Strategic Brand Management in Nonprofit Organizations: Empirical Insights on the Implementation Gap in German NPOs

• In Event: Organizational identity

Abstract

Introduction and Problem Statement
Strong brands are vital for nonprofit organizations to strive. That is, because they can serve to build trust and loyalty among stakeholders (Laidler-Kylander & Stenzel, 2013). In this study, we thus highlight the potential of strategic brand management in nonprofits and how to best implement it. We hinge on nonprofit work that stresses marketing and brand orientation (Anees-ur-Rehman et al., 2016; Ewing & Napoli, 2005; Urde, 1999; Wymer et al., 2015), brand image and authenticity (Michel & Rieunier, 2012; Wymer & Akbar, 2019). As such, we identify an ongoing gap between theoretical implications of strategic brand management and its practical implementation. This is consistent with scholars like Anees-ur-Rehman et al., 2016; Apaydin, 2011; Baumgarth et al., 2013; Liu et al., 2015; Sepulcri et al., 2023; and Wymer et al., 2015. To bolster nonprofit mangers to bridge this gap, we pose the following twofold research question: Which challenges do nonprofit managers face in implementing strategic brand management and how do they overcome these impediments?

Applying a mixed methods design, we first conducted an online survey among German nonprofit marketing professionals (n=114, ongoing) about organizational implementation barriers. Second, in-depth interviews (n=21, ongoing) with respondents were held. The latter of which covered insights of both large nonprofits (e.g., Caritas International) and small ones (e.g., Farm instead of Retirement Home).

The data analysis is ongoing. First findings revealed, however, that 73 % of the surveyed experts thought that their branding activities were not sufficiently implemented. Furthermore, the interviewees, confirmed the assumed implementation gap. Whereas typical impediments like insufficient financial resources seemed to be relevant, we also detected more striking barriers regarding internal communication, a short-term focus and a lack of support through the executive management level. Final results will be presented at the 16th ISTR conference.

References

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Authors

• Charlotte Labbafi

• Silke Boenigk, Universität Hamburg