Millennials are not as committed to charity as the generations before them. Millennials have also been proven very difficult to attract, which is problematic since Millennials are the future donors’ charity organizations must depend on. The purpose of this study is therefore to identify possible patterns, relationships and opportunities that would make Millennials donate to charity. The study presents the current situation of charity on the Swedish market, which follows by an introduction for how non-profit promote themselves and do their marketing. This leads to the research question: How should charity organizations promote themselves to get Millennials to become loyal? This study applies a qualitative research strategy. The primary data has been collected through semi-structured interviews with five representatives from five different charity organizations. All five organizations work with international projects.   The result shows that the five organizations have knowledge about how to market to attract and engage Millennials, but they do not apply this knowledge. The result presents four paradoxes. We consider that the perception of these paradoxes, as well as responding to them, determines the charity organizations outcomes and overall ability to attract Millennials. The result also shows that to engage with Millennials and create long-lasting relationships, charity organizations marketing must be innovative, cool, and creative with repetitive messages. Charity organizations also must use the communication channels that Millennials engage with. The result has given rise to the "Interactional Model for Targeting Millennials", which is built on 11 key factors that charity organizations must apply to establish, develop and maintain a relationship with Millennials.

The aim of this study is to investigate which communication strategies and channels the mu- nicipal company Falu Energi & Vatten should use in order to become more efficient in com- municating with citizens between 18 to 29 years old. The company is owned by the munici- pality of Falun and manages community services in electricity, district heating, fresh water, sewerage, metropolitan area network and waste disposal. The following theories have been used in the study: convergence culture, digital natives, information overload, communication strategies and uses & gratifications theory. The methods used in the study are 4 focus group interviews and one informant interview. The members of the focus groups where within the age range 18-29 years and lived in the city of Falun. Each focus group included four partici- pants and the groups were divided based on four different forms of housing; student homes, rental apartments, owned apartments and own villas. The informant interview was conducted with the director of communication at Falu Energi & Vatten. The empirical material was col- lected during the 24th, 25th, 26th and 27th of November 2014. The results of the study shows that media habits among young adults have changed which has led to a non-correspondence in relation to how Falu Energi & Vatten communicates. Due to this Falu Energi & Vatten needs to make changes in their communication strategy, add new channels to their media mix and in some cases reduce the use of others. Falu Energi & Vatten must actively work to both dis- seminate information and make information available in order to reach this age group. The result also shows that the significantly increased media output has led to a desire for personal- ized communication, which means that Falu Energi & Vatten should review the possibility to offer more targeted information. Last but not least, a clear result is that the company should use Facebook for communication with young adults as the majority of the participants wish to communicate with the company through this particular channel. Facebook can be used both to disseminate information but also to facilitate information retrieval and dialogue.

Syftet med denna magisteruppsats har varit att utforska hur Covid-19 pandemin har påverkat ledarskapet och organisationens riktning.    Covid-19 pandemin har påverkar olika delar av ledarskapet. Resultaten visar tydligt att chefer känner sig överbelastade eftersom de måste hantera många administrativa uppgifter och alternerande möten. På grund av brist på tid och balans mellan arbete och privatliv har förmågan att ha en helhetssyn, tolka och ta in perspektiv utifrån och in och inifrån och ut varit en utmaning för ledarna. Resultatet indikerar även på behovet av tydliga kommunikationskanaler mellan ledarna, de anställda och deras kunder om vilka åtgärder som krävs för att anpassa sig till den nya situationen som pandemin har medfört.   Under pandemin har organisationerna tvingats att vidta snabba åtgärder baserat på föreskrifterna och begränsningarna från Folkhälsomyndigheten och regeringen. Etablerade digitala kanaler har använts men nya digitala kanaler har behövts identifieras för att skapa interaktion och relationer inom organisationen samt med kunderna.   Den snabba omvandlingen till den digitala världen har påverkat organisationens riktning att tänka annorlunda, vara mer flexibel och anpassningsbar till nya oväntade förändringar, såsom pandemin. Organisationerna har använt nyckelindikatorer för att identifiera och få en tydlig bild av hur pandemin har påverkat organisationens riktning internt och externt gentemot sina kunder. Denna nya digitala omvandling har också tvingat kunderna att gå in på nya digitala plattformar och interagera online med organisationerna. Den nya digitala medvetenheten från kunderna har framkallat nya digitala krav och tjänster som i sin tur har resulterat i behov av nya digitala självservice tjänster och en högre och starkare digital kompetens från organisationens kundtjänst.   En bidragande diskussion till organisationerna och samhället är att hänvisa till begreppet lönsamhet som en värdeskapande effekt som är hållbar över tid, kopplad till tre element: ledarskap, organisationens riktning och kundbehov. / The purpose of this thesis has been to explore how the Covid-19 pandemic has affected the leadership and the direction of the organization.   The Covid-19 pandemic has affected various parts of the leadership. The results clearly indicate that managers feel overloaded since they have to handle a lot of administrative tasks and alternating meetings. Due to lack of time and balance between work and private life, the ability to have a holistic view, interpret and take in perspectives from outside-in and inside-out has been a challenge for the leaders. The results also indicated the need for clear communication between the leaders and the employees and their customers about what actions are required in order to adapt to the new situation that the pandemic has imposed.   During the pandemic the organizations were forced to take fast action based on the regulations and restrictions from the Public Health Agency and the government. Established digital channels were used but new digital channels had to be identified to create interaction and relations within the organization and with the customers.  The fast transformation to the digital world has affected the direction of the organization to think differently and be more flexible and adaptable to new unexpected changes, such as the pandemic. The organizations have used key indicators to identify and get a clear picture of how the pandemic has affected the direction of the organization internally and externally towards its customers. This new digital transformational shift has also forced the customers to enter new digital platforms and interact online with the organizations. The new digital awareness from the customers has induced new digital requirements and services which in turn have resulted in the need for new digital self-services and a higher and stronger digital competence from the organizations customer service.   A contributing discussion to the organizations and to the society is to refer to the concept of profitability as a value-creating effect sustainable over time, connected by three elements: leadership, direction of the organization and customer need. / <p>2021-06-06</p>