Incorporating marketing in public service delivery

Ibn Kailan Abdul-Hamid (PhD) Business News Jun - 17 - 2025 , 05:09

Much has been said about the implementation of marketing strategies in public sector organisations. Yet, there remain important reasons to reconsider and deepen this approach.

Public sector agencies frequently lament the challenges of inadequate or unreliable funding from governments, which hampers their ability to meet public needs effectively.

However, many of these organisations overlook the opportunities that marketing innovations offer to diversify revenue streams, secure external funding and build stronger stakeholder relationships.

Marketing is often perceived as a tool exclusive to the private sector, aimed at profit maximisation. However, in the context of public service delivery, marketing can serve as a strategic instrument to enhance resource mobilisation, foster citizen engagement and build organisational legitimacy.

This paper discusses five key marketing innovations that public sector organisations can adopt to raise funds and improve service delivery outcomes, thereby achieving greater client satisfaction and organisational reputation.

Strategic branding and positioning

In today’s competitive environment, even public sector organisations must establish a strong brand identity that resonates with stakeholders. Branding goes beyond logos and slogans. It encompasses the values, mission and service quality that an organisation represents.

A well-positioned brand can build trust, enhance visibility and attract sponsorships or partnerships with the private sector, international organisations and donors.

Public sector organisations can consider the following to assist them towards strategic branding and positioning: develop a clear value proposition and communicate it consistently; engage stakeholders in co-creating the brand identity to enhance legitimacy and monitor brand reputation through regular surveys and feedback mechanisms.

Client-centric service design

Public sector organisations have traditionally been product-driven rather than client-focused.

However, adopting a client-centric approach, where services are designed around citizens’ needs and expectations can enhance satisfaction and foster a sense of ownership among users.

This approach not only improves service quality but can also increase citizens’ willingness to contribute to cost-recovery initiatives or voluntarily support the agency through donations or volunteering.

Public sector organisations can consider the following to assist them towards client-centric service design.

• Conduct needs assessments and stakeholder consultations to inform service design.

• Implement feedback loops to ensure continuous service improvement.

• Personalise services where possible, leveraging technology and data analytics.

Digital engagement

The rise of digital technology offers unprecedented opportunities for public agencies to engage with their communities.

Social media platforms such as Facebook, Twitter, and LinkedIn provide low-cost avenues for outreach, participation and fundraising. Digital campaigns can build communities of support around specific causes, facilitate crowdfunding efforts and enhance transparency, thereby attracting external funding and in-kind donations.

Public sector organisations can consider the following towards developing social media and digital engagement.

• Develop a digital engagement strategy tailored to the agency’s goals.

• Use social media analytics to understand audience interests and preferences.

• Integrate fund-raising tools (e.g., donation buttons, crowdfunding platforms) into digital channels.

Public-Private Partnerships (PPPs)

Collaborations with private sector organisations can unlock new sources of finance, technology and expertise. PPPs enable public agencies to tap into private sector efficiencies while maintaining public accountability. For example, public sector organisations can use PPPs to deliver large-scale projects that would be impossible to finance solely through government budgets.

PPPs can also support health, education and environmental projects through co-investment, sponsorships and joint ventures. Public sector organisations may consider these as a guide to their PPP initiatives.

• Identify areas where private sector expertise and funding can complement public goals.

• Develop clear contractual frameworks to ensure accountability and equitable risk-sharing.

• Monitor and evaluate PPP performance to safeguard public interests.

Value-Added services

Public sector organisations can innovate by offering value-added services that generate additional income. Examples include training programmes, consulting services or selling specialised information products. Museums, for instance, often generate revenue through gift shops, guided tours and event hosting.

Universities generate significant income through continuing education, research commercialisation and consultancy services. To create value-added services and revenue streams, public sector organisations can consider the following.

• Conduct market analysis to identify demand for value-added services.

• Develop pricing strategies that balance affordability with cost recovery.

• Reinvest revenue into core services to enhance sustainability and legitimacy.

Conclusion

Much has been said about the implementation of marketing strategies in public sector organisations. Yet, there remain important reasons to reconsider and deepen this approach. Public sector agencies frequently lament the challenges of inadequate or unreliable funding from governments, which hampers their ability to meet public needs effectively.

However, many of these organisations overlook the opportunities that marketing innovations offer to diversify revenue streams, secure external funding and build stronger stakeholder relationships.

The writer is the Head of Marketing Department at University of Professional Studies, Accra