NHS Blood and Transplant (NHSBT) is a Special Health Authority, dedicated to saving and improving lives through the wide range of services we provide to the NHS.
We are responsible for ensuring the safe and secure supply of blood, stem cells, tissues, solid organs and plasma products to the NHS; and for promoting and raising awareness of donation.
Unlike the private sector, marketing within non-profit making organisations such as the National Blood Service show a need to divide their marketing activities to a wide range of publics as their revenue streams are not always derived from conventional sales income. (Brassington and Pettitt, 2006. P.1096)
It is with this in mind that this report will examine how marketing can assist the National Blood Service in achieving its goals and also the way in which expectations of shareholders are met.
The methodology used in this report will compare the formalised strategic aims as outlined by the National Blood Service themselves with the marketing activities they employ. As well as looking at the current stakeholders of the National Blood Service and what their expectations might be and discussing if their needs are currently being met by the organisation.
This report will explain that the National Blood Service uses marketing to good effect to achieve or move to achieving its strategic goals. This report will also show that the National Blood Service balances well the needs of its two main stakeholders, donors and primary care trusts (hospitals), when their demands are relatively unconnected.
The limitations of this report are reflected in a lack of primary research regarding the two main stakeholders and the measurement of their expectations as well as the lack of a primary longitudinal study into the successes of individual marketing campaigns and public relations initiatives.
Contents
EXECUTIVE SUMMARY
TERMINOLOGY/ POINTS OF REFERENCE
INTRODUCTION
LITERATURE REVIEW
METHODOLOGY
DISCUSSION
Donor-Side
Client-Side
CONCLUSION
REFERENCES
Research Objectives and Key Topics
This report evaluates how marketing strategies assist the National Blood Service in achieving its strategic goals and assesses how effectively the organization meets the expectations of its primary stakeholders, specifically donors and clinical providers.
- Strategic alignment of non-profit marketing in the healthcare sector.
- Analysis of donor motivation and long-term retention strategies.
- Operational logistics and the supply chain for blood-related products.
- Balancing stakeholder needs between donors and hospitals.
- Market segmentation and the effectiveness of public awareness campaigns.
Excerpt from the Publication
LITERATURE REVIEW
The market for blood related products has been extensively researched with Titmuss (1970) who asserted through his research that blood donors cannot be described “in terms of complete, disinterested, spontaneous altruism” instead showing a motivation through certain obligatory tendancies and social responses such as approval and a sense of inclusion. It is this research into donor motivation that forms the basis of most subsequent literature that provides marketing and supply chain recommendations to the industry. Titmuss (1970) also alludes to a situation where commercialisation and incentivisation through monetary reward actually stymies the expression of altruism and reduces donation rates.
Marketing the National Blood Service to potential donors should focus on four factors that add value to the experience; quality and safety, research and development, timeliness and availability. Notice how these issues can be divided into two points that directly relate to blood related products compared to the latter two which focus on supply-chain and logistical delivery of the services it offers. (Grant et al, 2006)
As part of a study into donation behavior it showed up that attracting new donors is not the only problem that the National Blood Service have to contend with in their marketing strategies Leigh et al (2007) states that “the majority of donors (86 percent) have given blood no more than five times” meaning that the relationship between the National Blood Service and a potential long-term donor needs to be addressed to increase the potential lifetime value of the donor. Lifetime value, in this case, of the donor should be considered of paramount importance (Ambler and Styles, 2000, p. 503).
Summary of Chapters
EXECUTIVE SUMMARY: Provides an overview of the National Blood Service's role and outlines the report's methodology, findings, and identified limitations.
TERMINOLOGY/ POINTS OF REFERENCE: Defines key operational terms used throughout the report to ensure consistent understanding.
INTRODUCTION: Establishes the context of non-profit strategic management and the specific operational environment of the National Blood Service.
LITERATURE REVIEW: Discusses existing research on donor motivation, altruism, and the critical importance of donor retention.
METHODOLOGY: Details the framework used to analyze the organization's strategic aims and stakeholder expectations.
DISCUSSION: Analyzes specific marketing efforts on the donor-side and the cost/quality considerations on the client-side.
CONCLUSION: Synthesizes the effectiveness of the organization’s dual-strategy and provides a final outlook on its goal achievement.
REFERENCES: Lists the academic and industry sources utilized for this investigation.
Keywords
National Blood Service, NHSBT, Marketing, Stakeholder Management, Donor Motivation, Altruism, Supply Chain, Strategic Management, Non-Profit, Donor Retention, Clinical Demand, Healthcare Logistics, Public Awareness, Lifetime Value, Operational Efficiency
Frequently Asked Questions
What is the core focus of this report?
The report examines how the National Blood Service utilizes marketing strategies to meet its defined strategic objectives while satisfying the requirements of its stakeholders.
What are the primary themes discussed?
Key themes include non-profit marketing, donor behavioral analysis, supply chain management for medical products, and financial sustainability within the NHS.
What is the primary objective of the research?
The goal is to determine if marketing efforts help the organization reach its aims and to evaluate if the needs of donors and hospitals are effectively balanced.
Which methodology is employed?
The author uses a criteria-based framework derived from the organization's official strategic aims, combined with a comparative analysis of current marketing actions and existing literature.
What is covered in the main discussion?
The discussion is divided into 'Donor-Side' analysis, focusing on recruitment and retention, and 'Client-Side' analysis, focusing on cost-efficiency and service quality for hospitals.
Which keywords best characterize this work?
Essential keywords include National Blood Service, donor retention, strategic marketing, non-profit management, and healthcare supply chain.
How does Titmuss' research influence the arguments in this report?
Titmuss' theory on donor motivation is used as a foundation to argue that monetary incentives might discourage altruism, shaping the marketing approaches recommended for the service.
Why is donor lifetime value considered important?
It is highlighted because data shows 86% of donors give blood fewer than five times, making long-term retention critical for the organization's sustainability.
- Quote paper
- Christopher Ulph (Author), 2010, Marketing Options of the National Blood Service, Munich, GRIN Verlag, https://www.grin.com/document/166059
