Download - Sustainable Impact Findings And Insights
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+Sustainable Impact Study of Nonprofit Innovation
Presented by:
Luis Pablo Martinez
Principal and Founder
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Sustainable Impact - Findings and Insights
You’ll learn How you compare to other nonprofits
Ways to enhance your innovation
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+Executive Summary
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81% launched a new service in the last two years
Adopt marketing tools to: Build new products Refine existing product lines Increase social impact
Strategy development and value proposition will protect funding, volunteers and talent
Nonprofit Innovation Survey
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+Methodology
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+Methodology
National surveys of nonprofit senior executives and board members study: Nonprofit innovation practices and Experience using custom marketing
research services
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67% Midwest
9% West Coast
11% East Coast
13% Southwest
National Responses
Nonprofit Types Nonprofit by number of employees
Nonprofit by annual revenue
Sustainable Impact is a unique study that examines service development in the nonprofit sector.
This initial survey polled 110 nonprofit executives and board members from a wide range of organizations.
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+Findings
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+Findings
Yes 33%
No 67%
Did your organization evaluate the viability of its new service prior to launch?
Launching untested products risks
diluting your social impact.
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+Findings
81%
19%
0% 20% 40% 60% 80% 100%
Yes
No
Has your organization launched a new service in the last two years?
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+Findings
Top 3 sources for new service ideas
67%
45%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Survey constituents/clients.
Employees submit ideas.
From market trends reported in the
media.
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+Enhancing your innovation
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Ways to enhance your social innovation
Conduct market testing prior to launch
Integrate your constituents experiences and motivations into your new product development and marketing strategies.
Use segmenting techniques to build viable products
Select an innovation strategy
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Conduct Market Testing Prior to Launch
Two-thirds (67%)
of nonprofits surveyed do not test the viability of new products prior to
market launch.
Market testing benefits in the following ways:
Product Positioning Capitalize on constituents’ hot buttons Identify unmet needs
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Integrate constituents’ experiences and motivations
Successful companies build products centered on users’ experience
Involving users mitigates market risks
Market testing can be any of the following: Constituent’ perceptions, preferences,
prioritized needs
Market testing empowers nonprofits to build winning products
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+Use segmenting techniques
Can be separated by :
Age
Gender
Family lifecycle
Occupation
Generation
This category is Outcome-driven, therefore nonprofits need to categorize according to:
Brand loyalty
Experience with the nonprofit
Occasions that stimulate participation
Nonprofits can enhance their social impact by building products around any of the following categories:
Activities
Interests
Opinions
Values
Segmenting allows nonprofits to build viable products for specific groups. Every group will have different needs and segmenting allows nonprofits to enhance their respective social missions and avoid mission creep. Below are a handful of segmenting techniques.
Demographic Behavioral Values, Attitudes, Lifestyles
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Select an innovation strategy
These products create a whole new market. Some examples are social venture funds and social enterprises. This category accounts for about 10% of new products.
Current products are improved or modernized. Some examples are new and improved programs. This category accounts for 26% of new products.
The products take the firm into a new category. The products are not new to the world, just new to the firm. Examples are conferences and social media. They account for about 20% of new products.
Cost-savings
Product Repositioning
Product Line Extension
Product Improvement
New to the organization
New-to-the-world
These are line extensions designed to flesh out the product line offered to the firm’s current market. Examples include a career conference to compliment a job-training program. They account for about 26% of new products.
Products that are targeted for new use or applications. This can be used when participation is waning. They account for 7% of new products.
These products replace existing lines but provide the same performance at a lower cost. These comprise about 11% of new products.
Each type of innovation strategy requires a different tool
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+About Virtuin A marketing research and strategy firm servicing nonprofits and social enterprises
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About Virtuin
Vision: Build sustainable enterprises
Mission: Advance its clients’ social impact via strategic product management and business development.
In operation since: 2008
Client focus: Nonprofits, educational institutions, social enterprises, and foundations
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+Contact Information
Luis Pablo Martinez Principal & Founder
Austin Chicago
Email: [email protected] Cell: (312) 730-3613
www.virtuinstrategy.com
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+Appendix Survey Questions
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+Survey Questions 1. Are you an executive (manager, director, CEO, COO, etc.) or board member at a nonprofit or social enterprise?
2. Is your organization based in the United States?
3. Has your organization launched new services in the last two years?
4. Approximately how many new services has your organization launched in the last two years?
5. Did your organization conduct custom marketing research to evaluate the viability of your new services?
6. Please tell us who leads new service development at your organization.
7. Please tell us how your organization identifies a new service opportunity. Feel free to select more than one answer.
8. In which state is your organization located?
9. Which category best describes your organization? Please feel free to choose as many as apply.
10. How many employees work at your company ?
11. What is your function?
12. Does your organization have earned income initiatives?
13. Does your organization have experience hiring a marketing firm to conduct custom research?
14. What were the primary reasons your organization hired that particular marketing firm?
15. What is your organization's annual revenue?
16. Seven features of a marketing research and strategy firm were tested for preference among diverse nonprofits.
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