a marketing strategy for child welfare, boksburg
TRANSCRIPT
A MARKETING STRATEGY FOR CHILD WELFARE, BOKSBURG
by
ASNA BHANA
DISSERTATION
submitted in partial fulfillment of the requirement for the degree
MASTER OF ARTS in
SOCIAL SCIENCE (COMMUNITY DEVELOPMENT)
in the
FACULTY OF ARTS
at the
RAND AFRIKAANS UNIVERSITY
STUDY LEADER
Dr JBS Nel
JOHANNESBURG
NOVEMBER 1999
ACKNOWLEDGMENTS
To my husband for his insight and encouragement, to whom I owe much of my inspiration.
To my mother whose ongoing dedication has been a source of my perseverance.
To family and friends thank you for your patience, support and technical input.
To colleagues at Boksburg Child Welfare whose input and commitment ensured that this project reaches completion.
To Dr Hanna Nel, my study leader, whose consistent guidance made this work meaningful and productive.
U
ABSTRACT
A MARKETING STRATEGY FOR CHILD WELFARE, BOKSBURG
Nonprofit organisations are facing a crisis of survival. The changing face of funding through
the implementation of financial reform measures on government funding, new expectations
from donors, decline in regular private donations and new forms of competition have all
contributed to the financial constraints facing the Organisation under study. In addition, the
emphasis on transforming services to embrace the developmental, strengths based approach,
as well as the growing demand for services from the users themselves have called for the
Organisation to reposition itself if it wants to not only survive but to succeed as well.
This study focused on the Boksburg Child Welfare Society and was based on a need to
develop an intervention tool that will enable the Organisation to address these changes in a
creative and innovative manner. Thomas (in Grinne1,1981:591) calls for a new methodology,
one where new energies can be directed to the changing tasks and methods of Social Work.
Within a changing environment, a strategy in nonprofit marketing is the tool that will provide
organisations with the impetus to not only work creatively but to think differently.
The objectives of the study were to:
to undertake an analysis of the extent of the depleted funding as well as to appraise
the current marketing approach held by the Organisation;
to design a marketing strategy for the Organisation; and
O to assess the utility value of the strategy through a preliminary evaluation.
This makes the research problem centred. It falls within the paradigm of Intervention
Research utilising the design and development model of Rothman and Thomas (1994).
111
This type of methodology provides a broad framework that guides the way towards the
formulation of design that is intended to address a problematic condition.
The phases that the study followed were that of:
Problem analysis and information gathering;
A critical and systematic process of information gathering and analysis underpins this
phase. Through this phase, the problematic condition of the state of the decline in
funding had been confirmed. In addition, the technology in marketing used by the
Organisation was been reviewed and was found to be inadequate and ineffective.
Formulation of the design
The formulation of the design was the method used to translate the research findings,
that emanated in the previous phase, into the new innovation. The innovation was
developed in this phase and the new product presented. The innovation in this context
was the development of a Marketing Strategy for the Organisation under study.
Preliminary Evaluation.
The evaluation method is used to determine the effectiveness and usefulness of the
innovation. In this study evaluation was undertaken in its preliminary form. This
means there was no scope in this study for pilot testing and advanced development
of the design. Guided questions were used to evaluate the innovation. The findings
that were derived were generally positive. It was however felt that a post specifically
for the co-ordination of marketing functions be created, and that more detail on the
interactional relationship between the various concepts in the framework be
determined. The former was included as a recommendation to the management body
of the Organisation, while the latter was used to re-organise the design.
iv
These phases involved qualitative methods of data gathering through the analysis of
documentation in the form of reports, plans and policies as well as focus group interviews.
The information from these phases generated the following findings:
A state of depleted funding was felt by the Organisation.
The analysis of the financial records show that the Organisation was not able
to generate the income required to meet its operational expenditure, this was
reflected in a financial deficit.
A comparative analysis of the services as reported in the Organisation's
Annual reports showed that there had been a substantial increase in the
demands for and in the delivery of services.
There was no plan by the management body to increase human or other
resources within the Organisation, despite the increase in services. In fact the
staff complement had decreased over the past four years.
A review of the state-of-the-art of the marketing approach employed by the
Organisation was found to be inadequate and ineffective.
The Organisation had a haphazard approach to marketing. There was not co-
ordinated and integrated strategy.
The personnel required additional skills to be competent in marketing.
The resource attraction strategies were labled as outdated, conservative and
ineffective.
Gaps were identified in the Organisation's informal communication patterns,
as the messages given out were often distorted.
These elements confirm that the Organisation can benefit from a formulated strategy
in marketing.
The confirmation of these problem areas verified that a strategic approach in marketing is an
innovation that can benefit the Organisation.
The design formulated, was arranged into a framework. It included the following
components:
O the analysis of the Organisation's mission, goals and objectives;
0 environmental scanning by evaluating the micro, meso, and macro environment in
which the Organisation operates;
O
determining a marketing strategy through addressing the marketing mix, the
marketing task and the market segmentation;
implementation; and
evaluation.
From the information gathered in these phases and the findings that emanated, four key
recommendations were made to the management body of the Organisation.
Firstly, numerous strengths were identified in the Organisation, among them the ability to
critical self examination. It was recommended that these strengths be affirmed through
ongoing consultative processes thereby promoting creative and innovative thinking within the
Organisation.
Secondly, marketing has been defined as a management and administrative function. It is
recommended that marketing strategies be built into the daily functioning of the Organisation
and that a post specifically for the co-ordination and integration of marketing efforts be
created.
Thirdly, the promotion of skills development was recommended. A lack of skills had been
identified as a key deterrent to the implementation of an effective marketing strategy.
vi
Finally, it was recommended that marketing tools such as a regular newsletter be issued and
that additional information technology be secured to facilitate the implementation of
marketing initiatives.
This study had shown that marketing is a sound approach to promoting the survival and
relevance of human service organisations within a changing environment. The tool that was
designed sought to provide the Boksburg Child Welfare Organisation with renewed energies
towards a marketing strategy.
vii
TABLE OF CONTENTS
PAGE
CHAPTER ONE: ORIENTATION TO THE STUDY
1.1 Introduction
1
1.2 Motivation for the Study
2
1.3 Problem Statement 3
1.4 Goal and Objectives 4
1.5 Value and Limitations 4
1.6 Research Methodology 5
1.6.1 Problem Analysis and Information Gathering 6 1.6.2 Design 6 1.6.3 Preliminary Evaluation 6
1.7 Conceptualisation 7
1.7.1 Child Welfare Organisation 7 1.7.2 Intervention Research 7 1.7.3 Marketing 7 1.7.4 Marketing Framework 8 1.7.5 Marketing Strategy 8 1.7.6 Marketing Orientation 8 1.7.7 Nonprofit Organisation 8 1.7.8 Preliminary Evaluation 8 1.7.9 Services 9
1.8 Scope of this Study 9
1.9 Conclusion 10
viii CHAPTER TWO: RESEARCH METHODOLOGY
2.1 Introduction 12
2.2 An Overview of the Methodology 13
2.3 Problem Analysis and Information Gathering 14
2.3.1 Identify and Analyse Key Problem Areas 15 2.3.2 Review the state-of-the-art of the Current Marketing
Strategy Used 17 2.3.3 Additional Information Gathering 19 2.3.4 Determine Feasibility 19 2.3.5 Confirmation of the Developmental Goal 20
2.4 Design 20
2.4.1 Problem Specification 20 2.4.2 Intervention Objective 20 2.4.3 Design Domain 21 2.4.4 Design Requirements 21 2.4.5 Design Problems 21 2.4.6 Conversion and Intervention Design 21 2.4.7 From Design to Product 22
2.5 Preliminary Evaluation 22
2.5.1 Overview of the Study 23 2.5.2 Tasks of Evaluation 23 2.5.3 Drawing Conclusions 24 2.5.4 Refining and Redesigning the Innovation 24
2.6 Recommendations 24
2.7 Conclusion 24
CHAPTER THREE: PROBLEM ANALYSIS AND INFORMATION GATHERING
3.1 Introduction 26
3.2 Identification and Analysis of Key Problem Areas 28
ix 3.2.1 A Comparative Study of the Organisation's
Annual Reports
28
3.3 State-of-the-art of the Current Marketing Strategy Held 33
3.3.1 Focus Group Interview 34
3.4 Additional Information Gathering 58
3.4.1 An Overview of Nonprofit Marketing 58 3.4.2 The Marketing Strategy 59 3.4.3 Summary 61
3.5 Determining Feasibility 62
3.5.1 Technical Feasibility 62 3.5.2 Organisational Feasibility 62 3.5.3 Financial Feasibility 63 3.5.4 Use Feasibility 63
3.6 Confirmation of the Developmental Goal 63
3.6.1 Formulation of Findings 63
3.7 Conclusion 66
CHAPTER FOUR: DESIGN
4.1 Introduction 68
4.2 Problem Specification 69
4.3 Intervention Objective 70
4.4 Design Domain 71
4.5 Design Requirements 72
4.6 Design Problems 72
4.7 Conversion and Intervention Design 73
x 4.7.1 Forming Generalisations 73 4.7.2 Practise Guidelines 74
4.8 From Design to Product 82
4.8.1 A Framework for a Marketing Strategy 83
4.9 Conclusion 84
CHAPTER FIVE: PRELIMINARY EVALUATION
5.1 Introduction 85
5.2 Overview of the Study 86
5.2.1 Requirements of the Evaluation 86
5.3 Tasks of Evaluation 87
5.3.1 Statement of the Evaluation Objectives 87 5.3.2 Evaluation Methods 87 5.3.3 Carrying out the Systematic Evaluation 87
5.4 Drawing Conclusions 90
5.5 Refining and Redesigning the Evaluation 91
5.6 Conclusion 92
CHAPTER SIX: SUMMARY, RECOMMENDATIONS AND CONCLUSIONS
6.1 Introduction 94
6.2 Summary 95
6.2.1 Problem Analysis and Information Gathering Phase 95 6.2.2 Design Phase 96 6.2.3 Preliminary Evaluation Phase 97
6.3 Recommendations ('7
xi 6.3.1 Strengths within the Organisation 97 6.3.2 Marketing as a Management and Administrative Function 98 6.3.3 Promotion of Skills Development 98 6.3.4 Development of Marketing Tools 99
6.4 Conclusion 100
REFERENCES 101
APPENDICES
Appendix A: Discussion Guidelines: focus Group Interview 107 Appendix B: Guidelines for the Evaluation 110
LIST OF FIGURES
Figu— re 2. r- Arrangement of the Phases and Steps 14 Figure 3.1: The Organisation's Marketing Environment 57 Figure 4.1: The Framework for a Marketing Strategy 83
LIST OF TABLES
Table 3.1:
Table 3.2:
Table 3.3: Table 3.4: Table 3.5: Table 3.6: Table 3.7:
Table 4.1: Table 5.1:
Steps and Operations within the Problem Analysis and Information Gathering Phase 26 Comparison of 1994-1995 and 1998-1999 Annual Reports 30 Gender Profile 35 Age Distribution of Participants 35 Occupational Status 36 Length of Service at the Organisation 36 An Overview of the Themes and Categories That Emerged 38 Steps and Activities involved in the Design Phase 68 Steps and Operations in the Preliminary Evaluation Phase 85
1
CHAPTER ONE
ORIENTATION TO THE STUDY
1.1 INTRODUCTION
The greatest crisis facing the nonprofit sector of Social Services is that of survival. Traditional
approaches to funding, including government subsidies and donor funding, have become
grossly inadequate. This has placed serious challenges on the abilities of nonprofit
organisations to address the increasing needs. It has called on organisations to re-position
themselves with regard to the attraction and allocation of resources.
This study is a systematic appraisal of the challenges facing the Boksburg Child Welfare
Society. It intends to design a tool that can empower the organisation to deal with the
constraints it faces. The tool is in the form of developing a marketing strategy for the
organisation under study.
A marketing orientation within a holistic perspective according to Kotler and Armstrong
(1996:21) is attributed to attracting sufficient resources, converting these resources into ideas
products and services, and finally to distributing these ideas, products and services to the
people. These components have been found to be particularly valuable in structuring the
thinking of a marketing approach for the Organisation. It captures the problem-solution
dichotomy that an Organisation like the one under study finds itself in.
This study chooses to focus on the Boksburg Child Welfare Society (hereafter referred to as
the Organisation ) because as a nonprofit organisation within the social services sector it
experiences the challenges merticned above. It is also an Organisation that the
2
researcher has been extensively involved in, has seen the demands facing it and therefore has
an interest in studying these dynamics. Finally, it is an Organisation that can benefit from this
study. This by no means is meant to imply that the Organisation does not have an orientation
to marketing, but it will be shown that marketing is not only an affiliation to fundraising and
public relations.
A marketing strategy will be developed through the process of utilising the method
of Intervention Research. This method focuses very strongly on an analysis of the problem
situation and an assessment of the state-of -the-art of the current marketing strategy held by
the Organisation. This information will create the impetus for the design of the marketing
strategy. It is believed that a strategic approach to marketing is that which is needed to
address the changing face of funding in South Africa today.
1.2 MOTIVATION FOR THE STUDY
This study is based on a need to develop a tool for intervention that can ameliorate the
problematic condition facing the Organisation. This condition is that of increasing financial
constraints.
During this transformative era in social services, enormous changes are prevalent. These
changes relate to:
Changes in resources.
The increasing competition for limited resources, the financial reform measures from
government and new expectations from donors; all contribute to the change in
resources facing the Organisation.
Changes in intervention priorities.
The Finance Policy (1999) promulgates shifts in intervention strategies. In the Child
and Family context in which this Organisation operates, an example includes shifts
3
from a largely statutory focus to that which embraces prevention and early
intervention priorities.
Changes in social objectives through addressing the imbalances of the past, by
transforming a residual system of welfare to a developmental one.
Thomas (in Grinne11,1981:591) asserts that there is a need for new methodology, one that call
for new energies to be directed towards changing the tasks and methods of social work.
Within this context it is believed that a strategic approach to marketing is that tool that can
enable the Organisation to benefit optimally from all the changes that are prevalent. Herron
(in Stoner,1986:41) captures this by stating that what is needed for success is to think
differently not just to work harder, and a strategy in nonprofit marketing provides an
opportunity to do just that.
1.3 PROBLEM STATEMENT
The dual concerns of decline in funding while facing increasing demand for services are the
main problem areas facing the Organisation.
Although the problem statement does reveal a serious concern in the financial situation of the
Organisation, the development of a marketing approach is not intended as a desperate attempt
to alleviate the financial problems because then marketing becomes reactive rather than
proactively promoting competent and efficient service-delivery (Sega1,1991:22). The
Organisation does have a marketing orientation, however the assessment of the state-of-the-
art revealed that this orientation is done on an instinctive and intuitive basis rather than
in accordance with a formulated plans based on needs. This is the main shortcoming of the
current orientation held by the Organisation, because it is not an effective tool in addressing
the problems.
4
These key problem areas provided the researcher with the motivation to embark on this study,
as a problem solving exercise which could contribute towards the survival and growth of the
Organisation.
1.4 GOALS AND OBJECTIVES
The goal of this study is to develop an innovation in marketing, by means of intervention
research, to address the particular problematic condition that the Organisation finds itself in.
From this goal the following objectives are formulated:
to undertake an analysis of the extent of the depleted funding as well as to assess the
marketing approach currently held by the Organisation;
to design a framework for a marketing approach; and
to assess the utility value of this framework by undertaking a preliminary evaluation.
1.5 VALUE AND LIMITATIONS OF THE STUDY
The value of this study lies in the following areas:
O
It creates an opportunity to systematically assess the problem areas thereby creating
insight on where the strengths and limitations within the Organisation lie.
It creates an enabling environment within the Organisation, through the use of focus
groups, for the implementation of marketing initiatives.
O
It promotes the possibility of developing resources for the Organisation.
It ultimately ensures the provision of effective and efficient service-delivery.
The limitations that face this study are the following:
Due to the financial constraints facing the Organisation this study could be seen by
the stakeholders within the Organisation as a tool which would lead to the immediate
•
e
5
resolution of the problem rather than a proactive approach contributing to long term
rewards.
During this period of severe decline in resources, both human and financial, placing
energies in the implementation of a marketing strategy is almost a luxury that the
Organisation cannot afford.
The limited budgetary provision for marketing and fundraising within the
Organisation, might impede the implementation of a marketing strategy.
These areas constitutes the value and limitations facing the study.
1.6 RESEARCH METHODOLOGY
This study falls within the paradigm of intervention research utilising the design and
development model ofRothman and Thomas (1994). This type of research intends to address
a problematic condition (depleted resources) through the design of a social technology (a
marketing strategy). This new innovation is then evaluated and implemented to improve the
problematic condition.
The value of this research as clarified by Thomas (in Grinne11,1981:591-602) lies in the
following areas:
Alternative resources need to be developed at a time when there are frequent changes
in resources, priorities and social objectives. This is necessary to ensure relevance and
effectiveness in service-delivery.
Social technology through intervention has a limited life span and therefore has to be
periodically reviewed.
Through intervention the development of innovation provides an impetus towards
empirically-orientated practise. The value ofthis contribution is particularly significant
to the social work profession when there are increasing calls for accountability and
transparency in the service-delivery.
6
During this era of the transformation in the welfare system, the need to develop new
innovation is more pertinent than ever. The value of developing tools which can be used
to guide implementation as well as to promote an outcomes-based approach, is that which will
ensure ongoing relevance and credibility of the profession.
This research methodology has specific phases which has a dynamic interplay on each
other and are not a separate, linear progression from one phase to the next. The specific
phases as outlined by Rothman and Thomas (1994) have been adjusted to suit this study.
A short summary of these phases will be given here.
1.6.1 Problem Analysis and Information Gathering
This phase sets the basis for this study. It is an analysis of the key problem areas as
well as an assessment of the current marketing approach held by the Organisation.
The analysis made during this phase will be linked with relevant theory and these
findings will pave the way for the unfolding of the rest of the study.
1.6.2 Design Phase
In this phase the innovation will be designed by drawing on the information
from the previous phase. The framework for a marketing strategy will emanate from
this phase.
1.6.3 Preliminary Evaluation
Evaluation methods will be put into place during this phase. Within this context
adjustments and revisions will be made with the view to refining the design. This is
a preliminary evaluation, the more advanced evaluation and dissemination falls
out of the scope of this study. Recommendations will also emerge from this stage.
This phase will culminate the process of this study.
7
This research methodology is a model for the development of an innovation which is intended
to guide intervention for addressing the problematic condition facing the Boksburg Child
Welfare Society.
1.7 CONCEPTUALISATION
The conceptualisation of the key terms referred to in this study is necessary to ensure clarity
as well as to create clear terms of reference for this study.
1.7.1 CHILD WELFARE ORGANISATION
A Child Welfare Organisation falls within an ambit of a nonprofit social services
sector. It is constituted by democratically elected management committee and usually
affiliated to the South African Council for Child and Family Welfare. The mission of
these organisations is predominantly to protect the rights, well being and dignity of
children and their families. These aims are addressed through activities ranging from
statutory processes of child protection through to poverty alleviation programmes.
The Boksburg Child Welfare Society is one such organisation.
1.7.2 INTERVENTION RESEARCH
This type of research modality addresses a problematic condition through the design
and development of an innovation (Rothman and Thomas,1994:20).
1.7.3 MARKETING
In order to survive as well as to succeed, an organisation must be able to attract
sufficient resources, translate these resources into services and then distribute these
services to address a need (Kotler and Armstrong,1996:5). Within a nonprofit sector
in social services, this definition most aptly captures the planning, executing and
exchange functions that an organisation adopts in order to satisfy its objectives.
8
1.7.4 MARKETING FRAMEWORK
A framework is described as structure that visually represents a composition of ideas
and the relationship that exists between the concepts. In this context it is the
marketing strategy is diagrammatically presented. The framework is depicted by an
arrangement of a logical frame.
1.7.5 MARKETING STRATEGY
A strategy is a plan which directs the process of intervention. Within a marketing
context a strategy is the action plan that will be followed to ensure that the
organisation reaches it marketing objectives in accordance with certain benchmarks
(Druce,1988:6). In this study the marketing strategy will take form in the framework
that will be designed.
1.7.6 MARKETING ORIENTATION
An orientation refers to a conciousness that exists which recognises the process of
marketing within the organisation.
1.7.7 NONPROFIT ORGANISATION
This sector refers to voluntary organisations formed in civil society, that are not for
personal or private, profit or gain. These are organisations that are formed out of
concern to address a particular need or take action on a particular issue (Department
of Welfare- NGO Directorate, 1999:2).
1.7.8 PRELIMINARY EVALUATION
Evaluation forms the basis of any Social Work activity and its place within research
is no exception. In intervention research evaluation is an empirical inquiry
directed towards determining the effects and effectiveness of the intervention
(Rothman and Thomas,1994:267). In this study the evaluation will be undertaken in
a preliminary form, meaning that the utility value of the design will be assessed
9
without embarking on a pilot study and advanced development.
1.7.9 SERVICES
In a nonprofit social service sector services are associated with a need and refer to the
goods that are rendered. According to Blythe (1998:9) they are:
mainly intangible;
delivery usually happens at the same time as consumption;
highly perishable; and
they cannot be owned.
1.8 SCOPE OF THIS STUDY
The scope of this study falls within the domain of the research methodology. The design and
development model incorporates specific phases, these phases will form the basis of the
specific chapters in this study.
Chapter One: Orientation into the study
This chapter provides an overview of the study. It provides specification on the problem
areas, it incorporates the goal of the study by specifying innovation that will be designed as
well as defining the key concepts that will be referred to during the course of the study.
Chapter Two: Research Methodology
This chapter specifies the process that the study will embark on, by contextualising the design
and development model of Rothman and Thomas (1994). It will give an overview of the
activities that will be undertaken in an attempt to reach the objectives of the study.
Chapter Three: Problem Analysis
Through a systematic process of analysing documentation and embarking on a state-of-the-art
review the key problem areas will be identified and analysed. Literature control as well as
10
additional information will be gathered to integrate the relevant knowledge areas on
marketing. This chapter sets out to confirm the relevance of the study by formulating the
findings that emerge from the problem analysis.
Chapter Four: Design
In this chapter the new innovation will be designed and presented. Several steps leading to
the formulation of the new product will be followed.
Chapter Five: Preliminary Evaluation
An evaluation process will be followed to determine the utility value of the study. The
findings are intended to redesign and refine the innovation with the aim of enhancing its
usefulness. In this chapter evaluation guidelines will be formulated and given to informed
individuals within and outside the organisation for comment.
Chapter Six: Conclusions and Recommendations
This chapter culminates the research report. It summarises the contents of the study by
formulating the key recommendations for presentation to the management body of the
organisation.
This structure systematically shows the process that will lead to the unfolding of the
study.
1.9 CONCLUSION
The value of a marketing strategy as an intervention tool for nonprofit organisations during
this transformative era in this country cannot be under estimated. With increasing competition
for limited resources and the changing face of funding, organisations such as the Boksburg
Child Welfare Society are compelled to assess its marketing orientation to ensure its survival
and promote its performance.
11
This study seeks to define the key problem areas, to assess the marketing orientation held by
the Organisation and then to formulate an intervention strategy through the design of a
marketing strategy. The development of this innovation is intended as a problem solving tool
to promote an effective marketing strategy for the Organisation.
The methodology of the design and development model will be followed in a systematic
manner leading to the design of the new innovation. The following chapters are based on the
phases that are encapsulated in the said methodology.
12
CHAPTER TWO
RESEARCH METHODOLOGY
2.1 INTRODUCTION
In a qualitative research domain, this study makes sense of a social phenomenon by describing
it in terms of the meaning that the subjects attach to it (Berg,1995:6). It critically appraises
the problematic conditions through the use of qualitative data gathering methods like the
study of documentation and the review of the state-of-the-art.
This chapter sets out to depict the process that the study will follow. It will show the various
phases that will be encompassed in the study. As already indicated, this study falls within the
paradigm of Intervention Research utilising specifically the Design and Development model
of Rothman and Thomas (1994).
The phases of the research methodology are:
problem analysis and information gathering;
design; and
preliminary evaluation.
Numerous steps contribute to the operationalising of these phases and this will be outlined
during the course of this chapter. Although the phases are presented as a linear progression
from one phase to the next, it needs to be clarified that the actualisation of these phases is a
co-ordinated and integrated process.
13
2.2 AN OVERVIEW OF THE METHODOLOGY
The design and development model sets out a paradigm that underpins specific phases in a
systematic manner. It paves the way for the formulation of the innovation. Rothman and
Thomas (1994:12) sees it as " a problem solving process for seeking effective intervention
and helping tools to deal with given human and social difficulties."
This model is particularly pertinent during this transformative era in welfare where numerous
changes are espoused and effective tools are being sought for transforming the methods of
intervention. Thomas (in Grinnell,191:591) reaffirms that new energies must be directed
towards changing the tasks and methods of Social Work.
A summary of the phases which encompass Design and Development Research will now be
presented. These phases are clearly defined strategies that charts a way forward from the
definition and analysis of the problems, through to the development of the design and finally
to the evaluation of that design. These phases form an interactive and dynamic process.
The figure that follows is adapted from Rothman and Thomas (1994:25-50), it is an
arrangement of the phases which the study will follow, it also incorporates the steps within
each phase. The specific operations within these steps will however be delineated later.
PROBLt*,
Identify and analyse key
problem areas
Review the state-of-the-art
Additional information
gathering
Determine feasibility
Confirm the developmental
goal
Problem specification
Intervention objective
Design domain
Design requirements
Design problems
Conversion and intervention
design
Overview of the study
Determining tasks of
evaluation
Drawing conclusions
Refining and redesigning the
innovation
From design to product
14
Figure 2.1 : Arrangement of the Phases and Steps
2.3 PROBLEM ANALYSIS AND INFORMATION GATHERING
This research is problem-centred. It is based on the motivation to develop tools that will
address the problematic condition. For Dunn (in Rothman and Thomas,1994:61) the
perceived problems need to be analysed, defined and structured in a systematic manner that
give credence to the need for the design of the new innovation.
15
2.3.1 IDENTIFY AND ANALYSE KEY PROBLEM AREAS
As design and development research is intended to address a problematic condition, the first
phase sets out to identify the key problem areas, to analyse them and then to formulate
findings on the areas of need. A systematic analysis of the problem is a critical area, as it
precedes the intervention process by setting the basis for the rest of the study. This is
articulated by Rothman and Thomas (1994:58) when they warn that "social scientists fail
because they formulate the wrong problems rather then because they choose the wrong
solutions."
The overarching problematic condition which led to the conception of the area of study is that
of the declining state of resource attraction that the Organisation faces. As a precursor to the
actual analysis, several critical operations which underpin any social work inquiry has to be
in place. Fawcett et al. (in Rothman and Thomas,1994:24) captures this in the following
manner:
Gaining Entry and Co-operation from the Setting
This operation is crucial because of the very nature of the study. To appropriately
address the marketing orientation of the setting and develop an innovation around the
findings, the researcher required support for the study from the management body of
the Organisation. This needed to take the form of permission to proceed with the
study, to access documentation and opportunities to engage with the role players.
The co-operation obtained from the setting, paved the way to developing a
collaboration with the rest of the role players.
Identifying and Involving the Concerns of the Role-players
Every participant in the functioning of the Organisation is seen as a potential role-
player. The data gathering exercise particularly through the use of focus group
interviews, provided a means of developing this collaboration. Rothman and Thomas
16
(1994:29) recognise that the value of this and the preceding operation, lies in the fact
that "collaboration provides a sense of ownership" and of "working together" and
thereby generating a commitment to the study.
(iii) Analysing the Identified Problems
This operation looks at the data that has been gathered. Through a systematic process
of analysing this data, it seeks to formulate specific findings. The data gathering tools
utilised, were the study of documentation through a review of annual reports of the
Organisation.
Comparative Analysis of the Annual Reports
The problematic condition which led to the conception of this study is that of
the state of depleted funding that the Organisation faces. Through an analysis
of the financial records, an attempt was made to verify whether this condition
does in fact exist. However, this could not be seen in isolation but had to be
linked with the increasing demand for services. This increase in demand could
only be shown, by comparing it to an earlier state in life cycle of the
organisation. For this reason, comparative analysis of the annual reports was
undertaken over a four year period. This time frame was selected because
anecdotal information within the organisation suggested that this was the
period where the decline in the funding began to be experienced. The time
frame also provided a period from which a meaningful interpretation of the
scenario of the Organisation can be made.
Through an assessment of the records the main patterns in the financial scenario will
emerge and will lead to a sound analysis of the situation.
From the analysis of the data certain trends, patterns and themes will be identified
These findings sets the basis for the design of the innovation.
17
2.3.2 REVIEW THE STATE-OF-THE-ART OF THE CURRENT MARKETING
STRATEGY USED
The state-of-the-art refers to an orientation into the problem areas. For the purpose of this
study, the focus group interviews were utilised as a tool which would promote the review of
the state-of-the-art. Thomas (in Grinnell,1981:597) asserts that " without thorough, critical
review of the state of the art, directions for the development of new technology cannot be
intelligently chartered."
2.3.2.1 Focus Group Interview
This operation looks at the state of the current technology on marketing within the
Organisation. This appraisal is essential because it creates a platform for developing the
collaboration with the role players through a critical appraisal of the strengths and limitations
of that technology. Focus groups has been described by Schurink, Schurink and Poggenpoel
(in De Vos, 1997:314) as a purposive discussion which allows for an interplay of perceptions
and opinions. This method of data gathering seeks to gather information through interviews
with a small number of participants in group situations in a natural setting. The value of this
tool lies in the fact that the participants have a shared common experience, and when used
effectively meaningful information can be generated (Greenbaum,1998:15). It also promotes
the exploration about possible solutions.
The motivation to use focus groups in this study was based on the need to yield information
from a natural setting, with participants who have an intimate understanding of the intrinsic
and extrinsic dynamics of the Organisation. This study recognises the value that the insights
and perspectives held by personnel within the Organisation could contribute to the reviewing
of the state-of-the-art.
18
Preparation
The notion of a focus group was introduced to the prospective participants during a
pre-session strategy. This strategy looked at clarifying the objective of this study and
through brainstorming, to determine the criteria that would be used in the focus group
interviews (Krueger,1994:42). It is during this session that the composition of the
group was explored. The value of this session lie in the fact that it promoted an
atmosphere of trust, consultation and ownership (Rothman and Thomas, 1994:29).
Management and Analysis of the Data
As commonly agreed the appropriate management of the data will promote its
effective analysis (Knodel in Morgan, 1993 :42).The challenge predominantly lies at
ensuring that the validity and reliability of the data is maintained. The approach that
was used in this study was that of:
ulitising the participants during a pre-session strategy to determine the
categories to be explored as well as the composition of the group itself,
promoted the notion of consultation which is fundamental to the research
process itself;
audio recording of the interview and transcribing it verbatim;
coding the data through a method of colour coding;
determining central themes and linking them to categories and sub-categories
through an analysis schedule;
ulitising an independent coder to code the data;
comparing the central themes and categories with that of the independent
coder to determine validity of the data;
through codifying the data in clusters consensus in the findings will be
generated; and
gathering appropriate information and synthesizing this into the central
themes.
19
Focus group interviews as a data gathering tool has been found to be very valuable in this
quantitative study as it improves wider knowledge of the intervention of marketing employed
by the Organisation.
2.3.3 ADDITIONAL INFORMATION GATHERING
Knowledge acquisition is fundamental to any study. It is a journey to discover what others
have done in this field so that the wheel does not have to be reinvented (Rothman and
Thomas, 1994:32).
In this step, the knowledge areas applicable to this study that have not been addressed in the
analysis of the focus group will be explored. This knowledge will be integrated with the aim
of being incorporated into the design of the new innovation.
The tools used to gather information will be from various sources such as CD
Roms, journals, abstracts, policy documents, previous studies as well as literature release
within the discipline of marketing.
The exploration, analysis and synthesis of appropriate knowledge will lead to the formulation
of conclusions and hence, guide the development of the design of the new innovation.
2.3.4 DETERMINE FEASIBILITY
A feasibility study is a fact finding inquiry to determine whether the development effort is
feasible. This study will be done according to the following criteria:
technical feasibility
organisational feasibility
financial feasibility
• use feasibility
20
The determination of feasibility is meant to ensure that the development effort would not be
in vain and the resources wasted.
2.3.5 CONFIRMATION OF THE DEVELOPMENTAL GOAL
This step looks at the findings that have emerged from the analysis of the problem areas. It
then revisits the goal of the study, to determine whether the need for the study is still relevant.
It is important that the development goal is consistent with, and justifiable in terms of the
findings on problem identification and analysis.
2.4 DESIGN
This phase overlaps with the previous step. It is the phase where the innovation is created and
where the new product will be presented. It clarifies that the design is the method used to
translate the research findings into the intervention.
In formulating the design, cognisance will be taken of several areas as delineated by Rothman
and Thomas (1994:165-187):
2.4.1 PROBLEM SPECIFICATION
The design phase precedes the phase of problem analysis, as such this step in the design phase
merely capture the problem areas that emerged during the previous phase. It is intended to
set the basis for the development of the new innovation.
2.4.2 INTERVENTION OBJECTIVE
The framing of the intervention objective is based on the specification of the problem.
This step refers to a statement of a desired change in problematic condition (Mullen in
21
Rothman and Thomas,1994:167). The objective in this study is to develop a marketing
strategy that will provide the Organisation with planned intervention in addressing its financial
constraints.
2.4.3 DESIGN DOMAIN
This step defines the boundary of the design. It specifies the fixed elements that is those
elements in the study that do not need to be designed, and the other elements that emerged
in the study that are singled out for attention.
2.4.4 DESIGN REQUIREMENTS
The design requirements refers to determining the conditions that the intervention is meant
to satisfy ( Mullen in Rothman and Thomas,1994:170). Within this context the requirements
are that:
design is should be capable of being implemented by unskilled personnel; and
that it should be flexible and capable of being adapted to other situations.
2.4.5 DESIGN PROBLEMS
In this section the unresolved issues of the elements in the design is identified and explored.
Issues such as the information components and budgetary provisions are appraised.
2.4.6 CONVERSION AND INTERVENTION DESIGN
This is the step where the design is formulated. It utilises the information of the preceding
sections as well as the needs that emerged from the problem analysis phase and translates it
into the formulation of the design. It constitutes the following components:
an analysis of the mission, goals and objectives of the Organisation;
22
a scanning of the micro, meso and macro-environment in which the Organisation
operates;
determining of a marketing strategy through a critical appraisal of the marketing mix,
marketing task and the marketing segments;
implementation; and
evaluation.
2.4.7 FROM DESIGN TO PRODUCT
In this section the information from the previous section is used to develop the actual product.
In this instance it is the marketing strategy that is the product that will be designed. This
design will be presented in the form of a framework.
It is evident that the foundation on which the framework is built is rooted very strongly
on the synthesis derived from the problem analysis as well as the information gathering
exercise.
2.5 PRELIMINARY EVALUATION
Evaluation is an empirical inquiry which enables the researcher to determine the effects and
effectiveness of the innovation (Rothman and Thomas, 1994:267). It is at this juncture that
the researcher has to decide whether the innovation can be utilised as it is or should it be
redesigned and further developed.
Evaluation is a systematic process involving numerous steps. This study chooses to undertake
the evaluation in its preliminary form. This means that the study does not make any provision
for pilot testing and advanced development. Instead it chooses to focus on input from
informed individuals, in the form of guided questions, to determine the value of the design.
•
•
23
The steps that have been utilised has been adapted from Rothman and Thomas (1994) and
includes the following:
2.5.1 OVERVIEW OF THE STUDY
The purpose of the research is summarised during this section. This is necessary because it
links the objectives ofthe study with the requirements ofthe evaluation. Thomas (in Rothman
and Thomas, 194:272) clarifies two related requirements pertaining to this study:
the evaluation should constitute a fair test of the outcomes of the intervention; and
the intervention being evaluated should provide for the human service in which it was
intended.
These requirements are addressed in this step.
2.5.2 THE TASKS OF EVALUATION
This section addresses the activities of the evaluation process. It includes:
Formulating the objectives of the evaluation
Selecting measurement methods
determining guidelines for evaluation;
selecting assessors; and
gathering data.
Analysing and interpreting the results.
These activities will be systematically implemented with the aim of determining the effects and
effectiveness of the new innovation.
24
2.5.3 DRAWING CONCLUSIONS
The results that have emanated from the previous section will be translated into specific
conclusions. It is in this section that the value of the design will be determined as well as
findings formulated to establish whether the innovation has to be redesigned and further
developed.
2.5.4 REFINING AND REDESIGNING THE INNOVATION
Based on the findings, efforts would have to be directed at implementing on those findings.
If the results are not favourable then the revision of the innovation becomes necessary.
In conclusion then, the evaluation process can continue until the objectives of the innovation
is obtained. This phase concludes the methodology that will be followed in the study as the
phase of advanced development and dissemination falls out of its scope.
2.6 RECOMMENDATIONS
This is the final phase in the study. It consolidates all the information that has been generated
from the activities of the study and formulates it into specific recommendations to be
presented to the management body of the Organisation.
2.7 CONCLUSION
This chapter sought to outline the process that this study intends to follow in reaching its
goal. It draws heavily on the work of Rothman and Thomas (1994), in articulating the
specifics of the methodology. The actual implementation of the various phases will unfold in
the following chapters.
25
It is already evident that the phase of problem analysis undergirds the development of the
innovation because the valuable information derived here will be consolidated in the new
innovation. In addition, the identification of the key problem areas will confirm the relevance
of the study.
The design phase embodies the process of the development of the new innovation. It
culminates with the presentation of the product that will be forwarded for evaluation.
Evaluation will take form in a preliminary manner, where input from informed individuals will
be called upon through using guided questions. The purpose of the evaluation is to determine
the effects and effectiveness of the innovation.
From the information generated from these phases recommendations will be formulated for
presentation to the management committee of the Organisation.
The value of defining the research methodology lies in the fact that is a tool to the researcher
in arranging and guiding the process of the study. The following chapters sets out to
implement the activities specified in this chapter.
26
CHAPTER THREE
PROBLEM ANALYSIS AND INFORMATION GATHERING
3.1 INTRODUCTION
This chapter outlines the first stage of Design and Development Research, by defining and
systematically analysing the key problem areas facing the Organisation. This stage of Problem
Analysis paves the way for the unfolding of the research process. It integrates the stages of
Information Gathering and Synthesis, it is followed by the Design Stage and culminates with
a Preliminary Evaluation of the design. The steps and operations of this phase are captured
in the table below which has been adapted from Rothman and Thomas (1994:24).
Table 3.1: Steps and Operations within the Problem Analysis and Information Gathering
Phase
PROBLEM ANALYSIS AND INFORMATION GATHERING
STEPS OPERATIONS
Identify and analyse key problem areas • Comparative study of Annual Reports
Review the State-of-the-Art • Focus Group Interview
• Literature Control
Additional Information Gathering • Nonprofit Marketing
• Elements of a Marketing Strategy
Determine feasibility • Technical feasibility
• Organisational feasibility
• Financial feasibility
• Use feasibility
Set a Development Goal • Formulate Findings
• Ratify the Development Goal
27
As the study is an attempt to solve a problem, it therefore becomes imperative to understand
the nature of the problem situation before intervention can take place. The information in this
stage is gathered through the analysis of documents, focus groups interviews as well as
literature study.
This chapter sets out to isolate the extent of the key problem areas by capturing the
appropriate data and analysing it so that a clear picture of the extent of the needs of the
Organisation pertaining to marketing can be established. The chapter starts with a
comparative study of the Organisation's Annual Reports to ascertain the extent of the
financial constraints of the Organisation, as well as to obtain an overview of the internal
environment of the Organisation. The term micro-environment will be used to refer to the
internal environment.
The focus group interview is then analysed to determine the state-of-the-art of the current
marketing strategy by the Organisation. Furthermore, a literature control will be undertaken
at this stage by integrating the themes from the focus groups with relevant literature. This
process is selected as the study falls within the paradigm of qualitative research where the
categories that emerge from the informants "provides rich 'context-bound' information
leading to patterns or theories that help explain a phenomenon" (De Vos,1997:46).
From this analysis two key problem areas were identified:
a condition of depleted funding exists in the Organisation; and
the state-of-the-art found that the current marketing strategy held by the Organisation
is ineffective and inadequate.
Thereafter, additional information will be gathered to include those aspects in the literature
that was not addressed in the focus groups. It is necessary to build a sound theoretical base
before the innovation can be designed.
28
Finally, the themes which emerged from these analyses will be formulated into findings which
will set the basis for the development of the design in the following chapter.
3.2 IDENTIFICATION AND ANALYSIS OF KEY PROBLEM AREAS
The value of problem identification lies in the fact that it confirms the necessity for the
intervention and also serves to guide the process for the development of the design. Thomas
(1984:142) defines a problem as a recognised human service need for which existing
approaches or method of intervention are not satisfactory. This definition links the component
of problem identification with that of assessing the state-of-the-art, by showing that a problem
is a problem by the very nature of its intervention strategy being inadequate.
A study of the annual reports of the Organisation is made to determine the extent of the
financial constraints of the Organisation and focus group interviews are held to review the
state-of-the-art.
3.2.1 A COMPARATIVE STUDY OF THE ORGANISATION'S ANNUAL
REPORTS
An examination of the conditions intrinsic to the Organisation is critical to any marketing
orientation.
Constant reference is made to the state of the decline in funding that most nonprofit
organisations face. It has been shown that several forces are at play which contribute to
organisations struggle for survival, among them are the strength of the economy, decreasing
donations, increasing needs to service and re-prioritisation of government financing
(Financing Policy, 1999). To highlight the impact of these factors on the Organisation, a
systematic process of data gathering was embarked upon through the analysis of
documentation.
29
To show the impact of the decline in the funding, a four year period was assessed by
reviewing the financial records for the period 1994-1995 and comparing them with records
for the period 1998-1999. This time frame was selected because anecdotal information within
the Organisation suggests that this is the period where the decrease in funding was most
seriously felt, it was interesting to see if this was indeed the case. Also, that it provided a
substantial period from which a meaningful comparison could be made.
This exercise provided an analysis of the financial situation and services, the personnel profile
as well as an overview of the infrastructure that is available in the Organisation.
3.2.1.1 Financial Situation and Service Delivery
The essence of this section lies in determining the nature of the financial situation of the
Organisation and out of this, information on the services that are delivered also emerged.
Through an analysis of the documentation the following critical areas were compared:
income;
expenditure;
e shortfall; and
services-delivery.
It can be argued that several extraneous factors are at play which could cause deviations in
the patterns of the funding situation, such as the extent of the fundraising initiatives within the
Organisation, the priorities defined at the time, etc. While there exists merits in this argument,
the intention of this exercise is merely to delineate a broad basis of patterns in the state of the
depleted funding and not to make clinical interpretations from the patterns that emerge.
The following information is derived from Annual Reports of the Greater Boksburg Child and
Family Society (1994-1995, 1998-1999).
30
TABLE 3.2 Comparison of 1994-1995 and 1998-1999 Annual Reports
1994-1995 1998-1999
Rico R 334 942 R 818 798
EXPENDITURE ., R 865 191 R 393 666
SHORTF. R 58 724 R 46 393
Casework Services: 2374
Poverty Alleviation:
O Sewing Groups x 3
Edu-care Groups x 2
Soup Kitchen x 1
Direct Intervention
Programmes
Foster Parent Support
Group
Preventative Programmes:
none reported
Early Intervention
Programmes
none reported
Casework Services: 3105
Poverty Alleviation:
Sewing Groups x 4
Edu-care Groups x 3
Soup Kitchen x 1
Carpentary Group x 1
Ethnic Craft Group xl
Direct Intervention
Programmes
Foster Parent
Association
Family Preservation
Programmes
Preventative Programmes
Child Abuse
Awareness
Early Intervention
Programmes
Lay Counselling
Intervention
31
In analysing this data, the following issues are revealed:
Income
This comparison revealed a substantial increase in the state of the finances over this
period. A further analysis of the financial records show a concomitant increase in
susbsidy as well as in fundraising. This overview confirms the level of growth within
the Organisation.
Expenditure
By the same token, a similar inference can be drawn pertaining to the state of the
expenditure. A parallel increase is seen in the expenditure of the Organisation. In
terms of individual expense items, the financial records reveal that there is an overall
increase in all items of expenditure, with the largest expenditure item being salaries.
Yet the salaries paid out to personnel are not market related, and large disparities
exist between the salaries paid out by the Organisation and that paid out by the state.
An example of this is that a social worker with five years of experience receives a
gross annual salary of R 68 000, 00 in the government sector, while she/he only
receives approximately R 51 600,00 in the nonprofit sector ( Salary Scales,1999).
Shortfall
Interestingly, the shortfall over the period under review has decreased. This, seen in
the context of a substantial increase in both income and expenditure, suggests that a
healthy approach exists in terms of efforts directed at maintaining the growth of the
Organisation. However, in terms of financial management thinking, a deficit in a
nonprofit organisation is not conducive to the sustainability of that organisation.
4. Service-delivery
The review of the services show an increase in the extent of service-delivery.
Although the caseload increased by close to a 1000 families, there seems to be a
32
greater emphasis on a developmental focus reflected by the number of projects and
programmes run by the Organisation. This suggests a shift in priorities in accordance
with the transformation of the welfare system. According to the Organisation's
Business Plan (1999:3) the objectives are defined in terms of four core areas:
Child Protection Services;
Family Preservation Services;
Poverty Alleviation Services; and
Capacity Building and Resource Creation.
Due to an increase in the demand for services and a change in priorities in the
Organisation additional services have been planned and provided.. These issues will
emerge later in the analysis of the focus group interview.
3.2.1.2 Personnel Profile
The personnel is the machinery that drives the services.
The staff component for the delivery of the services had in fact decreased by one staff member
for the period under study (Staff Profile,1995-1999).
The current staff profile is as follows:
a manager;
five social workers;
three social auxiliary workers;
four administrative personnel (two part time); and
one Maintenance Worker.
With inroads into new areas of services, there is no plan by the management committee to
increase the number of personnel. Further increases pertaining to the workload is expected
33
in the Organisation's quest, of not only for its survival but also for of relevance and
appropriateness.
3.2.1.3 Infrastructure
Within the period under review the Organisation extended its services from two decentralised
offices to three. With this came a concomitant increase in operational expenses. This includes
increase in transport opportunities to enable access of the personnel to these offices as well
as increases in communication technology such as telephones, facsimilie facilities and
computers.
The findings of this analysis show that the current budgetary planning of the Organisation
requires an income of R 1 000 000,00 per annum to reach it objectives (Business Plan 1999-
2000:C1). As such, the figures mentioned above falls very short of this projected target and
holds serious implications for the capacity of the Organisation to meet its objectives.
It is in this context that reference is made to the concept of depleted funding. This term is not
meant to only refer to a decrease in the state of funding, but to show the extent of the increase
in the services rendered by the Organisation and the shortfall experienced.
As such the extent of the depleted funding is very seriously felt by the Organisation .
3.3 STATE-OF-THE-ART OF THE CURRENT MARKETING STRATEGY
HELD
Before a development plan can be formulated, it is imperative that the status of the current
intervention be evaluated. This section sets out to review the state-of-the-art ofthe marketing
strategy employed by the Organisation. Focus group interviews are used as a tool to gather
the relevant information. The purpose of this exercise is to determine the nature of the
34
intervention directed to address the problematic condition of depleted finding.
3.3.1 FOCUS GROUP INTERVIEW
While the methodology around the use of focus groups were given in detail in chapter two,
it is necessary to add here that a pre-session strategy was used to introduce the notion of
focus groups to the prospective participants. At this stage, the objective of the study was
clarified. As confirmed by Krueger (1994:42) planning begins with revisiting the purpose of
the study. It was then followed by some brainstorming on the criteria that would be used in
the focus group interviews.
The composition of the group was then explored. It was agreed by the participants themselves
that the focus group participants should be representative of the Organisation's role players.
As such in the selection of the participants, an attempt was made to make it as inclusive as
possible.
This preparatory exercise in the form of a pre-session strategy, promoted an atmosphere of
trust, consultation and ownership.
3.3.1.1 Characteristics of the Respondents
The respondents formed a homogeneous group of role players within the Organisation albeit
within different occupational classes and thus different role functions. Nine respondents
participated in the focus group discussion. Several differential characteristics were noted and
these are tabulated below.
35
Table 3.3 Gender Profile
GENDER FREQUENCY
MALE 2
FEMALE 7
TOTAL 9
The norm within social services is that it is an area of involvement dominated by females. This
table confirmed this norm through the breakdown of gender profile within this focus group,
where most of the participants were female.
Table 3.4 Age distribution of Participants
AGE FREQUENCY
20-29 1
30-39 5
40-49 0
50-59 3
TOTAL 9
From this table it can be seen that the largest category of respondents fall within the 30-39
year age group. This suggest that most participants are experienced in the field of social
services and are of mature age.
36
Table 3.5 Occupational Status
OCCUPATIONAL STATUS FREQUENCY
SOCIAL AUXILIARY WORKER 1
VOLUNTEER (previously served on
the management committee) 1
SOCIAL WORKER 1
SENIOR SOCIAL WORKERS 6
TOTAL 9
This table shows that most of the participants were senior social workers, while the others
were each a social auxiliary worker, volunteer and a social worker. The distribution of
occupational class was representative of the categories of role players involved in service
delivery at the Organisation.
Table 3.6 Length of service at the Organisation
LENGTH OF SERVICE FREQUENCY
1-5 7
5-10 0
10-15 0
15-20 1
20-25 1
TOTAL 9
The data within this table suggests a wide distribution in length of service at the Organisation.
The distribution ranges from one year to 25 years of service within the same Organisation.
37
This data suggests that a balance exists in terms of levels of intimacy, knowledge and a sense
of history within the Organisation. The value of this lies in the sharing of diversity in the focus
group.
The characteristics of the participants as shown in the tables above, reflect a homogeneous
nature by virtue of their common involvement in the Organisation. Yet, it has been shown that
there is diversity in terms of age, occupational status and length of service at the Organisation.
This diversity contributed to the wealth of information that was shared in the focus group
discussion, which ultimately added value to the data that was gathered and the findings
formulated.
3.3.1.2 Results of the state-of-the-art review
"Analysis is a reasoning strategy with the objective of taking a complex whole and resolving
into its parts", this comment by Poggenpoel (in De Vos,1998:336) suggests the importance
of deriving meaningful information that the data has generated. By using the strategies
involved in the management of the data, a system of clustering the data into themes was
employed and these themes were then analysed and linked with theory.
Nine themes emerged during the discussions. These will be explored individually
by making direct references to the comments made in the interview as well as by linking it
with relevant theory.
38
Table 3.7 An Overview of the themes and categories that emerged
, z• WO ' - - .s. ....„....,.. . .
:,-,,,',.. e:,,#•:,,r," ,, -. • , f- _;_.
' ' ;:-'''',.: ; GOR .,,, ,'0..,:f1;•,74..411,:i..:,,,, , -,- ,, s,
Visibility and Accessibility • knowledge of the Organisation • available to the service users • decentralisation promotes accessibility • lack of visibility to the donors
Image Portrayed 0 Social Workers take children away . conservative outlook • dark, depressing, poverty stricken • ineffective logo
Approach to Services Delivery • •
Organisation is informed and aware proactively attempting to transform services despite limited resources
•
•
paradigm shift to the social development approach Organisations not only need to survive but to perform as well
Consumer Behaviour • consumers are both service users and donors
• service users are comfortable to be dependent they resist new approaches
• donors do not know the Organisation • needs of volunteers must be addressed
Communication Patterns • internal interaction is good, open • external messages are distorted • high profile in the community newspaper
Marketing Strategy • there is a marketing orientation, but is haphazard and disorganised
• there is no formulated plan to guide marketing efforts
• more skills are needed • marketing augments social services
Resource Attraction • fundraising efforts are outdated • survival is basedon resource attraction •
•
need to break away from traditional fundraising_ Nonprofit Organisations Act (1997) lifted the restrictions on fundraising
Competitors • there is fierce competition • donors are already tapped by our
competitors . resources are very limited
Knowing the Environment • micro-environment i.e. personnel. finances, other resources, infrastrncture
• meso-environment i.e. donors, service-users, competitors .
[ • macro-environment i.e. economy,
demography, social welfare context
39
These themes have emerged from an interactive and dynamic process of data gathering. For
purposes of analysis they are separated into clearly defined themes, however there is a large
amount of overlap and integration that exists.
Theme 1: Visibility and Accessibility of the Organisation
The notion of visibility and accessibility of the Organisation is central to the delivery of the
services. Within this context, visibility implies that the Organisation as well as its programmes
are known and experienced by those who are stakeholders.
Social services come from a history where organisations were centralised and not within easy
reach of those who use them. The focus group addressed this issue with enthusiasm and
gusto. It was clear that the Organisation is visible and accessible to the service users. The
delivery of services from three decentralised offices promotes the access to service users. It
was unanimously agreed that the Organisation as a service provider is well known to its
service users. This was echoed by a comment from a participant:
"Our high workload suggests that perhaps we are too visible."
The focus group identified an area where there is a lack in terms of visibility, and that is to
the donors. This remains one of the critical areas of the Organisation in its quest for survival.
While an accountable process is in place to the funders in terms of funds allocated, the
Organisation remains invisible to the potential funders unless an application for funds is made.
Even this was found to be inadequate as the Organisation does not have a portfolio from
which to present itself and highlight its value, as visibility is closely linked with
communication. Kotler and Armstrong ( 1996:39) refers to a portfolio as the "make up" of
the organisation as it is a package of its strengths and weakness.
Furthermore, the group expressed that there is a complacent "take us as we are" attitude,
showing no drive to develop the elements in its promotions and publicity domain. The
40
underlying belief system held here is that the visibility through the service are adequate.
This is seen as a trend that runs through the focus group. The lack of focus in this area is one
of the greatest shortcomings of the Organisation.
Theme 2: Image Portrayed
The image that the Organisation portrays is dull and depressing as symbolised by the physical
state of the offices. The words that were used to describe the building which houses the
services were "delapidated, run down, poverty stricken, dark and depressive". After further
deliberation, it was agreed that the office building is symbolic of the overall image that the
Organisation projects.
A participant commented that this has a bearing on the image of the profession as well in that
social workers are seen as those who take children away. The following comments epitomises
this:
"Our image is distorted and therefore undermines the good work that is done."
"We have a conservative approach and therefore create wrong images."
So while on one hand the views held, are that the state of the offices are symbolic of the
general state of the image portrayed by the Organisation, the other view held is that the
external impressions of the office is that it creates distorted generalisations about the
operations of the Organisation.
Image in marketing provides the organisation with the impetus to sell a product. The image
must appeal to the target market, before they can begin to seek an affiliation with the
organisation. The target market not only refers to the users of the service, but also includes
the funders and potential funders, volunteers and management members. It is evident that the
cause served by the organisation itself is no longer the only reason why the target market
seeks affiliation to an organisation.
41
Segal (1991:21) points out that " Social Welfare often (erroneously) begins with the dual
assumption that the services it provides are in the best interest of the public and that there is,
in fact, a need." This sense of worthiness, no longer ensures the survival of the organisation.
Image is but one component in the entire spectrum of the marketing milieu, it forces
organisations to re-look at the entire presentation of itself. The logo as a visual representation
of the Organisation was found by the focus group to be fraught with inadequacies. The group
saw the colour scheme of black on white as ineffective colour for a letterhead as it could
easily be fraudulently photocopied. In addition the identifying particulars are not clearly
shown.
Segal (1991:24) adds that organisations need to create a strong image, by identifying gaps in
services and filling these gaps through the formulation and implementation of unique and
innovative programmes. These services need to be visible to the target market through
employing appropriate communication strategies. Communication is a powerful determiner
of what the image of the organisation looks like. The image projected should be consistent
with the mission of the organisation and the type of people the organisation wants to reach
(Epsy,1993:143).
Ultimately, the image that organisation presents should be consistent, the target market
should be able to easily identify with it as they would a Kellogs tune. In this respect it is
apparent that the Organisation under study has a lot of work to do.
Theme 3: Approach on Service Delivery
It has been said that a marketing orientation encourages new ways of thinking about
programme development, modification and diversification (Genkins,1985:35). The focus
group discussion has been consistent with this view, as the group had identified an
42
overwhelming need to develop a focussed marketing orientation, but has cited a limited skills
base as its main obstacle.
Within this current era in welfare, organisations must be able to show its relevance and
appropriateness through its services in order to be able to survive.
The focus group discussions confirmed that the orientation and approach that the
Organisation has to transformative issues is relevant, competent and effective. This contention
is held, despite the fact that the users of the services resist change. The details of this will be
given in the following theme. The debate that emanated during the discussions, addressed the
extent to which the Organisation has been able to shift its services. While a general consensus
exist, as expressed in the focus group discussion, that there is a commitment to proactively
change the priorities within the Organisation, certain implementational challenges are however
encountered.
These challenges relate to the state of declining funding, increasing needs as well increasing
public scrutiny in not only the nature of services delivered, but also on the management of
Organisations. This underscores the dilemma that the Organisation finds itself in. On the one
hand there appears to be a conciousness about the expectations associated with
transformation while on the other hand, the implementational tools that are predominantly
supported through financial needs are absent. These include additional staff, appropriate
information technology and additional resources such as motor vehicles.
Some comment on the social welfare environment in this era is necessary. The welfare system
is undergoing transformation. The White Paper for Social Welfare (1997:15-24) -
sets out a plan to systemically address the past disparities in the welfare system by
restructuring priorities through the promulgation of the Social Development approach.
This approach looks• at an integrated and comprehensive system of social services directed
at creating a better life for all. Among the myriad of strategies designed to achieve this end
43
it is the investment in human capital that is of paramount importance. This is intended to
promote self reliance and ultimately economic growth.
Therefore, increasing pressure is placed on grassroots service organisations like the one under
study, to re-prioritise its services in accordance with national norms and standards. This
demands that child and family care organisations shift their services from a largely statutory
focus to early intervention and prevention priorities (Financing Policy,1999: 17). The financial
reform measures, in terms of government subsidies , are based on whether organisations are
able to reach these outcomes.
The challenge for the Organisation lies in examining where it stands in terms of these areas
and look at proactively engaging them through a process of careful thought and adequate
planning. Epsy (1993: 107) remarks that " it is in the best interest of all nonprofits to
continually examine the market in looking at the programs, services and products it will offer
in the future." It not adequate merely to say that the Organisation has a commitment to
change, efforts to begin to implement on transformative issues should become visible.
While the immediate demand for organisations is to survive, but within this era of change
organisations not only need to survive but they also need to perform. Segal (1991: 20)
comments that organisations, particularly welfare organisations, need to strive towards
improved target market satisfaction, as well as improved operational efficiency and
effectiveness in the development, promotion and distribution of its services. The Organisation
should recognise that a strategic marketing approach can significantly contribute to this.
Theme 4: Consumer Behaviour
Consumer behaviour forms a critical component in the marketing chain. Within the nonprofit
sector great debate exists in terms of identifying who the consumer is.
44
The deliberations within the focus group identified two components i.e. the users of the
services as well as the donors. Segal (1991:19) agrees and refers to this as the dual
constituencies of the nonprofit world. Both constituencies have their own needs and wants
and these are very diverse from each other. The overiding consideration is that social services
ultimate accountability is to its service users (Genkins,1985:35). This contributes to the
complexity of the consumer market in the nonprofit sector.
The focus group discussion captured much discussion on the profile of the service users at
the organisation. Their characteristics include:
the unemployed who suffer abject poverty
HIV/AIDs infected and affected families
families experiencing social problems such as substance abuse, domestic
violence
child abuse in its various manifestations
neglect, abandonment and orphanhood in children
grandmothers as primary care givers
From an analysis of this profile, the focus group shared the idea that the service users are
dependent on old modalities of intervention such as "handouts" and a lack of ownership for
their problems and solutions. It was also agreed that service-users resist a new approach to
service-delivery and this makes it difficult for the Organisation to implement on
transformation. While issues of entitlement as well as that of disempowerment are the main
aspects which contribute to this dependency, extrinsic factors such as the economic
impoverishment, cannot be discounted in an attempt to understand the behaviour of the
service users. Furthermore, the service-users are very often involuntary users, where statutory
services in the interest of child protection are imposed on the users.
While it has been shown that the service users show a strong resistance to transformation,
it has also been established that fenders have a high expectation of its beneficiaries to embrace
45
the principles of the new paradigm in welfare. A study of two donors, the Ithuba Trust
(Application Form, 1998) and the Nelson Mandela Children's Fund (Funding Application,
1998), were made to determine what their criteria for funding were. The following findings
were made:
The requirements of networking and co-ordination between beneficiaries is expected
and thus the prospect of joint funding will be considered. This expectation calls for
an avoidance of duplication and fragmentation in services.
The involvement of the users of the services in the management of the project i.e. its
planning, initiation and execution is supported.
The accountability mechanisms as well as transparency principles in the organisation
are looked at . This is to ensure that the organisation has the capacity for effective
management of the funds.
The utilisation of the funding in a manner that promotes the sustainability of the
project is a high priority, the allocation of the funds are not intended to encourage
dependency. The organisation must show a desire for learning, self reliance and self
improvement.
The findings from the study of these two donors is not intended to generalise to the larger
population but merely to obtain a sense of what is it that donors are looking for. It is apparent
that the expectations of these donors are highly consistent with the vision of a transformed
welfare system. It is once again seen that organisations are compelled to restructure its
orientation in services if it intends to secure funds. These two donors do not constitute
corporate donors, Murray and McCallum (1999:1) adds another dimension, in addition to
helping charities, corporates will give with the aim of advancing their corporate strategies.
These two constituents, users of the service and the donors, enjoy a direct link. In order for
services to be implemented and ultimately utilised, funds are needed. The Organisation needs
to begin an a:.;tive exercise of reorienting the service users to the new paradigm in delivery.
46
The focus group also addressed the volunteer group, another component which could be
regarded as the consumers as well as a resource. It was clearly expressed that irrespective of
the motives of the volunteer, they have a fundamental need to have a sense of belonging to
the Organisation. Through the focus group the Organisation was criticised for ignoring this
need in the past however, examples such as "including volunteers in office occasions" were
cited as an example which conveys a shift from this premise. Volunteers appreciate the
recognition for their gift of time (Epsy,1993:56), as such within this context they are
considered as a consumer with their own needs and wants, which they turn to the organisation
to fulfill.
The component of the consumer market that was not addressed by the focus group was that
of the Management Committee. Although this category falls within the overall ambit of
voluntarism, they are widely regarded in a category of their own. Plans to recruit and sustain
the involvement of valuable members should be on the agenda of every organisation.
Due to the complexity of the consumer market in the Organisation, the process of
segmentation becomes essential. Segmentation refers to a system of dividing the
market into meaningful sub-groups in accordance with certain criteria (Lovelock and
Weinberg,1984:99). This concept will be more fully explored during the following section.
Theme 5: Communication Patterns
Communication is a great influencer, and much debate emanated on this issue. The
discussions ranged from the communication patterns within the organisation to that of the
dissemmination of messages between the organisation and its external environment. The
communication patterns were discussed in a broad and multi-faceted manner. Within a
marketing discipline, communication usually refers to information systems such as reports,
statistics and advertisements (Kotler,1988:101-104) however, this focus groups looked at it
to include issues such as interactional processes.
47
The internal communication patterns will be firstly, analysed. The communication was seen
to come from a history within the Organisation as being fragmented and not integrated. This
was reinforced by the comment from a volunteer predominantly involved on fundraising " I've
been swimming on my own, staff did not seem to show an interest. But now I feel more
included by being called on to make input in meetings"
This view echoes the feelings of the growth within the Organisation through a more
transparent process of inclusion, information sharing and joint decision-making. However,
gaps in areas such as induction processes for new role players within the Organisation, were
identified.
The communication networks between the Organisation and the external environment was
fraught with shortcomings. This assessment was encapsulated by the following comment "We
don't talk with one voice." It was identified that distorted messages are given out to service
users, referral agencies and possibly also to donors. This type of communication is referred
by Epsy (1993:142) as the informal communication, it " is the flow of information,
impressions or images out of the organisation through a number of exchanges that may be
unplanned and spontaneous". Informal messages should be supported by formal messages
through newsletters and reports.
While the Organisation does not issue regular newsletters, Floyd (1997:2) confirms the value
of newsletters is that it invites action. The Organisation does however, communicate its
functioning to the public through formal reports at an Annual General Meeting. While great
value exists in this platform for the distribution of messages, by itself this is inadequate.
The Organisation enjoys a high profile in the community newspaper. The messages reiterated
in the focus group was that a negative image of the organisation in the media is portrayed.
The organisation is presented as constantly needy and wanting. The cliche 'that "any publicity
is good publicity" does not apply to the social service sector. It is apparent that the perpetual
48
"asking" in the local media is reminiscent of the very dependency approach that the service-
users were criticised of earlier.
Despite this , the focus group confirmed that regular advertisements are placed
with relevant stake-holders to communicate information about programmes and services.
However, a place for market research exists in determining the effectiveness of such
advertisements.
In the focus group it is apparent that the service users and volunteers might be the only
recipients of these messages. Gaps appear in that the messages might not be reaching the
potential donors and the prospective committee members. As consistent messages that inform,
persuade and remind the target market is required by the Organisation (Dalton,1989:184).
While many strengths surfaced in terms of employing democratic principles in the use of
communication patterns within the Organisation, serious gaps were identified. Among them
the distortions created by informal communication as well as the absence of regular formal
message distribution to the target markets.
Theme 6: Marketing Strategy
Much vociferous discussions emanated in the deliberations on this theme. Through it all there
was an overiding consensus that there is no marketing strategy within the Organisation.
The comment that " there is nothing on the table" confirms the frustration that there is no
formulated plan to guide the-role-players in terms of a marketing approach. The focus group
discussion confirmed that marketing transcends every aspect of the work embarked on by the
Organisation and does not only has its focus in fundraising. This view is consistent with those
of Lauffer (1986:38), " a marketing orientation recognises the consumer satisfaction, the
providers capacities and the suppliers interest as the key to defining organisations objectives."
49
While this expectation permeates the work done by the Organisation there is an absence of
plan from which to do this.
Hence, the sentiment shared is that the marketing orientation is "haphazard" and
"disorganised". The focus group confirmed that in the role players zest to maintain a
dimension of marketing in the work that they do, their "efforts are often instinctive,
unstructured and lacking in co-ordination". An example of this is " we know that we have to
do it but we're not sure how to do it ". These views confirm that the Organisation does hold
an orientation to marketing albeit an instinctive and spontaneous one. However, what it lacks
is a strategy that can guide the marketing initiative.
Marketing as a discipline is compatible with the process of social work (Lauffer,1986:31).
They both involve cycles of assessment, planning, orientation, implementation and evaluation.
The irony lies in the fact that with such a high degree in commonality, a marketing strategy
should lie at the heart of every social work intervention. Shapiro (1973:124) reiterates that
while marketing augments social services, it is clear that a marketing approach does not
accompany the strategic management plan of many organisations. This is echoed by the
studies ofMyburgh (1992) and Holder (1996) where they confirm that social workers require
additional skills in the area of marketing.
In this focus group discussion it became apparent that there is a recognition among the
participants that a marketing approach is critical to the survival of the Organisation. It is seen
as a skill that will facilitate the process of transformation, as well as a tool that will promote
the attraction of resources. There was a realisation among the participants that a marketing
approach should be integrated into the activities of the Organisation.
50
Theme 7: Resource Attraction
Resource attraction is the main function of marketing. This theme addresses fundraising
specifically, but other resources such as volunteers and the attraction of gifts are also referred
to.
Active fundraising efforts hold the key to the survival of nonprofit organisations. The
fundraising efforts employed by the Organisation were evaluated in the focus group as being
too conservative. The Organisation utilised an "outmoded" and a "begging" modality in
fundraising. These include activities such as tin collections at shopping centres and
sensationalist pleas in the local community newspaper. As a result of new and creative
innovations by other nonprofit organisations they are rapidly penetrating the local donor
market, much to the detriment of the organisation under study.
The Organisation is seeking effective fundraising methods. In the absence of a post created
specifically to focus on this area, the Organisation would unfortunately continue to deploy this
function to somewhat unskilled volunteers and in the recent past, to overworked social
workers. From a strategic management perspective this is a recipe for disaster. However,
from a marketing management approach, the ideas that are generated that gives hope to
developing effective fundraising methods within the current constraints.
The focus group addressed some components which should be looked at:
adequate and effective recruitment and training for volunteers;
conducting a comprehensive human resource audit, to identify the skills and
knowledge base of the-role-players;
developing a portfolio for the marketing of services " within a marketplace of ideas"
(Fine, 1981:7) and out of this , fundraising possibilities will evolve; and
within a stable fiscal climate within the organisation, the creation of a post directed
towards the co-ordination of marketing and fundraising initiatives.
51
These ideas will be utilised during the design phase.
The Nonprofit Organisations Act (1997) which replaced the Fundraising Act (1978), is a
piece of legislation designed to create an enabling institutional environment for nonprofit
organisations to generate income. It removed the restriction that made it illegal to raise funds
from the public without an authority through registration to do so. It thus created a more
flexible framework for fundraising. This approach promoted the development of fierce and
vociferous competition for resources and this has been to the detriment of the Organisation.
Within this current climate of limited resources and competition for these resources, a
strategic approach is what is called for. This view recognises the importance of co-ordination
between user and funder. Although reference has been made to this in a previous theme,
Lovelock and Weinberg (1984:469) comments that "donors contribute and government
provides funds based on their assessment of the need for and the worthiness of the services
delivered and the programs provided". Therefore the management within the Organisation has
a justifiable case for building fundraising efforts into the workload of the social workers.
From a review of the Organisation's financial position, it is evident that, within the near future
it is unlikely that the Organisation will become entirely self-reliant. A heavy burden is placed
on the need to engage appropriate marketing initiatives, if indeed the Organisation has a
chance to continue to play a pivotal in communities it serves.
Theme 8: Competitors
Information and analysis about the nature of the competitors that the Organisation faces is
addressed in this theme. The general consensus was that there are too many competitors
within the same market for the same resources. Within the context of service provision, the
competition normally exists around funds, the focus group confirmed that the Organisation
52
has not experienced any competitiveness for service users, including paying clients, nor for
volunteers.
So it seems that the predominant competition that the Organisation faces is that of financial
resources. Several nonprofit organisations actively generate funds within the local market.
The focus group unanimously agreed that this seriously impedes the Organisation's attempts
to raise funds, as the donor market has already been tapped.
The competition analysis within the for profit (business) sector is harsh, as the strategy is to
ameliorate all competition by what ever means necessary, Kotler and Armstrong (1996: 515)
provides input on selecting those competitors to attack and those to avoid. This suggests the
cut throat nature of securing the consumer within the business sector.
Within the nonprofit sector the ethics of a strategic approach to competitors raises
much debate. The one school of thought holds the view that organisations with a similar
mission should not be in competition with each other as this fragments the services. The view
held here is that being humanistic in nature, organisations should rather strive to work
together. The rationale is that in ensuring greater networking, duplication of resources is
diminished and thus saving of resources occurs. Hence, the energies that would be used in
fierce competitive battles would be more effectively used elsewhere.
Epsy (1993:81) believes that this is true only in an ideal society. She maintains that nonprofit
organisations do compete with each other, with very much the intensity that are employed by
the for profit sector. As funds are limited and the demands great, organisations within this era
would be selling itself short if it does not consciously identify and study the extent of the
competition that exists in its marketplace. Thus, competition does not only fall within the
realm of the business sector, the scope for competitive marketing for the Organisation under
study, is broad.
53
As the same market is targeted, the Organisation is challenged to present an appealing
package of itself to those who control the purse strings.
Theme 9: Knowing the Environment
This theme on the environment, in one form or the other, permeates all the other themes that
have been addressed in this section. Due to the magnitude of this particular component much
deliberations emanated on this during the focus group discussions. At the risk of being
repititious it was felt that this component requires comment on its own. This theme is also to
a large extent a summary of those dimensions of the environment that has preceded this
theme.
An examination of the conditions within the environmental context in which the Organisation
operates is a critical component in marketing. Epsy (1993:68) comments that an organisation
who is abreast of changes in their environment "will have additional weapons in a war of
survival."
The discussions on the environment can be placed into the categories of the micro, meso and
the macro environment. The first two environmental types have already to a large extent been
commented upon. They include:
(i) Micro-environment
This is the internal environment of the organisation and includes the components such
as finance, service delivery, personnel and infrastructure. These aspects have been
fully analysed in a preceding section where the documentation of the annual reports
of the organisation was interpreted. The comments during the focus group
discussions on the micro-environment to a large extent echoed the findings that
emerged from the analysis of the documentation. Concerns were expressed in the
focus group about the "severe financial constraints" facing the Organisation. The
54
views held by the focus group was that "something different is required" to enable the
survival of the Organisation. This point eludes to a strategy in marketing that is
required in the Organisation.
Meso-environment
Palmer and Cole (1995:18) refers to the meso-environment as the immediate external
environment of the organisation. It includes the components of the donors, the service
users as well as the competitors. The components of this environmental type has been
a point of much discussion in the focus group. It has been fully analysed as separate
themes in this section and no further comment is necessary.
Details and analysis of the third environmental type will now be given.
Macro-environment
Kotler and Armstrong (1996:74) refers to the macro-environment as those forces
in the larger environment of the organisation that shapes opportunities and poses
threats to the organisation. It is those larger societal forces that influences the
organisation's ability to meet its objectives. The focus group discussions on the
macro-environment focused on the social welfare environment, the economic
environment as well as the demographic environment. Although the political
environment, technological environment and legal environment also constitute the
macro-environment (Palmer and Cole,1995:19), no reference was made to this in the
focus group.
The social welfare context has been extensively commented on when the
theme on Service Delivery and on Consumer Analysis was reported. The
focus group commented that the transformation of the social services sector
through the legislative pieces of the White Paper on Social Welfare (1997),
the Financing Policy (1999) as well as the Nonprofit Organisations Act
55
(1997), provides the Organisation with the impetus to become relevant and
appropriate in its delivery of the services. Despite this, the group concluded
that nonprofit Organisations like the one under study are not only expected
to perform but desperately need to survive as well.
The Economic Environment
Constant reference in the focus group was made about the declining state of
the economy. In the Government's Report to the Nation (1998:32) they
confirm that the GDP growth was lower than anticipated. GDP refers to the
Gross Domestic Product and is usually taken to mean the wealth of a nation,
as it is the annual output of goods and services (Burkey,1993:4). So by this
criteria alone, it would appear that growth is not taking place in the manner
expected which confirms the sentiments of the focus group. Gerber, Nel and
Van Dyk (1997:3) adds that the high rate of unemployment and low
productivity ratio are those factors which inhibit the natural growth in this
country.
These factors contribute towards the impact of poverty that is felt in the
communities. The governments macro-economic strategy is planned to
provide direction to government spending in accordance with formulated
national priorities of which income generation is one area. The following two
components of this framework impacts directly on social services
(Government's Report to the Nation,1998:47):
through the medium term expenditure framework (MTEF), which is
a budgetary reform measure that initiated a tree year budgetary
planning process, there is a shift in spending towards social
development and poverty alleviation;
through a recognition of the role played by the private sector in adding
value to the economy, an enabling environment is created for this
56
sector, an example of this is the government's promotion of the small
business support programme
Despite the fact that the economic growth is not taking place as expected,
these components suggest a strategic attempt by the government to address
imbalances of the past.
This comment on the economic environment shows that social services
through its developmental approach is placed at the centre of conditions such
as pervading poverty and growing unemployment. Social services are
expected through its delivery to make fundamental improvements in the lives
of people through income generation interventions designed at promoting the
self-reliance of the recipients of the services and ultimately at promoting the
economic growth of the country.
Demographic Environment
This environmental component has already been deliberated upon when the
consumer behaviour was discussed. The focus group adequately captured the
profile of the users of the services at the Organisation. For Kotler and
Armstrong (1996:74) demography refers to a study of the human population
in terms of size density, location, age, sex, race, etc. To delve into all these
aspects would fall out of the scope of this study suffice to add that according
to the Boksburg Local Council (1998) the population figures for the area was
placed at 342 000. The highest density in terms of location is in the area of
Vosloorus. This is the most disadvantaged sector of the population.The
poverty indicators show high rates of unemployment, homelessness and
overcrowding (Boksburg Local Counci1,1998).
This brief overview of the demography of Boksburg shows that through
57
appropriate, relevant and co-ordinated intervention, this community can
greatly benefit and develop.
It is evident that the environment reflects a society in transition. New demands,
expectations and policies influences the environment and ultimately impacts on the
Organisation. To derive the most from the opportunities prevalent in the environment
and to minimise the threats, an organisation needs to be fully informed about its
environment.
The figure below is adapted from Palmer and Cole (1995:18) it summaries the bigger
picture of the environmental milieu of the Organisation.
Macro Environment
Economic Environment Environment
Social Welfare Demographic Context Environment
Figure 3.2: The Organisation's Marketing Environment
58
The findings that emerged will be conclusively addressed in a later section on Confirming the
Development Goal. This section concludes the themes that emanated from the focus group
discussion.
3.4 ADDITIONAL INFORMATION GATHERING
The literature control has been integrated into the themes that emerged from the previous
section. This section seeks to address additional components in the theory of marketing
which were not addressed in the focus group but are important if a marketing strategy has to
be developed.
3.4.1 AN OVERVIEW OF NONPROFIT MARKETING
Nonprofit organisations are diverse, they involve among others health, education, arts,
welfare. In America, organisations operating in the not-for-profit-sector account for about
20% of all economic activity (Palmer and Cole,1995:22). So they are a force to be reckoned
with.
This input will focus on the social services sector. By definition nonprofit organisations do
not seek to make a profit, it has been said that the profit component in nonprofits should be
the impact of services on the consumer, it is the reward to the organisation for fulfilling its
purpose (Lovelock and Weinberg,1984:161). At the core of all marketing initiatives is the
notion of transactions. Kotler and Armstrong (1996:11) refer to transactions as the exchange
of values between two parties. However, for the nonprofit sector such as welfare services,
difficulty lies in determining the value of the product, as the product is often intangible, no
financial payment is made by the user of the service and delivery often happens at the same
time as consumption (Blythe, 1998:8).
59
An added complexity in nonprofit marketing is the identification of the consumer. Boone and
Kurtz (1995:24) confirm that this is the key distinguishing factor between for profit marketing
and nonprofit marketing, as nonprofit organisations face multiple consumers. In addition to
service users, sponsors as well as politicians form part of the consumer market. A marketing
strategy can guide the intervention approach that the organisation should have with its various
consumer types.
Nonprofit marketing starts from the premise that opportunities are available and should be
uncovered to secure the resources that organisations desire. Marketing is the tool that can
help organisations to improve their effectiveness in achieving objectives and in maintaining
or improving their financial viability (Lovelock and Weinberg, 1984:3). It is an approach that
offers organisations with an opportunity to not only work harder but to think differently
(Stoner,1986:4 I )
3.4.2 THE MARKETING STRATEGY
Marketing is more than a set of activities concerned with research, planning, programme
development and implementation. It is the bridge linking the organisation with its external
environment, providing orientation towards its customers and other constituents, and helping
the management to position its efforts against those competitive forces, while a strategy is a
specific plan of action against which goals are measured (Lovelock and Weinberg,1984: I 0-
14). Epsy (1993:29) adds that planning for a sound strategy is vital to a well-planned
marketing programme.
The following processes generates a strategy:
1. Defining the Mission or Purpose of the Organisation
The mission is a statement that spells out what the organisation seeks to do, by
encompassing its broad goals and values. It should not be too general so that it is
60
meaningless nor should it be so specific that it becomes an objective. A mission
statement must guide the organisation through difficult decisions. Before any
intervention can take place the mission of the organisation must be clearly spelt out.
Environmental Analysis
Knowledge of an organisation's internal and external environment is an integral part
of the marketing strategy. An assessment of the environmental forces provides the
organisation with insight on the opportunities and threats that are prevalent
(Kotler,1988:51). This information will determine the direction that the organisation
will chart for itself. This analysis is critical to the nonprofit sector because of the
complexity mentioned above.
To be successful an organisation should adapt itself to embrace the trends and
developments in its environment. As a changing and uncertain environment can deeply
affect the organisation (Kotler and Armstrong,1996 :93).
Setting Objectives and Goals
Goals and objectives seeks to operationalise the mission statement. Lovelock and
Weinberg (1984:165) comment that " without specific and measurable objectives, the
organization's mission cannot be translated into action, it merely becomes a statement
of good intentions". Goal formulation includes benchmarks determined as well as
time frames for its accomplishments. Kotler (1988:55) maintains that the objectives
should be hierarchically arranged from the most to the least important.
Formulation of a Marketing Strategy
While a strategic marketing process refers to the steps taken to allocate resources to
programmes, the marketing strategy itself is the means by which the goals are to be
achieved (Berkowitz et al.,1994:587). A strategy involves planning, implementaticn
and control.
61
Planning
In general terms it is a plan to enable an organisation to reach its objectives. The
determination of benchmarks and the allocation of time frames form important
components of the marketing strategy as it serves a measurement tool to not only
determine what should be attained, but also the period in which it should be reached.
For a marketing strategy to be effective, measurable and achievable goals have to be
set, the plans would have to be clear and specific as well as controllable and flexible
(Berkowitz et al.,1995:587). Otherwise the organisation runs the risk of experiencing
implementational problems.
Implementation
The implementation phase refers to those sets of activities that intends to execute the
marketing programme. It is a comprehensive and systematic process in which
the attainment of the organisations objectives is strived for (Lauffer,1986:31).
Control
This task measures results and compares it with the plans. It evaluates and corrects
the limitations (Palmer and Cole,1995:306). It further seeks to refine the
implementation by referring the activity back to the planning phase.
3.4.3 SUMMARY
Marketing as a discipline augments that of social services, yet a marketing orientation does
not accompany the management plan of many organisations (Lauffer,1986:31).
This section sought to highlight the various dimensions of a marketing orientation in the
nonprofit social services sector. It is apparent that for organisations to be effective a strategic
approach is what is needed.
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3.5 DETERMINING FEASIBILITY
To determine feasibility is to undertake a fact finding inquiry to establish whether the
development of the design faces any risks in its implementation (Thomas in
Grinne1,1981:599). The following factors, taken from Rothman and Thomas (1984:146-149)
are included in a feasibility study:
3.5.1 TECHNICAL FEASIBILITY
This factor seeks to establish whether the design i.e. a marketing strategy is feasible
in a social services context. It has been confirmed that marketing augments social services
norms and practises, in so far as its administration, planning and organisational practises are
consistent with each other. Therefore, it can be said that the technical feasibility has been
reached.
3.5.2 ORGANISATIONAL FEASIBILITY
This refers to the ability of the organisation to carry out the proposed design.
The focus group interview showed the insight of the participants pertaining to
marketing within the Organisation. They further expressed a need for a guide to
implement a marketing strategy. Despite the fact that additional skills are required, a
commitment in the implementation by the personnel has been confirmed.
The study is fully supported by the Management committee as they see it as a tool
that can address the identified problems.
Basic information technology; in the form of computers, faxes and photocopiers, are
available for the implementation of the design.
It is evident that organisational support exists.
63
3.5.3 FINANCIAL FEASIBILITY
The paradox that the Organisation faces is that on one hand, to develop and implement a
marketing strategy is almost a luxury that the Organisation cannot afford, while on the other
hand, there is an intuitive understanding within the Organisation that a marketing strategy is
necessary for its survival. As such a limitation exists because the Organisation does not have
a budget for the development and implementation of the design. The study is carried out at
the researchers own cost.
3.5.4 USE FEASIBILITY
Through the meaningful input made in the focus group discussions, it is evident that a
great interest exists by the personnel to have a tool that can guide their marketing efforts.
Therefore the design promises to have great utility value in the area of intervention for which
it was developed.
It has largely been confirmed that feasibility for the design has been ensured.
3.6 CONFIRMATION OF THE DEVELOPMENT GOAL
This section revisits the developmental goal that had already been set, by assessing the
findings that are formulated and on the basis of this ratifying the goal.
3.6.1 FORMULATION OF FINDINGS
The data analysis of the preceding sections brings to light the following findings:
(i)
The Organisation experiences a state of depleting resources.
The increasing demand for operational expenditure is largely based on the growing
64
demand for increasing services. This state of depleted resources is also strongly felt
by the spirit of wanting to overcome adversity and to progress during this era, as there
is no plan within the Organisation to increase the human resources involved in the
implementation of the services.
The Organisation also shows enormous resilience during this difficult period. Despite
serious financial constraints, it has been able to reduce its financial shortfall over a
four year period. In its analysis of itself through a platform such as a focus group, it
has displayed a openness towards critical self examination in a spirit of wanting to
overcome adversity and to make progress.
From a study of two major donors, it is apparent that donors have strongly aligned
themselves with the transformation indicators for welfare, as determined by the
government. To secure funding there is a strong emphasis that organisations must
show sustainabilty and self-reliance and not to develop a dependency on the funds.
The Organisation's focus on poverty through the meeting of basic needs means that
some of the services are consumable in nature. This has serious implications for the
sustainability of these programmes and the ability to meet the expectation created by
the donors is impaired.
The Organisation has no marketing strategy. It has a haphazard marketing orientation
and there are gaps in the following areas:
it is not integrated and co-ordinated
the process of marketing is not systematic and organised
O
it is not focussed in that it does not have a product orientation
there is no growth strategy
By the same token it was felt that limited skills exist among the role-players to
adequately initiate marketing efforts.
65
Gaps were identified in the Organisation's informal communication patterns. The
focus group felt that the information given out to service users were inconsistent and
at times distorted. This has serious implications as it impacts on the credibility of the
Organisation.
The resource attraction strategies employed by the Organisation was labled in the
focus group as outmoded, conservative and ineffective. Furthermore, it was agreed
that the Organisation's competitors have seized the major donors in the market,
through the use of innovative and creative use of fundraising techniques.
The role-players within the Organisation was found to be representative of the
community served. In addition to the service delivery strategies, the Organisation was
found to be employing developmental principles in its internal operations as well. The
role-players are involved in decision-making. Open, consultative processes are held
and opportunities at building the capacities of the role-players are exploited.
Through an analysis of the environmental forces it was evident that the environment
is a constantly changing one reflecting a society in transition. For an organisation to
overcome the negative forces of a turbulent environment, it is evident that
comprehensive insight of that environment is required.
These aspects concludes the findings that were derived from the analysis of the problem areas.
This chapter confirmed the problematic condition as being:
that the Organisation is experiencing a state of depleted resources; and
the innovation currently used by the Organisation through its marketing efforts are
inadequate and ineffective
66
Hence, there exists a need in the Organisation for a formulated strategy in marketing that can
contribute to alleviating the problematic conditions. Therefore the goal set out for the study
is ratified by this findings from this phase of problem analysis.
The goal set is to develop a marketing strategy that can be utilised by Child Welfare,
Boksburg, is confirmed.
3.7 CONCLUSION
This chapter forms the crux of the study. It systematically set out to create an understanding
of the internal environment of the Organisation. The analysis of the Organisation's annual
reports not only provided information on its financial status but also provided insight on the
services delivery, the personnel profile as well as the infrastructure available within the
Organisation.
The conclusion that can be reached on the financial situation is that although constraints exists
and the deficit is continuous, the Organisation shows resilience towards surviving during this
difficult time.
The focus group interview held not only reviewed the state-of-the-art of the current
marketing strategy employed by the Organisation but it also provided further insight on the
internal functioning of the Organisation. Eight incisive themes on the orientation that the
Organisation has towards marketing emerged. Among them, the state-of-the-art confirmed
that the Organisation has an outmoded and haphazard approach towards marketing and that
the marketing responsibility is placed on unskilled volunteers and overworked social workers.
The compelling view expressed here is that marketing forms an integral part of the entire
functioning of the Organisation, with it being a part of every role-player's function from the
receptionist to the management committee. This is an area in which the Organisation fall very
short and much work needs to be done.
67
To augment the findings that were formulated, additional information gathering was
undertaken and a feasibility study embarked upon.
This chapter confirms that the need does exist in the Organisation for a strategic plan in
marketing. It is through the strengths identified within the Organisation, that the confidence
exists that a marketing strategy will provide the Organisation with the impetus that it needs
to continue playing a pivotal role in the community it serves.
The next chapter sets out do develop the innovation for the Organisation to set it on a path
to a renewed approach in marketing.
68
CHAPTER FOUR
DESIGN
4.1 INTRODUCTION
Through a systematic approach of Problem Analysis and Information Gathering in the
previous phase; certain key problem areas were identified, research findings were formulated
and conclusions were reached. This phase in the research process constitutes the moving
away from the research findings towards the formulation of concrete action plans (Thomas
in Grinnell, 1981:601).
The table below captures the steps and operations that are involved in this phase.
Table 4.1 Steps and Activities involved in the Design Phase
DESIGN PHASE
STEPS OPERATIONS
Problem Specification . Re-visit the problem areas
Intervention Objective • Statement of the intervention objective
Design Domain • Distinguishing between fixed elements and those singled out for attention
Design Requirements • Specification of two design requirements
Design Problems • Defining specific problems which impacts in the design
Conversion and Intervention Design • •
Forming generalisations Practise guidelines
From Design to Product • • roduct
Arrangement and presentation of the new
69 Rothman and Thomas (1994:172) specifies that the task of the design phase " is the creation
of a conceptual formulation or plan that specifies the general form of the intervention which
satisfies the goal requirements". It is phase of planned change, leading to the development of
the social intervention.
4.2 PROBLEM SPECIFICATION
In this section the problem areas as defined in the previous phase are re-visited. The problem
definition takes form in specific operational terms, where a full and comprehensive description
of all the problem elements is provided.
The Organisation under study is the largest child and family care organisation within the
geographic boundaries of Boksburg, playing a pivotal role in the lives of people. It is
functioning in a changing environment, particularly pertaining to the funding scenario, where
new demands are placed by funders on their prospective beneficiaries. This short contextual
information has set the basis for the specification of the problem areas.
The two key problems were identified in chapter two:
1. The Organisation is experiencing a state of depleted funding.
An analysis of the financial records show that the Organisation is not able to
generate the income required to meet its operational expenditure, this is
reflected in a financial deficit (see table 3.2).
In addition, a comparative analysis of the services as reported in the annual
report of the Organisation over a four year period showed that there is a
growing demand for an increase in service, the services delivery has in fact
increased significantly.
There is no plan by the management to increase the number of personnel nor
to increase any infrastructure within the Organisation, despite the increase in
the services. In fact, the staff complement had decreased over the four year
period.
70
These elements contribute to the finding that the Organisation is experiencing a state
of depleted funding.
2. A review of the state-of-the-art of the marketing approach employed by the
Organisation through the use of focus group interviews, showed it to be inadequate
and ineffective (see section 3.6.1). The following elements emanated from the
interviews include:
The Organisation has a haphazard approach to marketing. There is no co-
ordinated and integrated strategy.
The personnel require additional skills to be competent in marketing.
The resource attraction strategies employed by the Organisation were labled
as outdated, conservative and ineffective.
Gaps were identified in the Organisation's informal communication patterns,
as the messages given out were often distorted.
These elements confirm that the intervention of the Organisation in terms of
marketing is inadequate. It shows that suitable intervention does not yet exist in the
Organisation pertaining to marketing.
Through the specification of the key problem areas it has become evident that the
Organisation will be able to benefit from a formulated strategy in marketing.
4.3 INTERVENTION OBJECTIVE
The intervention objective refers to a statement of the desired change in the problematic
condition ( Mullen in Rothman and Thomas, 1994:167).
Within this context the intervention objective is:
to develop an efficient and effective marketing strategy for Child Welfare, Boksburg.
O
•
•
71
The need for this innovation has emanated from the nature of the problematic condition. It
seeks to provide a problem solving paradigm for intervention with the aim of achieving the
desired change.
4.4 DESIGN DOMAIN
The critical feature in this step is the breakdown of the findings formulated in the previous
step into specific elements. Thomas (in Grinnell,1981:601) refers to this as the " transition
consists of converting descriptive generalisations to action prescriptions".
This step not only simplifies the design task but also directs the course of the design activity.
In distinguishing the elements that are required for intervention, a decision has to be made
between fixed elements and those that should be singled out for intervention. The previous
chapter provided insight on these two components, they are once again highlighted below:
Fixed elements refers to those elements within the context of the Organisation that are
constant. The following elements are examples of this:
financial constraints within the Organisation;
O
limited infrastructure and personnel;
increasing demand for services; and
a changing environment.
Elements singled out for attention are:
fierce competition for limited resources;
limited skills among the role players;
new expectations from donors; and
the need for a formulated marketing strategy.
72
These elements suggest that there is a narrow domain in this design. An advantage of a
narrow domain is that it allows for the intervention effort to be sharply focussed and intensely
formulated. The disadvantage however, is that a narrow domain precludes giving attention
to other components that could be included in the design. To guard against this, this study has
made provision for complementary and integrated components to be developed in a further
study should the need exist.
4.5 DESIGN REQUIREMENTS
The design requirements refers to the conditions that the intervention is meant to satisfy.
Such conditions focus the design work and indicates requirement that the innovation must
meet (Rothman and Thomas,1994:170).
For this study the following design requirements must be satisfied:
• the design should be capable of being implemented by relatively unskilled personnel;
and
the design should be flexible enough to be applied to other settings.
These design requirements ensure that the design work remains focused.
4.6 DESIGN PROBLEMS
In this section provision is made for identifying unresolved issues regarding the elements of
the intervention. The main function of identifying design problems is to provide a bridge
between the objectives and requirements, and subsequent steps of the design.
The following questions will lead to the identification of any design problems:
What information components are required to formulate the framework?
As the Organisation has no budget for fundraising and marketing, will this impact
73
on the implementation of the design?
• As the marketing task is the role of all the personnel, will this not lead to a fragmented
approach?
The identification of design problems at this stage of the design process will ensure that the
design work is addressed in a more inclusive manner.
4.7 CONVERSION AND INTERVENTION DESIGN
Conversion and intervention design refers to a process where the information gathered in the
previous phase is converted into basic action plans which in turn will enable the formulation
ofmore specific, situational interventional concepts (Rothman and Thomas,19941172). These
concepts form the plan for the development.
The information components are arranged into generalisations and formulation of practise
guidelines.
4.7.1 FORMING GENERALISATIONS
These guidelines are broad descriptive summaries of the information gathered, as well as the
findings formulated during the phase of problem analysis.
The findings regarding the Organisation yield particularly interesting information. It
showed that the Organisation displayed a strong propensity to critical self examination
when addressing its shortcomings in its services as well as in its marketing approach.
This sets an enabling environment for the development and implementation of the
design.
O
The overview of the external environment showed it to be a changing environment i.e.
one in transition. The generalisation formed here is that a changing and a turbulent
environment creates great uncertainty in organisations, and could impact
74
on the ability of the Organisation to function effectively (Kotler and
Armstrong,1996 : 93 ).
From the difficulties encountered by the Organisation i.e. financial constraints,
changing demands from donors, fierce competition for scarce resources; the need for
a marketing plan is paramount.
Strategic planning in marketing is important because it creates a plan for the survival
and growth of the Organisation.
4.7.2 PRACTISE GUIDELINES
The practise guidelines evolves from the generalisations that were formulated above. It is
intended to yield workable design concepts thus guiding the design process (Rothman and
Thomas,1993 :172).
Key guidelines based on the contextual information will be reviewed, this will set the basis for
the design that will be formulated in the following step.
1. ANALYSIS OF THE ORGANISATION'S MISSION, GOALS AND OBJECTIVES
This is the means in which the Organisation defines the services, products and image
that it desires. This analysis includes the analysis of the Organisation's core business
areas as well as the formulation of a marketing mission. Epsy (1993:29) asserts that
the value of this lies in the fact that marketing should be an integrated part of the
organisations overall strategy, failing to do so could result in fragmented marketing
efforts supporting poorly conceived programmes.
The mission of the Organisation now be will now be shown. This exercise is not
intended to embark on the analysis itself but merely to delineate a broad basis for an
analysis.
75
The mission of the Organisation reads as follows:
to serve the rights, well-being and dignity of children and their families;
to mobilise, develop and enhance resources that will promote the preservation
of family life; and
to support the UN Convention on the Rights of the Child.
When analysing the mission, cognisance should be given to the following areas:
it should neither be too narrow nor too broad;
it should define the distinctive competencies of the Organisation (Kotler
and Armstrong,1996:36); and
the mission should be capable of being translated into specific and measurable
objectives (Berkowitz,et al, 1994:36).
In analysing this component of the marketing strategy it is evident that there are many
elements in this mission statement that needs to be addressed.
From the mission, four core business areas emerge, and these are defined as:
a strongly child focus service where child protection is a high priority;
family preservation interventions;
poverty alleviation programmes; and
capacity building and resource creation strategies.
Programmme utilisation is a key component in a marketing strategy. The following
characteristics taken from Kotler and Andreason (1991:166) will have to addressed
here:
it will have to be customer centred;
it will have to differentiate the Organisation from its rivals;
it will have the potential to be sustainable; and
it will have to be flexible.
76
This analysis starts the marketing strategy because it is the fundamental definition of
the Organisation and its role in the community it services.
2. ENVIRONMENTAL SCANNING INVOLVING MARKET SEGMENTATION
The value of knowing the environment in which the organisation functions is
fundamental to a marketing strategy. Much deliberations in section 3.3.1.2 had
already taken place on the micro, meso and macro environment of the Organisation.
It will not be repeated here suffice to add that the value of a situation analysis through
environmental scanning is that it " identifies market opportunities, defines market
segments, evaluates competition and assesses the organization's strengths and
weaknesses" (Cravens,1997:14).
From these deliberations through an analysis of documentation as well as discussions
in the focus group, it became apparent that the Organisation is not fully informed
about the environment in which it functions. This practise guideline sets out to assess
the components of the environment, to equip the Organisation in a guided approach
to knowing its environment.
(i) Micro- Environment
This constitutes an analysis of an Organisation's ability to assess itself. The
content in the focus group suggested that the Organisation has a strong
propensity to do so. Epsy (1993:36) rates this as a strength because a honest,
diagnostic check pertaining to the organisation's capabilities, history,
successes and failures are all important to the organisation's ability to plan for
its future.
77
In addition an analysis of the following components are essential:
An assessment of the skill base and capacities of the personnel;
Assessing what motivates the staff, volunteers and committee
members;
An evaluation of the Organisations budgetary planning; and
Utilisation of programmes as discussed above.
In general terms the analysis of the micro-environment should be able to
generate findings on the Organisation's strengths and weaknesses (Kotler and
Andreason,1991:165).
(ii) Meso -Environment
This refers to the variables within the immediate external environment of the
organisational milieu (Palmer and Cole, 1995:18). Within the context of the
Organisation it is the consumers; in the form of the users of the services and
the donors, as well as the competitors which have a direct impact on the
functioning of the Organisation.
(a) Consumer analysis
This analysis is crucial to the functioning of the Organisation, it involves
knowing the needs, interests and capacities of the constituencies of both the
users of the service as well as the donors. A marketing strategy is built by
focusing attention on the organisation's consumers, defining them and their
interaction with the organisation, and assessing their satisfaction with current
product and services (Miaoulis,185:54 and Hannagan,1992:22).
An analysis of the users of the service refers to a more comprehensive
situation analysis of the demographic environment by assessing trends, focal
points, poverty indicators, etc. This is also linked with the aims and objectivcs
of the Organisation in terms of whether the Organisation is
78
reaching it target group. The analysis of the Organisation in the focus group,
showed a very broad target group as highlighted below:
the unemployed and those who suffer abject poverty;
HIV/AIDS infected and affected families;
families experiencing social problems such as substance abuse,
domestic violence;
child abuse in its various manifestations;
neglect, abandonment and orphanhood in children;
grandmothers as primary care givers.
Epsy (1993:42) clarifies that strategic planning allows the organisation to
identify and prioritise the needs of the consumers as fitting into the mission of
the organisation. Therefore, questions around the effectiveness in delivery
should begin to be asked when an organisation faces such a wide target of
service users, under the resource limitations encountered.
The donors analysis shows a high expectation of donors to support
organisations which have actively addressed the transformative issues in
Welfare while at the same time meeting their own self interest for social
responsiveness (Sega1,1993; Murray and McCallum,1999).
When embarking on an analysis of the donor market, a data base of the major
fenders would need to be compiled and their expectations ascertained. It is
with this information on hand that the Organisation can begin a process of
persuasion and penetration of the donor market.
(b) Competitors
From the -analysis of the focus group in section 3.3.1.2, it has been shown that
vociferous competition exists for the scarce resources. In addition the
79
Organisation under study has been found to be employing ineffective
fundraising strategies. The Organisation should list its competitors and begin
an analysis of their strategies.
(iii) Macro -Environment
Knowledge of an organisation's macro-environment will provide an
organisation with information to assess the opportunities available to it as well
as to ascertain the threats that are prevalent.
It is the information on the economic forces, the technological aspects as well
as political aspects that is required by the Organisation to contribute towards
an overall knowledge of the environment in which it functions. Some
comment on the macro-environment has already been provided during the
analysis of the focus group.
From the overview provided it is apparent that knowing the environment is an
important component of a marketing strategy therefore a full environmental
scanning is imperative.
3. DETERMINING A MARKETING STRATEGIC PLAN
A marketing strategic plan forms the crux of the implementation of the innovation.
This component of the design draws heavily on all the preceding components with
almost a risk of repetition. It is the component in which the most work gets done.
The marketing strategy includes the following:
(i) Marketing Mix
Marketing Mix is the design and promotion of services and materials for
the target audience. This was previously referred to as the four P's in
80
Marketing i.e. the price, products, place and promotion (Epsy,1993:20).
This concept has now evolved beyond these issues, it is the controllable
variables in the marketing process, including the tools that the marketer uses.
It refers to the following areas (Terblanche,1989:182):
The tangible programme (product).
The service component of the organisation would have to be analysed
through a systematic exercise to determine its relevance and
appropriateness (Lovelock and Wright, 1999:15)
The cost of intervention.
This refers to the price considerations of the product as well as an
assessment of the cost effectiveness in the delivery of that service.
The distribution and utilisation of the service.
Within this context an evaluation is undertaken to determine whether
the interest of the consumer is served.
A review of these facets would yield valuable information on the services that the
organisation renders, its effectiveness and the outcomes reached.
(ii) Marketing Task
This is the action plan of the strategy. It is the process of resource attraction,
resource allocation, penetration of the market as well as the persuasion of the
consumer.
Resource attraction refers to the plans that the organisation uses to
bring finances, fees, volunteers, committee members and other
resources into the organisation to enable it to carry out its functions.
It has already been identified in the study that the strategies in
resource attraction are conservative and outdated. A marketing
strategy calls for a co-ordinated process to secure the resources
required by the Organisation.
81
Resource allocation is "the process of using or expending the financial
resources in an effective, efficient manner in order to fulfill the
organisation's mission" (Epsy, 1993:52). This plan is closely linked
with the budgetary planning exercises mentioned in the internal
environment.
Penetration of the market refers to those aspects associated with the
competitive forces within the Organisation. Penetration is a task linked
with promoting the Organisation and creating visibility.
Persuasion of the consumer falls within the domain of the previous
aspect as it looks at ensuring that a relevant and effective service is
rendered to the user of the service while also motivating the donor to
consider the organisation as a beneficiary.
These areas form the basis of the marketing task. It is closely linked with the task of
the environmental scanning.
(iii) Marketing Segments
This refers to the process of converting a heterogeneous environment into a
homogenous one by using certain criteria i.e. geographic, demographic or functional
considerations (Epsy,1993:60). The process of segmentation began earlier when the
questions were asked about the boundaries of the Organisation's service areas. Being
the largest child and family care organisation in the geographic area of Boksburg,
lends serious considerations to the Organisation giving thought to demographic and
functional segmentation. As the Organisation cannot be all things to all people, by
asking the following questions the Organisations begins an exercise of segmentation:
Should the Organisation develop areas of speciality?
Should it gear its services to crisis intervention in a generic context or should
offer long-term services directed at re-unification?
To what extent should the Organisation focus on only one target group
82
i.e. only to services for abused children?
This process of segmentation simplifies the strategy and guides the process of
implementation.
IMPLEMENTATION STRATEGY
Implementation is the process to make the plans a reality (Epsy,1993:45). It often
involves a process of pilot testing to lend impetus to the evaluation of the design.
For the purpose of this study a pilot test will not be done but a process of a preliminary
evaluation will be embarked upon.
EVALUATION
Evaluation forms a critical component of the process of the development of a new
innovation. It serves to test the value of the design and then to revise and refine it before
it is disseminated and adopted. The scope of this study allows the evaluation to be
undertaken in its preliminary form. It will be addressed as a section on its own, suffice to
add that elements such as efficiency, cost and quality assurance will be addressed
(Rothman and Thomas,1994:276).
4.8 FROM DESIGN TO PRODUCT
The above aspects will now lead to the formulation of the framework for a marketing
strategy in the form of the framework. As much has already been commented about the
content and findings that has motivated a need for a design in marketing for the
organisation, the framework can now be presented. A framework is a structure of the
content that specifies a strategic approach to marketing (Segal, 1993:425 and Terblanche
and De Vos, 1994:302). A visual representation of the strategy now follows.
AlgALYSt&
Analysis of the Organisations Mission, Goals & Objectives Environmental Scanning
* Selection of Martketing Objectives
- Survival - Growth - Social Change
* Micro-environment - Human resource audit - Programme evaluation - Asset management - Budgetary Review * Meso-environment - Consumer analysis - Competitor assessment * Macro-environment Review of:- - Economic forces - Political forces - Technological forces
„...___
Market Segmentation Marketing Task Marketing Mix
* Marketing audit * Resource attraction * Review of * Convert a * Resource allocation programmes and
hetrogenous * Penetration and policies environment into a persuasion of the * Determine cost of homogenous one donor market interventions through: * Distribution and
- Demographic lines utilisation of the and/or service
-Functional conciderations
* Development of action plans * Communication strategy
t est ,;•.:
A Marketing Framework for Child Welfare oksburg
Figure 4.1: A Framework in Strategic Marketing
84
This framework sets out to diagrammatically represent those components that constitute a core marketing
strategy. It capture the key concepts and provides some elaboration of the tasks that encompass the
concepts and the relationship between them. The design was refined from the feedback that was obtained
from the evaluation guidelines.
4.9 CONCLUSION
This chapter set out to develop the design in a framework for marketing for the
Organisation under study. It followed the steps of Rothman and Thomas (1994) to guide the process to
the presentation of the design.
In a constantly changing world serious thought need to be given to the value of strategic planning. It is
because of these changes that flexible plans must be developed, and through regular revisions the relevance
and appropriateness in the organisation will be enhanced and its survival secured.
The design of this framework lent itself open to be adapted to different settings as well as to be revised to
meet the changing needs of the Organisation. The following chapter on the preliminary evaluation will
determine the value of the design and contribute towards its implementation. The implementation as a phase
in itself falls out of the scope of the study.
85
CHAPTER FIVE '
PRELIMINARY EVALUATION
5.1 INTRODUCTION
Evaluation forms an integral part of the Design and Development Model. Thomas
(in Rothman and Thomas ,1994:267) defines evaluation as an empirical inquiry directed
towards determining the effects and the effectiveness of the intervention.
The innovation being evaluated here is the marketing strategy that was designed in the
previous phase.
The steps and operations which underpin this phase has been adapted from Rothman and
Thomas (1994). The table below depicts the process that will be followed.
Table 5.1: Steps and Operations in the Preliminary Evaluation Phase
LIMINARY'EVALUATION
STEPS OPERATIONS
Overview of the study • Requirements of the evaluation
Tasks of evaluation •
•
•
Formulating the objectives of the
evaluation
Selecting evaluation methods
Carry out the systematic evaluation
Drawing conclusions • Formulating findings from the data-
gathered
Refining and redesigning the innovation • Defining and organising the
intervention
86
In this study a preliminary evaluation will be undertaken . This means that pilot testing and
advanced development would be excluded. The process of preliminary evaluation will test the
utility value of the design through the use of guided questions with informed individuals.
5.2 OVERVIEW OF THE STUDY
The purpose of this study is to develop an innovation in marketing for the Boksburg Child
Welfare Society. This is motivated by the state of depleted funding that the Organisation
faces, as well as the fact that the intervention on marketing currently employed by the
Organisation has been found to be inadequate and ineffective.
5.2.1 REQUIREMENTS OF THE EVALUATION
Two main requirements for the evaluation have been identified ( Rothman and Thomas,
1994:272):
The evaluation should constitute a fair test of the utility value of the intervention.
Guided questions, based on set criteria (Rothman, 1980:124 and Van
Schalkwyk,1997:247) has been used to obtain input from informed individuals both
within and outside the Organisation. The criteria, which will be highlighted later, will
set the basis for the for a test of the value of the intervention.
The intervention being evaluated should provide for the human service for which the
intervention was intended. A framework for a strategic approach in marketing, is an
intervention tool that can guide the Organisation's marketing endeavours in response
to the problematic conditions mentioned.
These two requirements have to be satisfied during the process of undertaking the preliminary
evaluation.
87
5.3 TASKS OF EVALUATION
The activities of the preliminary evaluation are captured in this step. It refers to the methods
that will be employed in ensuring that the evaluation process meets the requirements as set
out above.
5.3.1 STATEMENT OF THE EVALUATION OBJECTIVE
The evaluation objective is simply to measure the innovation with a view to obtaining
information on its relevance, completeness, clarity and flexibility. In short the evaluation
is intended to derive findings on the utility value of the design.
5.3.2 EVALUATION METHODS
The evaluation methods employed in this study falls within a qualitative method of a non-
experimental design. The procedure involves:
• selecting the assessors to engage in the evaluation process;
formulating evaluation guidelines;
presenting a copy of chapter four and the guided questions to the assessors; and
drawing conclusions from the data gathered.
5.3.3 CARRYING OUT THE SYSTEMATIC EVALUATION
This is a planned and systematic process to gather data that can be utilised to generated
findings about the usefulness of the innovation.
5.3.3.1 Assessors in the Evaluation
The innovation was evaluated within the Organisation by:
taking the product to the participants of the previous focus group, and
88
through a system of a panel the process of the evaluation was
undertaken.
The innovation was also evaluated by a source outside the Organisation:
a marketing expert from the South African National Council for Child
and Family Welfare, an umbrella body to which the Organisation is
affiliated to, participated in evaluating the innovation by the same
process mentioned above.
5.3.3.2 Guidelines for the Evaluation
The guidelines for the evaluation were taken from Rothman(1980:124) and
Van Scalkwyk (1997:247). Six questions were asked and the responses given
are discussed below.
Does the design make sense and is it clear?
This question was directed to obtain information on the relevance of the
study. The question also is an attempt to derive input on whether the design
has a direct relationship to the intervention objective.
The response received was that the design was arranged in a clear and
systematic manner, it was easily comprehended. In addition it was confirmed
that the design has a direct relationship with the objective for which it was
designed in that it provided a guided plan for the intervention strategy in
nonprofit marketing.
Does it add useful information to the body of knowledge?
There are contributions to the body of knowledge. The contributions
suggested that information on nonprofit marketing were particularly pertinent.
Furthermore, it was suggested that although the design was translated into a
89
specific conceptual framework, it also embraced a developmental
methodology through the use of the design and development model.
Does it provided insight and understanding about the phenomenon of
marketing?
The personnel in the Organisation in particular, felt that the design gave them
more information on what marketing, within its holistic context, means. They
expressed that terms such as the marketing mix provided them with insight on
the components in marketing.
In addition it was agreed that the arrangement of the design in the form of a
framework provided a clear understanding ofthe concepts and its place within
a marketing domain.
How simple and logical is the design?
It was clarified in both groups that the language used was simple and
understandable. The design was easily comprehended and it was arranged in
a logical manner. It was however suggested that more detail be provided to
the framework, as it runs the risk of being too loosely defined. As such
additional information on the interactional components of the various
concepts be determined. This was then added to the design to ensure that
structural consistency of the design was maintained.
They also added that the value of this was that the design could be
implemented by relatively unskilled role- players. This response confirmed one
of the design requirements set out earlier in this study.
90
Can the framework be generalised to other situations?
It was felt that the design could easily be generalised to other nonprofit
sectors and not only exclusive to social services, as the concepts were general
enough without being too contextualised. They also confirmed that the
framework was flexible enough to be adapted to different situations.
How useful is the model?
From discussions with participants within the Organisation, it was felt that the
design is applicable, and can be of great value to the Organisation. It was
however felt that a post specifically for co-ordinating the marketing tasks
needs to be created within the Organisation. This will determine the relational
extent of all those involved in the marketing strategy, as it was agreed that
marketing functions transcends all the functions of the Organisation.
Otherwise, the marketing initiatives run the risk of becoming fragmented.
It was once again confirmed that the design has a direct relationship with the
objective of the study.
The input given above was overall positive and confirmed that the design has utility
value for the Organisation. Although the model was not pilot tested, the information
given above is adequate to generate conclusions.
5.4 DRAWING CONCLUSIONS
This activity concentrates on assessing the ways in which the data is analysed and how
conclusions are derived from that data (Fisher in Grinne11,1981:584).
91
As clarified earlier, the data was gathered in a non-experimental manner in keeping with the
qualitative nature of this study. The value of the input lie in the fact that opportunities for
probes and elaborations became possible when the guidelines were presented.
The following conclusions can be drawn from the data:
The presentation of the design was simple, clear and logical.
This means that the design was able to be understood and interpreted.
The participants found that meaningful information was gained from the design as
new knowledge was obtained from certain marketing concepts.
The participants provided support for the utility value of the design. It was however
felt that the Organisation should focus its marketing tasks on one post profile and
therefore recommended that such a post be created. In addition, it was confirmed that
marketing functions be intergrated into the administrative and managerial components
of the Organisation.
In addition the two evaluation requirements set out in the beginning of this chapter
were realised. Firstly, the utility value ofthe innovation was determined and secondly,
through confirming that the potential usefulness of the innovation it can be implied
that the innovation has the ability to contribute positively addressing the problematic
condition of the Organisation as defined in this study.
5.5 REFINING AND REDESIGNING THE EVALUATION
The input made to the evaluation guidelines is intended to contribute to the refining and
redesigning of the innovation.
92
The changes to the design were implemented as recommended. These changes relate to:
creating a post responsible for the co-ordination of the marketing effort; and
adding detail to the interactional components between the marketing concepts
In view of this, recommendations will be made to the management body for the creation of
a post specifically for the co-ordination of marketing efforts. Also, additional detail was added
to the framework to determine the interactional components between the marketing concepts
(McCort, 1994:53). The innovation would thus have to make provision for the relational
extent of the various role players.
The innovation has been defined and organised to include these elements.
5.6 CONCLUSION
The phase of evaluation is a single most important part of the process of design and
development. It also involves part of a larger process of the research in that it undergirds
every phase. Evaluation is an ongoing process, while the results in this evaluative process has
been promising, ongoing development and evaluation would have to be conducted on other
areas of the design.
Within this context, scope was provided for evaluation to be undertaken in its preliminary
form. This means that there was no pilot testing of the design prior to the evaluation being
undertaken. The evaluation process was based on guidelines that were derived from Rothman
(1980) and Van Schalkwyk (1997).
The data generated was positive. The changes that were recommended were related to
seeking clarity on whose role is it for the co-ordination of the marketing efforts as well as the
93
relational extent of all the initiatives. This input was built into the design within the context
of the micro-environment in the environmental scanning.
This chapter concludes the phases employed in the design and development model. The
innovation was designed to address a problematic condition and the evaluation process
confirmed the utility value of that innovation. The following chapter summarises the content
of this study, it reiterates the conclusions that were drawn and finally it makes
recommendations to the management body of the Organisation.
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CHAPTER SIX
SUMMARY, RECOMMENDATIONS AND CONCLUSION
6.1 INTRODUCTION
The implementation of reform measures on government funding, new expectations from
donors, the decline in regular donations have all contributed to the financial constraints facing
the Organisation under study. In addition, the emphasis on transforming services to embrace
a developmental, strengths based approach as well as a growing demand for an increase in
services have called for the Organisation to reposition itself if it wants to not only survive but
to succeed as well.
The purpose of this study was to develop an innovation in marketing through the use of
Intervention Research.
The objectives of the study were conceptualised as the following:
to analyse the extent of the financial constraints facing the Organisation through the
study of documentation;
O to assess the current marketing approach employed by the Organisation through the
use of focus groups;
to design a framework for a marketing strategy;
to assess the utility value of this innovation by undertaking a preliminary evaluation;
and
• to make recommendations to the management body of the findings that were derived.
95
This study followed the design and development model formulated by Rothman and Thomas
(1994). It systematically addressed the phases of problem analysis, design and preliminary
evaluation.
6.2 SUMMARY
The desire to develop an intervention tool that can ameliorate the problematic condition led
to the conception of this study. The methodology of intervention research was followed using
the design and development model ofRothman and Thomas (1994). A summary of the phases
in this model will be presented.
6.2.1 PROBLEM ANALYSIS AND INFORMATION GATHERING PHASE
A systematic process of data-gathering was followed through:
a comparative study of annual reports of the Organisation as well as the review of
policy documents; and
a review of the-state-of-the-art of the current marketing strategy of the Organisation
through the use of focus groups.
The information gathered here has contributed to the analysis and identification of the key
problem areas facing the Organisation.
This exercise was conducted from a qualitative modality, where the researcher approached
the information gathering with an open mind, where meaning is derived from the subjects and
where knowledge integration was included after the data was gathered.
96
From this process two key problems were identified:
A state of depleted funding does exist within the Organisation; and
The marketing strategy employed by the Organisation has been found to be
inadequate and ineffective.
The specification of these problem areas confirmed the need for the study. It also contributed
to the formulation of findings which verified additional needs within the Organisation, it
confirmed strengths that are prevalent and identified gaps in the existing intervention. The
information from this phase set the study on its course to the design of the new innovation.
6.2.2 DESIGN PHASE
The formulation of the design phase rested heavily on work of Rothman and Thomas (1994).
It included a process of identifying design problems, specifying the design requirements as
well the conversion of the information into the product itself. This exercise ensured that the
innovation was built on a sound methodological foundation.
The information content on which the design was formulated is the following:
the need to specify a meaningful and workable mission, goals and objectives of the
study, and out of this to operationalise a marketing mission;
the need to embark on an analysis of the environment in which the Organisation
operates, through a review of the strengths and limitations of the micro-environment
as well as the opportunities and threats presented by the meso and macro-
environment;
the formulation of marketing strategy through the identification of the marketing
tasks, the clarification of the marketing mix and the importance of market
segmentation;
the implementation plan; and
the preliminary evaluation.
97
These information components contributed to the presentation of the product in the form of
a framework that is meant to represent the design diagrammatically as well as to simplify its
interpretation.
6.2.3 PRELIMINARY EVALUATION PHASE
Evaluation undergirds every phase in this study. Within this context it intends to determine
the utility value of the design. Evaluation in this study is undertaken in its preliminary form,
where there was no pilot testing and advanced development of the design.
Evaluation guidelines were developed ( Rothman,1980 and Van Schalkwyk, 1997) and these
were presented to informed individual within and outside the Organisation for comment. The
data gathered were overall promising, specifications on the co-ordination of the marketing
initiatives were made and additional detail on the interactional relationship of the concepts on
the framework was requested. Through the inclusion of these components the utility value
of the design was confirmed.
6.3 RECOMMENDATIONS
Out of the findings that have been formulated the following recommendations emerged:
6.3.1 STRENGTHS WITHIN THE ORGANISATION
1. Enormous strengths have been identified in the Organisation, among them:
an openness to critical self examination that has been identified from the focus
group discussions, this promotes an enabling environment to implement on
changes;
• the personnel in the Organisation is r'presentative of the community served;
and
98
developmental principles such as joint decision making, consultative process,
capacity building and empowerment are already employed in the Organisation.
In view of this it is recommended that these strengths be affirmed through ongoing
consultative process thereby promoting creative and innovative thinking within the
Organisation.
6.3.2 MARKETING AS A MANAGEMENT AND ADMINISTRATIVE FUNCTION
Schwartz (1989:1) comment that " high ideals, mission statements and committed
volunteers may not be enough for nonprofit organisations". These views have been
reinforced in this study, it has been specified that marketing strategies has to be built
into the daily functioning of the Organisation.
It is marketing interventions that will allow organisations to remain viable as they
learn to meet the needs of both their client and donor markets (Segal, 1993:440).
As such it is recommended that a marketing strategy be built into the management and
administrative functions within the Organisation. This will also ensure that a co-
ordinated and intergrated focus will be placed on the marketing initiatives.
6.3.3 PROMOTION OF SKILLS DEVELOPMENT
In the focus group the lack of skills on marketing has been identified as a key
deterrent to the implementation of an effective marketing strategy. This conclusion
was drawn after it was agreed that marketing initiatives transcends all functions
engaged by the Organisation.
99
Previous studies (Terblanche,1993) confirmed that social workers have a limited and
limiting view of marketing. While this study has confirmed that the role-players within
the Organisation have a marketing conciousness, gaps have been identified in terms
of their knowledge areas and skills base.
It is recommended that skills development on marketing be provided to all personnel
to promote the implementation of marketing initiatives.
6.3.4 DEVELOPMENT OF MARKETING TOOLS
While the need for a marketing strategy to guide marketing initiatives has been
identified as a great need within the Organisation, it is the development of marketing
tools that can enhance the implementation of any initiative.
The following tools have identified to support the orientation to a renewed marketing
initiatives within the Organisation:
1 To promote consistent information sharing as well as to enhance the visibility
and profile of the Organisation it is recommended that a regular newsletter be
issued.
2. Resource creation such as, additional information technology through linking
to the internet, creating a website and budgetary provision, would have to be
secured to facilitate the process of implementing marketing initiatives.
It is recommended that these tools be introduced to enable an introduction of a
marketing strategy within the Organisation.
100
6.4 CONCLUSION
The constraints and difficulties experienced by the Organisation have been outlined in this
study. It is through an analysis of these difficulties that the need for an alternate and creative
thinking in social service methodology has emerged.
This study has shown that marketing is a sound approach to the enable the survival and
relevance of human service organisations. When financial problems are too severe, marketing
strategies cannot be effectively employed because then marketing becomes reactive rather
than proactively contributing to real and meaningful change. An analysis of the financial
condition of the Organisation confirmed that despite a financial deficit, this deficit is less than
the one experienced by the Organisation four years ago. The Organisation is thus well
positioned to benefit from a marketing strategy.
The second part of this study focused on the ways in which a marketing strategy can be
developed. Strategic marketing analysis and planning can enable the Organisation to
substantial improve its operations. The design that was developed sought to provide a tool
to direct renewed energies towards a Marketing Strategy for the Boksburg Child Welfare
Organisation.
101
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APPENDIX A
DISCUSSION GUIDELINE
FOCUS GROUP INTERVIEW
1. PRE-SESSION STRATEGY
1.1 This session provide the researcher with an opportunity to introduce the
concept of a focus group to the prospective participants. It specifically
clarified the objectives of the study and introduced the topic on which a
focus group discussion is based.
1.2 It was also at this session where the composition of the focus group was
confirmed. The prospective participants were selected on a basis of
representivity within the Organisation.
1.3 The criteria for the discussion was also determined at this stage through a
process of brain storming the concepts of marketing.
2. VISIBILITY, ACCESSIBILITY AND IMAGE OF THE ORGANISATION
2.1 Is the service known to the users as well as the donors?
2.2 Is the Organisation accessible to those seeking an affiliation with the
Organisation, through the utilisation of services, sponsorship or
membership?
2.3 What overall image does the Organisation portray?
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APPROACH TO SERVICE DELIVERY
3.1 What is the Organisation's orientation towards transformation?
3.2 What limitations exist in effectively transforming the services?
3.3 What strengths are prevalent?
THE CONSUMER BEHAVIOUR
4.1 Identify who are the consumers?
4.2 What is the profile of the service users?
4.3 What are the current expectations of donors?
4.4 Is the Organisation able to recruit and sustain the involvement of other
interest groups i.e. volunteers?
COMMUNICATION PATTERNS
5.1 What kind of interactional processes prevails within the Organisation?
5.2 What communication networks exist between the Organisation and its
external environment?
5.3 What kinds of formal communication methods are engaged by the
Organisation?
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6. THE MARKETING STRATEGY EMPLOYED BY THE ORANISATION
6.1 How does the marketing orientation of the Organisation look?
6.2 What aspects of marketing is employed by the Organisation?
6.3 What marketing skills exist?
7 RESOURCE ATTRACTION AND COMPETITORS
7.1 What is the Organisation's approach to fundraising?
7.2 Where does the limitations lie?
7.3 Who should be involved in marketing and fundraising, in the absence of a
post created specifically to do so?
7.4 What profile does the Organisation's competitors have and how successful
have they been?
8. KNOWING THE ENVIRONMENT
8.1 Explore the differences between the micro, meso and macro-environment?
8.2 Identify the various components within each environmental type?
8.3 What relationships are shared with the other role-players in the
environment?
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APPENDIX B
GUIDELINES FOR THE EVALUATION
1. DOES THE FRAMEWORK MAKE SENSE AND IS IT CLEAR?
This question sought to obtain information on the relevance of the design.
It also required input on the arrangement of the design.
2. DOES IT ADD USEFUL INFORMATION TO THE BODY OF KNOWLEDGE?
In this question information on the theory was looked at.
3 DOES IT PROVIDE INSIGHT AND UNDERSTANDING ABOUT THE
PHENOMENON OF MARKETING?
The design requirement was that the design should be capable of being
implemented by relatively unskilled personnel, therefore it was important to
ascertain whether it was able to contribute to the understanding of the
concepts.
4. HOW SIMPLE AND LOGICAL IS THE DESIGN?
This question linked with the initial one where information was sought on
the arrangement and layout of the design.
• Information on the intelligibility of the design was required in the question.