Harvard Case - Daily Bread Food Bank: The Adoption of Social Missions
"Daily Bread Food Bank: The Adoption of Social Missions" Harvard business case study is written by Neil Bendle, Wendy Wang. It deals with the challenges in the field of Marketing. The case study is 10 page(s) long and it was first published on : Jul 3, 2020
At Fern Fort University, we recommend a multi-pronged strategy for Daily Bread Food Bank to effectively leverage its social mission and achieve sustainable growth. This strategy focuses on strengthening brand positioning, expanding marketing efforts, and fostering strategic partnerships.
2. Background
Daily Bread Food Bank (DBFB) is a non-profit organization dedicated to alleviating hunger in the Greater Toronto Area. Faced with increasing demand and limited resources, DBFB seeks to expand its reach and impact. The case study explores the organization's struggle to balance its core mission with the need to attract new donors, volunteers, and supporters.
The main protagonists are:
- Gail Nyberg: CEO of DBFB, dedicated to the organization's mission and seeking innovative ways to address the growing need.
- The Board of Directors: Concerned about the financial sustainability of the organization and the need for a more robust fundraising strategy.
- The Marketing and Communications Team: Tasked with developing a compelling message and impactful campaigns to resonate with potential donors and volunteers.
3. Analysis of the Case Study
SWOT Analysis:
Strengths:
- Strong Mission and Reputation: DBFB enjoys a strong reputation for its commitment to alleviating hunger and its efficient operations.
- Dedicated Staff and Volunteers: The organization benefits from a passionate and committed workforce.
- Existing Infrastructure: DBFB has a well-established network of food banks and distribution channels.
Weaknesses:
- Limited Resources: DBFB faces financial constraints and relies heavily on donations.
- Lack of Marketing Expertise: The organization lacks a dedicated marketing team with expertise in non-profit marketing and fundraising.
- Limited Brand Awareness: DBFB needs to increase its visibility and reach to attract a wider audience.
Opportunities:
- Growing Need for Food Assistance: The demand for food assistance is increasing due to economic challenges and social inequalities.
- Increased Public Awareness of Social Issues: There is growing public awareness of social issues, creating an opportunity for DBFB to engage a broader audience.
- Technological Advancements: Digital marketing and social media platforms offer new avenues for fundraising and engagement.
Threats:
- Economic Downturn: Economic downturns can negatively impact donations and volunteer participation.
- Competition for Donations: DBFB faces competition from other non-profit organizations seeking funding.
- Changing Donor Preferences: Donor preferences are evolving, requiring DBFB to adapt its messaging and fundraising strategies.
Marketing Analysis:
- Target Market Segmentation: DBFB can segment its target market into:
- Individual donors: Individuals who donate financially or volunteer their time.
- Corporate donors: Businesses and organizations that provide financial support or in-kind donations.
- Community partners: Local organizations and institutions that collaborate with DBFB on outreach programs.
- Brand Positioning: DBFB needs to clearly define its brand positioning, emphasizing its commitment to fighting hunger, its efficiency, and its impact on the community.
- Marketing Mix (4Ps):
- Product: DBFB's 'product' is its mission to alleviate hunger and its services, including food distribution, community outreach, and educational programs.
- Price: DBFB's pricing strategy should focus on making donations accessible to a wide range of individuals and businesses.
- Place: DBFB should utilize a multi-channel distribution strategy, including online platforms, community events, and partnerships with local businesses.
- Promotion: DBFB needs to develop a comprehensive marketing communications strategy that includes advertising, public relations, social media, and content marketing.
4. Recommendations
1. Strengthen Brand Positioning and Storytelling:
- Develop a compelling brand narrative: DBFB should articulate its mission in a clear and impactful way, highlighting the human stories behind the need for food assistance.
- Create a strong visual identity: DBFB should develop a consistent and memorable visual identity that reflects its values and resonates with its target audience.
- Develop a brand positioning statement: This statement should clearly define DBFB's unique value proposition and differentiate it from competitors.
2. Expand Marketing Efforts:
- Develop a comprehensive marketing plan: This plan should outline specific goals, target audiences, marketing channels, and budget allocation.
- Leverage digital marketing: DBFB should utilize social media platforms, search engine optimization (SEO), and email marketing to reach a wider audience and engage potential donors.
- Implement content marketing: DBFB should create valuable and engaging content, such as blog posts, videos, and infographics, to educate the public about hunger and the organization's impact.
- Utilize paid advertising: DBFB can use targeted advertising campaigns on social media and search engines to reach specific demographics and interest groups.
- Host community events: DBFB can organize fundraising events, volunteer opportunities, and public awareness campaigns to engage the local community.
3. Foster Strategic Partnerships:
- Collaborate with businesses and corporations: DBFB should seek partnerships with businesses that align with its mission and can provide financial support, in-kind donations, or employee volunteer opportunities.
- Partner with other non-profit organizations: DBFB can collaborate with other charities and community groups to leverage resources and reach a wider audience.
- Engage with local government and institutions: DBFB should seek partnerships with government agencies and educational institutions to expand its outreach and advocacy efforts.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with DBFB's core mission of alleviating hunger and focus on sustainable growth strategies that are consistent with the organization's values.
- External customers and internal clients: The recommendations address the needs of DBFB's external customers, including donors, volunteers, and community partners, as well as internal clients, such as staff and board members.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate DBFB from other non-profit organizations.
- Attractiveness ' quantitative measures: The recommendations are expected to lead to increased donations, volunteer participation, and brand awareness, which are all quantifiable measures of success.
- Assumptions: The recommendations assume that DBFB has the resources and capacity to implement the proposed strategies effectively.
6. Conclusion
By strengthening its brand positioning, expanding its marketing efforts, and fostering strategic partnerships, Daily Bread Food Bank can effectively leverage its social mission and achieve sustainable growth. These recommendations will enable DBFB to reach a wider audience, attract new donors and volunteers, and continue to make a significant impact on the lives of those experiencing hunger in the Greater Toronto Area.
7. Discussion
Alternatives:
- Focusing solely on traditional fundraising methods: This approach may not be sufficient to meet the growing demand for food assistance and could limit DBFB's reach.
- Expanding services without addressing marketing and fundraising challenges: This could lead to unsustainable growth and financial instability.
Risks:
- Lack of resources: DBFB may not have the financial resources or staff capacity to implement all recommended strategies.
- Competition from other non-profits: DBFB may face increased competition from other organizations seeking donations.
- Changing donor preferences: Donor preferences may shift, requiring DBFB to adapt its messaging and fundraising strategies.
Key Assumptions:
- DBFB has the capacity to implement the proposed strategies effectively.
- The public is receptive to DBFB's mission and message.
- Partnerships with businesses and other organizations will be fruitful.
8. Next Steps
- Develop a detailed marketing plan: This plan should outline specific goals, target audiences, marketing channels, and budget allocation.
- Hire a marketing consultant: DBFB should consider hiring a marketing consultant with experience in non-profit marketing and fundraising to provide expert guidance.
- Implement a social media strategy: DBFB should develop a comprehensive social media strategy to engage with its target audience and promote its mission.
- Build relationships with potential partners: DBFB should reach out to businesses, corporations, and other non-profit organizations to explore potential partnerships.
- Monitor and evaluate progress: DBFB should regularly monitor the effectiveness of its marketing efforts and make adjustments as needed.
By taking these steps, Daily Bread Food Bank can effectively leverage its social mission and achieve sustainable growth, ensuring that it can continue to alleviate hunger and make a positive impact on the lives of those in need.
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Case Description
In February 2019, the chief executive officer (CEO) of the Daily Bread Food Bank (Daily Bread) in Toronto, Ontario reflected on the charity's strong performance in the past year. Despite Daily Bread's success, the CEO felt there were opportunities to do more. Toronto's food insecurity rate had been rising in recent years, and food banks across the city had been struggling to meet demand. The CEO had several potential ideas for contributing to the long-term sustainability of the food bank and delivering the highest impact in the community. Daily Bread's underused kitchen could be turned into a social enterprise and used to generate more funds to gain additional engagement with the local community in the fight against hunger; the kitchen could also be rented out for special events after hours and on weekends; extra shifts and truck deliveries would help grow the charity's operations; or the organization could keep the status quo and let the charity grow naturally. Most importantly, however, the decision would have to align with the charity's mission and current operations. With the advisory board of directors' meeting rapidly approaching, the CEO had to make a decision on how to maximize the food bank's resources.
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