Within the context of FPO's marketing strategies and communication programmes target specified market segments in order to incite product/service purchase decisions. The implication here is that resources are obtained though product sales/services. This is not the case with NPOs where resources are generated through donations which are not necessarily contingent upon the delivery of a good/service. Marketing for the purpose of resource attraction, therefore, assumes a status of singular importance insofar as the success of the selected strategies and marketing mix is akin to the passage of a life or death sentence upon an organisation. If it is able to attract resources, it will survive, live, if it is unsuccessful, it will die.
The above noted difference regarding resource attraction within the context of NPOs versus FPOs, extends to variances in the way in which each organisational type engages in resource allocation practices. ...
, the UK's leading NPO, allocates resources to marketing and organisational expansion, primarily the establishment of offices in other countries but its primary resource allocation activity involves the distribution of attracted resources among the humanitarian projects and causes in which it is involved. More often than not, resource allocation decisions are predicated on cause priority, with emergencies, such as natural disaster, awarded primary consideration.
In FPO's, resource allocation does not comprise part of the resource attraction campaign except in instances where an organisation's philanthropic activities are utilised to further the corporation's image of social responsibility. Resource allocation, however, is an integral component of the resource attraction marketing campaign insofar as the cause(s) to which the resources will be allocated function as the motivator, the attractor of the said resources. It is, thus, that while resource allocation hardly ever figures into an FPO's resource attraction marketing campaign, it is often a fundamental component of NPO resource attraction campaigns and, possibly, their focal point.
Although resource allocation often functions as a major component of NPO resource attraction marketing campaigns, there is a discernible trend towards differentiation. Taking Oxfam as an example, one may note that even though it has several effective marketing campaigns targeting hunger and famine in variant parts of the world, it also has campaigns which focus on the organisation itself. This latter type of marketing campaigns focuses, not only on the continued familiarisation of the market with Oxfam through the provision of information on the organisation's history, activities and contributions to the resolution of humanitarian