Marketing Plan for Bahrain Society for the Prevention of Cruelty to Animals (BSPCA)

John Peery

In which methods for building membership, increasing volunteer involvement, and increasing donations are developed and implemented, along with broadening public exposure of the organization’s fundamental mission.

REVIEW OF THE PROCESS

Using the strategic operational planning process model described by Andreason and Kotler in Chapter 3 of the textbook I approached the problem of developing a marketing plan for BSPCA by following as many of the analysis, strategy and implementation steps as I thought could be reasonably accomplished. In keeping with this process I developed the following mission, objectives and goals for the organization:

Mission – To promote animal welfare in Bahrain and provide care for unwanted and abandoned animals.

Objectives – To increase awareness of BSPCA services, to reduce numbers of unwanted/abandoned pets, to shelter unwanted/abandoned pets, and to increase adoption of sheltered animals.

Goals – reduce the unwanted/abandoned pet population; expand facilities to adequately care for all animals brought to the shelter; raise at least 1,000 BD (US $2,700) in operating funds per month.

ANALYSIS OF THE ORGANIZATION AND ITS MARKETS Internal analysis of the organization shows there are

two groups involved in the operation of the BSPCA. The first is a very small group of dedicated volunteers who

are heavily involved in all aspects of the organization, do almost all of the day-to-day management of the shelter, coordinate all the fundraising and animal care functions and serve as the executive committee.

A second group is comprised of a large number of occasional volunteers who come to the shelter to assist with feeding and exercising the animals. The organization does not have any full-time paid staff but does employ two part-time workers in the shelter.

Analysis of Internal Factors

There is no long-term plan for fundraising Volunteer activities are not well coordinated The BSPCA shelter and offices are difficult to find

for people who have never been there before Instructions provided on the web site are hard to

follow for those not familiar with the area of the island where the shelter is located.

The BSPCA website is well-designed and attractive but several of the links are dead or outdated, especially the link to join the organization!

There is no link through which a donation can be made.

Analysis of External Factors

Bahrain has a generally limited appreciation for animal welfare concerns due primarily to a cultural predisposition and lack of information.

The publics to be served by the BSPCA include but are not limited to; a large ex-patriot European community who comprise a large proportion of pet-owners on the island, various government agencies including municipal governments and national ministries, private corporations, especially those who employ large numbers of ex-patriot workers; and families with children (typically a group with pre-sentiment toward pet adoption).

Economic factors are probably negligible due to Bahrain’s strong economy and the relatively low-cost of the programs being proposed.

Competitors for volunteers include other charitable organizations that appeal to the ex-patriot community, as well as a broad indifference, ignorance or disinterest about animal welfare issues.

Competitors for funds include the same as compete for volunteers.

There is a unique situation now in which a tremendous appeal is underway to assist Pakistan earthquake relief efforts. There is a very large Pakistani community in Bahrain with friends and family in the earthquake affected areas. This situation, while temporary, will make it very difficult for BSPCA, among other charitable organizations, to broaden volunteer recruitment and fundraising simply because there is such a huge demand elsewhere.

DEVELOPING A MARKETING STRATEGY Once the internal and external environments are analyzed In order to build membership and increase volunteer involvement

through marketing, must determine who exactly constitutes target markets

Describe and define those target groups Primarily English speaking (not only Brits and Scots, but south Asian

professionals from Pakistan and India) or English is their “working” language, in the case of Dutch and German workers.

Tend to already belong to one or more fraternal (like the British Club, for example), charitable (i.e., Lion’s Club and Rotary International) and social (St. Christopher’s Cathedral Auxiliary, for example) organizations.

Larger corporations that employ large numbers of ex-patriots. These include BATELCO, BAPCO, BBK and a host of others.

US Navy presence in Bahrain includes many young single adults, many of whom are motivated to participate in social-cultural exchange and thus make an ideal target market for volunteers.

Core Strategy

Core strategy based upon the three core strategies proposed by Michael Porter and described on pages 83-84 of the Andreason and Kotler text. For the BSPCA the two primary strategies are: Differentiation Focus

The cost leadership strategy is of lesser importance and will not be addressed

Differentiation

Because there are so many different organizations and activities competing for the time and money of the target markets, it is necessary to highlight and promote the ways in which the BSPCA is different, even unique, from the rest: Only organization of its kind in the Kingdom. By emphasizing the animal welfare mission, the BSPCA can maintain

differentiation from organizations with other missions. Knowing that potential volunteers are going to come from groups with a

predisposition for animal welfare, BSPCA should highlight that theirs is the only organization that provides these unique types of services and volunteer opportunities.

The nature of BSPCA volunteer work is relatively simple as compared to other types of volunteer activities. There are a broad range of activities available to BSPCA volunteers, none of which require any special skill or knowledge.

Focus

Identifying the target markets most likely to provide a return on the marketing effort

Campaign Marketing Plan

Once the core strategy has been identified, a campaign marketing plan must be developed which incorporates all that has been learned about the organization and the target markets. The three objectives of this campaign are: Increase volunteer involvement Increase donations, and Increase awareness of services.

DEVELOPING AND IMPLEMENTING THE MARKETING PLAN

Following the campaign marketing plan laid out on pages 84-86 of the textbook I put together the following plan for BSPCA:

Form a focus group made up of representatives from each of the target market groups. This group would be composed of the following:

President of the BSPCASecretary/treasurer of the BSPCA2 of the most heavily involved, long-term volunteers2 of the primary benefactors1 member each from the following organizations; British Club, St Christopher’s

Auxiliary, U.S. Navy, Lion’s Club, and Rotary Club.1 representative each from major corporate benefactors BATELCO, BAPCO, and BBK1 or 2 local pet store owners1 or 2 local veterinariansA representative from the Ministry of Labor and Social Affairs

DEVELOPING AND IMPLEMENTING THE MARKETING PLAN (Cont)

Send out surveys to each member of this group in which the core strategies are laid out, including a discussion of the mission, objective and goals. The survey would solicit focus group members to contemplate the three-fold objectives of increasing volunteer involvement, increasing donations, and increasing awareness of services.

Sponsor a “retreat” at a local hotel or meeting hall devoted to brainstorming the three objectives.

DEVELOPING AND IMPLEMENTING THE MARKETING PLAN (Cont) Formulate. Use the results of the retreat to formulate a specific plan.

Some anticipated results of the retreat might include;

Hold periodic open houses Direct mail to specialized mailing lists for donations and volunteers Host free pet health exams at various locations like malls and other

community gathering places Place advertisements in local media (newspapers and radio) Involve the US Navy Community Relations coordinator Organize a “blessing of the animals” event at St. Christopher’s Cathedral Place posters at pet stores and veterinary offices Form small teams to visit schools and social clubs Hire a marketing director Sponsor fundraising events like 5K “fun runs” and “Walk a Dog Day” Improve the organization’s site on the World Wide Web.

DEVELOPING AND IMPLEMENTING THE MARKETING PLAN (Cont)

Prioritize the list of ideas in order of cost vs. benefit. Send the prioritized list back to the focus group members soliciting feedback on their prioritization and suggestions/methods for their implementation.

Schedule. Look at the calendar and start planning. Consider which of the ideas can be implemented right

away and which will take more time to plan and execute. Select only a few so focus and energy can be maintained.

Implement the plan!

DEVELOPING AND IMPLEMENTING THE MARKETING PLAN (Cont) Monitor

Keep close track on which of the ideas/programs are working and which are not.

Consider modifying or eliminating the programs that are not meeting the objectives.

Reinforce the programs that are working. Reconvene the focus group as the “campaign committee” after

three months and conduct a thorough assessment of the campaign.

As new volunteers come into the organization ask them to complete a survey describing their experience and explaining what prompted their involvement. Incorporate this feedback into ongoing or planned programs.

Continuously review the objectives to determine if they have been met or if they need to be modified.