The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Profit Organizations

Abstract

The truth is that competitivity has gained a strong growth in business, and it is important that companies pay attention to the practice of their relational marketing strategies. Technology, innovation, and digital have been transforming the way society operates in the market. Organizations must look for current opportunities in order to add value of their business and negotiation process and of course in the way they act and interact with the target. This way, the current research demonstrates the importance of CRM in relational marketing practices, particularly in non-profit organizations. Regarding the methodology, a case study was developed using a qualitative methodology through semi-structured interviews in a convenience sample, with the aim of retaining the opinion fundraising and marketing responsible department between the different organizations under study. The main result of this exploratory study appears to prove the importance of using CRM for the good practice of relational marketing strategies in order to attract, retain, and build trust with their stakeholders.

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Chapter 13
DOI: 10.4018/978-1-7998-9790-3.ch013
ABSTRACT
The truth is that competitivity has gained a strong growth in business, and it is important that companies
pay attention to the practice of their relational marketing strategies. Technology, innovation, and digital
have been transforming the way society operates in the market. Organizations must look for current
opportunities in order to add value of their business and negotiation process and of course in the way
they act and interact with the target. This way, the current research demonstrates the importance of
CRM in relational marketing practices, particularly in non-profit organizations. Regarding the method-
ology, a case study was developed using a qualitative methodology through semi-structured interviews
in a convenience sample, with the aim of retaining the opinion fundraising and marketing responsible
department between the different organizations under study. The main result of this exploratory study
appears to prove the importance of using CRM for the good practice of relational marketing strategies
in order to attract, retain, and build trust with their stakeholders.
The Use of CRM in Marketing
and Communication
Strategies in Portuguese
Non-Prot Organizations
Maria Inês Magalhães Rodrigues
ISAG – European Business School, Portugal
Manuel José Serra da Fonseca
https://orcid.org/0000-0002-3290-8449
Polytechnic Institute of Viana do Castelo, Portugal
Jorge Esparteiro Garcia
https://orcid.org/0000-0001-5710-5557
Polytechnic Institute of Viana do Castelo, Portugal

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
INTRODUCTION
In a globalized market where consumers are increasingly concerned in interacting and supporting social
issues, Non-Profit Organizations must also outline a set of practices and marketing strategies in order to
increase their performance in the market and consequently reach the intended target audience.
The awareness actions that each organization entails and the fact that it has a non-profit character
aroused an interest in understanding how marketing tools would work in an association with several
specificities and inserted in a differentiated sector.
In this sense, non-profit organizations are no exception and need to incorporate in their actions and
strategic planning a technological aspect that is able to meet their needs in marketing and fundraising
strategies, as well as in building a good image and reputation, and transmit their social projects, ideas
and values to society. Ultimately, to fulfill the goals they set themselves, ensuring a better quality of life
for the community to develop positively.
The choice of this topic was aimed at understanding the Importance of CRM in Relational Market-
ing Strategies and Practices in Non-Profit Organizations. Since CRM implementation is quite present
in commercial companies, this study aims to understand the strategy behind a sector that is different
from the rest.
It is observed that managers/administrators/directors at the level of non-profit organizations still seem
to have little sensitivity to the subject and to the consequent advantages in optimizing the performance
of the daily functions of this type of organization.
Throughout this research, it will be important to recognize that the third sector should also take
advantage of tools used in other areas of the economy, especially in the implementation of a CRM
platform that will create opportunities in these organizations, whether in the practice of relational mar-
keting strategies or in the attraction, retention and loyalty of its target - donors, partners and volunteers
and, consequently, understand whether the application of a CRM software will have a differentiation in
responding to the goals of organizations.
In the current context of the COVID-19 pandemic, many of these organizations, which conducted
their actions mostly face-to-face, had to adapt and take advantage of technologies that allowed them to
reach their segment in a non-face-to-face manner.
In this context, and in the scope of the work of this chapter, we started by analyzing empirical and
research papers, thus defining the different subjects to be addressed in the literature review.
In order to fulfill the general objective of the study, five specific objectives were defined: The first
consists in understanding the characteristics and identity of the non-profit organization; the second intends
to understand how the entity was organized before the implementation of CRM; the third intends to un-
derstand the importance and experience of CRM in the organization, and, the fifth and last objective aims
to understand the role of CRM in the adaptation of organizations to the pandemic context COVID-19.
With regard to the methodological approach that underlies this research, it should be noted that a
qualitative methodological approach was used, based on exploratory interviews with leaders of the
organizations.
This chapter consists of five sections, the first of which refers to the introduction and identification
of the research problem containing a brief background of the theme mentioned the research objectives.
The second section is a literature review of the core concepts addressed.

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
The third section, called research methodology, is based on the exposition of the methodological
approach, the detailed description of the general and specific objectives, and the selected collection
instrument.
The fourth section analyzes the data and presents the results.
Finally, the fifth and last section presents the conclusions and general contributions of the research,
as well as the recognition of its limitations and recommendations for future research.
LITERATURE REVIEW
Over the years the primordial concepts of marketing have been changing, Kotler et al. (2017) state that
in the current marketing scenario we should consider individuals as human beings and not as mere
consumers. In an initial phase of marketing the center was only in the management of the product and/
or service, alreadý in a transitional phase and with the emergence of the internet and the explosion of
information the importance has shifted to the management of the consumer. In the current technologi-
cal reality, the key concept becomes centered in the mind of the human being, consisting of informed
and active consumers in the digital environment who consider the values transmitted by organizations.
Marketing assumes a growing importance not only for the good adaptation to the market but also
in a differentiation aspect of the companies. Information technology management emerges in order to
reduce costs and add productivity for marketers (Lindon et al., 2018).
It is in this context that marketing shows all its comprehensive capacity, particularly in its aspect
of optimizing the performance of non-profit organizations. Thus arises the concept of social market-
ing, which is often confused with other areas of knowledge such as nonprofit marketing, public sector
marketing, and education. Although it uses commercial marketing techniques, contains a relational and
service marketing dimension, often operates at the service of the social economy and uses commercial
marketing tools to enhance its performance (e.g. CRM tools), the principles and techniques of social
marketing are mostly used to promote public health, prevent accidents, protect the environment, increase
community involvement and improve financial well-being (Kotler & Lee, 2015).
Social Marketing
Lindon et al. (2018) state that social problems are extremely complex and are related to various sectors
on a social, educational, environmental level and therefore solutions need to be developed considering
socioeconomics, historical, religious and cultural factors. By adjusting society’s awareness, it is necessary
to bring about changes in people’s attitudes and behaviors, habits, interests, feelings and beliefs. What
is important in social marketing is the ability of its agents to appeal to the social, civic, and solidarity
consciousness of citizens, so social campaigns aim to educate and prevent. The specificity of social
marketing occurs essentially at the level of its object (social awareness) and in the objectives it proposes
(to awaken this awareness, modify attitudes, and change behaviors).
According to Kotler and Lee (2011) there are four fundamental ideals that characterize social market-
ing: in addition to its influence on society’s behaviors it uses a planning process that applies marketing
principles and techniques in view of its audience and benefits to society.
In order to minimize the difficulties in the development of behaviors to be promoted in social mar-
keting, the authors Martins et al. (2014) state that marketing actions should be strategically developed

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
through clear, measurable and defined long-term objectives. Damn (2010) attributes a key role to social
marketing in the adoption of positive behavior and consequently reduce the negative. In addition to pro-
moting change and redirecting an individual’s preference to a particular cause, social marketing provides
positive and beneficial outcomes for the individual and society as a whole. Mihăilă (2017) states that
social marketing is a promising framework for planning and implementing programs related to social
change, far beyond social advertising this type of marketing is fully related to social causes, corporate
and community volunteering with the aim of promoting changes in society’s behavior and attitude.
Nancy et al., (2011) define social marketing as the process that uses commercial marketing principles
and techniques with the goal of influencing behavior, all depending on the creation, communication,
delivery and exchange of offers that have a positive value to society.
Social marketing involves changing behavior whether in environmental, economic, social, and politi-
cal circumstances, with the major goal being in meeting society’s desire and consequently improving
their quality of life (Serrat, 2017). Social marketing is advantageously positioned in the fight against
problems on a global, national and local level, however it is necessary to think long term and with a
related development of appropriate principles and techniques (Serrat, 2017). According to Peattie and
Peattie (2009) social marketing underlies accessibility, engagement costs to media interconnecting with
partnerships, funding, politics and people.
Classical definitions of marketing carry associated appreciations such as satisfaction of needs and
wants, demand, market, value and exchange. In social marketing these expressions are also applicable
as: social demand, social needs, social exchange and social market, however these factors have different
goals than traditional marketing (Souza et al., 2018). According to Meira and Santos (2012) social market-
ing aims to raise awareness and sensitize people about a social cause in the search for behavior change.
In the same perspective, the authors Basil et al. (2019) define social marketing as the integration of
marketing concepts with other approaches in order to influence behaviors that benefit individuals and
the community. The practice of social marketing is guided by ethical principles that aim at a research
development, practice improvement, public overview in order to maintain an integrated and informed
society in social programs that are effective, efficient, equitable and sustainable. It is essential that these
professionals know their competition in order to understand behaviors and where the efforts of these
actions should go.
According to Bernhardt et al. (2012) in social marketing there are several points to keep in mind
beyond individual and behavioral change: 1) Harnessing the power of markets and marketing to improve
well-being; 2) Maximizing well-being with access to means; 3) Developing and enhancing marketing
techniques that support consumer well-being. Social marketing is a planned approach to social innova-
tion, i.e., it is the application of marketing principles to shape markets to be more effective, efficient,
sustainable, and fair in supporting well-being and social causes (Phills et al., 2008)
Lefebvre (2012) believes that the focus of social marketing is on facilitating and supporting value
creation processes in which people are seen as targets in changing behaviors, thus social marketing aims
to propose the possibilities of this change, for the author the importance lies in achieving a dynamic
participation and learning for both society and marketers. Bach and Enas (2016) state that the core of
social marketing is in the orientation to the general public in an analysis of their reasons, actions and
habits in society. In this way social marketing empowers and motivates people to adopt a desired and
positive behavior as part of their daily lives. Despite the significant challenges in measuring the practice
of social marketing in causes the goal is in the dissemination of actions and behaviors to adopt in various
social areas. Author Lefebvre (2011) identified six challenges that apply to social marketing: heritage,

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
social networks as behavioral determinants, critical marketing, sustainability, scalability, and market
approach. Social marketing must address such challenges by showing the effectiveness and efficiency
of supporting each cause.
It should also be noted that there are several studies and areas that demonstrate the relevance of social
marketing in Portuguese non-profit organizations. Studies can be highlighted in the areas of Tourism
(Araújo &Sá, 2017), Portuguese League Against Cancer (Santos, 2018), Road Prevention (Fonseca,
2012), Breastfeeding (Martins et al., 2014), Domestic Violence (Machado, Antunes and Miranda, 2016),
Public Health (Dançante, 2017), among others.
Services Marketing
Lindon et al. (2018) state that services have some particular characteristics that lead to a differentiated
marketing approach the intangible nature of services does not allow it to be easily appreciated by the
consumer, because they do not have a physical and material component that allows for prior observa-
tion and analysis it is necessary to use a service to understand if it is suitable to expectations. A service
consumer contributes to the quality of that service, by his good or bad mood, by his level of demand, by
his competence, by his experience and by the way he gets involved in the act of consuming that service.
Each customer is different, so a service is less homogeneous than an industrialized product.
The service sector has had a significant growth in the world economy and for this the concepts and
strategies of service marketing have had a great development to respond to the market. The evolution
in the sector has drawn attention to the challenges that organizations come to face be this change at the
organizational level, commercial, distribution and consumer experience in service delivery (Zeithaml
et al., 2014). Gummesson et al. (2012) defined services marketing as a concept that includes the firm’s
performance in the value proposition, in addition to dissolving the division between goods and services.
Among other concepts that have been emerging the most interesting are that of value creation and service
and the integration of resources among stakeholders, giving an active role to customers. Bateson and
Hoffman (2016) distinguish service marketing from product marketing mainly by the function of its
intangibility. The authors believe that this new era of global services is characterized by greater customer
involvement in strategic business decisions; the development of technologies that have come to enable
both customers and employees to assist in service delivery; as well as employees with greater freedom
to develop customized and immediate solutions.
Lovelock and Wirtz (2009), further add that a major responsibility of management is to ensure
that managers and their employees do not isolate themselves between departments but work together
to achieve goals. Operations is the primary function of a service company, as they are responsible for
all delivery management (equipment means, facilities, systems, and even employees who have direct
contact with the customer).
According to Kotler (2000) there is a set of tools that companies must follow to achieve their goals
in the market: the marketing-mix that will drive managers to sell their products and innovate according
to their market. Each of the marketing strategies must adopt four elements: price, product, promotion,
distribution, and communication. Since the services sector presents certain characteristics in the form
of performance there was the need to expand the components for a better practice of the strategies, these
being: people, physical evidence, and processes. In this way, the 7 Ps represent a set of variables of
decisions with the purpose of offering help to companies so that they can achieve their goals and conse-
quently, satisfy and retain customers (Lovelock & Jochen, 2011). Thus, companies must be prepared to

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
ensure the quality and value of the service provided in order to increase the success of the organization
(Marangoni, 2015).
Throughout the 20th century, one begins to see many companies investing in initiatives to promote
the quality of their services aiming to achieve differentiation and build competitive advantages. Based
on instinct and intuition, managers quickly understood the importance of serving their customers with
maximum efficiency, this dedication became the basis for the success of most companies in various
sectors. Today, one of the strongest factors observed in service marketing is the influence of technology.
The growth of the Internet has brought with it a range of new services, especially for companies focused
on the online environment, where in addition to offering opportunities for new products and services, it
provides the means to offer existing services in a more accessible, convenient, and productive way. The
presence of technology results in an empowerment in reaching customers worldwide in every possible
way by keeping in touch easily and sharing information. The globalization of technology facilitates ef-
ficiency in the service sector, and the tasks that produce and support these activities can be conducted
virtually anywhere in the world (Zeithaml et al., 2014).
Following the ideas of the author mentioned above, the emergence of technologies can also hinder
some processes, such as the lack of customer readiness to technology, often there are customers who have
no interest in the existing technological advances having failure to adapt. As well as the return on invest-
ment in technology is often uncertain, in addition to the time that can be achieved, the management of
gains in productivity and customer satisfaction is uncertain since it creates dependence on other factors.
Relational Marketing
The concept of relational marketing arises with the purpose of responding to the growing need that
companies have to satisfy their customers, considering them more and more informed and demanding.
Relational marketing aims to establish and maintain relationships between the brand and the consumer
based on personalized, interactive, and measurable actions, creating a constant knowledge of evolution
for brand building. To establish and maintain good relationships with customers it is crucial to know, be
relevant, communicate, listen, reward for their loyalty, and associate them to the life of the company or
brand. The strategies defined for relational marketing actions go much further than direct contact with the
customer based on the knowledge of those customers’ needs and service perception (Lindon et al., 2018).
Most of the marketing theories are developed through product markets, however, the analysis of
industrial and services markets emerges with a new perspective: the relational marketing, with the aim
of building long-lasting and stable relationships with customers. The business model becomes customer-
centric, supported by technological development, information management and service (Antunes &
Paulo, 2008).
Berry (1995) began by defining the concept of relational marketing as a means to attract, maintain
and develop relationships with customers. The goal of relational marketing is in building profitable and
beneficial relationships for both companies and consumers (Antunes & Paulo, 2008). In a further opin-
ion, Cruz (2017), states that due to increased competition and a rapid evolution of markets, it becomes
essential to add value to consumers through channels that connect with each other in order to establish
business processes at the level of buying and selling, aiming for organizations to have all kinds of in-
formation from each customer to adapt new offers tailored to their needs. Thus, the major indicator of
strategic positioning becomes the customer portfolio instead of market share.

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
Relationship marketing seeks to establish ongoing relationships with customers in order to achieve
loyalty and fidelity between the company and the consumer. The benefit of these long-lasting relation-
ships lies mainly in the fact that the company passes on a good brand image and builds customer loyalty,
with the aim of these customers having no interest in competitors (Martínez et al., 2017).
Casais et al. (2019) state that relational marketing is a central aspect of business models and an in-
centive for innovation. Relational marketing focuses on customer loyalty, its focus is on the individual
customer for which a unique value proposition is sought to be developed. One of the indicators for the
performance of relational marketing is in customer retention as well as profitability (Brito & Lencastre,
2014).
In a world in constant change and evolution, both on the supply and demand side, there are several
factors that increase the strategic importance of approaches directed to relational marketing: the ad-
vancement in the areas of technologies, not only in terms of communication, but also in production and
logistics departments. Thus, technology came to allow means to identify and maintain this commitment
with the customer (Brito, 2011).
Relationship marketing emerged as the rapid result of changing consumer needs and intense competi-
tion in the market (Agariya & Singh, 2011). New technologies have enabled a capacity of data storage
and extraction in order for organizations to deal with a vast amount of customer information that would
have been unthinkable before, from the marketing point of view this evolution has allowed the ability
to individualize and manage the relationship with the customer (Brito, 2011).
Miquel-Romero et al. (2014) believe that relationship management between companies and partners
should be viewed in the long term. As long as both parties are willing to maintain this relationship,
the lower the risk of relationship dissolution, since it requires investments that are often unrecoverable
(Scheer et al., 2014). According to Miquel-Romero et al. (2014) trust and commitment is a strategic goal
and a source of profitability for the business in the long run.
Agariya and Singh (2011) states that the key elements for relationship management beyond trust
and commitment is also in the cooperation conveyed. Palmatier et al. (2006) further adds that a good
relational marketing practice makes partners more likely to share information and consequently increase
security and reduce opportunism.
Social Economy
The Social Economy was defined by the Commission of the European Communities in the Communi-
cation to the Council of December 18, 1989, as follows: an enterprise belongs to the Social Economy
if its productive activity is based on organizational techniques based on the principles of solidarity and
participation among members, whether producers, users or consumers, and on the values of autonomy
and citizenship. In general, these enterprises adopt the legal form of a cooperative, mutuality, or as-
sociation (Afonso, 2018).
Ávila and Campos (2018) define the social economy as the response to social problems in which its
character is quite different from private and traditional enterprises based on the logic of capital.
Third sector organizations are characterized, as those that do not have any aspect in providing goods
or services, but rather a focus on human beings and their issues, their product is in changing human be-
ings to positive activities, that is, non-profit organizations are agents of human change (Drucker, 1999).
Andrade and Franco (2007) state that there are several denominations and characteristics that exist in
the nonprofit sector that also impose clarity as to their definitions.

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
CRM (Customer Relationship Management)
Nowadays the goal of organizations is not only to satisfy customers, but equally to have chances to compete
in the market to achieve their goals. Customer satisfaction is often seen as a central and determining point
for customer retention, Rahimi and Kozak (2017) argue that the most important goal for an organization
is to maintain the loyalty of its customer and centralize all information about the customer, in this way
anticipating their organizational and marketing strategies will enable organizations to perform better in
the market with the aim of meeting customer needs and exceeding their expectations.
Henrique and Miake (2017) state that the CRM process is supported by relationship orientation and
customer knowledge management derived from data collection, data consolidation, data analysis, and
knowledge distribution to support decision making.
CRM can be seen as the systematic and automated application of relationship marketing concepts as
CRM adoption will enable an improvement in customer knowledge management from an appropriate
technology infrastructure, but mainly a review of management processes at the operational and customer
level (Henrique & Miake, 2017).
Parvatiyar and Sheth (2001) define CRM as a comprehensive tool and process in customer acquisition
and retention. Beyond this consumer focus it encompasses areas with integration in marketing, customer
service, sales and after-sales with the goal of achieving efficiency and effectiveness as two main dimen-
sions in customer value delivery performance.
Yim et al. (2004) state that CRM originates from the combination of three fundamental aspects:
customer orientation, relationship marketing and database marketing.
Regarding the use of CRM tools in optimizing communication strategies (namely in non-profit or-
ganizations) the contributions of Kristoffersen and Singh (2004), Wu and Hung (2008), Courchesne et
al (2019), Wang (2019), Idzikowski (2019), among others, can also be highlighted.
METHODOLOGY
This chapter details the methodological approach used during the research carried out in the context of
the importance of CRM in non-profit organizations.
In order to respond to the general objective of this research and since it is a little explored theme
in Portugal it was considered relevant to know the opinions and experience in CRM strategies within
non-profit organizations according to the view of their professionals, through an exploratory case study.
This chapter presents a description of the procedures carried out in the investigative path for which,
in an initial phase, the bibliographical survey, previously presented, was relevant for a greater perception
of the theme to be investigated. Next, we proceeded to a qualitative methodological approach based on
semi-structured exploratory interviews presenting a set of dimensions in order to obtain a diversity of
relevant and complete opinions.
Research Questions and Analysis Model
In order to meet the proposed objectives, an interview script was developed. Complying with the good
practices of conducting an interview, the study’s general objective was to analyze the opinion of the

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
representatives of the marketing and fundraising departments of the different organizations under study,
specifically:
1. Characterization of the organization
2. The organization before the CRM implementation
3. Importance and experience of CRM in the organization
4. Role of CRM in adapting the organization to the pandemic context COVID 19
In a collection of clear and concise objectives, the intention was to analyze the relationship between
the different variables presented and determine the different behaviors of social economy organizations
in the application of CRM.
The questionnaire merely responds to open-ended questions (discussion topics) with the aim of the
interviewee expressing their ideas and opinions regarding the study. In this sense, in addition to answer-
ing data such as: name of the organization, number of employees, position held, area of operation and
time in the organization.
Sample
According to Oliveira (2001) the sample is a stage of great importance in the development of research
capable of determining the validity of the data obtained. For this study, the sample under analysis is a
sample by convenience that comprises a professional position of marketing and/or fundraising manager,
where 5 non-profit organizations in Portugal were interviewed. Convenience sampling is appropriate
and often used for idea management in exploratory research where the researcher selects a sample from
the most accessible population (Oliveira, 2001).
Prior to the interview process, this questionnaire was sent by email in January 2021 with the aim
of contextualizing the professionals in the study and scheduling the day for the exploratory interview.
Given the impossibility of a face-to-face interview due to the current context of the global pandemic,
we chose to conduct the interview online via Google Meet.
The interviewees’ answers were later transcribed, and the audio of the interview is available for
consultation. Thus, in this research it was interviewed the people responsible for Marketing and Com-
munication (or equivalent) of the institutions Ajuda em Ação; Cáritas Portuguesa; Associação Salvador;
Nariz Vermelho, and Médicos do Mundo”.
ANALYSIS AND DISCUSSION OF THE RESULTS
Dimension 1: Characterization of the Organization
Although the five organizations under study fall within the third sector the way they act and support
their mission is quite diverse among them.
When and how did the organization come about? What were the main motivations that led to the creation
of this organization?

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
Ajuda em Ação
Based in Lisbon, Ajuda em Ação is a non-profit organization that operates at an international level. Its
mission is to promote the solidarity of people around the world with the aim of helping children, families
and people who suffer from poverty, exclusion and inequality, but who want to develop the capacity to
achieve a dignified and sustainable way of life. Its values are governed by a commitment to human rights
and the dignity of people, transparency, independence, and collective effort.
We are an NGO working to combat poverty and social exclusion and this year we are celebrating our
40th anniversary, that is, our work began with this very purpose of working in cooperation and develop-
ment to combat poverty and social exclusion. At this moment we work in 21 countries. We’ve only been
in Portugal for 1 year and 3 months – Ajuda em Ação
Cáritas Portuguesa
With 65 years of history, Cáritas Portuguesa, based in Lisbon, aims to act in places of proximity, in
parishes and communities, a work that is carried out in a network gives this institution the ability to
be present throughout the national territory. The mission of Cáritas in Portugal passes mainly by the
integral human development and the defense of the common good intervening in order to transform the
society, with the support of the animation of the social pastoral, encourages the sharing of goods and
the assistance in situations of calamity and emergency. Its values are based on the centrality and dignity
of the person, mercy, equal opportunities, the option for the poor, the care of creation, the universal
destination of the goods of the earth, solidarity and subsidiarity, cooperation and fraternal communion.
One of the great questions when creating Cáritas was to have the social part of the church, that is, the
church has several pillars of ritual, of masses, the part of mythological production, and this more social
aspect was entrusted to Cáritas. Meanwhile, the various diocesan Cáritas were created by each district,
by each diocese, basically to respond to all the social action requests that came to the different parishes
at a more local level or to the different dioceses that articulate the parishes, or even to the Portuguese
Cáritas that is the coordinator – Cáritas Portuguesa
Associação Salvador
With its headquarters in Lisbon and delegation in Porto, the Associação Salvador has as its mission
to promote the inclusion of people with motor disabilities in society and improve their quality of life,
enhancing their talents and raising awareness of equal opportunities. Its vision is above all equality for
all regardless of their differences. Its values are driven by commitment, dynamism, collaboration and
excellence.
The Associação Salvador has the goal of full inclusion and integration of people with motor disabilities
and reduced mobility in society in two ways, therefore empowering the talents and promoting the talents
of our beneficiaries, technical skills, personal, self-esteem, confidence and independence and then also
the other side which is the awareness and therefore be agents of change in this sense, we have a project

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
dedicated only to accessibility and advocacy and enforcement requirement so that laws are met and
Portugal is a more accessible and inclusive country – Associação Salvador
Nariz Vermelho
Founded in 2002 and based in Lisbon, Operação Nariz Vermelho aims to ensure a continuous intervention
program within the pediatric services of Portuguese hospitals through the visit of professional clowns.
These artists have specialized training in the hospital environment and work closely with health profes-
sionals, performing performances adapted to each child and each situation. In this way, its mission is
to bring joy to hospitalized children, their families, and health professionals, through the art and image
of the Clown Doctor.
Operação Nariz Vermelho was officially born on June 4, 2002 and started with volunteer work before
its constitution by its founder Beatriz Quintela and two other colleagues doing volunteer work specifi-
cally in Estefânia hospital and it was mainly a work that was more dedicated at Christmas, volunteer
work through clowns’ intervention in children hospitalized in Estefânia. And then they realized that it
could be a continuous work, because otherwise no one would go there. So that’s when the official work
was established - the mission is to bring joy to hospitalized people through the art of clown doctors.
And this, currently, we are in 17 hospitals, so throughout these 18 years, we have been able to expand
our space – Nariz Vermelho
Médicos do Mundo
Based in Lisbon, the association Médicos do Mundo is an international network that was born in 1980
with the purpose of establishing the fundamental right of all human beings to have access to health care,
independently of their nationality, religion, ideology, race or economic possibilities. Médicos do Mundo
acts in several areas, from medical and social assistance to the denouncement of social injustices before
public opinion, the media and competent entities, fighting discrimination against vulnerable populations,
in order to increase their quality of life and well-being.
Médicos do Mundo is the name of the organization. We belong to an international network, Doctors of
the World, and we have been in Portugal since 1999, but the organization was created in 1980. We do,
it’s not only, but free health care and it’s always going to the people and the most vulnerable – Médicos
do Mundo
The Organization’s Main Challenges
Since these are non-profit organizations, for most of these types of entities the main challenge lies in
their sustainability throughout the year. Once the budget is defined the big challenge is in this ability
to sustain the projects and causes for which they are involved. In addition, raising people’s awareness
to their causes ends up being a challenge to provide answers to the different areas of the organizations.

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Main Intervenient in the Organization’s process
Since these are non-profit organizations, their main stakeholders are the beneficiaries, donors (individu-
als and companies) and volunteers, the organizations believe that the support of these stakeholders is a
key factor for the proper functioning of the various areas. organization’s main challenges.
Dimension 2: The organization before CRM implementation
It is fundamental to understand how the non-profit organizations were working prior to the implementation
of CRM and thus understand what led them to have the need for a technological tool in the development
of their strategies and actions.
When did you implement a CRM system in your organization? How did this initiative arise?
After analysis of the interviews, it was noted that the need for CRM implementation arose in several
ways: By the growth of non-profit organizations, by the need to simplify processes in one area with the
use of CRM and by the fact that international non-profit organizations are already using and mirroring
this for their delegations. Throughout the interviews it became clear that the implementation of CRM is
intertwined with the area of fundraising and marketing since it is an area that requires contact manage-
ment, loyalty of donors whether individuals or companies and segmented communication
Was a company contracted to provide support during the implementation process?
For the good functioning of the CRM system most of the organizations have used a consulting company
to provide support, training and support in the development of the CRM applied to the social economy.
With the exception of one organization that relies heavily on international support and therefore has
international colleagues helping in the implementation and development of the system. However, in gen-
eral we realize that there is no database manager within the organizations, it is always necessary to have
someone with a role behind them, in this case a consulting firm capable of providing this CRM support.
Before using the CRM did you use any kind of system? If you did not have any kind of system in place,
where did you store your volunteer/donor information?
It is underlined that all organizations, before the CRM implementation, stored their data only in Excel
or else they used pro bono projects designed by Portuguese companies that made tailor made imple-
mentations for these organizations to take advantage of the technology and optimize their processes. It
is considerable that the initial investment in a CRM tool leads organizations to opt for other solutions,
especially pro bono, but in the medium/long term and with the continuous growth of the entities in terms
of contacts and beneficiaries, they need to adapt to a tool with greater responsiveness to their tasks and
from there they have moved on to other solutions, as was the case with the CRM platform Salesforce.
Before the implementation how was the cost-benefit ratio of a CRM system perceived by the organiza-
tion? And currently, in an overall assessment, do you consider that the investment was profitable for
the organization?

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
Although the non-profit organizations only use CRM for one of their intervention areas: fundraising and
marketing, they feel that there is a positive cost-benefit relationship for the effectiveness and efficiency it
has given to their daily work. However, it is necessary to consider the budget impossibilities of the third
sector and there are some limitations, especially in the use of the remaining features that CRM allows.
Dimension 3: Importance and experience of CRM in the organization
In this dimension we will deepen the importance and experience of CRM from understanding its benefits
to how it helped in the definition and development of strategies. With some practical cases in order to
understand the usefulness of this tool in the social economy.
What are the benefits obtained so far with the use of CRM?
Throughout the interviews it was clear that when there is a specialized person with time to use CRM
the benefits are much greater, although these organizations do not always have the financial investment
to invest in human resources with CRM expertise. One of the biggest benefits of using CRM is seen in
the fundraising department in terms of growth of new donors, number of donors, information manage-
ment, work organization, obtaining data reports, and tailoring responses to incoming requests
What are the main limitations of the CRM solution implemented in the organization?
The main limitations of CRM are the lack of human resources with skills and expertise in the CRM
area. On the other hand, they are rooted in the time that is necessary to devote to this tool in order to
understand all its features and how they can be applied to the daily work of organizations, in addition to
the constant updates in the digital world. From another perspective there are functionalities that require
a very high investment, which is seen as an obstacle to continue the CRM development process.
What changes have been made in your role and in the organization with the use of CRM?
Throughout the study factors that influenced the CRM practice in the organizations were perceived,
one of them being the fact that there is a recurrent change of people between the various non-profit
organizations under study and this way, since they already used CRM in other institutions, they end up
bringing this knowledge. It is clear that a large part of the hiring in recent years in the organizations was
with the aim of enhancing the CRM tool with experienced people in other organizations and consequently
bring results for the fundraising department.
Was there a need to adapt any process of the organization’s operation when CRM was implemented? Why?
Since CRM is only used by one area of the non-profit organization (fundraising and marketing de-
partment) the adaptation of processes was mainly the transfer of the use of Excel to the CRM software
as well as the use of CRM in the accounting area to issue receipts, however they state that not all staff
is able to take advantage of this tool.
Have short, medium and long term goals been defined? By whom?

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
The goals are defined mainly in the fundraising department and consequently in the use of the data-
base, as well as in the measurement of indicators that will mainly dictate the performance of campaigns
in fundraising: from number of donations, donors and loyalty rates.
Has the CRM implementation improved the definition of strategies in the marketing/communication and
fundraising department? How has it?
One of the advantages of using CRM is the fact that it has interconnection with other digital tools,
in this case social networks and e-mail marketing, which will help in the implementation of both com-
munication and marketing campaigns as well as fundraising.
It is mainly to make a segmented communication that these tools help in defining their strategies,
in addition to prior consultation that fundraisers do in CRM to have a better perception in defining the
next strategies and therefore achieve greater success in its implementation
The implementation of a CRM system requires relationship management. Which relationships do you
consider to be the most important for your organization (beneficiaries, volunteers, donors, etc.)?
Generally speaking, donors, volunteers and beneficiaries are the main profiles of these non-profit
organizations allowing to create relationships according to the type of intervention they have to perform.
How are the databases made? And how are the assumptions of the GDPR (General Data Protection
Regulation) taken care of?
As soon as the data protection system was implemented, the organizations started to comply with
the requirements, mostly by filling out the consent in their online forms, or even when the information
is provided by letter, email or telephone. They also have the system in place to remove the person from
their database if they express that intention.
When you have doubts regarding the use of CRM, how do you clarify them? Who do you ask for support?
As we can analyze throughout the study the consulting partner for these organizations has a funda-
mental role of support, and any doubt about the use of CRM is referred to the partner in question. In
addition, one of the advantages of the Salesforce CRM platform is access to learning modules with some
explanations about the various areas of CRM implementation which can boost these organizations to
take greater advantage of the tool.
Have there been any difficulties in human resources adapting? To what extent are employees prepared
to make the best use of CRM?
It is important to understand that for those who already use this tool or had initial training the way to
use it is very practical and accessible, but on the other hand passing this information to other employees
of the organization can be a challenge. The CRM practice in institutions requires time and learning and
it is clear from the interviews that employees often leave aside that training and learning, mostly because
there are priority tasks in which it is not possible to stop to learn more about the tool.

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
What are the main features that you value in a CRM system?
Despite the limitations that exist in the third sector, the CRM system is seen by the majority as
something fundamental in their daily work. In addition to enjoying a centralized database with all the
information accessible to all employees, it allows them to export a set of reports on key indicators of
their department that they can easily present to management, which will later help in decision making,
in addition to saving hours in manual work and allow automation of processes.
What do you think needs to be improved in the organization’s CRM?
It is important to understand that the use of CRM in non-profit organizations is quite different from
the business sector, not only by the capacity of financial resources as the processes of the various areas.
Most nonprofit organizations in Portugal only use CRM to automate and optimize the fundraising depart-
ment and even within this department there are still processes that are not fully linked to CRM. Some
organizations still want to improve the use of CRM in a single department and slowly and with the help
of globalization move the processes to other relevant areas within the organization.
Dimension 4: Role of CRM in the organization’s
adaptation to the pandemic context COVID 19
Non-profit organizations mostly work with a physical presence in the territory. With the current pan-
demic situation COVID-19, we wanted to understand how these organizations adapted and what were
the benefits of having a CRM platform that helped them to mark their presence also in a digital and
technological environment.
Due to the current pandemic situation in Portugal have they needed to adapt to a more digital world?
What kind of changes occurred in the organization?
Despite the setback that the year 2020 had for non-profit organizations, they were able to adapt easily
in most areas of intervention. Since they already had some practice in online campaigns, they began to
use this medium in its entirety. Throughout the interviews, some examples of adaptations were mentioned
that contributed to the continuity of support to their causes.
Do you believe that the future of the organization will continue to be digital?
Since it is important for non-profit organizations to be on the ground and participate face-to-face, they
believe that there will be a balance between digital and face-to-face depending on the actions they take.
How have employees reacted to this change?
The adaptation to digital has occurred worldwide, so in one way or other employees have automati-
cally had to mark their presence in digital. Despite some initial difficulties, they believe that in general
the entry into the digital world was an inevitability that had been talked about for some time within the
organizations but that had not really happened yet.

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
What impact has the organization had in joining a more technological and digital world?
The organizations impact to a more digital world has occurred both on a personal and organizational
level. On a personal level it has led employees to take trainings in the area of digital to enjoy technology
as much as possible in the organization. On the other hand, at the organizational level, it brought a cost
reduction and the fact that the whole country could be present in the various activities that were going
to be carried out online, which otherwise would not be possible.
How has your CRM system allowed you to respond to this context?
It is observed that CRM allowed easily to respond to the pandemic context in the organizations,
namely by using their databases to implement campaigns, carry out segmented communication, extract
reports to make important decisions linking online forms with CRM for online campaigns
Based on your experience, what changes would you suggest in adapting a CRM system to the context
of COVID-19?
The context of COVID-19 opened up new opportunities for non-profit organizations to modernize
and see pre-pandemic campaigns continue to be successful and hence adaptations had to be made dur-
ing the year.
DISCUSSION OF THE RESULTS
After analyzing these interviews, it was possible to understand the perspective of the third sector in the
use of technological tools and digital tools. The adaptation of these organizations in joining a digital
world has several challenges, from available financial resources to human resources with knowledge
and skills in the use of technological tools. However, it is notable that due to the growth of donors and
beneficiaries, these entities seek tools that are able to have a greater perception of stakeholders, and, to
this end, the use of CRM can meet the current needs.
During the research it became clear that CRM has a fundamental role in relational marketing strate-
gies, especially in the fundraising department. The practice of segmented communication will mirror
the quality of their fundraising actions, which consequently leads to an increase in donations and a good
level of commitment and loyalty from their donors.
The centralization of information has enabled not only the successful implementation of a CRM, but
also the strategies of non-profit organizations, placing the donor as the center for any decision making
in their campaigns. Having a broad knowledge of their target audience makes it easier to raise awareness
of their causes and to create medium- and long-term loyalty commitments.
Although these institutions still don’t use CRM as much as they would like, not only in the department
where they work, but also in the others, they make a significant effort to gradually move to optimized
and automated processes, in order to improve their daily work and expand their time, especially in the
management and implementation of their campaigns. In the course of this research, it was identified
that many of the organizations have recently started with someone specialized in the CRM practice.
Depending on the characteristics of these institutions, in terms of resources, it is believed to be a long

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
and time-consuming process to allocate CRM to all areas, as well as to allow all features to be active in
order to take full advantage of the tool. The third sector needs to see people involved in their cause and
for this it is essential that they use tools that can dictate their actions, that help and support them to have
a personalized message for their target audience.
LIMITATIONS AND FUTURE RESEARCH DIRECTIONS
With this research we believe to have deepened knowledge related to third sector entities and, thus, to
understand the importance of CRM in the application of relational marketing practices and strategies.
A limitation of this research is the lack of updated and recent bibliography on CRM applied to non-
profit organizations. It is believed that social marketing in general is still little explored in terms of
deeper strategies in the development of its actions. Another limitation was the fact that the interviews
were conducted online: it is believed that with a face-to-face interview one would have a greater percep-
tion and more openness of the relationship between the moderator and the interviewee. But the current
pandemic context in which we find ourselves (COVID 19), dictated it.
For future studies it is recommended to expand the research to non-profit organizations of international
level, since Portugal is still at an early stage in the importance it gives to CRM within the third sector.
It is also recommended and with the aim of enriching the study, the application of methodological
approaches of a quantitative nature in order to understand the majority view of the beneficiaries and
donors of these organizations in the application of CRM and the impact that these actions have in the
way of reaching their stakeholders.
CONCLUSION
The main objective of this research work presented in this chapter was to understand the relationship
between non-profit organizations and CRM and how this interferes in the definition of marketing strate-
gies, relational marketing and communication.
The first step was to review the literature in order to deepen the knowledge of marketing, relational
marketing, social marketing and CRM concepts. Then the exploratory study was based on a method-
ological approach of qualitative nature, based on the realization of semi-structured interviews to five
non-profit organizations in Portugal - Caritas Portuguesa, Associação Salvador, Nariz Vermelho, Médicos
do Mundo, Ajuda em Ação.
The current context of the COVID-19 pandemic and the consequent use of CRM tools has shown
non-profit organizations much of what this transformation to digital should have already been. Adaptation
and presence in digital were fundamental to continue with ongoing actions and consequently respond
to society’s aid. Therefore, it is believed that there should be a balance in the strategies of these entities,
in which they will somehow remain digital since they can reach any place in the country, but due to the
characteristics of these organizations the presence on the ground will continue to be fundamental so as
not to create new isolations and emergency needs.
It is fundamental that non-profit organizations think about the promotion of an adequate training
of practices and tools that enhance the value of these entities. The promotion, dissemination and rec-
ognition of non-profit organizations by society may have a positive impact, especially in the area of

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The Use of CRM in Marketing and Communication Strategies in Portuguese Non-Prot Organizations
fund raising. that allow entities to reach a certain level of sustainability. It is therefore important that,
in addition to continuing their support in society, they can take advantage of technological solutions
capable of improving their results, obtain efficient and effective processes, and, even more importantly,
know how to measure their social impact throughout the year. It is believed, therefore, that the areas of
marketing and communication are those that most need investment and development by organizations
in terms of technology, so that, consequently, they can take advantage of automatisms that will improve
their day-to-day service delivery.
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