Mary Conway Dato-on, Rollins College, USA Eileen Weisenbach Keller, Northern Kentucky University, USA While much is known and research continues to understand more about marketing in emerging economies and investigations into the NPO sector are increasing, scant research is found on the NPO sector within emerging markets. The few available studies on NPO sector activities in emerging markets tend to focus on NGO-corporate relationships or macro-level sector reports. Furthermore, most NPOs discussed in previous research are large, international organizations rather than indigenous or small-to-medium size NPOs. Thus little is known about the marketing strategies within NPOs in emerging markets. The present manuscript proposes a process through which such knowledge may be gained while posing the research question: Are market-centered strategies and tactics (e.g., market orientation, brand orientation, promotion activities) advocated for the developed market NPO sector applicable to the emerging market NPO sector? Little doubt remains about two phenomena. First, emerging markets are growing in importance to marketers and for-profit organizations (Prahalad 2005; Prahalad and Hart 2002; Viswanathan and Rosa 2010). Second, the nonprofit (NPO) sector is experiencing enormous expansion across the globe (Salamon 1994, 2010). While much is known and research continues to understand more about the first phenomenon (e.g., Viswanathan, Rosa, and Cherian 2010) and investigations into the NPO sector are increasing, scant research is found on the NPO sector within emerging markets (Conway Dato-on and Weisenbah Keller 2009). The available studies on NPO sector activities in emerging markets tend to focus on two areas: NGO-corporate partnerships (e.g., Kanter 2008; Webb et al. 2010) and macro-level sector reports (Salamon 1994, 2010; Salamon and Sokolowski 2010; Wing, Pollak and Blackwood 2008). Most of the NPOs discussed in those studies are large, international organizations that have already benefited from research conducted in their home (often economically developed) nations rather than indigenous or small-to-medium size NPOs. There are even fewer studies that seek to discover the applicability of marketing or management strategies and tactics to emerging market NPOs (Matzkin 2008; Modi and Mishra 2010; Zhou, Paul and Guang 2009). The purpose of this study is to begin to answer the research question: Are market-centered strategies and tactics (e.g., market orientation, brand orientation, promotion activities) advocated for the developed market NPO sector applicable to the emerging market NPO sector? This paper begins the process by (1) reviewing and identifying gaps in the literature related to the nonprofit sector in emerging markets, with particular attention to management and marketing related topics and (2) outlining an empirical process for the study of indigenous NPOs in emerging markets. The process will create for researchers/practitioners a repository of findings from which to build a unified base of research; one that will enable greater understanding of this growing sector. Academicians, practitioners, and policy makers trying to understand the global NPO sector in general and the organizational level in particular, are hampered by issues of diverse and inconsistent data, documentation, and resources. To overcome these limitations several research associations have undertaken comprehensive projects and categorization methodologies. Significant advancements achieved by the Johns Hopkins Center for Civil Society are noteworthy. The Center’s Comparative Nonprofit Sector Project (CNP) research utilizes common definitions, categorization, and methodologies to facilitate comparison between countries to “move beyond description to explanation, to determine why the nonprofit sector takes the form it does in different places” (Perez-Aleman and Sandilands 2008, p. 1). This research and other similar projects facilitate more modest studies such as this one. Salamon and associates (2010) note that differing development of the NPO sector (and correspondingly organizations) within nations depends on power struggles among four important drivers: (1) socio economic classes; (2) socio-demographic groups (e.g., ethnic, religious, geographic, tribal); (3) state and church; and (4) ‘core’ vs. ‘periphery’ countries. From these tensions 601