John J. Zillmer is the CEO of Aramark organization, an American company dealing in food delivery, infrastructure, and clothing services to consumers in the school, medical, trade, disciplinary, and recreation sectors. This CEO’s role is to ensure that all the stakeholders and company operations are collaborating and working efficiently. As the chief administrator of Aramark, Zillmer is the ideal person to provide up-to-date and correct information on what the company entails and how it cooperates with other organizations. He is familiar with the activities undertaken in this corporation since he is responsible for controlling its daily operations.
According to the CEO, the corporation or partnership between the for-profit and the nonprofit will benefit both business entities. The collaboration might be with an established social venture, culminating in introducing a stable organization or revenue generator. The partnership could be with a well-established social initiative, which could establish a solid entity or cash provider. It benefits the for-profit organization since there are reduced costs; the restrictions are minimal, new products are found, and it improves the relationship with the community, giving space to enter a new market. As portrayed in other nonprofit organization models, the association is characterized by active functional engagement in a community company, not just a business connection with a sponsor, client, or vendor.
The company decides which nonprofit organization it should work with by considering the target audience or the corporation of such an organization. This helps to create methods that would help meet the needs of the community and the nonprofit organization (Rivera-Santos et al., 2017). The company also establishes a strategy that helps create some content in a nonprofit organization to develop community relationships. It also funds the nonprofit organization to improve traffic on the websites.
Securing partnerships from for-profit associates is among the most significant measures to be implemented to meet the company’s fundraising objectives. A nonprofit organization would be risking when they fail to raise money to help accomplish what they have purposed. A nonprofit administrator should organize the negotiating team internally to successfully prepare for a funding proposal. They should also have a valuation plan in place, conduct extensive prospect analysis on areas that require support, and use effective preparation strategies for their first encounter. Then they should consider how they may utilize the chance as a platform for future involvement.
An important question to Zillmer is whether there has been any recognition from nonprofit firms due to Aramark’s sponsorship or partnership with their business. The CEO is affirmative, reiterating that such businesses have reciprocated by including sponsor logos (along with hyperlinks and a brief outline of the Aramark firm) on their web pages. They also made some donor visuals for their main websites, and they utilized these images in their correspondence signature lines for a long time. Thus, these organizations have appreciated Aramark by ensuring they post on their websites how beneficial the partnership was, and they also sent some thank you letters for donations.
On advice to a nonprofit organizations, they should always embrace the mistakes in their projects and take risks. Discovery is fostered via a trial-and-error, unplanned process including many loose ends and the reworking of prior concepts (Rivera-Santos et al., 2017). One of the viable options of irritation in partnerships is the perceived necessity to replicate a variant that had initially failed. Rather than being irritated by what appears to be a pointless exercise, go through lessons learned jointly. This may discover that a bit of variation on what has already been attempted may improve.
The last question to the CEO was about how he managed to keep a competitive edge on Aramak’s rival. According to Zillmer, if a company can gain more market share through enhanced performance or output, it will have an edge over its rivals (Rivera-Santos et al., 2017). One should also guarantee that the organization stays ahead of the curve by increasing service delivery, sustaining competitive advantage, and concentrating on brand enhancement.
Reference
Rivera-Santos, M., Rufín, C., & Wassmer, U. (2017). Alliances between firms and nonprofits: A multiple and behavioral agency approach. Journal of Management Studies, 54(6), 854-875. Web.