- Teaching Notes
Six board members and four executive staff members gathered around a conference table at the monthly meeting of the marketing committee for CHS. Six months prior, Dan, who was the chief development officer for CHS, had been charged with hiring a marketing and branding consulting firm to conduct an assessment of CHS. A once vibrant and highly recognized nonprofit, CHS had a national office headquartered in Washington, DC, and affiliated chapters in each of the 50 United States. Despite its longevity and success, as of the end of its most recent fiscal year, CHS had experienced declining revenues for 4 straight years at both its national office and in many of its affiliate chapters. Although CHS had been able to rely on its strong national brand identity to attract generations of donors, the marketing committee intuitively suspected that the organization was somehow losing its relevancy.