Marketing Concept for the Friedrich Naumann Foundation
On the Example of the Regional Office of Johannesburg, Republic of South Africa
©2003
Diplomarbeit
97 Seiten
Zusammenfassung
Inhaltsangabe:Gang der Untersuchung:
Die Arbeit beschreibt das BEP (Basic Economic Principle Wirtschaftliche Grundprinzipien) Seminar in dem südafrikanischen Township Alexandria in Johannesburg im europäischen Sommer 2002 durch die Mitliberalen Friedrich Naumann Stiftung im Rahmen eines dort absolvierten Praktikums.
Die Arbeit ist in 5 Hauptteile gegliedert, wobei Teil 1 bis 3 die Einleitung bilden, Teil 4 den Hauptteil und Schluß der Arbeit darstellt und Teil 5 auf die Anhänge verweist. Im Teil 1 findet sich u.a. sowohl eine Danksagung als auch die persönliche Motivation des Autors. Teil 2 versucht NGO und NPO von einander abzugrenzen und Teil 3 beschäftigt sich mit politischen Stiftungen in Deutschland, ihren Aufgaben und Zielen im Allgemeinen und der Friedrich Naumann Stiftung im Besonderen.
Teil 4 beschäftigt sich einleitend im Überblick kurz mit dem historischen Südafrika und beschreibt zum besseren Verständnis die möglichen Zielgruppen vor Ort. Im 2. Unterabschnitt geht der Autor auf die Segmentierung der Zielgruppen ein und beschreibt im Folgenden deren Targeting, im 4. Unterpunkt das Positioning. Es folgt die Einbindung Porter's 5 Faktorenmodell am BEP, wo sich die Erfolgsfaktoren anschließen. Im 7. Unterabschnitt präsentiert der Autor 2 selbst geschriebene Geschichten, die als Marketingtool bei der speziellen Zielgruppe sehr erfolgreich waren, bevor im Schlussabschnitt Zusammenfassung und Aussicht, resp. Empfehlungen aus den evaluierten Ergebnissen folgen. Teil 5 hat die Hauptfragebögen und somit die Untersuchungsgrundlage, die Bibliographie und einen nützlichen Adressenhang von Partnern der Stiftung zum Inhalt.
Abstract:
The thesis describes the realisation process of the BEP (Basic Economic Principle) Seminar in the South African Township of Alexandria in Johannesburg in the European Tate summer 2002, realised by the employees of the liberal Friedrich Naumann Foundation which was evaluated during the authors internship.
The thesis is divided in 5 main parts; part 1 to 3 is the preface, part 4 the main part and the conclusion, attachments will be found in part 5. Part 1 contents acknowledgements and a personal motivation, part 2 tries to distinguish between NGO's and NPO's. Part 3 deals with political foundations in Germany, their tasks and objectives in general, and, at last, with the Friedrich Naumann Foundation in particular.
Pt 4 starts with an overview about the historical situation in RSA and discusses different target groups. […]
Die Arbeit beschreibt das BEP (Basic Economic Principle Wirtschaftliche Grundprinzipien) Seminar in dem südafrikanischen Township Alexandria in Johannesburg im europäischen Sommer 2002 durch die Mitliberalen Friedrich Naumann Stiftung im Rahmen eines dort absolvierten Praktikums.
Die Arbeit ist in 5 Hauptteile gegliedert, wobei Teil 1 bis 3 die Einleitung bilden, Teil 4 den Hauptteil und Schluß der Arbeit darstellt und Teil 5 auf die Anhänge verweist. Im Teil 1 findet sich u.a. sowohl eine Danksagung als auch die persönliche Motivation des Autors. Teil 2 versucht NGO und NPO von einander abzugrenzen und Teil 3 beschäftigt sich mit politischen Stiftungen in Deutschland, ihren Aufgaben und Zielen im Allgemeinen und der Friedrich Naumann Stiftung im Besonderen.
Teil 4 beschäftigt sich einleitend im Überblick kurz mit dem historischen Südafrika und beschreibt zum besseren Verständnis die möglichen Zielgruppen vor Ort. Im 2. Unterabschnitt geht der Autor auf die Segmentierung der Zielgruppen ein und beschreibt im Folgenden deren Targeting, im 4. Unterpunkt das Positioning. Es folgt die Einbindung Porter's 5 Faktorenmodell am BEP, wo sich die Erfolgsfaktoren anschließen. Im 7. Unterabschnitt präsentiert der Autor 2 selbst geschriebene Geschichten, die als Marketingtool bei der speziellen Zielgruppe sehr erfolgreich waren, bevor im Schlussabschnitt Zusammenfassung und Aussicht, resp. Empfehlungen aus den evaluierten Ergebnissen folgen. Teil 5 hat die Hauptfragebögen und somit die Untersuchungsgrundlage, die Bibliographie und einen nützlichen Adressenhang von Partnern der Stiftung zum Inhalt.
Abstract:
The thesis describes the realisation process of the BEP (Basic Economic Principle) Seminar in the South African Township of Alexandria in Johannesburg in the European Tate summer 2002, realised by the employees of the liberal Friedrich Naumann Foundation which was evaluated during the authors internship.
The thesis is divided in 5 main parts; part 1 to 3 is the preface, part 4 the main part and the conclusion, attachments will be found in part 5. Part 1 contents acknowledgements and a personal motivation, part 2 tries to distinguish between NGO's and NPO's. Part 3 deals with political foundations in Germany, their tasks and objectives in general, and, at last, with the Friedrich Naumann Foundation in particular.
Pt 4 starts with an overview about the historical situation in RSA and discusses different target groups. […]
Leseprobe
Inhaltsverzeichnis
ID 6760
Henschke, Michael: Marketing Concept for the Friedrich Naumann Foundation - On the
Example of the Regional Office of Johannesburg, Republic of South Africa
Hamburg: Diplomica GmbH, 2003
Zugl.: Berlin, Fachhochschule für Wirtschaft, Magisterarbeit, 2003
Dieses Werk ist urheberrechtlich geschützt. Die dadurch begründeten Rechte,
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Diplomica GmbH
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Printed in Germany
5
Part One Preface
1.
Contents
5
2.
Index
of
Tables
8
3.
Acknowledgements
9
4.
Explanations
10
5. Personal Motivation
11
Part Two Organisations
1. Differences between Non-Governmental and Non-Profit Organisations
12
1.1 What are Non-Profit Organisations?
12
1.2 Problems with and Changes in Non-Profit Organisations
15
1.3
What are Non-Governmental Organisations?
15
1.4
Where
are
the
Differences?
17
Part Three Political Foundations
1.
Political
Foundations
in
Germany
17
1.1
Development and Function of Political Parties in Germany
17
1.2
The
Idea
of
Political
Foundations
18
1.3
Financing
Situation
19
1.4
Political
Foundations
Abroad
19
1.5
Foundations
in
General 20
2. Tasks and Objectives of Political Foundations in General
21
2.1
In
General
21
2.2
More
Specifically
22
2.2.1
Konrad-Adenauer-Stiftung
22
2.2.2
Friedrich-Ebert-Stiftung
22
2.2.3
Hanns-Seidel-Stiftung
22
2.2.4
Heinrich-Böll-Stiftung
23
2.2.5
Rosa-Luxemburg-Stiftung
23
2.2.6
Friedrich
Naumann
Stiftung
23
3.
Friedrich
Naumann
Foundation
24
3.1
The Liberal Idea and its Philosophy
24
3.1.1
Historical
Development
24
3.1.2
Today's
Situation
25
3.2
Tasks and Objectives of the FNF in General
26
3.3
Tasks and Objectives of the FNF in Johannesburg, RSA
28
3.3.1
Tasks
28
3.3.2
Objectives
29
6
Part Four Marketing
1. Overview
30
1.1
Introduction
30
1.2
Historical
South
Africa 31
1.3
Basic Target Groups in Johannesburg
34
1.4
The
New
Target
Group
34
1.5
Questionnaires
35
1.5.1
Personal 36
1.5.2
Technical
38
2.
Segmentation
of
Target
Groups
41
2.1
In
General
41
2.2
International
Segmentation
45
2.3
In
Johannesburg
45
2.3.1
Recent
Problem 46
2.3.2
Recent
Solution 49
3.
Targeting
Target
Groups
49
3.1
Target
Groups
in
General
49
3.2
Target
Groups
in
Johannesburg
53
3.3
Possibilities
54
4.
Positioning
the
Product
or
Service
57
4.1
In
General
57
4.2
In
Johannesburg
61
5.
Porter's
5
Factor
Model
62
5.1 The Model
63
5.2 The Application
64
5.3
Competitors
66
6. Success Factors
67
6.1 SWOT Analysis
67
6.2 Confrontation Matrix
71
7.
A
New
Marketing
Tool
73
7.1 The Egghead
73
7.2 The Player
75
8. Reflections
77
8.1
Summary
78
8.2
Forecast 79
7
Part Five Attachments
1.
Questionnaires
81
1.1.
Personal
Questionnaire
81
1.2.
Technical
Questionnaire
83
1.3.
Entry-Exit
Questionnaire
84
1.4.
Evaluation
Personal
Questionnaire
87
2.
Bibliography
90
2.1.
Authors
90
2.2.
Thesis
94
3.
Addresses
94
3.1
Friedrich Naumann Foundation and its Partners in Germany
94
3.2
Friedrich
Naumann
Foundation
Abroad
96
3.3
Friedrich Naumann Foundation's Partners Abroad
97
3.4
Other Liberal Organisations and Partners
97
8
Part One Preface
2. Index of Tables
Enrolled Students at all German Universities, Table 1, Part III, page 21
RSA Inhabitant's Proportion, Table 2, Part IV, page 32
Participants Average Age, Table 3, Part IV, page 36
Understanding of Liberal Message, Table 4, Part IV, page 38
Test Results, Table 5, Part IV, page 39
Presenting Liberal Ideas, Table 6 and 7, Part IV, page 46
Idea of a Segmented Seminar Program, Table 8, Part IV, page 54
Positioning Strategy Evaluation, Table 9, Part IV, page 58
Porter's 5 Factor Model, Table 10, Part IV, page 63
Abell's 3D Explanation of Needs and Wants, Table 11, Part IV, page 64
3 C Triangle, Table 12, Part IV, page 69
Ansoff Matrix or Product / Market Expansion Grid, Table 13, Part IV, page 69
SWOT Analysis, Table 14, Part IV, page 70
Confrontation Matrix Example, Table 15, Part IV, page 71
Confrontation Matrix Result, Table 16, Part IV, page 72
Live Expectancy without AIDS for some Selected African Countries,
Table 17, Part V, page 80
Infant Mortality Rate without AIDS per 1,000 Live Births for some Selected African
Countries, Table 18, Part V, page 80
9
Part One Preface
3. Acknowledgment
As Philip Kotler wrote in his Principles of Marketing no book is the work only of the author,
it is also not only my thesis. Of course it was me who read the books, who asked the
questions, and who wrote the lines. But without the Friedrich Naumann Foundation, which
supported me right from the beginning in October 2001 when my scholarship started, with the
opportunities to do these marvellous internships in the Regional Offices of New Delhi, India,
and Johannesburg, RSA, I might have written about another subject or in another way with
other arguments.
Thanks to the pleasant and kind employees of the Friedrich Naumann Foundation, the liberal
partners of the Friedrich Naumann Foundation such as the Liberal Institute of India, the Free
Market Foundation of South Africa, the International Policy Network, and the members of the
Mont Pelerin Society. I wish to thank all of you for incredible talks, visions and the
permanent interchange of ideas. Finally, I would also like to thank Miss Demirtas and Miss
Olayinka, Mr Otto and Mr Knipping who helped correcting this thesis.
10
Part One Preface
4. Explanation
If you cite any quotes in Germany you use the "instructions for formal features of scientific
treaties".
2
Each single term stands for the following meaning:
"Vgl." =
Vergleiche:
compare to or with
"f"
=
folgende or
"ff"
=
fortfolgende:
a quote about two or more pages
"S."
=
Seite:
page
"et al." =
et alii [lat.]:
and others, if more than one author is to name
"Jg." =
Jahrgang:
date of issue
"Hrsg."=
Herausgeber or
"hrsg. von" = herausgegeben von: name of the publisher
"a.a.O"=
am angegebenen Ort: author already mentioned before
"ebd." =
ebenda:
like a.a.O. but two or more quotes with the same source
2
Burchhardt, M. ,,Richtlinien zur formalen Gestaltung von wissenschaftlichen Arbeiten", in: Leichter Studieren.
Wegweiser für effektives wissenschaftliches Arbeiten, Berlin Verlag Arno Spitz GmbH, 3. Auflage, Berlin 2000
11
Part One Preface
5. Personal Motivation
As I handed in my application form for the Double Degree Program at the Hogeschool voor
Economische Studies HES, Amsterdam, in the International Office at the Fachhochschule für
Wirtschaft FHW, Berlin, I decided to focus on the subject of marketing. After a hard study
period at the Dutch partner "university" I had no other choice to write my thesis in the field of
marketing because I realised how much power of creativity and influence marketing has. It is
a combination, and maybe concludes historical processes, organisational behaviour and
development as well as psychological aspects, say how people respond to challenges and
changes.
But I also had in mind not to write about marketing in companies. I wanted to challenge
myself and add something in the non-profit field of marketing, just a bit like Philip Kotler
wrote: "Non-profit organisations are confronted with a complete range of problems which are
handled as marketing problems in profit organisations."
3
Does that implement non-profit
organisations do not handle these problems with marketing solutions? Do they underestimate
the problems or the power of marketing, does somebody else deal with the problems or are
they not aware of these problems or do they have none of them?
It seemed to be the right time to find answers to these questions. But I also asked myself, if it
might be possible that non-profit organisations are not aware about a changed environment.
Did they realise that globalisation, less borders and open markets effect them as well as profit
organisations in terms of an increasing degree of competition? Does the management of non-
profit organisations see the challenge? It is also a great responsibility for every kind of serious
management to play their role of creating wealth by participating in the development for a
free market society.
Due to the fact of two very challenging internships in the Regional Offices of the Friedrich
Naumann Foundation in New Delhi and Johannesburg I found out how interesting the liberal
work is. I met so many sophisticated individuals and realised there is a chance to combine
liberal aspects and marketing because they are great partners together with globalisation.
These three will change the world by creating more wealth with free people, free thinking,
and free markets. In the work the term "liberal" is used in its European sense, broadly
epitomised by a preference for minimal and dispersed government, rather than in its current
American sense which indicates the opposite preference for an extension and concentration of
governmental powers.
According to Clancy and Krieg, conducting major research project's with serious data and a
highly profitable marketplace segmentation are expensive (they assume around $ 200.000 up
to $ 500.000) and take three to six month or even longer.
4
With this argument in mind it
cannot be the objective of an 80 page thesis to present a complete marketing plan.
3
Kotler, Philip: Marketing for Non-profit Organizations, German translation, Poeschel Verlag Stuttgart, Preface, 1978
4
Clancy, K.J. & Krieg, P.C.: Counter-Intuitive Marketing, The Free Press New York, S. 91, 2000
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
12
Part Two Organisations
1.
Differences between Non-Profit and Non-Governmental Organisations
A company with no permanent cash-flow is literally called a nonprofit
organisation. But some prefer the term not-for-profit instead of non-profit
organisation.
1
1.1. What are Non-Profit Organisations?
Philip Kotler calls managers of non-profit organisations (NPO's)
administration officials, employees in the education, directors of
museums, hospital administrations, family planers, religious leaders,
foundation's responsible authorities, social reformers, town planers and
the like.
2
He continues to mention specific non-profit areas like the public
health system, education, public administration, and politics.
3
Broere and Heuvel say NPO's are permanently defined as not-for-profit
oriented organisations.
4
They continue and call NPO's supplier of
products which does not have the objective to make profit.
5
They go
much further and call it "the breakthrough of profit orientation is the
main feature of NPO's."
6
It is interesting that they do not mention the
service attribute. But they found out that NPO suppliers do not act
conformal with the market. The reason for that behaviour is NPO's
historical background of solidarity orientation.
7
According to the authors
1
Anthony, R.N. and Young, D.W.: Management Control in Non-Profit Organizations, Irwin, 4
th
Edition, Illinois, USA,
S. 49, 1988
2
Kotler, S. VIII, a.a.O.
3
Kotler, S. IX, a.a.O.
4
Broere, F.P. and Heuvel, J.: Marketing Voor Non-Profit Organisaties, Wolters-Noordhoff, Groningen, Nederlands, S. 23,
1998
5
Broere and Heuvel, S. 27, a.a.O.
6
Broere and Heuvel, S. 35, a.a.O.
7
Broere and Heuvel, S. 33 - 34, a.a.O.
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
13
NPO's permanent existence is not addicted from the demand side
8
because they get their money from other sources like the government or
donators. They differentiate three categories of organisations: the reactive
one (a paid mission which does not change), the adaptable one (dealing
with strategies), and the entrepreneurial one (finding new chances and
transforming them into successful products or innovations).
9
Rados means that a for-profit organisation (FPO) operates to enrich
owners and managers. This is not allowed for a NGO and no surplus is
passed on to individuals.
10
Firstly, he mentions NGO's non-profit status
which does not prohibit organisation's profit making business, e.g. to sell
goods and services higher than the costs.
11
He refers to Clarkson who
differentiates that certain rights or claims which might benefit a NPO are
not transferable via sale as in an FPO. Clarkson continues that employees
in a NPO do not have an exclusive claim on monetary flows and non-
money benefits what is characteristic for FPO's.
12
In Rados view two
approaches differentiate NPO from FPO: the functional and the
economical approach. The latter sees the NPO formed for a purpose for
stakeholders without passing monetary profits. The first means to list
typical non-profit activities if an organisation do these things it is a
NPO.
13
Secondly, Rados means it might be possible to most lively needs
to be filled by relying solely on NPO's even if he adds that it does not
seem to be practical.
14
He mentions plenty NPO's exist and states that
no-one knows how many NPO's really do: "Their variety is
bewildering"
15
- alone the Encyclopedia of Associations needs 1.500
pages to list the US national ones he says. Normally, NPO's receive tax-
8
Broere and Heuvel, S. 42, a.a.O.
9
Broere and Heuvel, S. 43 - 45, a.a.O.
10
Rados, David L.: Marketing for Non-Profit Organizations, Auburn House, Boston, USA, S. 7, 1980
11
Rados, S. 5 - 7, a.a.O.
12
Clarkson, W.K.: Some Implications of Property Rights in Hospital Management, in: Journal of Law and Economics 15,
S. 363, 1973
13
Rados, S. 7, a.a.O.
14
Rados, S. 3, a.a.O.
15
Rados, S. 3 and 4, ebd.
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
14
deductible contributions.
16
As Rados calls the line between NPO's and
NGO's sometimes thin
17
, Anthony and Young call it fuzzy
18
because
"service is a more vague, less measurable concept than profit, it is more
difficult to measure performance in a NPO".
19
They agree more or less
with Rados when they state "A NPO is an organisation whose goal is
something other than earning a profit for its owners" and add "usually its
goal is to provide services."
20
Wilbur states that "management practices of well-running NPO's are not
different from management practices of successful FPO's."
21
He follows
Rados, Anthony and Young, and mentions more than 1,5 mln. NPO's
which were registered in the Internal Revenue Service from 1996. He
argues with reasons of evolution that changed the economy from a simple
agricultural one over a manufacturing to a service and technology
oriented one.
22
He interprets the term non-profit more technically, i.e. not
to distribute profit either dividends nor capital gains. He adds the features
of having no owners like FPO's in a non-profit organisation and agrees
with Rados that surpluses will not be distributed among the managers. He
closes with the hind that "not-for-profit cannot be for-loss" and that "a
NPO today must operate as effectively and efficiently as an FPO",
otherwise it will go out of business.
23
16
Rados, ebd.
17
Rados, S. 7, a.a.O.
18
Anthony and Young, ebd.
19
Anthony and Young, S. 50, a.a.O.
20
Anthony and Young, S. 49, a.a.O.
21
Smith, Bucklin & Associates Inc, Edited by Wilbur, R.H.: The Complete Guide To Non-Profit Management, 2nd Edition
by John Wiley & Sons Inc. USA, S. VII, 2000
22
Smith, Bucklin & Associates, S. IX, a.a.O.
23
Smith, Bucklin & Associates, S. X, a.a.O.
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
15
1.2. Problems with and Changes in Non-Profit Organisations
Most NPO's are service organisations.
24
That can be problematical
because services can not be stored. Service organisations are also labour
intensive which makes it difficult to control them. It is difficult to
measure service quantities because services are not inspectable in
advance and quality. Service judgements suffer as well because they are
subjective and measuring instruments and objective quality standards did
not exist in 1988.
25
Another problem is the fact that NPO's face
competition with just some smaller FPO's. Their big disadvantage: non-
profits are also non tax payers. Therefore, a Business Coalition for Fair
Competition has been formed after some business people took part at the
White House Conference on Small Businesses in summer 1986. Their
main argument: non-profit revenues rose from $ 114 bln in 1975 to $ 314
bln. in 1983.
26
1.3. What are Non-Governmental Organisations?
Pogorelskaja starts her survey with the declaration political foundations
are non-governmental organisations (NGO's). She qualifies by saying
that despite most German NGO's want to help the poor impartial and
apolitical political foundations want even more
27
(Part III, 1.2.). She adds
that political foundations distinguish from NGO's due to their
commitment to official political orientation. But, similarly, they act like
NGO's in home affairs and internationally.
28
Just like most Third World
Aid Policies political foundations have similarly tasks as NGO's. For
instance, fostering ecological acting and democratically law and order,
24
Anthony and Young, S. 61, a.a.O.
25
Anthony and Young, ebd.
26
Anthony and Young, S. 62 63. a.a.O.
27
Pogorelskaja, S.W.: Die parteinahen Stiftungen als Akteure und Instrumente der deutschen Außenpolitik, in: Aus Politik
und Zeitgeschichte, S. 29, B6-7/2002
28
Pogorelskaja, S. 30, 35 36, a.a.O.
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
16
supporting sustainable economical development, fighting poverty, and
preventing crisis.
29
Gupta believes that "NGO's alone cannot build a civil society but they
can blow the whistle and exert pressure for change."
30
He sees a great
role for NGO's if the state withdraws from its core sectors of public
services because the state is actually not able to reach the poor. He
mentions the governmental interest to delegate these tasks to NGO's
because they do not have the power to act like a political competitor and
give the state authorities more time for other objectives. He asks to what
extent NGO's are able to reinforce self-respect and pride amongst people.
Gupta sees a big problem in NGO's if they cannot create "an atmosphere
of mutual trust and respect within the organisation ... and towards the
people with whom the NGO works".
31
The `magic term' for Gupta is
"the P2P communication and networking" P2P i.e. people to people.
32
NGO's finance themselves through donations and / or international help
programs and overtake many genuine governmental tasks agrees even
Chossudovsky.
33
`In its broadest sense, the term `non government' refers
to organisations which are not based in government and also not created
to earn profit. This definition refers more to what an organisation is not,
rather than to what it is and can be applied to many organisations. A
strength of NGO's is their ability to form close linkages to local
communities and to engender community ownership and participation in
development efforts. NGO's respond quickly to new circumstances and
do experiment with innovative approaches. NGO's act as successful
intermediaries between actors in the development arena. They (should)
build bridges between people and communities on one side and
29
Pogorelskaja, S. 32, a.a.O.
30
Gupta, A.K.: Commitment, Competence, and Accountability, aus: Liberal Times 3/94 - Archiv des Liberalismus der
Friedrich Naumann Stiftung D 462 / 96, S. 8, 1994
31
Gupta, S. 9, a.a.O.
32
Gupta, S. 11, a.a.O.
33
Chossudovsky, M.: Global Brutal, Verlag 2001, Frankfurt / M., 11
th
edition, S. 79, 2002
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
17
governments, development institutions, as well as donors and
development agencies on the other.'
34
1.4. Where are the Differences?
`The meaning of a NGO does not contain every private organisation and
is not defined under the globally unified view. But it is generally
considered to be a private organisation to contribute in the fields of
environment, human rights, development and so on. The purpose of a
(civil) NPO is to act voluntarily for the public, with some independent
regulations. Such a (civil) organization including every private
organisation except governmental or profit-making companies shows six
features to identify: it is formal, non-governmental, not profit-sharing,
independently managing, voluntary, and has or offers a public benefit. To
sum up one may say a NPO includes a NGO. The only difference is that
NGO's values 'non governmental' while NPO's values 'non-profit'
although both of them feature non governmental and non-profit.'
35
Part Three Political Foundations
1.
Political Foundations in Germany
1.1.
Development and Function of Political Parties in Germany
Political parties became more and more important due to the fact of
changes in the idea of equality of humans and its significance around the
19th century. But they became also important through a changed view
and the wealth of every single individual when people were treated
34
Source: http://www.adb.org/Documents/Policies/Cooperation_with_NGOs/ngo_sector.asp?p=coopngos vom
4.12.2002
35
Source : http://www.bokin.info/e/npo.html vom 4.12.2002
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
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18
according to their personal skills and their intellectual knowledge.
36
Through this "equal treatment" after abolishing the aristocratic
philosophy and the principle of authorities all votes received the same
weight in the developing democratic process. Citizens were now able to
use the democratic opinion-forming process as a political tool. That
enlarged chances for every individual to meet in political action-groups
to express wishes, hopes, and needs.
37
To draw a clear dividing line
between political parties and organisations, associations, and civic action
groups political parties were declared as a constitutional institution.
38
Accordingly, political parties are unifications of civil rights, which
influence government's expression of one's will with an independent
organisation.
39
Following negative experiences in the Weimar Republic
(1918 1933) where political parties were forced to be neutral in the
field of state authority, and not to forget the Third Reich (1933 1945),
the democracy should become more transparent. Therefore, from 1949
the democratic structures in Germany were to be strengthened and the
public understanding were to be enlarged and opened. Through Article
21 of the German Constitution (Grundgesetz) only political parties were
mentioned to obey this task.
40
A main problem occurred due to the
funding of the political parties which should finance themselves only
through donors.
1.2.
The Idea of Political Foundations
Political parties were not allowed to accept money for political education
work. Some say that was one reason political parties invented political
foundations. Another reason is less domestically more the political work
foundations do abroad. Here, they are sometimes seen as competitors to
36
Hesselberger, D.: Das Grundgesetz, Verlag Luchterhand, 8th Edition, S. 175 182, 1991
37
Hesselberger, ebd.
38
BVerfGE 1, 208/225 und BVerfGE 2 1/73 (Stiftungsurteil), aus: Merten, H., Parteinahe Stiftungen im Parteienrecht,
Nomos Verlagsgesellschaft, S. 14 ff., Baden-Baden 1999
39
Hesselberger, ebd.
40
Grundgesetz, Beck Texte 5003 im Deutschen Taschenbuchverlag DTV München, 37. Auflage, S. 20, 2001
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by Michael Henschke
19
other German institutions like the Gesellschaft für Technische
Zusammenarbeit (GTZ) or Deutscher Entwicklungsdienst (DED). Both
organisations think they are responsible to help in foreign countries.
41
The differences between technical organisations and political foundations
lie more in the help with special projects. Foundations are inside foreign
countries for a permanent time and building networks. Therefore, it is not
a competition but more a good basis the foundations create and the
technical organisations can benefit from. However, spying activities are
certainly not included in the work of the political foundations that a
Turkish public prosecutor from a court in Ankara claimed all the German
political foundations since August 2002 for.
42
1.3. Financing
Situation
No political foundation in Germany is financed through interest earnings
from their own capital. Most of the money comes from public funds,
around 90% from federal institutions like the Bundesministerium für
wirtschaftliche Zusammenarbeit (BMZ), the Auswärtiges Amt (AA), the
Bundesministerium des Innern (BMI), and the Bundesministerium für
Bildung und Wissenschaft (BMBW). Around 10% of the money comes
from federal state institutions, more or less received from conference and
seminar fees. Only a very small amount cash flows from donations.
1.4.
Political Foundations Abroad
Comparable political foundations as in Germany are generally unknown
in Europe with exceptions in Austria, the United Kingdom, Portugal,
Belgium, and in the Netherlands. The latter two receive their revenues
from the government but their task is more to finance the parties. In
41
Pogorelskaja, S. 29 30, a.a.O.
42
Hermann, R.: Absurde Vorwürfe, aus: Frankfurter Allgemeiner Zeitung, 30.10.2002 und
http//: www3.fnst.de/rede/page.phtml?id=552 vom 11.11.2002
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
20
Austria foundations are called political academies and concentrate more
on educating future leaders similar to foundation work in Portugal. Only
British foundations work abroad as the Germans do but they are financed
strictly private. In France, a discussion about initiating political
foundations at all is still going on. Interesting that the French government
looks precisely how the German foundations are organised.
43
1.5.
Foundations in General
According to an interview in the Frankfurter Allgemeine Zeitung
44
Brickwedde (General Secretary of the German Ecological Foundation
Deutsche Bundesstiftung Umwelt, DBU) calls foundations civilian
engagement and selfless devotion. The article cites the US American
author John Steinbeck who does not see a biographic change from an
heroic entrepreneur to an altruistic charitable person. Steinbeck assumes
that foundation's ambition is still the same but giving something supports
the founder with the same or even more triumph than simply taking
something. He closes with the assumption that donating might be only a
spiritual kind of greed. According to the article foundations in general are
positioned between individuals and the state. Therefore, their role is a
supplement one and foundations carry risks no one else, not even the
government, would finance. It is also said that foundations are not
competitors to environmental or nature preserving NGO's. They are just
over a long time earmarked or member-less organisations the only fact
all German foundations have in common. With a yearly amount of 18
billion German foundations play an important role in the society.
43
Merten, H.: Parteinahe Stiftungen im Parteienrecht, Nomos Verlagsgesellschaft Baden-Baden, S. 29 - 32, 1999
44
FAZ, S. 13, December 7
th
, 2002
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by Michael Henschke
21
2.
Tasks and Objectives of Political Foundations
2.1. In
General
There are six political foundations in Germany which have more or less
the same main tasks as follows: they are all on duty domestically and
abroad. They activate discussions about political ideas for all German
citizens
45
and are closely related with the political aims of the German
parties. However, according to their statutes foundations use their fully
political sovereignty and organise themselves independently. In
Germany, it is prohibited for political foundations to support political
elections from or for their "political mothers". Furthermore, all political
foundations have to identify with the constitution and the constitutional
principles, and they shall foster civic education among the citizens.
Foundations work together internationally with their partners and shall do
research in historical, political, and social fields as well as fostering art
and culture.
46
But it is also true to call foundations a tool of the political
parties with a strong accent on their foreign policy. Many Germans are
not aware of political foundation's tasks and objectives despite the
important work these institutions try to fulfil.
47
One of their most known
publicly work is to promote talented people. Around 1% of all students,
Germans and foreign students in Germany and German students abroad,
are supported annually.
Period Enrolled
Students
2000/2001 1.799.338
2001/2002 1.868.666
Table 1, Enrolled Students at all German Universities
48
45
BVerfGE 73/33, aus: Langguth, G., Politische Stiftungen und politische Bildung in Deutschland, aus: Archiv des
Liberalismus der Friedrich Naumann Stiftung, B 34, S. 39, D 9/94, 1994
46
Langguth, S. 38 47, a.a.O.
47
Langguth, S. 38, a.a.O.
48
Source: Statistisches Bundesamt Deutschland, Internetpage:
http://www.destatis.de/basis/d/biwiku/hochtab2.htm vom 2.12.2002
Marketing Concept for the Friedrich Naumann Foundation in Johannesburg
by Michael Henschke
22
2.2. More Specifically
The six political foundations in Germany and their goals:
2.2.1. The Konrad-Adenauer-Stiftung is closely related to the party of the
Christian Democratic Union (CDU). It was founded in 1964 and follows
christian-democratic goals for public welfare. Therefore, the foundation
wants among other things imparting political knowledge, and researches
and documents the historical development of the christian-democratic
movement. It supports the European unification process and fosters
international communication through information interchange and
meetings.
2.2.2. The Friedrich-Ebert-Stiftung is closely related to the party of the Social
Democrats (SPD). It was founded in 1925, forbidden by the Nazis in
1933, and re-founded in 1946. In 1954, the foundation was established as
a public welfare oriented foundation. Its self-declared goal is to
encourage democratic education in Germany and to foster international
cooperation in a democratic mind.
2.2.3. The Hanns-Seidel-Stiftung is closely related to the party of the Christian
Social Union (CSU)
49
and was founded in 1967 in Munich. Its main
goals are research and analysis of political problems and the educational
institution arrange information- and working-seminars. The foundation
works intensively abroad. It fosters democracy in middle, east, and south
Europe and has projects in Africa, Asia, and Latin America where the
foundation focuses on poverty, ecology, crime, and growth in population.
49
Merten, S. 69 - 70, a.a.O.
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by Michael Henschke
23
2.2.4. The Heinrich-Böll-Stiftung is closely related to the party of Bündnis 90 /
Die Grünen. It was founded in 1988 out of plenty smaller groups. The
main goal is to foster gender political democracy and political education
for a better knowledge in ecological terms. The foundation works for
visions on the crisis of the social welfare state and a future for Europe.
The foundation wants to rule according to Böll's principle: "Intervention
is the only way to stay realistic."
2.2.5. The Rosa-Luxemburg-Stiftung is closely related to the party of
Democratic Socialism (PDS)
50
and was founded in 1990. The foundation
understands itself as a forum for discussions about critical thinking and
political alternatives, and as a partner of international cooperation. It
supports science and research as well as arts and culture. The foundation
promotes political education and supports social movements and
organisations.
51
2.2.6. Friedrich Naumann Stiftung (in the following called the Friedrich
Naumann Foundation, FNF) is closely related to the party of the Free
Democrats, i.e. Liberals (FDP). It was founded in 1958 under support of
the first president of the Federal Republic of Germany Theodor Heuss.
He named the foundation after his teacher, model, and ideological father
Friedrich Naumann. There was no doubt for Naumann that a strong
democracy needs responsible citizens. Just if the individual takes part on
the political process in a responsible way, if the individual interferes and
presents its opinion only than a liberal society will grow.
52
The
foundation works on the liberal basis, and is like the other foundations
public welfare oriented. Their academy in Gummersbach is called after
Theodor Heuss.
50
Source: http://www.dhm.de/lemo/html/biografien/LuxemburgRosa/ vom 3.12.2002
51
Source: http://www.rosalux.de/engl/home.htm vom 3.12.2003
52
Merten, S. 67, a.a.O.
Details
- Seiten
- Erscheinungsform
- Originalausgabe
- Jahr
- 2003
- ISBN (eBook)
- 9783832467609
- ISBN (Paperback)
- 9783838667607
- DOI
- 10.3239/9783832467609
- Dateigröße
- 726 KB
- Sprache
- Englisch
- Institution / Hochschule
- Hochschule für Wirtschaft und Recht Berlin – unbekannt
- Erscheinungsdatum
- 2003 (Mai)
- Note
- 2,3
- Schlagworte
- segmentation targeting positioning government organisations profit
