In order to develop a non-profit organization to its full potential, planning and development activities should be undertaken in a collaborative manner between senior management and the board. A strategic plan, which many organisations routinely create, sets goals and objective measures for the coming 3, 5 or 10 year periods; commonly in relation to service delivery, development of new business and fundraising. As well as this document, developing a strategic marketing plan to sit alongside the strategic plan enables the non-profit organisation to consider branding, environmental factors including threats and opportunities, political and legal factors and target market for services and donors.
Components of the Strategic Marketing Plan
A strategic marketing plan is comprised of:
- an executive summary;
- analyses of the external macro and micro environments
- analysis of the internal environment
- marketing strategies; and
- budget and control information.
PEST Issues - Analysis of the External Macro Environment
This section of the strategic marketing plan reviews the bigger picture outside issues that may affect the organisation’s ability to operate, develop or contract over the period of the strategic marketing plan. PEST or political, environmental, socio-cultural and technological issues that may have an impact on the organisation should be considered in this section of the strategic marketing plan. For instance, a foodbank may need to consider the likelihood of adverse growing conditions having an effect on the ability to obtain fruits and vegetables at a reasonable price. The PEST issues will have been considered in the preparation of the strategic plan and may be transposed into the strategic marketing plan.