Massachusetts Audubon Society

MassachusettsAudubon Society

MassachusettsAudubon Society

The is an organization that runs more than40 wildlife and nature reserves. As a non-profit orientedenvironmental enthusiast society, MAS requires the development of anapproach that will ultimately facilitate an increase in loyalty ofclients as well as improved involvement of the existing members. Bycoming up with a working communication framework, the selectedtaskforce can be able to raise the member number. The vision of theorganization is to encourage the appreciation of native vegetationand animals as well as their habitats and protecting them when needbe. The area of coverage is not limited to heathlands and marshes butextends to vernal pools, swamps, forest and even the mountaintops.Without the unity and participation of the public in the conservationprocess that supports ethics, love and respect for nature, then thereis a high risk of losing this wealth of flora and fauna.

  1. Positioning against other Organizations

MASpositioning against the other environmental organizations is based ontwo aspects. One is the focus on environmental issues, and the otheris the area of coverage. Apparently, Massachusetts Audubon has placedsignificant emphasis on a broad range of issues such as habitat andland protection, safeguarding various avian species, focus onrecreation, advocacy and learning as well as increasing themembership. It is also one of the oldest sanctuaries in the UnitedStates which works towards the protection of nature and wildlife.Additionally, the organization’s positioning is accessible andwidely spread out since it is composed of more than 40 reserves thatcover approximately 29,000 acres of land. While other Nationalenvironmental organizations such as Friends of the Earth, NationalAudubon Society, Sierra Club, The Nature Conservancy, and WildernessSociety had divisions or offices in Massachusetts, Mass AudubonSociety on the other hand confined its conservation efforts toMassachusetts alone. By contrast, an organization like AppalachianMountain Club covered a particular region but with the presence ofsections throughout the North Eastern part of the United States. Someof these institutions mentioned formed coalitions in severalinstances to push for particular agendas of interest. On otheroccasions, they competed actively for funding and also formembership. Furthermore, the competition sometimes spilled over tocontest for command over environmentally sensitive properties. Assuch, Mass Audubon is in charge of 29,000 acres, while the Trusteesof Reservations maintained around 45,000 acres (Lovelock &amp Wirtz,2011).

  1. Worth of New Memberships Beyond Finances

MAShas the goal of protecting the Nature in the region. The membershipin this regard plays the crucial role of raising finances. However,its importance stretches beyond monetary value. First and foremost,the educational programs and facilities offered by MAS are in linewith the mission. In order to come up with the most viable approachto improve the strengths of the reserve, expertise, advocacy andstaff capability requires the application of conversation as acatalyst. In this way, new members translate to the effective passageof information across. Later on, these individuals can obtain thenecessary knowledge and act towards realizing the objectives. Insummary, the increase in new members means that there is asignificant improvement in environmental protection, informationgathering and learning, advocating for the relevant agendas such aslegal action for environmental safeguarding and the protection ofland from encroachment and development. Moreover, additionalmembership translates to a higher population accessing and enjoyingthe nature display and wildlife and education.

References

Lovelock, C. &amp Wirtz, J. (2011). Services Marketing: People, Technology, Journal of Services Marketing.