Operating in a progressively more competitive and turbulent environment, nonprofit organizations are beginning to recognize the need to become more "businesslike" and of the value of marketing in achieving a competitive advantage. Please take a look at the following two research studies and you may find them useful for your research work:
1. Whilst marketing alone is not purported to be a "quick-fix" elixir in this regard, it does have the potential to make a useful and ongoing contribution to organizational performance in the nonprofit sector. Indeed, marketing scholars have for some time now been examining the role, function, relevance and transferability of various marketing principles and practices to nonprofit organizations. Surprisingly, the concept of brand management has been largely overlooked in this process. Using Keller's [Harv. Bus. Rev. 78 (2000) 147] brand report card (BRC) as a point of departure, this research study (Ewing, & Napoli, 2005) describes the development of a reliable, valid and generalizable multidimensional scale to assess nonprofit brand orientation (NBO).
2. Also as we know that---while nonprofit organizations serve the community in significant ways, their heavy reliance on philanthropic and government funding is increasingly not sustainable, especially in the wake of economic downturns. The application of social entrepreneurial principles - including social enterprise activities - can improve the sustainability of the business model of nonprofits, while bolstering management capacity and enhancing mission. A recent research study ( Stecker, 2014) argued that the current funding model of the nonprofit sector should be disrupted in order to achieve a greater level of financial sustainability and mission-driven success!
Ewing, M. T., & Napoli, J. (2005). Developing and validating a multidimensional nonprofit brand orientation scale. Journal Of Business Research, 58(6), 841-853.
Stecker, M. J. (2014). Revolutionizing the Nonprofit Sector Through Social Entrepreneurship. Journal Of Economic Issues (M.E. Sharpe Inc.), 48(2), 349-358.