To counteract the slow but radical changes in its membership profile, a firm policy decision was… 1 answer below »

To counteract the slow but radical changes in its membership
profile, a firm policy decision was made to recruit and retain more ‘seagoing’
members. This was to be achieved through the launch of ‘Offshore’, a new grade
of membership especially for sea users. This scheme was to offer a variety of
marine-related benefits. The team at the RNLI wanted to get over a feeling of
belonging: that for seagoers, the RNLI is ‘their’ charity. There could also,
with some justification, be grounds for marketing ‘Offshore’ as a thing of
duty, or personal responsibility. If anyone should support the RNLI, seagoers
should; it is they and they alone who benefit. Why should they rely on the
support of others without giving themselves? However, the team knew that
attempts to instil feelings of guilt could backfire. Good fundraising was all
about arousing such strong feelings of empathy with the cause that instant
action was the result. However, such feelings had to be built around values and
beliefs if they were to remain beyond a oneoff donation. One possibility was to
promote ‘Offshore’ as the sea equivalent of car breakdown insurance. Whether or
not this was a good idea for a charity had yet to be discussed.

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