Changing places or learning to tango? Values and brands in transition in the for-profit and not-for-profit sectors Mike Aiken & Philip Holden 6 th International Colloquium on Nonprofit, Social and Arts Marketing, London, September 2007

What is the real difference between… Not-for-profit organisations? “ many of these organisations exist in order to express and promote particular values” (Paton with Edwards, 1995) For-profit organisations? “ In the most developed role, brands become a synonym of the company’s policy to take larger responsibilities regarding economic values, social commitment, cultural awareness and political issues” (de Chernatony & McDonald, 1998)

Not-for-profit organisations?

“ many of these organisations exist in order to express and promote particular values” (Paton with Edwards, 1995)

For-profit organisations?

“ In the most developed role, brands become a synonym of the company’s policy to take larger responsibilities regarding economic values, social commitment, cultural awareness and political issues” (de Chernatony & McDonald, 1998)

Convergence Increasing emphasis in NFPs on the brand Increasing emphasis in FPs on values

Increasing emphasis in NFPs on the brand

Increasing emphasis in FPs on values

A theoretical perspective Bourdieu, field theory and a relational analysis of objects within fields. Accumulation of capital is significant Capital may be economic, symbolic, cultural, social etc Objects in the field (individuals or organisations) ‘Struggle’ for legitimacy

Bourdieu, field theory and a relational analysis of objects within fields.

Accumulation of capital is significant

Capital may be economic, symbolic, cultural, social etc

Objects in the field (individuals or organisations)

‘Struggle’ for legitimacy

Visualising a sector as a field + - For profit ‘field’

Mapping two sectors + - + - For profit ‘field’ Not for profit ‘field’

Mapping two sectors + - + - For profit ‘field’ Not for profit ‘field’ ‘ force’ of ‘values’ ‘ force’ of ‘branding’

Mapping two sectors + -

Examples Organisational forms Private sector Public sector Third sector (The six organisations marked with a * are described in Aiken, 2007) A4E CARP* Reed in Partnership Work Directions UK* Work Solutions* Tomorrow’s People* Steps to Work* Necta INclude* Chase, Factory, HCWW

Examples A fathers’ rights group Objectives to change public debate/opinion A loose association with a limited company for trading Focused almost entirely on communication activities Income primarily from donations Very strong brand Designed to be a direct action, campaign group Despite a strong advocacy role, no membership A fathers’/parenting group Objectives to change public debate/opinion A registered charity Focused almost entirely on communication activities Income entirely from government Relatively weak brand ‘ Designed’ to not look like a charity Conscious SE model, no membership

A fathers’ rights group

Objectives to change public debate/opinion

A loose association with a limited company for trading

Focused almost entirely on communication activities

Income primarily from donations

Very strong brand

Designed to be a direct action, campaign group

Despite a strong advocacy role, no membership

A fathers’/parenting group

Objectives to change public debate/opinion

A registered charity

Focused almost entirely on communication activities

Income entirely from government

Relatively weak brand

‘ Designed’ to not look like a charity

Conscious SE model, no membership

Conclusions The concepts of ‘branding’ and ‘values’ are in transition Not static definitions, but dynamic process Relational analysis suggests Branding and values have symbolic currency which varies with the ‘field’ effect They are part of conflicting, but increasingly merging ideologies These interact with other capitals and the habitus of actors and organisations

The concepts of ‘branding’ and ‘values’ are in transition

Not static definitions, but dynamic process

Relational analysis suggests

Branding and values have symbolic currency which varies with the ‘field’ effect

They are part of conflicting, but increasingly merging ideologies

These interact with other capitals and the habitus of actors and organisations