Another important consideration in the area of pricing for nonprofit organizations has to do with the scaling of contribution levels to nonprofit organizations. When asking donors for money, many organizations create a range of giving opportunities. In one organizations annual direct mail appeal, the categories of giving may start at a low of $20 and end at a high of $1,000. A similar organization may scale its categories of giving from $100 to $5,000. Other things being equal, the second organization often will collect more money from the same group of people because it has defined itself to be of greater value to donors.
The final element in the marketing mix is place, the location at which the product is made available to the customer. We have already seen an example of the critical role place can play in the provision of a service by a nonprofit organization. When the counseling center Bridge moved its offices from an inner-city neighborhood to a more affluent location, its old clients ceased coming and the organization's mission of serving the poor was significantly compromised.
Place also turned out to play a major role in the decline of Abbott Academy's preeminence in the private secondary-school marketplace. In 1970, when the Simpson Guide wrote its laudatory article on Abbott, the school's urban campus was an attractive enticement to many young families who had chosen to move back to hte city. In those days, downtown real estate was relatively inexpensive and the city itself was going through a kind of renaissance. Abbott catered to a new group of young city families who believed in the importance of education and did not trust the city's public school system. But by 1990, the renaissance of the city had been so successful that downtown real estate prices had escalated tenfold or more. Young families with children could no longer afford to live in the city and were moving closer and closer to Abbott Academy's competition. Whereas the idea of an urban campus had given Abbott an edge in 1970, it put the school at a disadvantage a couple of decades later.
- Anonymous1 decade agoFavorite Answer
非贏利的組織的在定價的區域內的另一次重要的考慮研究的是對非贏利的組織的貢獻水準的攀登。 當向捐贈人借錢時，很多組織建立多種給的機會。 在年度直接的郵件請求的一個組織，給的種類可以以20 美元的最低點開始並且以1，000 美元的高度結束。 一個相似的組織可以攀登它的從100 美元到5，000 美元給的種類。 如果其他情形都一樣， 第2 個組織經常將從相同的人們的組徵收更多的錢，因為對捐贈人具有高分已經確定自己。
在行銷組合內的終端元件安置，這種產品被對用戶適用的位置。 我們已經看見一個關鍵的角色位置的例子能透過一個非贏利的組織在一種服務的規定裡玩。 當咨詢中心橋移動它的辦公室從一個鬧市區附近到一個更富裕的位置時， 它的老的客戶停止來，組織的接待窮人的任務被相當損害。
放被也生產在私人中學市場在阿博特高等學校的傑出的下降中起主要作用。 在1970年， 當辛普森指南寫關於阿博特的它的讚美的文章時， 學校的都市的大學校園是對已經選擇返回hte城市的很多年輕的家庭的一次有吸引力的誘使。 在那些天，商業區房地產相對廉價，城市本身正經歷一種復興。 阿博特滿足一相信教育的重要性並且不相信城市的公開學製的年輕的城市家庭的新組。 但是以1990，文藝復興時期的那些城市的如此成功是價格房地產商業區增加十倍或更多。 有孩子的年輕的家庭不再能生活在城市並且正移動得更近和更接近于阿博特高等學校的競爭。 鑒于一個都市的大學校園的想法在1970年已經給阿博特一點優勢，它幾十年稍后處于不利條件放學校。Source(s): ~Dr.eye~
- Anonymous1 decade ago