ABSTRACT
Marketing can provide management orientation and policy frameworks that are compatible with public and nonprofit organizations (P&NPOs) perspectives. Marketing encourages P&NPOs to consider their ideologies, missions, problems, and opportunities strategically, and to manage their activities and performance carefully, responsively, and effectively. Fundamentally, marketing enables a P&NPOs to develop exchange relationships that can improve its chances of fulfilling its mission. Michael E. McGill and Leland Wooten find that P&NPOs are characterized by inherent goal ambiguity, process-dominated policy-making, existential policymakers, and indeterminate core technologies. The chapter presents an outline of the main policy characteristics of P&NPOs. Many P&NPOs strive for unique qualities and policy processes and thus differ along many policy dimensions: fundamental social ideology, guiding profession, scope and size of the operation, level of funding and support, quality of leadership, and comprehension of core technologies. However, P&NPOs possess varying ideologies and unconventional policy dynamics that can inhibit the adoption and development of social marketing orientations and practices.
