1. This work was presented to an actual client. Client’s names and information have been
removed or altered to present this as a free sample.
Sample Marketing Strategy for Non-Government
Organisation
Drafted by Valentine K Butale

2. Preliminary Marketing Plan
This is a preliminary marketing plan for Organization, ORG. It is a set of proposed objectives as
well as ideas and strategies to achieve them. As it is preliminary it is subject to modifications,
additions and omissions by other parties in the board staff of ORG
SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats)
The SWOT Analysis is a tool used to evaluate the current situation within and around the
organization in question. The Strengths and Weaknesses illustrate the situation within the
organizations while the Opportunities and Threats illustrate the situation in the outside
environment.
The SWOT analysis of ORG is as follows;
Strengths
1. Staff made of qualified and capable young
people
2. Availability of operational resources
3. Availability of access points (website,
contacts, email etc.)
4. List of sponsors and corporate members
Opportunities
1. Various areas of high youth population are
approachable (University Botswana,
Botho University etc.)
2. Previous sponsors can be revived and
revisited.
3. Advocacy mindset towards cultural
heritage prevalent in Botswana.
4. Impressive amount of publications for sale
5. Well designed souvenirs that can be sold.
Weaknesses
1. Insufficient on-line presence (social
networks etc.)
2. Insufficient promotion of publications and
other products
3. No pulling factors to encourage visitors to
ORG’s location.
4. No youth-centric promotion.
Threats
1. Blurred boundaries with other NGOs
(other NGOs may have similar activities
that may shadow ours).
2. NGO inflation (sponsors may reject
proposals to affiliate if they have similar
NGOs on board)
Implications of the SWOT analysis
Within- Strengths and Weaknesses
The SWOT Analysis indicates that there are quite a few areas of strength that ORG has. ORG
has all the necessary resources to make improve the awareness of the NGO brand and
position. The availability of access points such as a email addresses, contacts and an updated
mobile optimized website allows for more information dissemination. The various sponsors
and corporate members are also an advantage as they can be accessed for assistance in
various activities that ORG undertakes.
There are some weaknesses when it comes to enhanced on-line presence however. The
mobile optimized “ORG” website is not integrated with ORG’s social network pages. Studies

3. show that 74% of all internet use is spent on social networks (PewResearch Internet Project),
suggesting that all other internet use including visiting individual websites has a share in the
remaining 26%. A strong and updated social network presence will not only drive visitors to
the ORG website but also populate their timelines with information from ORG.
Information on our publications, events, promotions, specials and others can be given at any
time by any ORG staff member given admin permission as opposed to relying on the Web
Developer alone to update website information. Links to social network pages should also be
printed on our promotional items as people are more naturally inclined to visit social sites.
Social pages promotion will also allow us to develop pull factors like quizzes, trivia (Did you
know?), competitions and offers, which may also draw in younger audiences.
Outside- Opportunities and Threats
There are various opportunities that are indicated by the analysis including opportunities to
develop membership drives on various varsity campuses. Engaging youth in membership will
give the ORG a large database of people who are likely to share what they learn or receive
from ORG.
ORG can also revive old sponsorships from various companies in our “Fundraiser” file. It is
easier to revive old partnerships than to start new ones. ORG can use the past partnerships as
a way to encourage them to partner with us again for certain events. For example travel
tickets, hotel accommodation, catering. This poses an opportunity to pull people to ORG as an
authority on cultural heritage and awareness via our publications. We can also pull members
via our well designed souvenirs.
The only threats perceived are those of blurred boundaries. This occurs when other
organizations who are more known develop activities similar to those ORG does. Even if these
organizations don’t publish the same quality of books ORG does, it becomes difficult to
promote ORG in the cluster of their similar promotions. An example is (BotsOfficial) which
may have similar content as ORG Beckons when launched. It also leads to NGO inflation,
where sponsors turn down some NGOs because of similar NGOs that they are assisting
already.
Objectives
1. To increase brand awareness
2. To increase more foot traffic to ORG offices
3. To create a vibrant/interactive social media presence
4. To create extended products i.e other items that can make money for ORG other than
publication sales.
Strategies

4. To increase brand awareness it is important to put the brand everywhere. At the moment the
ORG brand is not exposed so much to the ordinary person who may be a potential member. To
do this we need to develop:
ORG branding days- These would be days where all the staff (or at least those who may be
going out to meetings) select a day where they will all wear the ORG shirt for the sake of
uniformity. This works best when ORG staff go for meetings or seminars.
Entrance branding- Given that the current offices may be temporary, it may not be necessary
to invest in major signage. However we can add a site map to our brochures, pamphlets and
even A4 papers we can stick up in UB. This may also add more foot traffic to ORG offices. A
site map would illustrate where ORG is situated when driving from the UB circle.
Integrated social network experience- this increases brand awareness as well as access points
to communicate with potential members. It also allows ORG to upload multimedia such as
images, videos, sounds and documents which can be accessed by those who like the page.
Social media can be integrated with the websites so that social network users can be directed
to the websites. Links to ORG social pages can also be added onto the business cards.
Gaborone City Tours (Social network experience)- Many tourists or clients who will be on the
tour will take pictures to post up on various social media. ORG could request these tourists
(via brochures or A5 flyers) to do so and add the “@ORG” twitter handle or the facebook page.
This links ORG to a database of images that will also appear to those who visit these social
pages, allowing the social pages to always be updated and vibrant as well as increased page
membership.
Extended products development- An extended product is a saleable extension to a core
product. In the case of ORG, the publications are the core product. The branded t-shirts are an
extended product. ORG can increase the extended products by developing others so as to
make more money for operational and promotional costs.
Examples of extended products include: pens, notepads, bookmarks, t-shirts, cups and caps.
Notepad printing can be partly sponsored by one of ORG’s sponsors. ORG can offer some
pages of the Notepads to have the sponsor’s advertising message as well as contact
information and branding.
Clothing and cups can also have ORG branding. Because of the trend towards witty-wording
on clothing, ORG can use the vast knowledge of Botswana Culture to make up well designed
witty clothing and cups that buyers will not be ashamed to flaunt. The ORG brand will also
take centre stage in the branding.
Newsletter publishing. In order to retain members and keep them aware of ORG matters,
publications and others, ORG can create a pdf newsletter to be sent via email. This newsletter
will be small in size (so as not to stress staff to create magazine standard content) but will be
well designed and have updates on ORG activities.

5. This newsletter will be a foundation for ORG to explore new ways of email marketing, with a
possibility of one day making the newsletter a “Cultural Digest” printed periodically and sent
to members or the reception centres at our sponsors’ offices.
Budgets