Deck 18: Organizing for Implementation

Question 1

Describe the four nonprofit organizational design alternatives for marketing

Answer 1

.Functional organization - Marketing absorbs separate functions such as public relations, advertising and market research but keeps them as separate functions (or is, itself) a separate function
.Offering -centered organization - One person (or sub-department) is in charge of a product or service. Each manager is in charge of its own advertising, public relations and market research
.Mixed (functional / offering-centered) organization - A mixture o f the previous two. Smaller nonprofits may adopt a mixed form. Functional staff departments are set up with offering sub-departments or areas, and the manager "buys" services and coordinates their use.
.Target market-centered organization- Organization occurs along the target audience lines with specialists for specific target groups to develop that satisfy wants and needs of those groups.

Question 2

What measures should a nonprofit organization take to develop a target-audience centered orientation?

Answer 2

.Top management support - a CEO functions as the organization's highest level marketing executive
.Effective organization design - Marketing director is a line manager and functions as a strategy and policy maker
.In-company marketing training - Workshops are held for top corporate and divisional managers
.Better employee hiring practices - i.e. Delta airlines hires flight attendants from the American South because the culture they come from is friendlier
.Rewarding market-oriented employees - i.e. Universities give annual "best teacher" awards

Question 3

How can nonprofits operating internationally structure their marketing function?

Answer 3

.Export Department - Function with marketing headquartered in a single country
.Multinational Corporation Department - Operations locally managed with much autonomy. This is the dominant forma of the beginning of the twenty-first Century
.Global organization - with a single strategy across localities, creating savings

Question 4

When a person with some marketing training tries to convince the CEO and others to adopt marketing in a nonprofit, it is called a:

A) "pull" strategy
B) "push" strategy
C) target-audience centered strategy
D) market based strategy
E) a "functional design" strategy

Question 5

When environmental forces cause an organization to adopt marketing to survive, it is a

A) "pull" strategy
B) "push" strategy
C) target-audience centered strategy
D) market based strategy
E) a "functional design" strategy

Question 6

It is best for the nonprofit marketing director to have a line function (instead of staff function) so as to

A) advise programs or people
B) be a resource person or consultant
C) influence top management to think in a marketing mindset
D) not be constrained by planning and programs
E) avoid being absorbed by public relations or fund development

Question 7

Which of the following is NOT a reason that nonprofits traditionally have lower salaries?

A) The culture of many nonprofits is one of sacrifice
B) donors expect revenues to go for services, not salaries
C) All nonprofits have small budgets
D) Nonprofit work is sometimes viewed as "women's work" and is historically underpaid
E) Scandals about extravagant salaries or outrageous perquisites at organizations such as the United Way or the Smithsonian Institution have put pressure on nonprofits to keep executive salaries low.

Question 8

Which of the following is a reason for frustration for marketers moving from a corporate to a nonprofit environment

A) they have too much responsibility for too many programs and people
B) they don't have enough responsibility compared to the corporate sector
C) processes take longer and management is reluctant to take risks
D) they never have enough budget because nonprofits always don't have enough money to do the job
E) they are often absorbed by public relations or fund development

Question 9

When introducing marketing to an organization, initial marketing projects should have:

A) a high level of investment to get the biggest impact
B) a long period of duration to convey the full impact of the a marketing orientation
C) a high impact on making or saving money for the institution
D) a low financial impact in case it doesn't work so the organization has less risk
E) low visibility so that if it fails the Board won't notice

Question 10

Those who believe that marketing should be organized by the functional organization model think that keeping marketing people aligned with their functional specialties

A) diffuses bottom line responsibility
B) reduces the need for coordination
C) clarifies who is responsible if a product fails
D) allows them to use someone untrained in marketing in the role
E) provides economies of scale

Question 11

You have been assigned to work in the Ciallis division of the large pharmaceutical giant Eli Lilly and company, located in Indianapolis, Indiana, U.S.A. Your marketing responsibilities require you to work on marketing Ciallis worldwide with a single universal strategy. The international marketing model at Eli Lilly is:

A) The Export Department model
B) The Multi-national model
C) The Global Organization model
D) The functional design model
E) The home office model

Question 12

Organizing marketing by the multinational organization model means

A) separate and autonomous programs are needed for each country
B) ethnic market segments do not merit treatment as mini-nations
C) a single universal strategy can fit every nation
D) programs for the poor should be the same worldwide
E) the marketing function is headquartered in a single country

Question 13

Implementing a target-audience orientation within an organization usually involves

A) diffusing responsibility to the functional units
B) effective plans and planning system support
C) trying to reduce the impact of drastic change
D) A vice president of marketing to be the organization's highest marketing executive and is responsible for creating the climate for marketing
E) better pay and rewards for all employees