the application form every year. We’ve experimented with giving them freedom to send any information they want, with asking for a motivation statement, and with asking additionally for information about their experience. The most successful of these approaches, in terms of attracting long-term volunteers, was the free-form one. […] Because applicants felt they will be accepted unconditionally, even if they don’t have any experience or particular expertise.”

- Participant 6 (6:41-44; 46-47) “We don’t have any criteria or selection process for our volunteers.

Anyone is free to join, so that we don’t choose them, but they choose us. But we still require them to fill out a form before our induction training, and then tell all of them that they have been approved - for the psychological value. Once you have signed up somewhere on your own, you are more engaged.”

- Participant 3 (3:19-22) By implementing this tactic, UNA is ensuring that the first act of voluntary engagement with the organisation leads to a positive, encouraging experience (an approval and invitation), which easily amasses 50+ attendees at the induction training event. More importantly this method attracts potential inexperienced volunteers who bring value to the Page 39

organisation but otherwise would not feel confident enough to experiment with volunteer work.

Active Participation In addition to the informative purpose of Relationship Advertising events, confirmed as crucially important both in the Literature Review (Stern, 1997; Bennett and Barkensjo, 2005) and in the current research, an additional element has emerged in the interviews, which can carry a potential volunteer from mere interest to engagement and commitment: active participation.

“Engaging local volunteers is simple and easy: We invite them, just so they see what we are doing. When they show interest, we ask them to lend us a hand, in the areas they feel most comfortable in.”

- Participant 1 (1:48-49) “The induction training lasts 2 days. The first day is more about us giving them information. The second day is where you actually engage people, and get them to do work in role-play simulations.

It’s more interactive - communication flows between trainers and students, and among students. Last year we were able to deliver only a 1-day training, without the subsequent interactive part, and naturally less people remained as volunteers in comparison to previous years.”

- Participant 6 (6:57-61) While providing information about the organisation is of vital importance, it becomes apparent that the deciding factor for potential volunteers is the feeling of engagement and belonging to the organisation, by being invited - without any pressure for commitment, but as a form of play or short-term experiment — to participate in the organisation’s activities.

Both BUWEDDA and UNA Bulgaria report higher volunteer engagement Page 40

when incorporating forms of active participation in their outreach strategy.

Online Platforms & Social Media NVO by comparison has attracted volunteers through online platforms dedicated to connecting volunteers with NPOs, the most significant of which has been Volunteer Match. While this method has provided consistency in volunteer engagement, the organisation is currently in the process of identifying additional channels for this purpose, due to the disadvantages of relying solely on generic online platforms.

“Most of the time we take on people who are looking for a whole new start - so people without any kind of prior experience, and these websites open this even further, to the whole spectrum of people. While I think it’s great that everyone gets an opportunity in this way, it also brings up the issue of complete on-boarding: nobody really knows anything about anything and it takes a long time to get them through the induction process. It can be difficult to keep up with that.”

- Participant 2 (2:38-42) In contrast to UNA Bulgaria, where the culture welcomes predominately inexperienced volunteers and allows them to grow through participation in the organisation’s meetings and initiatives, NVO is a virtual organisation which does not have the benefit of regular in-person contact with its volunteers. For this reason, a more targeted outreach strategy is essential for NVO, where a stricter filtering process needs to be implemented at the outset. One alternative way to accomplish this challenging task in a purely virtual context has been identified in Social Media.

“If we increase our Social media activity, and manage to connect with the right audience through targeting, with people who are Page 41

truly active and passionate about the cause, I believe this could be our main source of volunteers. (…) Because the Volunteers Match page just sits there passively, while in Facebook we can share content with like-minded individuals and very similar organisation pages.”

-Participant 2 (2:47-51) Social Media is recognised as a valuable tool for volunteer engagement

by BUWEDDA as well. In particular when the content published by the organisation is about its activities, individuals proactively contact BUWEDDA and ask whether and how they can get involved. UNA Bulgaria has recorded a corresponding peak in interest, recognisability and attendance to events among the general public.

“When you post achievements, when you post what you have done - they feel more attracted to that.”

- Participant 1 (1:46-47) “The posts about our organisation’s events and activities get the widest reach and engagement. I believe the reason is that people identify easily with us this way, and feel that UNA is accessible to them.”

- Participant 8 (8:19-20) Social Media’s potential to not only raise awareness, but motivate potential volunteers to take action and engage actively with the organisation, is recognised by all 3 NPOs under investigation. How this platform is being utilised as a communication channel will be explored in the Section 2: Communication Techniques.

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Donor Outreach There were fewer connecting trends between the 3 organisations when it came to donor outreach. After having undergone a period of instability and losing its registration allowing it to apply for government grants, NVO’s current focus is to rectify this situation. Reaching out to individual donors or foundations is a strategy which can be considered in the future, after the organisation stabilises its current position. BUWEDDA and UNA Bulgaria are receiving funds by applying for specific projects with different foundations and institutions, but reaching out to individual donors is an area which has not been developed into a full strategy.

“We get very few individual donors. They usually withdraw after one donation, and they happen for individual cases - an individual child, an individual woman, not for the generic cause of the organisation.”

- Participant 1 (1:26-27) “We had a Donate Button on our old website for individual donations, but we configured it to redirect to the UN Fund for Children in Need. We felt individual donations should support one of UN’s central missions. Now that we’ve migrated to our new website, we are still considering whether and how we’ll use the individual donations option.”

- Participant 7 (7:21-24) Both organisations have found that individual donations are attracted by specific causes instead of generically for the organisation, while BUWEDDA has identified that individual cases are most efficient in donor outreach.

UNA Bulgaria has been successful in reaching out to corporations, as well as developing a strong partnership with institutions such as the Ministry of Page 43

Education and the Sofia Municipality. An important observation was made that in reaching out to institutional and corporate donors, the solicited donations do not always have to be monetary.

“It’s not always about financial support, often it’s more important to be provided with a free room or space where activities and events can be hosted, which otherwise would constitute significant costs […]. Corporations usually provide us with products, like monitors, or office equipment. Sometimes they fund activities, for example they covered part of the costs for an important international trip of two UNA members last year.”

- Participant 7 (7:19-20; 25-27) In summary, neither of the 3 NPOs under investigation reported success in donor outreach for the generic mission of the organisation, but 2 of the organisations reported that individualised outreaches, as well as specific projects and missions, can get support from institutions and individual donors.

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2. Communication Techniques The interviews with BUWEDDA, NVO and UNA Bulgaria representatives revealed that while neither organisation has a formal documented Communication

strategy,

all

3

organisation

employ

efficient

communication methodologies, which can be broken down in several categories.

Regular Meetings Both UNA and NVO have implemented regular meetings with volunteers and members, where all attendees are informed of ongoing activities and news, and are also provided with the opportunity to pose a question or add a subject to the agenda themselves. Both organisations adopt a relaxed approach to these meetings, making them purely voluntary and keeping them open for input even though an agenda is in place to provide structure and keep the momentum going. The main difference in approach between the 2 organisations is the frequency and in-person element - while UNA holds these meetings weekly in its physical office, NVO hosts them monthly on an online platform.

“Our current meeting should be like a Townhall: Everyone can participate, ask questions, and all topics are open - anything from the organisation to help with cases. Without an office, people need to see each other with some regularity, and email doesn’t really communicate. It’s all about getting people motivated and engaged.”

- Participant 2 (2:28-31) UNA Bulgaria has expanded this meeting into an additional volunteer recruitment channel. Anyone is free to attend the weekly meeting and decide whether they want to get involved in any of the initiatives, and

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notably this is how a significant part of the current members joined the organisation.

“When we joined ourselves, we came out of curiosity and attended a few meetings before undergoing the induction training and getting really involved. What kept us coming was the things which were happening, the purposeful activities, the community. Nobody asked us “Why are you coming here?” and neither did we have any particular reason. We were curious, we loved it and we stayed.”

- Participant 6 (6:52-55) As indicated by both organisations, regular meetings with a primary purpose of communicating information and updates to members and volunteers and facilitating a dialogue, also serve a larger purpose of building a community and thus increasing engagement.

Email All 3 organisations report that email is a major element of their communication approach. NVO relies primarily on email communication with volunteers, and utilises the monthly meeting more as a team building method than a communication one. BUWEDDA and UNA Bulgaria utilise email communication on a daily basis, and apply strict audience segmentation as depicted in Figures 4 and 5.

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Audience

BUWEDDA Content

Purpose

Frequency

Volunteers (current and

New Programs, New

To keep volunteers

As new programs and

former)

Projects, Achievements

informed and inspire

projects arise - very

them to get involved

frequently

again Fundraising Lists/ Former

Updates on Donations

To keep donors informed

Regularly after a

Donors

(with pictures)

of their contributions, to

donation/ As new

Fundraising initiatives,

provide donors with

initiatives arise for new

Achievements

information on new

donations

initiatives Interns and Students

Information about the

Volunteer recruitment

Regular

organisation and volunteer opportunities Figure 4: BUWEDDA Email Communication

Audience

Members and volunteers

UNA Bulgaria Content

Purpose

Frequency

Bulletin with updates on

To provide quality

Monthly

UNA’s initiatives and

information to members

opportunities for the

and volunteers about

youth market

opportunities in the sector

Club Network (Teachers

Informative emails with

To provide information

Weekly (agreed with

who act as counterparts

opportunities for students

about opportunities

teachers)

Public Event / Training

Information about

Increase event or training Prior to an event/ traini

Attendees

upcoming events or

awareness and

trainings

participation

Media representatives/

Informative emails on ad-

Providing quality

Journalists/ Institutions/

hoc basis

information

in schools for UNA’s trainings)

Ad-hoc

Government Agencies

Figure 5: UNA Bulgaria Email Communication

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The point was made by both NPOs that emails are being sent to an audience which already has had a prior engagement with the organisation, and the main purpose of email communication is to enhance an existing relationship - not build a new one. Both organisations report a very low to non-existent unsubscribe rate from their email audience.

“Email communication does not lead to taking action, but it is good as a follow-up after action has already been taken.”

- Participant 5 (5:17-18) “When you keep updating them, you get the person to appreciate their own contribution to the organisation. When they’ve seen they’ve done a good job, they’re willing to give another hand.”

- Participant 1 (1:36-38)

The main observation shared by the NPOs under review is that email communication needs to be approached as a valuable tool to maintain an existing relationship - but not as an isolated method to “cold-call” an audience which has had no prior interactions with the organisation. This approach significantly mitigates the risk identified by Evans et al (2001) of building mistrust in the target audience by sending unsolicited communication. A point was made in the interviews about the content and frequency of email communication: it needs to be tailored to serve primarily the interests of the audience, not the interests of the NPO. When the focus of emails is on providing valuable information which is of practical use to the audience, and they are sent in regular but not toofrequent intervals, which are often agreed with the audience itself, then the NPO is not viewed as intrusive but as a valuable partner.

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Online Platforms Social Media was recognised as a crucial tool by all 3 NPOs, with significant potential to raise awareness, engage an audience and inspire it to take action. All 3 NPOs reported that Facebook is particularly helpful in volunteer recruitment. As already indicated briefly in Section 1, in order for Facebook to work efficiently as a recruitment platform, it cannot be used in one-off outreach attempts, but utilised consistently as a communication channel. As a primary engagement method, both UNA Bulgaria and BUWEDDA have observed positive responsiveness to content about each organisation’s activities and events, and highlighted that this brings an element of accessibility and recognisability which draws in potential volunteers. However, 2 additional elements bear a strong significance as well, according to the interviewees: posting relevant content, and doing so frequently.

“Apart from UNA’s initiatives, news about the youth sector also get a wide reach, because after all young people are our target audience and they are interested in things which are relevant to them.”

- Participant 8 (8:13-14) “I can see a direct correlation between more frequent activity in Social Media and our increasing recognisability outside of the virtual world - it does work.”

- Participant 3 (3:23-24) Identically to email communication, the audience needs to be provided with quality content which speaks to its interests, in order for it to be willing to engage with the organisation. In contrast to email communication however, frequency of published content on Social Media needs to be very high. Audience segmentation on Social Media is also much easier and allows for more targeted and relevant communication, according to Page 49

the representatives from each organisation. Out of the abundance selection of Social Media platforms (Facebook, Twitter, Linkedin, Pinterest, Spotify, Instagram etc.), the 3 NPOs under investigation utilised only very few. Facebook was recognised by all 3 organisations as a valuable tool which enables audience engagement and aids volunteer recruitment.

While Facebook allows sophisticated targeting through its Advertising Platform, the interviewees expressed reluctance in investing part of their budget into Advertising campaigns. Organic growth supported by frequent and quality content was the preferred option. UNA Bulgaria representatives recognised the importance of Facebook activity in engaging their target audience, but felt that by spending on an advertising campaign for “artificial� growth this would result in increased quantity but not quality, i.e. the attracted audience would not be as actively engaged as the audience which was reached organically.

Twitter was another platform mentioned in the interviews, which in contrast to Facebook which engages audiences on an individual level, is very valuable in engaging audience on an institutional level. UNA Bulgaria participants reported an organic growth and recognition on Twitter by international institutions and high-profile NGOs (UNICEF being the most recent example), but mentioned that this contrast between Facebook and Twitter in audience dynamics might be attributable to the Bulgarian Social Media climate being generically more favourable and familiar with Facebook. LinkedIn was also mentioned, but as a platform which is used to mark presence, not as an active channel for audience engagement.

Lastly, Youtube was mentioned as a very effective platform for videos aimed at raising awareness. Both BUWEDDA and UNA Bulgaria utilise this platform to upload videos recorded for specific causes (fundraising initiatives for BUWEDDA beneficiaries; video blog for the Arabic-Bulgarian language Exchange facilitated by UNA Bulgaria; regular videos created

by UNA Bulgaria for raising awareness of official UN days).

While the importance of Social Media is indisputable, all 3 NPOs under investigation categorically recognised the importance of having a Page 50

website as a primary way to build a brand and identity online. While Social Media provides useful functionality, it is by nature a catch-all platform so it needs to act as a secondary and supporting online representation of organisations.

“The goal of a website is to have a branded virtual place where volunteers can interface.”

- Participant 2 (2:53) “Any self-respecting organisation needs to have its own website.

Social Media is not the primary way to reach people in the virtual space, a website is a much more universal tool. It contains information from years back, acting as an archive, and it is a much more resilient and stable platform to keep data.”

- Participant 6 (6:38-40)

The research into the use of online platforms for communication purposes confirms the views by Hart (2002) and Waters (2003) that using technologies for one-way communication instead of utilising their interactive functionalities, is an inefficient and outdated approach. It is evident that by moving away from the concept of “audience” which passively receives information, and towards the concept of an open dialogue, the target group of an organisation will engage more enthusiastically both in communication and in active participation. In this context, while websites were recognised by all participants as crucial for the identity of an organisation, it was Social Media which emerged as a useful tool in creating engagement and participation within the target audience.

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Institutions / Organisations / Media A noteworthy observation was made by UNA Bulgaria about the significance of consistent and multi-dimensional communication with external organisations.

“There are a couple of dimensions to communication: 1 is communication with media, which is undeveloped in our organisation for the sole reason that the media landscape is not interested in initiatives and organisations of our type; the other dimension is networking communication with interested parties, opinion leaders and generally our target group, and in this area we are excelling. And then there is the communication on institutional level, structured dialogue in particular - an area where our communication approach has been widely recognised as best practice. Through our UN Youth delegate programme we are the only NPO in Bulgaria which can operate on the highest level: the United Nations, the largest international NPO in the world. […]

Overall our position on a network-communication level is very strong, both because of our own initiative, and because we are recognised

as

an

important

strategic

partner

for

other

organisations. ” - Participant 4 (4:37-46) The importance of partnership with other organisations and institutions was mentioned by all UNA representatives, as it consistently results in shared

projects,

donations

(monetary

and

non-monetary),

new

volunteers and generally a strong support network for the organisation’s mission and initiatives.

Building on the observation about the hostile media environment quoted above, UNA Bulgaria’s response to this challenge has been to build an additional communication platform: its own online media.

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“We developed our own media 5 years ago. Big national media is inaccessible for us, but I don’t see how we can benefit from it anyway. It does not focus on the news which interest our target audience. Young people tend to follow independent online media, UNA News being just one out of many examples.”

- Participant 7 (7:39-41)

“UNA News has 3 purposes: To popularise our and other NPO’s activities. To popularise the UN’s activities. And to give opportunity to young people for self-expression, to develop critical thinking, their ability to research information and professional writing and journalism skills by working for UNA News as interns.”

- Participant 9 (9:6-8)

While the Literature Review highlighted multiple publications on the subject of communication with donors and volunteers, a Relationship marketing approach to other parties has not been mentioned, yet in the current research it emerges as equally important in its capacity to raise the profile of a NPO and attract donors and volunteers. The development of an independent online media is a particularly interesting approach, utilising

technologies,

relationship

marketing

techniques

and

an

additional volunteer recruitment channel (journalist internships).

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3. Retention Techniques The previous 2 sections focused on initial outreach to donors and volunteers, and communication techniques employed by the 3 NPOs. However, as indicated both in the literature review (Sargeant, 1999; Sargeant and Jay, 2004; Berry, 1983) and in the conversations with the NPOs as part of this research, retaining a donor or a volunteer is a much more complex objective. Even if an initial engagement is successful and it results in a donation or a period of volunteer work, all 3 NPOs reported that merely by following up via different communication platforms it is very unlikely that the person would engage with the organisation again.

An exploration of deeper motivating factors is therefore necessary in order to identify how a volunteer or a donor can be retained for a longer period of time. This final section focuses on the findings which emerged in the attempt to answer this question.

Reasons for leaving An important element to identifying what keeps a volunteer is recognising what causes a volunteer to leave. Both UNA Bulgaria and NVO reported that a mismatch between a volunteer’s expectations and the reality of the organisation’s culture or operations is what causes volunteers to discontinue their involvement.

“Some volunteers see the "United Nations" in our name and picture cocktails at embassies... And while we have organised fancy events, the real work we do is hard.”

- Participant 8 (8:26-28) “A part of our volunteers is attracted to the prestige of the UNA name. This leads to expectations of formality, a “serious” attitude.

When you enter the organisation you see that we are very informal in the way we operate. We still hold the same values and we work Page 54

dedicatedly to our causes, but our approach in our internal operations and towards each other is not administrative or formal. […] Some people imagine that because we're doing formal, heavy and sometimes fancy initiatives, that our organisation is also this way. And when they see that we are not, their expectations are not met so they vanish.”

- Participant 6 (6:62-65; 66-68) “Sometimes people just come and go. When you assign them cases, you never hear anything again.”

- Participant 2 (2:54-55) A few interviewees mentioned that such occasional discrepancies between volunteer expectations and reality might be due to the NPO not communicating the nature of volunteer work in advance properly. All UNA participants were categorical about the role of values, and described this process as “natural selection”: ultimately people who share the same values as the organisation are a natural fit to its culture and stay as long-term volunteers. Further exploration into this dynamic for all 3 NPOs revealed multiple factors contributing towards volunteer retention.

Acknowledgement The literature review on donor retention has provided conclusive evidence that a formal acknowledgement (in the form of a thank-you note) increases the possibility for future donations (Bennett, 2006; Bagozzi et al, 1999; Merchant, Ford and Sergeant, 2010). These findings were confirmed by BUWEDDA (the only NPO out of the 3 which has actively solicited and received individual donations), and were expanded further by highlighting not only the importance of acknowledgement, but of continuous follow up through email communication.

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“We send Thank-you notes to individual donors, along with pictures of the achieved results and activities. We keep updating them and keep their interest flowing.”

- Participant 1 (1:33-35) The organisation has observed direct correlation between regular email communication providing updates on the initiative which has been supported by the donor, and the likelihood of future donations. A similar approach is adopted for volunteers.

“We provide certificates at the end of the work, and we offer recommendations. […] We add our volunteers to our mailing lists and keep them updated of future projects.”

- Participant 1 (1:32; 41) However,

BUWEDDA

has

observed

that

this

type

of

formal

acknowledgement is not what motivates a volunteer to come back or continue their work. UNA Bulgaria has a similar observation, and even considers this approach to be to an extent incompatible with the core culture of the organisation.

“Formal acknowledgement would be welcome, but it is not my driving force.”

- Participant 11 (11:8) “Acknowledgement is usually verbal and informal. Informal acknowledgement definitely encourages charitable behaviour.

Formal acknowledgement is too cheesy, it would not fit into our culture.”

- Participant 5 (5:19-20) “Formal

acknowledgement

and

thank-you’s

are

counter-

productive in a Non-profit context, where it follows naturally that Page 56

you are engaging in the work for the joy of doing it, not for getting something in return.”

- Participant 10 (10:29-30) “We do provide certificates and professional recommendations when needed. But for our volunteers this is not an end in itself, it is merely one of the tools they can use in support of their future professional development.”

- Participant 4 (4:63-65) Multiple UNA Bulgaria representatives mentioned that volunteers who originally join with the intention to “boost their resumé” and further their professional

advancement

through

their

association

with

the

organisation, are among the ones who quickly stop participating after a closer encounter with the culture. Without the underpinning drive of shared values, they are not as willing to invest the effort and time required.

The conclusion based on this research is that formal acknowledgement is not enough to retain a volunteer, because it is a motivating factor only for volunteers who seek short-term engagement.

Personal Development While formal acknowledgement in the form of certificates might not be a strong factor in volunteer retention, the very nature of volunteer work fosters

the

development

of

important

professional

skills

and

competencies. All 3 NPOs mentioned this as a major benefit, and one of the main rewards for volunteer work.

“The Non-profit sector is very important for the individual, in particular the development of skills needed in the professional world, including and especially soft skills. […] Everything I’ve learned

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in my life and am applying in professional settings, I’ve learned in the Non-profit sector.”

- Participant 7 (7:33-34; 64-65) “I notice a big contrast between people who’ve had NPO experience in their youth years and people who have immediately jumped into a profession. The experience in the NPO sector develops soft skills and other critical competencies.”

- Participant 9 (9:27-30) “There are sometimes people who are joining us to gain experience and boost their career - which is totally fine, this is how people enter the field.”

- Participant 2 (2:65-66) “Some of our volunteers are people who are unemployed and want to get experience. They are some of our best volunteers, because they are really dedicated to their tasks.”

- Participant 1 (1:53-54) While BUWEDDA and NVO attract volunteers who consciously seek to develop their professional skills, in UNA volunteers realise that this benefit exists only after having spent time in the organisation. All UNA interviewees reported that they have experienced significant professional growth and transformation through their volunteer work, but did not know that this would happen upon joining the organisation. All 3 NPOs report that volunteer engagement and retention increases when volunteers see tangible development in their own professional skills through their work with the NPO.

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Community

A theme which emerged in every single interview, and reportedly holds great power over the decision of a volunteer to remain with a particular NPO, is the community.

“We are strong as a group and as a community, which is why we increasingly donate more of our personal time.”

- Participant 5 (5:47-48) “Many of the current members were already involved in other NPOs but left them for UNA because of the atmosphere and the community.”

- Participant 7 (7:81-83) “Within UNA, we have a common ethical code, we share the same values and beliefs. […] You find allies and realise that together with the group you are stronger. It builds faith that you can implement changes in society, by working in this group. There is a sense of being in a tribe.”

- Participant 9 (9:23; 33-35) “A big motivating factor is being a part of a family, a community with other volunteers and with the women who are our beneficiaries.

The women call volunteers “our friends”, “our

daughters”, and even give international volunteers local names.”

- Participant 1 (1:70-72) Assuming that many volunteers want to be engaged actively in volunteer work, but have a choice of multiple NPOs, it becomes apparent that the deciding factor for a volunteer to remain with a NPO would be the sense of belonging in a community of like-minded individuals. While there is Page 59

overwhelming evidence in the interviews that a strong community has а powerful pull for volunteers, the question remains how this knowledge can be transferred practically to other organisations in the sector. Neither of the 3 NPO has implemented any methodologies into building their communities - exactly the opposite, all communities have emerged organically. UNA in particular has made it “an unwritten rule” not to interfere in this dynamic, which is why no selection is applied to newcomers. Therefore, out of this research alone no precise formula can be extracted for the development of a community which retains volunteers, however a few useful and practically applicable insights have emerged nonetheless.

“There is no competitiveness in this environment, people share knowledge and skills freely with each other - and we are talking about marketable knowledge and skills, which in a for-profit context would be kept under lock and key as a competitive advantage. We are also free to make mistakes and experiment nobody is ever going to be chased away for having made a mistake.”

- Participant 8 (8:21-24) “We encourage our volunteers to be innovative, to share ideas, to take chances, so that we optimise our own processes through the benefit of a fresh point of view. If you have the courage to innovate your processes, it is inevitable that by walking a new path you will make a mistake. When you encourage an initiative, you cannot punish the mistake which is a result of this initiative.”

- Participant 4 (4:30-33) “By trusting people and giving them freedom to explore, ultimately they invest the knowledge and skills they acquire back into the organisation.”

- Participant 3 (3:6-7) Page 60

Building on the previous point about professional and personal development, a significant element is that the community actively supports and encourages such development among its members.

Volunteers feel they are gaining knowledge, which cannot be acquired through formal education, but is crucial for professional advancement.

Another element of the community is the lack of formal top-down authority, especially in decision making.

“Strategic planning in BUWEDDA is bottom-up. We start from the individual members of our groups, giving their views and opinions on what they feel like doing, and then ideas are generated and presented to the Board of Trustees.”

- Participant 1 (1:41-43)

“Democratic decision making has evolved naturally in this organisation. There is great respect for the individual - we share the values around holding each individual in great respect and treating each other as equals. People who don’t share these values naturally fall off the organisation.”

- Participant 9 (9:41-44) “A major pull for our volunteers is that they know they will be heard and understood by the larger team, without any judgement.”

- Participant 4 (4:66-67)

It becomes apparent that a strong community which has the capacity to retain volunteers for years, is characterised with 2 fundamental elements: it encourages professional development by facilitating free knowledge sharing, trusting volunteers with responsibilities and allowing them to make Page 61

mistakes; and it invites volunteers to freely express opinions and participate actively in a democratic decision making process. These findings, though focused more on volunteer retention, align with the literature review on donor retention, where in the final one of Bennett and Barkensjo’s 3-phased approach to Relationship Marketing in the Nonprofit sector (2005) the intention is to build an interactive relationship. In particular, the research by Celsi and Olson (1998) and Roberts and Brodie (2003) shows higher retention rates when the NPO shows interest in donors’ views and is willing to consider and integrate their ideas. The same element plays a significant role in the sense of community which has proven to be a powerful volunteer retention factor in the current research.

Youth Market & Informality A particularly significant theme emerged in the interviews, which had not been identified in the prior literature review: the youth market as a powerful source for volunteers, and the corresponding positive role of informality in the NPOs culture. Both BUWEDDA and UNA Bulgaria seek out and attract young people as volunteers, because this target group is more hard-working and passionate about the organisations’ mission, and any professional inexperience is quickly mitigated through the work in the NPO. “Young people are the source of change. Young people are not the future of our world - they are its present.”

- Participant 7 (7:67-68) “Firstly, the corporate environment in Bulgaria doesn’t develop values, which are sufficient for young people in making them feel fulfilled by the work they are doing. Secondly, even when such values exist, young people have become sensitive towards global

Page 62

humanitarian topics, and need to tackle them, to actively work on them.”

- Participant 4 (4:59-62) Given the increasing social engagement in the youth market, combined with the problem of unemployment of young people on a global scale due to lack of professional experience, the Non-profit sector emerges as a powerful factor, as it both satisfies the need for meaningful work, and develops critical skills and competencies as previously identified in this Section. It follows that the NPOs can address internal volunteer retention challenges, by targeting the youth sector in particular and implementing processes which ensure that volunteers are rewarded for their work with the development of critical skills and competencies.

The lack of formal communication within the organisation plays a powerful role in the retention of young volunteers. Both BUWEDDA and UNA Bulgaria have developed an informal culture, where discussions and decision-making occur freely.

“I am adamantly against formalities. The fact that we can share opinions freely is great. Formal communication would certainly hamper

us.

We

are

trying

to

minimise

any

formalised

communication and procedures in the way we operate.”

- Participant 3 (3:15-18) “Informal environments are more effective - people relax, they get more creative, feel like a part of the whole, and can forge stronger relationships. […] Formal environments hamper the development of strong relationships, because they inevitably cause people to put up barriers, act in a way that is “expected” of them, and assume a role.”

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- Participant 10 (10:15-16; 17-18) In the Non-profit context, where the reliance on dedication and enthusiasm in volunteers is strong, a formal communication approach and culture can have a negative effect on the relationship with volunteers. Particularly in the youth market, which by rule cannot be engaged easily with a formal tone, an informal approach which provides freedom for self-expression and independence in decision-making is strongly advisable.

Non-Exchange Behaviour: Guilt, Responsibility & Joy

While the findings in this Section so far have been focused on the motivating factors which drive a volunteer to stay with a particular NPO, deeper examination was necessary of the underlying drive to engage in charitable behaviour in the first place. Multiple interviewees observed that society in general has low sensitivity to humanitarian causes, and the decision to engage in volunteer work stems from deeply rooted values, developed over years, and encouraged by the environment of the individual. Furthermore, many people engage in charitable behaviour simply for the benefit of the association with a NPO, or a certificate which can help with professional advancement. This is a particularly important element for NPOs such as the 3 under investigation, where financial constraints do not allow professional growth into a competitive salaried position. A “quality volunteer� as considered by the 3 NPOs is a person whose reward for volunteer work is the very act of doing volunteer work, consistent with Mason’s concept of non-exchange behaviour (1996). A deeper investigation of this dynamic is therefore necessary, if an adequate examination of Relationship Marketing methodology is to be conducted, because it lays the very foundation of building a long-term relationship with a volunteer.

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By examining the element of guilt in charitable behaviour, following Chang’s findings (2004), the participants confirmed that feelings of guilt play a role in the decision to engage in volunteer work.

“When I look at my life and the advantages I’ve had growing up, I see that I’m lucky, and it’s not fair. This [volunteer work with incarcerated individuals] is personally my way of dealing with this unfairness.”

- Participant 2 (2:61-62) “Guilt is a factor which I notice in our work with training children. We definitely not feel pity for them, but we can clearly see how much their perspective can be improved, and how much we can benefit them.”

- Participant 5 (5:65-66) Consistent with the concept of altruistic behaviour (Bendapudi, Singh, and Bendapudi 1996), this research shows that being faced with a situation which needs to be improved, in particular a person or group of people in a disadvantaged position, is a major driving factor for engaging in charitable behaviour. However, the conversations with the interviewees did not reveal so much the feelings of guilt to be the factor which takes a person from passive observation to taking action, but the feeling of responsibility.

“I joined the organisation, because things were so bad in my wider environment that I couldn’t just not do something.”

- Participant 5 (5:56-57) “I have a strong sense of responsibility to get involved in civil rights issues, I feel as a citizen I share the responsibility to improve the situation in my city and country.”

- Participant 11 (11:18-19) Page 65

Consistently in all interviews the participants demonstrated a strong sense of responsibility towards the issues which their organisation is focused on, and stated that a major motivating factor for continuous volunteer work is abandoning the reliance on institutions to resolve societal issues, and taking personal responsibility for this instead.

While the factor of social responsibility plays a significant role in initial engagement, the deciding element for long-term volunteer retention is the element of joy in doing volunteer work and being part of a Non-profit organisation. Again circling back to the concept of non-exchange behaviour (Mason, 1996), the very nature of the Non-profit sector suggests involvement with difficult situations, where progress is very slow and difficult to measure - in which case, the reward of the involvement with the NPO is the very act of doing volunteer work.

“Positive changes happen very slowly, sometimes even taking years. […] The key is to find joy in the actual work, and accept the fact that you might not see results for a while.”

- Participant 11 (11:10; 15) “Every time we’ve sought out people, our message has been that we combine the purposeful activities with the joyful activities.”

- Participant 3 (3:27-28) “In every Non-profit organisation, the amount of fun is correlating directly to the number of volunteers, and the number of successfully completed projects.”

- Participant 7 (7:84-85) “A big motivating factor for our volunteers is when they get to know the women who are our beneficiaries, and realise that they are very interesting human beings.”

- Participant 1 (1:65-66) Page 66

“There are very few prisoners who would even contact you after you’ve helped them, so the reward is in knowing that you’ve supported them without receiving anything in return.”

- Participant 2 (2:19-20) By building a culture which combines the altruistic elements of the mission, and the joyful elements of participating in charitable behaviour, the NPOs under investigation report significantly higher volunteer retention. These findings confirm Mason’s observation that non-exchange behaviour is a neglected area in Non-profit Marketing and yet it plays a fundamental role in charitable behaviour (Mason, 1996). As evidenced by the statements of the interviewees in this research, non-exchange behaviour lies at the very core of becoming a long-term participant in the Non-profit arena.

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4. Summary The qualitative investigation and subsequent data analysis conducted in this paper has confirmed definitively that Relationship Marketing methodology is a fundamental part of volunteer engagement and retention. While neither of the 3 NPOs under investigation has a formally documented

Relationship

Marketing

process,

the

outreach,

communication and retention techniques which have been built over time by the NPOs hold strong Relationship Marketing characteristics. In particular, Bennett and Barkensjo’s 3-phase approach (2005) has been proven to be highly efficient for the NPOs under investigation.

Relationship Advertising in the form of informative events (Phase 1 in Bennett and Barjensjo’s concept, 2005) is the primary volunteer attraction method for 2 of the organisations - BUWEDDA and UNA Bulgaria. Out of the various initial outreach techniques which were examined in the interviews, in-person events have categorically emerged as the most effective approach. An additional element which emerged from his research outside of the literature review, was the positive role of active participation, in the form of simulations or short-term work, for the engagement of volunteers.

Further methods for this initial phase of outreach have been identified in online platforms, with Social Media being mentioned by all 3 NPOs as highly efficient in finding and engaging the right target group.

Bennett and Barkensjo’s 2nd phase - Database Marketing (2005) is also a crucial step in the communication process of all 3 NPOs, even though it is not formally developed as a strategy in either of the organisations. The essence

of

Database

Marketing

-

applying

precise

audience

segmentation and sending highly relevant content, is utilised by all NPOs to great success. Via email communication and Social media, the NPOs have developed a very loyal and responsive audience, which is encouraged to participate in active dialogue with the organisation. The element which emerged in this area through the interviews, but was not Page 68

identified in the literature review, was the importance of regular meetings as a form of communication with donors/ volunteers, as they contribute greatly to building a community.

Bennett and Berkensjo’s last phase - Two-way communication (2006), which focuses on engaging donors/ volunteers in active participation and sharing of ideas, has been the most significant element in volunteer and donor retention for the 3 NPOs investigated in this paper. Particularly building a strong and close community which encourages democratic discussions and equality for each individual, plays a deciding role in volunteer retention. The concept of non-exchange behaviour developed

by Mason (1996) has emerged as an equally strong factor driving volunteer retention, especially when there is a combination between feelings of responsibility and feelings of joy in the culture of the NPO. The additional elements identified in this research but not in the literature review, were the development of professional skills and competencies through volunteer work as a major benefit and in volunteer work, as well as the potentiality of the youth market for volunteer engagement.

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V. Conclusion & Recommendations Project Summary With the exponential growth of the Non-profit sector forcing NPOs on a global scale to compete for volunteers and funds, it has been recognised that the implementation of Relationship Marketing techniques in the sector is of vital importance for its survival. Additionally, the sector’s expansion has necessitated that NPOs invest efforts in convincing their target audience to not only engage in charitable behaviour, but do so in partnership with the specific NPO. In this respect, volunteer retention is a critical issue in the sector, and one which in its very foundation is invariably underpinned by a relationship (or lack thereof) between a NPO and the volunteer. The application of Relationship Marketing techniques in the Non-profit sector is therefore an area which warrants deep exploration.

The review of academic literature on this subject revealed a strong tendency to advocate for NPOs to adopt Marketing techniques in general, as well as Relationship Marketing techniques in particular. The consensus is that the Non-profit sector urgently needs to adopt traditional for-profit Marketing methodology. Fewer scholars argue the opposite view, pointing out the fundamental difference between for-profit and non-profit values and the resulting conclusion that rigid for-profit marketing methodology would prove inefficient in the Non-profit context.

In an attempt to balance these 2 viewpoints, this project focused on examining the application of Relationship marketing methodology in existing NPOs. The literature review also revealed a much richer research record on the subject of donor engagement, posing the question of whether Relationship Marketing techniques applied to donors would be equally effective with volunteer engagement.

In an effort to examine these subjects, this Research Project approached 3 separate NPOs in an attempt to draw universal themes and learnings, Page 70

which can be practically applicable in any context, while cultural, geographical and topical influences and limitations are kept to a minimum. As the organisations operate within great financial restrictions, their approach in motivating and rewarding volunteers provided a unique opportunity to validate literature findings with practical reality, contrast donor engagement with volunteer engagement techniques, and draw new insights into the application of Relationship Marketing methodology in volunteer engagement.

The project adopted a qualitative cross-sectional research strategy. Indepth interviews were undertaken with 11 representatives of the 3 NPOs, and multiple overarching themes were identified in their methodology to engage volunteers, grouped under 3 main sections: Initial Outreach, Communication and Retention. The raw data from the interviews was broken down via thematic coding and examined through the method of Template Analysis.

The finalised findings consists of a combination between themes which had already been identified in the literature review, and themes which emerged as brand new. The 3-phase approach to Relationship Marketing, while focused predominately on donor engagement, proved to be equally efficient in the context of volunteer engagement. The concept of non-exchange behaviour and subsequent analysis of the inadequacy of for-profit marketing methodology in a Non-profit environment were both confirmed in the research while examining the motivating factors behind charitable behaviour. By contrast, prominent findings in the academic literature review were not confirmed in this research. A strongly defended theme in the reviewed literature is the importance of formal acknowledgement in donor retention, but the findings of this project indicate that while formal acknowledgement is effective only in attracting short-term volunteers.

A significant number of themes emerged in the interviews, which were not present in the reviewed literature. The element of active participation as Page 71

a form of initial outreach, the incorporation of Social Media for volunteer engagement and the various factors driving retention all build on the 3 phase Relationship Marketing Approach, by adding new tools, methodologies and perspectives. A prominent theme which emerged in the interviews and warrants a separate research project, is the potentiality of the Youth Market a source for dedicated long-term volunteers.

Limitations While this project has been successful in obtaining valuable insight, it is important to recognise that the research process was also under the influence of some key limitations.

Despite the benefits of qualitative research in providing in-depth insight, it is by nature limited to a small sampling of people and allows for more subjectivity in comparison to quantitative research. A significant part of the interview process, particularly around the topics of motivating factors, required personal interpretation from the participants. Many of the interviewees indicated that they can only speak for themselves can only speculate about other people’s motivation. It is therefore necessary for the findings from this project to be tested and validated through a larger sampling of NPOs, preferably in a mixed method approach incorporating quantitative analysis.

Another significant limitation was that 2 out of the 3 NPOs were represented only by 1 participant each, despite efforts to interview 3 more representatives. This brought certain unbalance in the sampling, whereby much more varied insight was provided via the NPO which was represented by 9 participants.

Despite these limitations, the project has arrived at practical findings due to the expertise of the participants and the fact that the 3 NPOs under investigation were distributed in different focus areas as well different geographical location. Even with the strong factor of subjectivity, themes

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which proved resilient in all 3 organisations are considered objectively applicable in the Non-profit sector as a whole.

Recommendations This final section outlines the recommendations which have been developed following the analysis and findings outlined in previous sections.

Relationship Advertising (Events)

Outreach

Active Participation

3 Phase Approach

Social Media and Online Platforms

Regular Team Meetings Email Communication

Comms

Social Media and Online Platforms Engagement with institutions and organisations

Personal Development (professional skills and competencies)

Retention

Community 1.Freedom and opportunity to take on responsibilities 2.Democratic bottom-up decision making Non-exchange behaviour motivation

Figure 6: 3 Phase Relationship Marketing Strategy for Volunteer Retention Page 73

Adapted from Bennet and Barkensjo (2005)

Arguably the most prominent theme on the subject of volunteer engagement was the element of consistency and combination of multiple platforms in order to achieve long-term results (Figure 6). The 3phase approach to Relationship Marketing emerged as a highly efficient technique both in donor and volunteer retention, since its fundamental principles had been developed naturally by the NPOs under investigation as a method to attract and retain volunteers. It is strongly advisable for organisations operating in the Non-profit sector to replace one-off outreach attempts with consistent phased strategies, in order to gradually build strong and loyal relationships with their volunteers.

While the 3-phase framework provides a generic guideline, it is the specifics of each phase which proved most valuable in the research process and subsequent analysis. The first phase of initial outreach has a much higher success rate when the relationship advertising methodology (events) is combined with active participation by the audience. When this technique is supported by a consistent online and social media communication strategy, initial volunteer engagement is very powerful. It is recommended that these techniques are applied in combination, starting

with

introductory

in-person

events

incorporating

active

participation, supported by regular publications in the Social Media sphere outlining the NPO’s activities.

The second phase of Communication is crucial to the overarching retention strategy as it provides the holding blocks of the NPO’s relationship to its volunteers, keeps momentum going, ensures focus is directed properly and builds a sense of belonging to the organisation.

Specific techniques which emerged are the implementation of regular team meetings and the utilisation of Social Media. The latter confirmed findings in the literature review that technology provides an invaluable opportunity for interactive communication: an essential component of Page 74

Relationship Marketing. A successful communication strategy would therefore incorporate team meetings, ideally on a weekly or biweekly basis, with regular online activity (Social Media and segmented email communication), which the target audience can also control.

The last phase of Retention includes methodology which engages volunteers’ deepest motivating factors, by providing non-monetary rewards for volunteer work. They can be grouped as the development of professional skills and competencies, the belonging to a democratic community which encourages individual participation and bottom-up decision making, and the combination of a purposeful mission with joyful implementation activities. A few sets of recommendations emerge from this findings. Firstly, NPOs should develop specific processes which encourage their volunteers’ personal development, by training them in specific skills and competencies, assigning responsibilities and including them in the decision making process. Secondly, NPOs should combine a clear and responsible mission with the development of a non-formal and joyful culture, where the involvement in volunteer work is experienced as pleasurable. This can be achieved by allowing volunteers to select their own activities and participate in the NPO’s decision making process.

Independent of the 3 Phase Relationship Marketing strategy and corresponding findings which can be assigned in its overarching framework, a prominent element which emerged in the research and analysis process is the role of the youth market. It has been strongly suggested that the youth market holds great potential to participate in the Non-profit sector, due to the combination of education, skills, abilities and mostly the strongly developed desire for involvement in civil right issues and humanitarian causes. By developing strategies to approach the youth market specifically, NPOs can boost their force with highly dedicated and skilled volunteers. This can be achieved by organising introductory events or trainings at schools and universities and engaging the target audience through the already identified method of active participation.

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Within

the

sphere

of

the

NPOs

under

investigation,

these

recommendations can be adopted specifically by NVO, as a way to increase the organisation’s volunteer base. A combination between a bottom-up decision making approach within the NPO, and a consistent Social Media strategy which incorporates regular posts on the organisation’s activities and accomplishments, would significantly increase the levels of volunteer engagement and retention.

Further Research This research project also identified a number of areas which warrant further and deeper exploration. Building on the previous point, further research on the potentiality of the youth market in different regions or countries is highly recommended. It is the assumption in this project that Western countries (Europe and the United States), where young people are well educated but struggle with employability challenges due to lack of professional experience and the competitive nature of contemporary market, provide the opportunity for the Non-profit sector to benefit from and support the youth market in the context of professional development.

This assumption and further dimensions of the potentiality in the relationship between the Non-profit sector and youth market, need to be investigated and validated through further research.

Another area which emerges naturally from the previous paragraph and was touched upon in the research process, is the stereotypical mistrust of the Private sector towards the Non-profit sector, which hampers the possibility for people with NPO experience to transfer into the private sector. The role of professional certificates issued by NPOs and their necessary recognisability in the private sector is one possible channel to address this challenge. This area also warrants further exploration, as it represents a significant challenge in the transfer of skilled human resources between the private and Non-profit sector, leading to damaged knowledge exchange between the 2 sectors as well.

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Lastly, it is recommended that the findings which were identified in this project in the areas of volunteer retention are tested against donor retention as well. Many of the methodologies, such as regular team meetings and opportunities for personal development, cannot be immediately transferred into Relationship Marketing with donors, due to the intrinsic distance between NPOs and donors compared to NPOs and volunteers.

However,

the

elements

of

building

a

community,

implementing non-material rewards for charitable behaviour, and utilising technology can be adapted successfully in the context of donor retention. It is recommended that this possibility is explored further.

‘

VI. Reflection The substantial amount of time and effort invested in this project, while overwhelming at times, was highly rewarded through the finalised results Page 77

of the research. My personal investment in this project has been from the perspective of a for-profit professional in the service management area, with little background in marketing, looking to make a career move into the Non-profit sector. Even though my initial drive was strong, for the first half of the project and in particular during the analysis of current thinking I was struggling with doubts regarding the success of the final outcome.

This was due to my limited access to the Non-profit sector and lack of confidence regarding the capacity to conduct a research which will deliver tangible findings. After finalising my interview sampling however, and especially over the course of conducting the interviews, I realised that in fact I had gained access to Non-profit professionals with deep insight, wide-ranging experience and unique perspective on the subject of this project, which helped enormously in contributing to the academic world with specific and tangible techniques which can strongly support the Non-profit sector in volunteer engagement. All interviewees were extremely supportive and cooperative, taking out of their personal free time to accommodate the interviews, often during lunch breaks, weekends or in late evening hours, as well as agreeing to meet with little notice since I was relatively close to the deadline for submission. Their very dedication to support this project was a testament to the dynamic of nonexchange behaviour which emerged as part of this research. The process of conducting the interviews and analysing them was deeply engaging, which made the extremely time-consuming effort of analysing and displaying the data a surprisingly easy task.

The work on this project has significantly expanded my insight into the specific dynamics of the Non-profit sector, and equipped me with knowledge which I will be applying in my own work as a volunteer, as well as in the future as I attempt to transfer into the Non-profit sector in professional capacity. My main objective in gaining insight about the sector has therefore been met, and serves as a key milestone in my journey to move into the Non-profit sector professionally.

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My objective to expand my knowledge in the marketing field, and particularly in the Social Media context, has also been achieved. Most of the findings which emerged in this project would be applicable in a forprofit reality, particularly elements such as active participation, bottomup decision making and building a strong community. While the focus of this project was on the Non-profit sector, my understanding of Relationship Marketing as a whole was expanded. Very importantly, my knowledge and experience in Social Media marketing has also been significantly developed as part of this project.

Finally, through working on the Management Challenge I have inadvertently developed a clear idea and strategy to found my own Nonprofit organisation in the following years.

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Appendices Appendix I - Interview Introduction This research project investigates the application of Relationship Marketing techniques in the Non-profit sector in order to identify the extent to which this application is successful and whether any improvement opportunities can be identified.

The research forms part of my MBA qualification at Henley Business School at the University of Reading.

Part of the research involves interviewing people who are occupying key roles in Non-profit organisations and have knowledge and experience in this field. For this reason, I would like to invite you to take part.

If you agree, you will be asked to participate in an interview of about 60 minutes.

During the interview I will ask you questions on communication strategy, approach in audience targeting, experience in motivating and engaging donors and volunteers, as well as social media and online presence.

Your participation is entirely voluntary. You can choose not to answer any particular questions and you are free to withdraw from the study at any time.

With your permission, I would like to record the interview for later analysis. The data will be kept securely and destroyed after the completion of the project.

At every stage your identity will remain confidential. Your name and identifying information will not be included in the final report.

A copy of the completed project will be available on request.

The project has been subject to ethical review in accordance with the procedures specified by the University of Reading Research Ethics Committee and has been given a favourable ethical opinion for conduct.

If you have any further questions about the project, please feel free to contact me by email.

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Appendix II - Interview Schedule Time-

Theme

Questions

Objective

frame

5

Introduction to

minutes

the subject

5

Introduction of

minutes

participant

Warming up the conversation, introducing the N/A

participant briefly to the purpose of the interview

What are your role and experience in the organisation, in particular in relation to donor and volunteer communication?

Establishing the participant as an expert in the field, identifying areas of strength in their knowledge, in order to determine where to probe deeper later in the interview

1. What is your NPO’s Communication Strategy towards donors and volunteers?

2. Does the NPO employ thank-you notes or any kind of acknowledgement in Research

order to encourage donor/ volunteer

Question 1:

engagement and if yes, to what

15 minutes

success?

Communication

3. Does the NPO use email

strategy and

communication and if yes, to what

efficiency

ends - to solicit donations, provide

Identifying the formal and informal specifics of the communication strategy of the NPO and pin-pointing which have been successful.

updates, or other?

4. What observable effects does the above identified communication approach have on donor/ volunteer engagement and retention?

1. Does the NPO tailor and target its

Research 10 minutes

Question 2: Stakeholder Segmentation

Identifying whether Stakeholder and Database

communication to specific audience

marketing have been utilised, to what extent

groups?

and success and most importantly whether any

2. If yes, what criteria does the NPO use

specifics to the Non-profit context have

to differentiate the target groups and

emerged out of this practice. Also testing the

what database or contact matrix has

temperature of whether NPOs are willing or

it developed for this purpose?

resistant to consciously and formally embrace

3. Have there been any observable

for-profit Marketing methodology.

results of the implementation of this approach?

Research Question 3: 10

The role and

minutes

level of influence of donors/ volunteers in the

1. Does the NPO welcome and encourage feedback/ debate/

Evaluating the willingness of NPOs to allow

participation from donors and

direct, two-way communication flow with

volunteers, or is the communication

donors/ volunteers, as well as identifying what

approach rather one-sided?

effects (positive or negative) such approach

2. If the former, what approach and

has on donor and volunteer activity

platform does the NPO use to

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Time-

Theme

Questions

Objective

frame communication

accommodate and process this type

with the NPO

of engagement?

3. Does the NPO engage actively with the audience or does it review feedback passively/ internally?

Research Question 4:

1. What is the purpose of the NPO’s

their online and Social Media presence, and

build an image, to raise awareness of

whether any successful techniques have emerged out of their experience and practice

10

Online and

the cause or to engage actively in a

minutes

Social Media

dialogue with its audience?

presence

Evaluating the efficiency to which NPOs utilise

online and Social Media presence - to

2. What methodology or strategy has been tested/ applied in this area and to what success?

1. What emphasis has the NPO put when raising awareness for its cause - on the specifics of its beneficiaries’ disadvantaged circumstances or on

Research Question 5: 15 minutes

Motivating factors driving charitable behaviour

the benefits of supporting the cause?

What results has the NPO observed?

2. In cases when both approaches have been experimented with, what results and differences have been observed?

3. Has the concept of “guilt” been incorporated in any of the NPO’s campaigns, and if yes to what

Evaluating whether particular approaches to motivate charitable behaviour are successful for one Non-profit niche in comparison to another, cross-referencing experience and different approaches across organisations and

identifying any additional practices which have emerged from the NPOs’ own experience.

success?

4. What rewards are volunteers and donors looking for when supporting the NPO? 5 minutes

Conclusion

N/A

Concluding the interview

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Appendix III - Interview Summaries

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Appendix IV - Template Analysis

Theme

Sub-Themes 1.1. Events (Relationship Advertising)

Details Education Events/ Trainings Active Participation

1. Outreach Techniques

1.2. Online Platforms

Volunteer Match

1.3. Social Media

Content Specifics Public Enagement

1.4. Specificity of cause/ mission

Donations from individual donors Donations from institutions and corporations

2.1. Team Meetings

In-person/ virtual Additional recruitment channel

2.2. Email

Segmentation Frequency

2. Communication Techniques

2.3. Online Platforms

Social Media Websites

2.4. Institutions / Organisations/

Networking Communication

Media

Institutional Communication Media

3.1. Initial Attraction Factor

Expectations vs. Reality Values

3.2. Acknowledgement

Formal vs Non-formal

3.3. Personal Development

Professional Skills Empowerment Freedom Responsibilities, Room to Make mistakes, lack of competitiveness

3.4. Community

Sense of belonging to a tribe Professional Development

3. Retention Techniques

Democratic Decision Making Inclusion and equality of all participants

3.5. Youth Market & Informality

Youth Market - Trends and Motivating Factors Informal communication as a retention strategy

3.6. Non-Exchange Behaviour

Guilt vs. Responsibility Joy

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