Influence of Social Marketing on Brand Equity in Nonprofit Organizations : A Study on Jagorani Chakra Foundation

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EXECUTIVE SUMMARY

This report investigates how social marketing campaigns of the Jagoroni Chakra Foundation affect brand equity in the charity organisation.  A survey was carried out to find out how stakeholders felt about the organization’s efforts to raise awareness, forge positive connections, shape the perception of service quality, uphold brand consistency, foster trust, measure impact, maintain brand equity, integrate marketing channels, overcome obstacles, and generally be satisfied with the results.

The survey results reveal a predominantly positive sentiment towards Jagoroni Chakra Foundation’s social marketing initiatives. 83% of those surveyed say that these efforts are effective at raising awareness among the intended audience. 80% of respondents strongly support positive brand associations. The majority, 79%, is rather large in acknowledging that social marketing has a favorable impact on how well services and programs are perceived. Furthermore, the foundation’s attempts to maintain a consistent brand image are acknowledged by 71%.

Social marketing has a good effect on stakeholder confidence and trust, according to 83% of respondents. 80% of respondents admit that there are obstacles when it comes to putting social marketing techniques into practice. 74% of respondents strongly approve integrating social marketing with other channels.

However, the study notes that there is uncertainty in assessing the impact of social marketing, with 28% expressing disagreement and 23% remaining neutral. Despite challenges and uncertainties, 76% of respondents express satisfaction with the observed impact of social marketing on various elements of Jagoroni Chakra Foundation’s brand equity.

1.0 Introduction

Non for profit organizations (NPOs) and Non government organizations (NGOs) are becoming more and more significant in the advancement of society (Zahedi, 2009). Over the past 30 years, the number of not-for-profit organizations has increased globally, and these organizations are paying more attention to their branding (Mort et al., 2007). An organization classified as non-profit is one whose primary goal is to improve society rather than make money or profits. (Chaturvedi, 2022). These organizations work in a variety of fields, including health, education, sanitization, loan programs for the impoverished, elderly, orphans, employment for the weaker segments of society, nutrition, and the legal, sociocultural, scientific, and environmental domains. They also address the needs of the marginalized segments of society and educate them about their rights and the laws that govern them in order to live respectably in society. (Polonsky, 2006). The non-profit organization’s marketing plan is centred on spreading its message, raising money, raising public awareness, and encouraging individuals to adopt a positive outlook (Chaturvedi, 2022). These organizations need influence to attract attention from the public and encourage involvement in order to accomplish their objectives. (McKie, 2008).

The roles and initiatives of nonprofit organizations and non government organizations in Bangladesh have been seen to have a good effect on the reduction of poverty among the impoverished rural population. Activities carried out by NGOs usually receive greater attention in places where the extreme poverty situation persists (Kotler, 2008, Keller, 2006). Most of the people who are targeted by these initiatives are the extreme poor, who have little options to improve their quality of life. Most of rural residents seldom have the abilities to combat poverty and find work. The fundamental and crucial tasks performed by NGOs are to mobilize these communities, raise their level of awareness, provide them with inspiration, and, ultimately, turn them into development-aware individuals (Yasin, N.M, 2007). The goal of these kinds of nonprofit organizations is to meet the needs of these impoverished people. Since these peoples are typically excluded from mainstream development initiatives (Bello, 1995).

One of the most significant types of nonprofit organizations are charities, which were founded for a purpose other than profit and were not formed with the founders’ or members’ objective to generate financial interests (Chomvilailuk, 2010). The charity is a group dedicated only to helping people in need. All of these entities are nonprofit, however not all nonprofits are necessarily altruistic in nature. (Truss, 2010). The Jagorani chakra foundation (JCF) is one of the biggest and most prosperous nonprofits.

The JCF aims to establish economically sustainable, ecologically harmonious, and socially equitable communities where poverty is eliminated and individuals live in security and respect. In response to the needs and possibilities of poor, extremely poor, and disadvantaged areas, the JCF will continue to implement local, regional, and national programs. Through these initiatives, these communities will be better able to pool their resources, gain self-assurance, and manage and persevere in their quest for more prosperity and better living conditions. (web 1).

Social marketing plays a vital role in fostering community engagement, allowing Jagoroni Chakra to connect directly with its audience and advocate for social issues. The strategic use of storytelling in social marketing enhances the organization’s brand image, portraying its real-world impact and building emotional connections with the audience. By leveraging digital channels, Jagoroni Chakra strengthens loyalty, trust, and community support, contributing to a positive brand perception. Social marketing acts as a dynamic tool for measuring success, showcasing achievements, and building credibility. Overall, its influence on brand equity reinforces Jagoroni Chakra’s position as a driving force for positive socio-economic change.

Charities have numerous obstacles, including a reliance on donations and a lack of knowledge among the public about the advantages of joining such groups (Namazi, 2002). Knowing the purpose and advantages of these companies’ operations is therefore crucial to understanding their brand value. Consequently, enhancing the brand value can be crucial to raising these companies’ performance. Numerous investigations have been carried out regarding the elements influencing the enhancement of brand value. One of the factors enhancing the brand value is social marketing. (Steve Hoeffler and Keller, 2002). Despite appearing costly initially, the position of an organizations can benefit from social marketing. Organizations that have mastered the application of social responsibility in brand-related activities would have a significant edge over their rivals (Polonsky and Jevons, 2006). An organization’s performance will improve with increased social responsibility, and this will benefit brand equity from the customer’s point of view. When compared to other organizational social responsibility metrics, it is unclear which particular social responsibility metrics can increase brand equity (Chomvilailuk and Butche, 2010).

1.1 Purposes of the Report

The purpose of this report is to investigating and analyzing how social marketing could be used to improve charitable organizations’ brand equity, given the importance of social marketing and its influence on brand equity within businesses, particularly charities. Through practical experience, the goals are to understand the ethical issues that are specific to the nonprofit sector, evaluate the success of social marketing campaigns, contribute to strategic planning for brand enhancement, and obtain practical insights into the opportunities and challenges that are unique to nonprofits. The ultimate objective is to significantly advance the organization’s mission by encouraging. It is so expected that this study would advance our knowledge of how social marketing works to improve brand equity and all of its organizations as well as the effectiveness and success of the business.  To do this, a survey on social marketing effect on brand equity will be conducted to evaluation the impact of social marketing on each of the brand equity’s dimensions. Ultimately, a few suggestions will be made in light of the findings.

1.2 Description

The Jagorani Chakra Foundation is non-governmental, non-political, nonsectarian, and not autonomous organization. It is socio-economical, technical, professionals, and social welfare organization. It’s performed number of tasks for instance – social welfare, women empowerment, economic development, health, education, human development, agriculture development, give micro loan to the SME. It gives home loan and performs number of microfinance activities.

I had the opportunity to participate in a variety of activities, primarily in the field survey on social marketing effect on brand equity to evaluation the impact of social marketing on each of the brand equity’s dimensions. As a non-profit organization, most of the activities of Jagorani Chakra Foundation (JCF) are social welfare. In the program along with JCF, I participated in various programs in Jashore city area and outside the city such as – Palbari, Khoyertola, Churamonkathi, Satmile, barinagor, Solua and so on. It gives micro loan to grocery shop, and various small shops. Now Jagorani Chakra Foundation operating its activities all over the country. I joined the Churamonkathi -1 Branch and work with them and gathered lots of experience and gain real and applied knowledge in partnership with the Jagorani Chakra Foundation (JCF) head office.

1.3 Research Methodology

In this study, a survey with ten questionnaires was the primary methodology. Methodology is a crucial component of any scientific study. Careful assessment of an appropriate approach is necessary to carry out a research task in a systematic manner. The design should facilitate the researcher’s ability to gather accurate and trustworthy data in order to make informed judgments. The sections that follow provide a description of the techniques and protocols used to carry out this study.

1.3.1 Location of the Study

This study was conducted at Churamankati union of Jashore district, where Jagorani Chakra Foundation carries out a variety of activities, including socio-economic, technical and vocational, sustainable livelihood and food security, agriculture, environment and climate change, health, education, cultural development, and human development, among others. Figure-1 showed the locale of the study.

                Figure -1: A map of Jashore district showing Churamankati union.

1.3.2 Source of Data

 Primary Source of data:

  • Face-to-face conversation with the respondants
  • Interaction with respective officers of the organization.
  • Relevant file analysis; and deskwork as assigned by the concerned officers.
  • Individual Observation

Secondary data

  • Various Annual report of JCF
  • Different research articles on JCF.
  • Company’s Website.
  • Related books

1.3.3 Population and Sampling

The study’s population consisted of Churamankati Union beneficiaries of the Jagorani Chakra Foundation who had at least one service encounter. With the assistance of representatives from the local JCF, an updated list of every beneficiary of the chosen union was created. Using the stratified random approach, 130 participants were chosen as the study’s sample. There were twenty members on the reserve list, which was similarly chosen at random. When the participants in the main sample were unavailable for the interview, the reserve list members were questioned.

1.3.4 Data collection tools

A 10-question questionnaire was one of the data gathering strategies utilized in this study. A pre-test of the main prototype, consisting of ten questionnaires, was conducted to assess the questionnaire’s reliability. Based on the collected data, the interview question was subsequently modified, altered, and adjusted as needed. A schedule of interviews was created with the study’s goals in mind to ensure that pertinent information was gathered. Both closed- and open-ended questions were on the agenda. In order to prevent unclear questions, the timetable also included straightforward and easy questions. After modified and corrected following questionnaire included for research study.

1.3.5 Data Analyzing Procedures

The research constructs are measures taken from the study framework, like social marketing advantage & disadvantage. Two or three components, or indications, make up each construct. To evaluate the variable items in the research questionnaire, The scale will be five points, Likert-style, with the SD standing for strongly disagree and the SA standing for strongly agree. The necessary data have been analyzed through the use of graphical representation and percentage analysis. A reliability test has been used to determine the data’s internal consistency. Additionally, the data have been examined and the conclusions have been drawn using both percentage analysis and correlation analysis.

Research Questions:

  1. Social marketing initiatives by Jagorani Chakra Foundation effectively increase awareness about the organization among the target audience.
  2. Social marketing efforts contribute to the creation of positive associations with Jagoroni Chakra Foundation’s brand.
  3. The social marketing activities of Jagorani Chakra Foundation positively influence the perception of the quality of its services and programs.
  4. Jagorani Chakra Foundation maintains a consistent brand image through its social marketing efforts, contributing to overall brand equity.
  5. Social marketing activities build trust and confidence among stakeholders, positively impacting various dimensions of Jagorani Chakra Foundation’s brand equity.
  6. Jagorani Chakra Foundation has effective methods in place to measure and quantify the impact of its social marketing efforts on different aspects of brand equity.
  7. Successful social marketing campaigns by Jagorani Chakra Foundation have long-lasting effects on the sustained brand equity of the organization.
  8. Integrating social marketing with other marketing channels enhances various elements of Jagorani Chakra Foundation’s brand equity.
  9. Jagorani Chakra Foundation faces challenges in successfully implementing social marketing strategies that positively influence different dimensions of its brand equity.
  10. How satisfied are you with the observed effect of Jagorani Chakra Foundation’s social marketing efforts on various elements of its brand equity?

The Jagorani Chakra Foundation was created in accordance with NGOAB’s guidelines. With a vision to transform society, Md. Azadul Kabir Arzoo founded Jagorani Chakra in 1975 in Sankarpur, Jashore. Currently operating in 46 districts across the nation, Jagorani Chakra uses unconventional methods to deliver services such as human rights, agriculture, and education to the society’s most marginalized groups. JCF continues to hold that education is the foundation of all development and should come first when implementing any new interventions. The Organization has 390 offices across the nation with a total of 4,630 employees at its head office at 46, Mujib, Shahid Sarak Road, Jashore, 7400.

2.1 Brief History of Jagorani Chakra Foundation

Md. Azadul Kabir Arzoo established the Jagorani Chakra Foundation in Sankarpur, Jashore, in 1975. JCF began its first development intervention in 1976, opened a center for non-formal education for kids, and received registration from the Directorate of Social Welfare in 1977. His wife, Merina Akther, serves as vice executive director of the organization, and he is its chief executive. Jonesh Biswas is the chairman of the EC committee, followed by Md. Abdul kaium as manager of my branch office (Churamonkhati Jashore-1). G banker is the official program used by the Jagorani Chakra Foundation. The executive director of the Chakra Foundation, Md. Azadul Kabir Arzoo, was honored with the 2019 Entrepreneurs Award in India for his exceptional work in social welfare. Franchise India organizes the “Entrepreneurs Award,” one of the most renowned prizes in Asia in the field of entrepreneurship. Azadul Kabir Arzoo received the award at the Franchise India “Entrepreneurs Awards 2019” ceremony, which took place at the JW Mariott Hotel in New Delhi, Maryland. Several national and international honors, including the most recent Dada Saheb Falk Film Foundation Prize in 2019, have been bestowed upon social worker Azadul Kabir Arzoo. Entrepreneur India 2019 is a platform for business owners to identify and release ground-breaking ideas, innovations, and insights necessary to realize their potential to upend the social, economic, and technological ecosystems.

2.2 Strategy of the Organization

The organization’s strategy is built on the values of equity, trust, dignity, solidarity, and full community involvement. Intersecting oral partnership efforts integrating preventive, promotional, and rehabilitative methods are also part of the organization’s plan (JCF, 2023).2

2.3 Objective of the organization

Jagorani Chakra Foundation have objectives aligned with social welfare, community development, education, healthcare, poverty, alleviation, and other areas that aim to improve the well-being of individuals and communities. they may have specific goals related to their programs, projects, and the populations they serve.

2.3.1 Short term objectives

  • The formation of awareness among partners and the formation of self-help groups.
  • By small-scale income-raising activities, encourage and promote the growth of the underprivileged masses.
  • Conduct formal and informal education programs for kids, illiterate adults, and kids who don’t attend school or drop out, as well as feeder programs.
  • Offer services for primary healthcare.
  • Provide education and credit assistance services to support income-generating activities.

Achieving the financial freedom of the oppressed people creation of a just society where everyone will value equality Rights and the fair share of the asset’s achievement of economic progress for associations, networks, and programs.

2.4 Mission and Vision of Jagorani Chakra Foundation

Vision:

Bangladesh should be rich, safe, and free from poverty.

Mission:

 To improve the capacity and self-esteem of poor communities.

Goal:

Strengthen socio economic development initiatives to meet the expanding needs of underprivileged communities with leadership, quality and satisfaction.

2.11 Support Department

There are seven different departments in the company. These departments’ tasks include supporting the organization’s numerous activities to ensure their effective and efficient execution. The following are the support departments:

2.11.1 Department of Admin and HRM

The general administrative responsibilities of any Admin and HRM Department include creating and carrying out policies, maintaining papers, administering, keeping the house clean, according to the law, etc. A wide range of responsibilities fall within the purview of JCF’s HRM, including managing organizational development, payroll and compensation, hiring and personnel, performance and training, and potential customer relations.

The administration and human resources department collaborates closely with managers and staff to address employee concerns, review performance reviews, manage compensation plans, uphold corporate policies and procedures, monitor organizational development, and support internal investigations as necessary. Examples of job titles for those working in administration and human resources include hiring manager, corporate recruiter, corporate trainer, compensation administrator, payroll clerk, and benefits supervisor, among others.

2.11.2 Department of Finance and Accounts

Every facet of a business must be understood by a good finance and accounts department in order to create a financial plan that will support the company’s objectives. Likewise, as a non-financial manager, being aware of the varied responsibilities of your company’s accounting and finance division will make you more productive in your own position (Feichter & Shahzaib, 2019).

Recording financial transactions that occur during routine business operations and reporting a company’s cash flows, both in and out, are responsibilities of JCF’s finance and accounts department. The five primary duties of this Department are as follows:

  • Keep up with all books of accounts.
  • Payroll
  • Budgeting
  • financial restrictions
  • monetary reporting.

2.11.3 Department of Internal Audit

An industry has recently emerged around the need and desire for better corporate administration. Accounting firms provide corporate administration consistency administrations, business colleges offer corporate administration courses, and there is growing public interest in connections with corporate administration-related issues (Stein, 2008). The primary objective of JCF’s internal auditing division is to gather data that can be analyzed and turned into insightful knowledge about how the company can be operated more effectively. Internal auditing typically employs four techniques to accomplish goals. These are:

1. Observing the environment of the running projects.

2. Inspecting the specific risk management techniques, financial reporting and productivity strategies that are currently in place.

3. Inquiring or asking questions of management body related to the effectiveness and efficiency of the current internal controls.

4. Confirming whether the goals and objectives of the business are being met.

2.11.4 Department of Monitoring and Evaluation

The Monitoring and Evaluation Department of JCF’s primary responsibilities with regard to the crisis response program are to:

1. At the beginning of the crisis reaction, assist in developing appropriate pointers.

2. Provide and facilitate frameworks for checking that include information gathering, research, and audit.

3. Organize inspections and evaluations of each and every other Department. Make sure information gathered through observation exercises is communicated to ranking directors promptly and in a correct manner so that any problems can be addressed as they arise

2.11.5 Department of ICT

The engineering, equipment, programming, and systems administration of the association’s PCs fall under the purview of JCF’s Information and Communication Technologies (ICT) division. Computer users inside the association can get assistance from the ICT office. This includes installing new software, fixing equipment problems, installing new equipment, looking into problems, and training staff on how to use new programming projects most effectively. It also includes helping staff with PC-related problems.

2.11.6 Department of Training

The Department of Training has the following roles and responsibilities:

  • Assessing individual and hierarchical performance to make sure that training is meeting association needs and enhancing performance.
  • Composing and distributing preparation plans that handle authoritative problems.
  • Improving the efficiency of the preparation of forms.
  • Choosing and managing resources, as well as collaborating with interior representatives and training merchants to produce and provide training.
  • Managing the ideas and skilled labor force needed to design, monitor, and deliver preparation.

2.11.7 Department of Communication and Documentation

To carry out the core board functions of planning, organizing, leading, and controlling, chiefs in organizations must have effective communication. All archives must be organized from a hierarchical standpoint by the JCF Department of Communication and Documentation. A testing expert periodically conducts exams to identify the strengths and weaknesses of recently hired representatives after auditing their capabilities (Mizer, 2005). An expert in preparation will make a decision about how to modify the representative for the business in light of the results. The Communication and Documentation Department carries out these tasks here in response to each association’s requirement to establish a variety of records.

2.12 Summary of the Chapter

The fundamental goals of JCF are to protect the inherent worth and rights of both men and women. For all impoverished people to have their moral, ethical, spiritual, and intellectual needs met as well as for equality and societal advancement, it is essential that they are employed, fully participate in decision-making, and have access to resources. In this regard, it is also necessary for our nation to acknowledge the potential contribution made by persons connected to civil society, the media, human rights organizations, and other non-governmental organizations in achieving goals pertaining to the empowerment of the populace.

The organization’s objective is to raise critical awareness among the members of the targeted community about the socioeconomic realities they currently face, the causes of their poverty, and how to overcome it by improving their socioeconomic standing by boosting their sense of dignity and independence.

The Jagorani Chakra Foundation has been working on this issue diligently for many years, putting our best effort toward the gender equality issues as well. We sincerely want to participate in society. (Annual report, 2022-23)

3.2.1 Data Entry and Maintenance

Precisely inputting monetary information into the company’s accounting system and making certain that documents are current and arranged for convenient access.

3.2.2 Credit Application Processing

 Assist in the processing of beneficiary credit applications by confirming the accuracy of supporting documentation, entering pertinent data into the credit management system, and making sure that protocols are followed.

3.2.3 Loan Disbursement

Help distribute authorized loans to recipients in accordance with established protocols, making sure that all required paperwork is correctly completed.

3.2.4 Documentation Management

Keep loan agreements, borrower profiles, and repayment records in orderly files while making sure corporate policies and data protection laws are followed.

3.2.5 Training and Development

To improve my understanding of accounting concepts, credit management techniques, and pertinent software applications, I take part in training sessions and workshops. This allows me to continuously improve my abilities and competence.

3.3 Focus Area:

My study is focusing on analysis how social marketing impacts on JCF’s brand equity. For this purpose I conducted an survey. After gathering the survey responses, thoroughly analyze the data using the relevant statistical techniques. The data obtained by survey analyzing are given below:

3.3.0 Major Findings

3.3.1 Social marketing initiatives by Jagorani Chakra Foundation effectively increase awareness about the organization among the target audience.

Frequency Table:

Table-4: Social marketing initiatives effectively increase awareness. The data were derived from survey has been summarized in table 4

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  13   95   11   7   410%   73%   9%   5%   3%
Total130100%

The survey results indicate that a substantial proportion of participants, specifically 83% who express agreement or strong agreement, positively evaluate the efficacy of Jagorani Chakra Foundation’s social marketing campaigns in raising awareness within the intended audience. Furthermore, only a small proportion of respondents (9%) or disagreed (8%), indicating that most people had a positive opinion of the Jagorani Chakra Foundation’s efforts in raising awareness among the intended audience. Fig. 4 shows finding of survey on social marketing initiatives by Jagorani Chakra Foundation effectively increase awareness about the organization among the target audience.

Figure-4: Social marketing initiatives effectively increase awareness.

  • Social marketing efforts contribute to the creation of positive associations with Jagorani Chakra Foundation’s brand.

Frequency Table:

Table-5: Social marketing efforts contribute to the creation of positive associations. The data were derived from survey has been summarized in table-5.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  7   97   13   11   25%   75%   10%   8%   2%
Total130100%

The survey results reveal a robust endorsement of Jagorani Chakra Foundation’s social marketing efforts in shaping positive brand associations. A substantial 80% of respondents either strongly agree or agree, indicating a prevailing positive sentiment towards the organization’s branding initiatives. With only 10% expressing neutrality and a combined 10% in disagreement, including 8% who disagree and 2% strongly disagree, the findings suggest a generally favorable perception of how Jagoroni Chakra Foundation’s social marketing contributes to cultivating positive associations with its brand among the surveyed audience. The finding of survey on Social marketing efforts contribute to the creation of positive associations with Jagoroni Chakra Foundation’s brand are shown in fig. 5.

Figure 5: Social marketing efforts contribute to the creation of positive associations.

  • The social marketing activities of Jagoroni Chakra Foundation positively influence the perception of the quality of its services and programs.

Frequency Table:

 Table 6: The social marketing activities influence the perception of the quality. Table-6 provides an overview of the data that were obtained from the survey.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  4   103   14   9   03%   79%   11%   7%   0%
Total130100%

Results from the poll show that social marketing initiatives of the Jagorani Chakra Foundation are widely acknowledged to have a beneficial effect on the perceived quality of the organization’s services and programs. Overall, respondents’ opinions of the organization’s work are positive, with 79% agreeing and a significant 3% strongly agreeing. Additionally, it appears that the audience being surveyed has a generally positive opinion of how the foundation’s social marketing helps to raise the perception of the caliber of its services and programs, as evidenced by the comparatively low percentages of disagree (7%), neutral (11%), and the absence of strongly disagree responses (0%). Fig. 6 shows finding of survey on The social marketing activities of Jagorani Chakra Foundation positively influence the perception of the quality of its services and programs.

Figure 6: The social marketing activities influence the perception of the quality.

  • Jagorani Chakra Foundation maintains a consistent brand image through its social  marketing efforts, contributing to overall brand equity.

Frequency Table:

Table-7: JCF maintains a consistent brand image through its social marketing efforts. Table-7 provides a summary of the survey data that were obtained.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  6   86   19   17   25%   66%   15%   13%   1%
Total130100%

The survey findings indicate that a significant proportion of respondents recognize the efforts of Jagorani Chakra Foundation in maintaining a consistent brand image through its social marketing initiatives. With a combined 71% expressing agreement (5% strongly agree and 66% agree), there is a substantial level of positive acknowledgment. The 15% neutral responses suggest a portion of respondents are undecided, while 14% expressing disagreement (13% disagree and 1% strongly disagree) indicates some divergence in opinions. Despite this, the overall sentiment leans towards affirmation, suggesting that the foundation’s social marketing efforts play a role in contributing to the overall brand equity. The survey result on Jagorani Chakra Foundation maintains a consistent brand image through its social marketing efforts, contributing to overall brand equity has been shown in fig. 7

Figure 7: JCF maintains a consistent brand image through its social marketing efforts

  • Social marketing activities build trust and confidence among stakeholders, positively impacting various dimensions of Jagoroni Chakra Foundation’s brand equity.

Frequency Table:

Table-8: Social marketing activities build trust and confidence among stakeholders. Table-8 provides a summary of the data that came from the survey.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  15   93   9   13   012%   71%   7%   10%   0%
Total130100%

According to the survey results, there is broad agreement among participants about the beneficial effects of Jagorani Chakra Foundation’s social marketing initiatives on fostering stakeholder confidence and trust. A noteworthy 83% of participants expressed agreement or strong agreement, indicating a high support for the foundation’s endeavors in this area. The results indicate a general consensus that the social marketing initiatives have a positive impact on different aspects of Jagorani Chakra Foundation’s brand equity by building stakeholder trust and confidence, with only 7% of respondents expressing neutrality and none strongly disagreeing helps to improve the impression of the caliber of its programs and services. Fig. 8 shows survey finding on Social marketing activities build trust and confidence among stakeholders, positively impacting various dimensions of Jagorani Chakra Foundation’s brand equity.

Figure 8: Social marketing activities build trust and confidence among stakeholders.

  • Successful social marketing campaigns by Jagoroni Chakra Foundation have long-lasting effects on the sustained brand equity of the organization.

Frequency Table

Table 9: Successful social marketing campaigns by JCF have long-lasting effects on the sustained brand equity of the organization.Table-9 provides a summary of the survey data.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  6   79   24   16   55%   61%   18%   12%   4%
Total130100%

According to the survey results, participants had a favorable opinion of the long-term effects of Jagorani Chakra Foundation’s effective social media marketing initiatives on the organization’s steady brand equity. A substantial 66% say they agree (5% strongly agree and 61% agree), suggesting that people generally believe these campaigns will have a lasting impact. Only 16 percent disagree, with 12 percent disagreeing and 4 percent strongly disagreeing, whilst 18 percent remain indifferent, indicating some confusion. This shows that the majority of respondents to the poll agree with the idea that the Jagorani Chakra Foundation’s brand equity is maintained over time as a result of successful social marketing campaigns. The result of the survey on Successful social marketing campaigns by Jagorani Chakra Foundation have long-lasting effects on the sustained brand equity of the organization has been shown in fig. 9.

Figure 9: Successful social marketing campaigns by JCF have long-lasting effects on the sustained brand equity of the organization.

  • Jagorani Chakra Foundation has effective methods in place to measure and quantify the impact of its social marketing efforts on different aspects of brand equity.

Frequency Table:

Table 10: JCF has effective methods in place to measure and quantify the impact of its social marketing efforts on different aspects of brand equity. Table 10 provides an overview of the data that were obtained from the survey.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  7   57   30   32   45%   44%   23%   25%   3%
Total130100%
44%

Regarding how well the Jagorani Chakra Foundation has been able to measure and quantify the impact of its social media marketing campaigns on many aspects of brand equity, the survey results show a wide range of perspectives. A significant degree of doubt or lack of consensus among respondents is shown by the presence of 23% neutral responses, even while a combined 49% (5% strongly agree and 44% agree) express a level of agreement. On the other hand, 28% disagree (25% disagree and 3% strongly disagree), suggesting that a sizable segment of the audience polled is dubious about the foundation’s procedures for determining how its social media marketing initiatives affect various aspects of brand equity. The finding of survey on Jagorani Chakra Foundation has effective methods in place to measure and quantify the impact of its social marketing efforts on different aspects of brand equity shown in fig. 10

Figure 10: JCF has effective methods in place to measure and quantify the impact of its social marketing efforts on different aspects of brand equity.

  • Integrating social marketing with other marketing channels enhances various elements of Jagorani Chakra Foundation’s brand equity.

Table 11: Integrating social marketing enhances various elements of brand equity. The data were derived from survey has been summarized in table 11

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  12   85   15   13   59%   65%   12%   10%   4%
Total130100%

The survey findings indicate a notable consensus among respondents regarding the positive impact of integrating social marketing with other marketing channels on various elements of Jagorani Chakra Foundation’s brand equity. A substantial 74% of respondents express agreement (9% strongly agree and 65% agree), showcasing a prevailing belief in the effectiveness of this integrated approach. While 12% remain neutral, indicating some degree of uncertainty, only 14% (10% disagree and 4% strongly disagree) express disagreement. This suggests that the majority of the surveyed audience recognizes the benefits of integrating social marketing with other channels in enhancing different facets of Jagorani Chakra Foundation’s brand equity.

Figure 11: Integrating social marketing enhances various elements of brand equity

  • Jagoroni Chakra Foundation faces challenges in successfully implementing social marketing strategies that positively influence different dimensions of its brand equity.

Frequency Table:

Table 12: JCF faces challenges in successfully implementing social marketing strategies that positively influence different dimensions of its brand equity. The data were derived from survey has been summarized in table 12.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  19   84   16   9   215%   65%   12%   7%   1%
Total130100%

The results of the poll indicate that participants generally agree with the difficulties Jagorani Chakra Foundation faces in putting social marketing techniques into practice in a way that enhances several aspects of its brand equity. Notably, 80% of respondents agree (15% strongly agree and 65% agree), suggesting that the difficulties at hand are well acknowledged. Of the respondents, 8% disagree (7% disagree and 1% strongly disagree), with the remaining 12% remaining neutral, indicating some ambiguity. This shows that most respondents are aware of the challenges the organization faces in putting social media marketing plans into practice successfully in order to enhance various facets of Jagorani Chakra Foundation’s brand. The finding of the survey on Jagorani Chakra Foundation faces challenges in successfully implementing social marketing strategies that positively influence different dimensions of its brand equity has been represented on fig 12.

Figure 12: JCF faces challenges in successfully implementing social marketing strategies that positively influence different dimensions of its brand equity.

  • How satisfied are you with the observed effect of Jagorani Chakra Foundation’s social marketing efforts on various elements of its brand equity?

Frequency Table:

Table 13: How satisfied are you with the observed effect of JCF’s social marketing efforts on various elements of its brand equity? Table 13 provides a summary of the data that came from the survey.

 FrequencyPercentage
Strongly Agree   Agree   Neutral   Disagree   Strongly Disagree  10   89   15   11   58%   68%   12%   18%   4%
Total130100%

According to the survey results, most respondents expressed satisfaction with the impact of Jagorani Chakra Foundation’s social marketing initiatives on many aspects of the organization’s brand equity. A sizable 76% say they are satisfied (8% strongly agree and 68% agree), indicating that the influence has been approved overall. 22% of respondents express dissatisfaction (18% disagree and 4% strongly disagree), indicating that some audience members are not entirely satisfied with the observed effects of the foundation’s social marketing initiatives on various facets of its brand equity. Meanwhile, 12% remain neutral, suggesting some respondents are undecided. The finding on How satisfied are you with the observed effect of Jagorani Chakra Foundation’s social marketing efforts on various elements of its brand equity has been characterized in fig 13.

Figure 13: How satisfied are you with the observed effect of JCF’s social marketing efforts on various elements of its brand equity?

3.4 SWOT Analysis:

  • Strengths: Jagorani Chakra Foundation has a clear and compelling social mission, which can resonate well with audiences in social marketing campaigns, enhancing brand image and equity. By consistently delivering on its social mission and values, Jagorani Chakra Foundation can build trust and authenticity, key drivers of brand equity in social marketing efforts.
  • Weaknesses: Limited financial and human resources may hinder the foundation’s ability to invest in robust social marketing campaigns, potentially limiting the reach and impact of its efforts.
  • Opportunities: Collaborating with other organizations or influencers in the social sector can extend the foundation’s reach and enhance its brand equity.
  • Threats: Competition from other nonprofit organizations or businesses with similar social missions may pose a threat to Jagorani Chakra Foundation’s brand equity, especially if they have more extensive resources or better marketing capabilities.

3.5 Problem Identification and Recommendation

This section describes the identified problems facing Jagorani Chakra Foundation, consequences of this problems and finally recommendations.

3.5.1 Problem identification

Limited Reach: The survey indicates that the foundation’s social marketing efforts have not effectively reached a significant portion of the target audience. This could be due to inadequate targeting, lack of diversified content, or insufficient promotion strategies.

Insufficient Skilled Staff: The survey reveals that Jagorani Chakra Foundation lacks staff with adequate skills and expertise in social marketing. This shortage of skilled personnel hampers the foundation’s ability to effectively execute social marketing strategies and leverage digital platforms to enhance brand equity.

Frequent Technological Changes: The survey indicates that the rapid evolution of technology presents a challenge for the foundation’s marketing efforts. Keeping up with the latest trends, tools, and platforms requires constant adaptation and investment, which may strain resources and hinder the foundation’s ability to stay competitive in the digital landscape.

3.5.2 Recommendations

During preparing the report some recommendations for Churamonkathi-1 branch of Jagorani Chakra Foundation came into my mind that I am sharing bellow:

Continuous Learning and Adaptation: Establish a culture of continuous learning and adaptation within the organization to keep pace with technological advancements. Encourage staff to attend workshops, webinars, and conferences to stay updated on the latest trends and best practices in social marketing.

Partnerships and Collaborations: Explore partnerships with technology companies, educational institutions, and other organizations to access resources, expertise, and funding opportunities for social marketing initiatives.

Transparency and Accountability: Maintain transparency with donors, supporters, and stakeholders regarding the allocation and utilization of funds for social marketing activities.

3.6 Summary of Internship:

Overall, the internship report provided valuable insights into the influence of social marketing on brand equity in Jagorani Chakra Foundation. Findings revealed a strong social presence but highlighted challenges such as inconsistent messaging and limited resources. Recommendations include staff training, consistent branding, strategic technology investments, diversified funding, and partnerships to strengthen social marketing efforts and brand equity.

 Chapter -Four Conclusion

4.0 Conclusion

The survey’s findings give a thorough picture of how stakeholders feel about the social marketing campaigns of the Jagorani Chakra Foundation and how they affect brand equity. Remarkably, a sizable majority of respondents expressed satisfaction with social marketing’s ability to raise awareness, foster favorable brand connections, and improve perceptions of the caliber of the company’s offerings.

The results highlight how well the Jagorani Chakra Foundation is doing at sustaining a consistent brand image through social marketing, which helps to build brand equity overall. Stakeholder confidence and trust were seen as important results of social marketing efforts that were successful, and most agreed that these campaigns had a beneficial influence on many aspects of the organization’s brand equity.

There is some degree of ambiguity surrounding the organization’s procedures for assessing the influence of its social marketing campaigns on different aspects of brand equity, even if the study shows a noteworthy consensus on the benefits of combining social marketing with other channels. The majority of respondents acknowledge the problems experienced by Jagoroni Chakra Foundation when executing social marketing methods, indicating a general understanding of the challenges

According to the poll, stakeholders are generally rather satisfied with how the Jagorani Chakra Foundation’s social marketing initiatives have affected many aspects of its brand equity. Although a considerable number of respondents indicate satisfaction, a notable proportion express displeasure or remain neutral, indicating areas in which the organization has to improve its tactics even more in order to fulfill stakeholder expectations.

In conclusion, this internship report offers the Jagorani Chakra Foundation useful information that can be put to use. It gives a sophisticated grasp of stakeholder perceptions and points out areas where social marketing tactics may be improved in order to build brand equity in the nonprofit industry. The results add to the larger conversation on how social marketing affects charitable organizations’ brand equity.

4.1 Recommendations

Based on the findings, a number of suggestions are possible to improve the influence of social media marketing on the brand equity of the Jagorani Chakra Foundation. The organization should make an investment in improving measurement techniques so that the effects of social marketing on various aspects of brand equity can be precisely evaluated. This may involve employing advanced analytics tools and conducting comprehensive data analysis. To increase the impact on brand equity, the company should keep looking for ways to combine social marketing with other marketing platforms. Creating unified cross-channel strategies helps improve engagement and brand consistency. The Jagorani Chakra Foundation has to recognize and resolve the obstacles in the way of successfully putting social media marketing techniques into practice. This could entail reorganizing procedures to remove obstacles or provide more resources and training. In order to make sure that social marketing initiatives are in line with stakeholder expectations and preferences, the company should give priority to continuous stakeholder involvement and feedback systems.

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