Abstract
Nonprofit organizations play a vital role in public services reform agenda, with the potential to contribute flexible, innovative user-engagement in the delivery of public services (Cairns et al. 2005; Charity Act 2006; HM Treasury 2007). However, in the economic downturn and increasingly competitive, the quality of this service may be jeopardised due to limited pool of resources to carry out its social mission (Ryan 1999). Managers are urged to seek new strategy to generate funds and corporate brand is at the forefront of efforts to establish competitive position (Hankinson 2001). There are many evidences of press articles on charity rebrands (Basini 2012; Kean 2012; Weakley 2012), yet a review of the research literature found little empirical testing of process (Hankinson and Lomax 2006; Crosby 2009).
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Lee, Z. (2016). Towards a Model of Strategic Charity Rebranding Process: A Managerial Perspective. In: Groza, M., Ragland, C. (eds) Marketing Challenges in a Turbulent Business Environment. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-19428-8_134
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DOI: https://doi.org/10.1007/978-3-319-19428-8_134
Publisher Name: Springer, Cham
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