People Trust Museums More Than Newspapers. Here Is Why That Matters Right Now (DATA)

Actually, it always matters. But data lend particular insight into an important role that audiences want museums to play Read more

The Top Seven Macro Trends Impacting Cultural Organizations

These seven macro trends are driving the market for visitor-serving organizations. Big data helps spot market trends. The data that Read more

The Three Most Overlooked Marketing Realities For Cultural Organizations

These three marketing realities for cultural organizations may be the most urgent – and also the most overlooked. This Read more

Are Mobile Apps Worth It For Cultural Organizations? (DATA)

The short answer: No. Mobile applications have been a hot topic for a long while within the visitor-serving industry. Read more

Breaking Down Data-Informed Barriers to Visitation for Cultural Organizations (DATA)

Here’s a round-up of the primary reasons why people with an interest in visiting cultural organizations do not actually Read more

Market to Adults (Not Families) to Maximize Attendance to Cultural Organizations (DATA)

Marketing to adults increases visitation even if much of your current visitation comes from people visiting with children. Here’s Read more

Community Engagement

The Top Seven Macro Trends Impacting Cultural Organizations

These seven macro trends are driving the market for visitor-serving organizations.

Big data helps spot market trends. The data that we collect at IMPACTS is no different. (After all, it is big data!) There are certain trends that come up again and again, and they provide clues as to how cultural organizations may best evolve to remain relevant.

Unsurprisingly, visitor-serving organizations are not immune to the forces affecting the rest of the world. In other words, it’s rather common to see market trends that affect for-profit and government entities affect visitor-serving organizations as well. Makes sense, right? As much as we may sometimes wish we lived in an alternate reality with regard to things like adequate marketing investments, we, too, are members of this Planet Earth in all it’s economically-driven glory.

But that’s not all bad news. Just because “but we’re a nonprofit” increasingly isn’t a thing, that doesn’t mean that the reality is all that sobering. Some of the key trends affecting the market at large right now are areas wherein nonprofits traditionally shine! These seven macro trends manifest themselves in not only IMPACTS data tracing public perceptions and expectations of cultural organizations, but in much of the data that you’ll find coming from any reliable source right now for nearly any economically-concerned entity. Yes, cultural organizations are economically concerned entities. That may sound gross to my friends on the mission-execution end, but it’s important for cultural organizations to stay afloat so that they can…well, execute missions.

These macro trends are largely informed by the realities of our living in a more connected world than ever before – but they seem to affect nearly everything that organizations do onsite and offsite. They seem to affect the way that the market views the world right now, and its expectations for brands and experiences. These are the seven words and concepts that my clients and coworkers are probably the most sick of hearing every time we review a new set of data. (A possible exception may be the term “symbolic capital,” because I personally love it and thus I try to sneak it into most conversations – and not always seamlessly.)

Because these trends are apparent in much of the market data, there are lots of links to Know Your Own Bone in this article –so feel free to dig in and deep dive a bit!

 

Personalization

Just as the world that we live risks increased noisiness with all of the information that we have at our fingertips, it’s similarly becoming increasingly personalized. Ads, status updates, and online experiences are increasingly targeted and personalized for us. As such, personalization is becoming the expectation for folks. Obviously, this has implications for cultural organizations in the online realm. There’s an expectation that organizations will respond to people on social media on a personal level, that ads and posts will be relevant to them (this is why smarter targeting is important), and that we’ll interact with our most important supporters equally well offsite as we do onsite.

Positive, personalized interactions between staff members and visitors is the single most reliable way to increase visitor satisfaction onsite. Simply put, personalized experiences – be they online or onsite – have a greater likelihood of being relevant.  Personalization can be a smart relevance hack.

Similarly, alongside personalization is the decreased interest in standardized experiences. This can be seen in the decrease in interest in group sales and the growing popularity of personalized tours and experiences (à la Museum Hack). Disney World has added a feature to its famous Haunted Mansion ride wherein the hitchhiking ghosts hold up a sign that mentions your home city as your doombuggy ride draws to an end. In It’s a Small World, the riders’ names appear on those multi-lingual goodbye flowers. The Disney experience is increasingly self-curated and can be personalized. Immersion and interaction are driving concepts behind the new Star Wars Land set to open in 2019. While the high-propensity visitor profile is not the same to Disney World as it is to cultural organizations (e.g. they don’t necessarily have the same demographic, psychographic, and behavioral attributes that indicate likely visitation), I mention Disney World because it’s an entity with significant visitation that is capitalizing on the personalization trend.

 

Social connectivity

Connectivity is king – and, like the other macro-trends on this list – this is true both onsite and offsite. Offsite may seem rather obvious: Social media plays an important role in driving visitation to cultural organizations, and it’s a critical element of the visitor engagement cycle. High-propensity visitors to cultural organizations qualify as being “super-connected” to the web in that they have access to the web at home, at work, and on a mobile device. This is true of the folks who are most likely to visit cultural organizations regardless of age. (So, nope, not just millennials).

Onsite, social connectivity makes perhaps its biggest splash: Data suggest that who people are with is often more important than what they see when they visit a cultural organization. Not only that, folks who value “with > what” also have the most satisfying experiences and a greater intent to revisit. Social connectivity is another reason why personalized interactions between staff members and visitors matter. While interactions with staff can lead to the greatest increases in visitor satisfaction, rude staff are the single biggest onsite dissatisfier for cultural organizations by a large measure. For performance-based organizations (e.g. ballets, theaters, symphonies) rude guests is the second biggest dissatisfier. Interactions with humans matter big time, folks.

Sure, we’re mighty connected online in today’s world – but being connected to humans onsite is just as critical as ever before. In fact, onsite digital connectivity does not increase visitor satisfaction as much as good ol’ face-to-face communication. (But onsite digital does increase visitor satisfaction so I propose that you aim to rock both.)

 

Social mission

Corporate social responsibility has been called mandatory for for-profit companies today. Simply put, it’s increasingly an expectation that organizations will give something back. That’s part of the reason why the market is increasingly sector agnostic – it doesn’t matter much if your organization is nonprofit or for-profit. What matters is that you do the social good that you say that you do. Organizations that highlight their missions outperform those marketing primarily as attractions. It’s cool to be kind. While social missions may sound like a unique differentiator for nonprofits, they’re not. For-profit companies increasingly have well publicized “so whats?” too.

Not only that, members that like your organization for its mission generally invest more by purchasing more expensive memberships and find greater satisfaction in their memberships than transaction-based members who primarily seek event access and discounts. Here’s the data. Simply, what folks want from memberships is changing. With all the talk about armchair activism, we find that people really do want to actively take part in and contribute to something meaningful.

 

Entertainment vs. education

Boy-oh-boy is this a big topic right now in the cultural sector. IMPACTS has tons of data about the importance of being educational vs. being entertaining, and the results are both obvious and frustrating: We need to be both – but not necessarily equally or in the same way. We need to understand the collaborating role that these two visitor experience aspects play in driving behaviors and, specifically, getting folks to act in our organizations’ interest by paying us a visit, becoming a member, or making a donation.

This is a bigger discussion than I intend to tackle in this article, but here’s a very basic overview of how they work together. Simply, entertainment value drives visitor satisfaction and visitor satisfaction is critical for attendance and solvency. Period. Entertainment value is fiercely important. When we act like “entertainment” is an enemy to “education” instead of its often times greatest partner, we do our organizations a grave disservice. That said, education value serves as an important, unique differentiator that may play a role in the decision to visit a cultural organization instead of taking part in a different leisure activity. (“Interest in an alternative activity” is the biggest reason why folks with reported interest don’t make it through the door.)

Why is this on a list of market trends? Because though the words may be different, this issue isn’t unique to cultural organizations.  Folks want to have a pleasurable experience and having a “so what?” or “it’s good for me/my loved ones” can serve as a competitive advantage when compared to other services/experiences when perceived entertainment value is relatively equal to the alternative. It’s the root of much corporate social responsibility and it requires a tough conversation about reputational equities.

 

Real-time and authentic

This trend is roped to personalization and social connectivity. Social media and digital engagement are real-time, and audiences expect responses in real-time. The real-time trend mirrors the rise of certain social media channels and features, including Snapchat (now, Snap), Instagram and Facebook stories – not to mention live video. These platforms allow for limited professional editing by brands and organizations, forcing – in a way – a kind of authenticity that heretofore organizations could more carefully manage. These trends force behind-the-scenes culture to the front lines. Is your organization really doing interesting things? Show it.

Trends toward real-time and more (seemingly) authentic engagement underscore the need for organizations to walk their talk. It’s time to show and not simply tell. We “show” by what we post online each day and through onsite experiences. Because of the increased want for self-curation and consumer power (discussed next), these trends affect visitation and also philanthropic giving.

 

Consumer control

Everyone is a curator today, but this trend isn’t about literally allowing audiences to curate collections in cultural organizations. It’s about consumer power and control borne of folks having a whole heck of a lot of information at their fingertips nowadays. People want to decide things for themselves because they can. It’s why walking our talk matters. It’s why social media increasingly empowers giving decisions. All this being said, the market views cultural organizations as expert and trustworthy, and that’s a valuable reputational equity that we possess.  (I have the data on this ready to go up  next week, so stay tuned.) We need to walk a fine line to be successful…an “open and yet expert” line.

On social media, we’re seeing this trend take place a bit in SMS messaging, Snap, and Instagram. We can post publically to our “friends,” and we can send private messages to our maybe-more-real friends. We have more and more power to decide who sees our posts.

This trend plays nicely with personalization. As mentioned above, we increasingly expect personalized experiences and interactions, but once the personalized message hits us, folks want to decide on their own if visiting an organization is worth the time and energy investment. This is the reason why more visitation decisions are informed by an organization’s social media channels than an organization’s website.

 

Integrity

This one is big right now, and it’s showing up rather dramatically in market data. We have fake news on the mind! Like trends toward authenticity, desired integrity necessitates that an organization walk its talk.

Not only is the US divided politically, we are divided in terms of how people view the economy as well. Unfortunately for cultural organizations, high-propensity visitors aren’t super happy with things right now. (High-propensity visitors are people with the demographic, psychographic and behavioral attributes that indicate likely attendance to nonprofit, visitor-serving organizations.) Visitor confidence in cultural organizations remains at a dramatic low because, simply, it’s difficult to tell what we stand for during this highly politicized time. Organizations that have stood behind their social missions during this time have reaped important reputational rewards. Why? Integrity, folks. It’s a big deal right now for the people who actually go to museums, aquariums, gardens, and performing arts organizations.

But this trend isn’t necessarily a “political” one. It’s infiltrated operations. A demonstrated lack of integrity is the biggest dissatisfier for high-level members to cultural organizations. We know their names and cell phone numbers perhaps too well when carrying out solicitations, but we suddenly forget who they are when they’re onsite. That’s a disconnect. Some organizations even have (sometimes completely ridiculous, over-the-top) member-ID-checking-police guarding their entrances as if they were border checkpoints. Unsurprisingly, questioning the integrity of our own members is also high on their list of membership dissatisfiers.

 

These seven macro-trends are strongly connected to one another. The organizations that will succeed in reaching new audiences (which data suggests needs to be a primary goal for cultural organizations)  and cultivating engagement are those that don’t simply aim to “one-off program” their way to success. Organizations may be best served to integrate these trends into the new reality of how they operate and do business.

Do these trends sound familiar? Do they ring a bell? Excellent! We can declare importance, but the market determines our relevance. These trends provide a peek into how audiences are doing that. Let’s keep these macro-trends in mind and keep moving forward.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Nonprofit Marketing, Sector Evolution, Trends Leave a comment

The Three Most Overlooked Marketing Realities For Cultural Organizations

These three marketing realities for cultural organizations may be the most urgent – and also the most overlooked.

This one’s got a Know Your Own Bone Fast Facts video, folks! If you’d like to share this message with a team (or you would rather watch a little video than dive into written content), check out the video below or head over to my YouTube channel and dive in.

These are three urgent marketing realities for cultural organizations that, while they aren’t actually new at all, seem to surprise executives when we at IMPACTS underscore them as contributors to diminishing audiences. All three of these realities may be whack-you-in-the-face obvious when you stop to think about them, but many organization leaders seem…not to think about them. And it makes sense. Organizations may turn a blind eye to these three realities because they are inconvenient. They’re real – and they are kind of annoying. That is, they involve evolving the way that leaders and executives think about marketing and communications. Perhaps that is a reason why – however obvious these realities may be – I find myself repeating them many times over. HERE’S THE VIDEO:

There is another reason why they may be repeatedly overlooked: Mastering these realities requires skillsets that heretofore haven’t been prioritized by many organizations. We’re used to traditional communication channels and how to think about communications – and the leaders of cultural institutions have been “doing communications” for years! The thing is, this digital engagement thing keeps us on our toes. It’s why today’s cultural executives need to be more like conductors, and less like the first chairs of instruments. There’s a lot going on! Personalization, transparency, social connectivity, real-time communications, and brand integrity matter more in our digital world then they ever have before, and, thus, we need to change up our more traditional ways of thinking.

Connectivity is king and, within the more financially successful organizations with which IMPACTS works, communications departments function more like strategic partners than bottom-of-the-chain service departments. Misunderstanding the evolving role that marketing and communications play in driving visitation and engagement in our connected world is the reason why some people still say these three stupid things to the marketing department.

I could write a hefty, data-based essay explaining why every person who works for a cultural organization should be showering friendly frontline staff and thoughtful social media community managers with flowers, cupcakes, and (consent OK-ed) big hugs. Data reveal time and time again that staff who engage directly with constituents are our champions of shared experiences. They make-or-break both our offsite reputation and our onsite satisfaction. Marketing and communications are increasingly important in our connected world. And, as Uncle Ben from Spiderman has taught us all, “With great power comes great responsibility.”

While these items may “live in” the marketing or communications departments, the culture required to adapt to these changes may require a culture shift within some entities. It’s the responsibility of the entire organization to create a culture that more than acknowledges these three realities. We’ve got to keep up. We’ve got this! Let’s dive in…

 

1) Meet audiences where they are

Data suggest that communication channels that talk WITH audiences (such social media and the web) are considered more go-to sources of information than channels that talk AT audiences (such television, radio, or direct mail). If we want to engage folks, we need to be masters at reaching them where they are now…not where they were last year. We don’t get to decide where to speak with audiences to be most effective – they do. If we ignore their preference, we won’t be heard.

This is obvious. But even though it’s obvious, old habits die hard. For decades, things that weren’t digital were what worked…because “digital” simply didn’t exist in the way that it does now. And it’s not likely to exist in the next decade in the way it exists today. Things are fast-moving. It’s important to keep tabs on not only where audiences are spending their time, but also what they expect and want to receive in terms of messaging for each communication channel – digital or otherwise. Here’s some data on the power of specific social media channels right now.

One of the reasons why digital engagement (and social media, in particular) is so important for cultural organizations is because these channels facilitate word of mouth endorsement. What other people say about you and the sharing of their own experiences is 12.85 times more important in driving your reputation than things that you pay to say about yourself.

 

2) Target the people and not the place

It’s time to pause and consider that we can identify and target individuals now more intelligently, efficiently, and cost-effectively than ever before. As such, we similarly need to evolve how we think about “targeting.”

Think about it: The ads and endorsements that we see every time we turn on our phones or computers are tailored for us based on various technologies’ algorithmic secret sauces. We live in a world that is increasingly personalized, and personalization is fast becoming the expectation of our audiences. As such, it’s generally a better idea to leverage technologies that serve your content to targeted individuals with specific indicators of interest in your organizations, then it is to advertise more broadly on a “place” such as a single website. The name of the game nowadays is to target digital audiences across the entirety of the Web – not engaging only those who happen to visit the one website where you purchased advertising.

Putting a banner ad on a local newspaper’s website may have been considered “targeting” in the past, but it isn’t anymore. The world has gotten smarter about targeting and personalizing messages to effectively reach audiences. It’s time for cultural organizations to make sure that they are smart about it, too.

 

3) Adequate marketing investments matter

“But we got a great deal on the banner ad on the local newspaper’s website!” Awesome. Getting a “deal” on a possible misuse of funds is strangely a thing that too many nonprofit organizations brag about regularly. A “deal” simply isn’t a sufficient motivator for a suboptimal ad spend – or any marketing effort – that isn’t strategically determined to be the best for the organization. The problem here is the chronic nonprofit misunderstanding that an organization can “save its way to prosperity.” That’s not a thing. It costs money to make money.

Instead of following market realities, some organizations still invest “last year’s budget plus five percent.” Some simply reinvest last year’s budget. Unfortunately, that’s not how audience acquisition investments work. Budgets need to be contemplative of the true costs of new technologies and evolving marketing best practices.

Not sure how much to invest or which channels to invest in? IMPACTS uncovered a data-informed equation for determining optimal audience acquisition investments. Remember that it’s not only about spending the proper amount and budget allocation to each channel – it’s also about spending those funds thoughtfully and strategically. Knowing appropriate spending lets you know the size of the frame. To be successful, your organization still needs to paint the picture.

 

Do these three marketing realities sound obvious to you? Excellent! It’s probably because these “new” realities are simply 2.0 versions of tried-and-true ways to think about marketing: Target the right people, in the right place, with the right amount of investment. It’s not rocket science. But we do need to remember that these things change. It’s not a fancy-sounding, simplified, marketing best-practice that you can frame and put on your wall and always understand exactly what it means. We need to be constantly asking ourselves:

 

Are we doing the best thing to target the right people?”

“Are we targeting people where they actually are and not simply where would be most convenient for us?”

“Are we investing the amount that we need in order to succeed in today’s environment?

 

Sometimes, it’s a matter of asking the right questions and not just the questions that are convenient. And yeah – that can be annoying – because folks working within cultural organizations are already working hard with limited budgets to educate and inspire people. It’s a labor of love that you are doing out there, reader! But I’m going to bring this one back to Spiderman again because, indeed, we have a great responsibility.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 2 Comments

Are Mobile Apps Worth It For Cultural Organizations? (DATA)

The short answer: No.

Mobile applications have been a hot topic for a long while within the visitor-serving industry. There are mobile applications for all kinds of museums, zoos, aquariums, historic sites, and performing arts entities. But are people using them? And do they increase meaningful performance metrics like visitor satisfaction?

A (rad) museum professional recently tagged me in a Facebook conversation, asking if I had data that I could share regarding cultural audiences and mobile applications. Why didn’t I think about that before? At first I was a bit flummoxed about how to approach this, as IMPACTS has done work with individual client organizations to dig into the real benefits (or lack thereof) deriving from investments in developing mobile applications, but that data is proprietary. Translation: Not for publishing on Know Your Own Bone.

Fear not, friends! The trusty National Awareness, Attitudes, and Usage Study (NAAU) includes information related to mobile applications – and it’s shareable and reveals compelling and important information for visitor-serving entities. As a reminder, the NAAU is an ongoing study of over 108,000 individuals and counting (“and counting” because IMPACTS is constantly in-market collecting data). This study is also the source of much of the data that I share on my website.

The spoiler (consistent with most individual client experiences as well) is simply that a mobile application is an answer to a visitor engagement question that very few people seem to be asking. What many cultural professionals likely know from their own experience (and that the data reaffirm) is this: Not many visitors use mobile applications either prior to their visits or while onsite, and the ones who do use an organization’s app do not experience a significant increase in visitor satisfaction.

This makes mobile applications sound like a potential waste of resources, but it’s worse than that. Other information channels are used more frequently before and during a visit, and they actually do result in higher visitor satisfaction. In addition to being a potential waste of funds, mobile applications may be an expensive distraction from areas wherein modest investments actually do improve reputation and satisfaction.

The chart above shows the percentage of respondents who had used each information source prior to a visit, with the sample taken from folks who had visited a cultural organization in the last year. We are talking about mobile applications here, and that number (5.5% usage) is not abysmal! But when we look at other avenues of engagement that likely already exist for an organization such as web, mobile web, and social media…that 5.5% looks awfully low in comparison. (Quick note: “Peer review web” refers to sites like Yelp or TripAdvisor, and “WOM” stands for “word of mouth.”)

I know the argument: “Not every organization has a mobile app, so of course people aren’t using them if they don’t exist!”  True.  People can’t use something that doesn’t exist.  Along these same lines, not every organization prints brochures, or has a mobile optimized web experience, or publishes information in newspapers or magazines.  That’s not the point.  The point is that a number of information sources broadly exist (including mobile apps), and these data indicate the market’s relative usage of broadly available resources.  Does every organization have a mobile app? No.  But do enough organizations have a mobile app to make them a broadly available information source?  Yes.  Moreover, mobile apps are sufficiently relevant in our overall culture to suggest their broad viability as an information source.  People absolutely use mobile apps in many aspects of  their life – they simply don’t seem to generally apply this usage to planning or visiting a cultural organization.

Take a look at the chart and consider: Mobile applications require an investment of funds to create – and that amount can be significant!

Also consider that information regarding the existence of an organization’s mobile application is likely to come from another source that is already more successful in providing pre-visit information. It is fair to consider that those 5.5% of folks may have already received information from another channel, and that’s how they knew to look for the application in the first place. The point is that even for the 5.5% who consulted a mobile application prior to their visit, they may not be consulting the mobile application alone.

But, then again, not all applications aim to be used pre-visit! Many aim to be used onsite in order to, theoretically, better engage and provide information for visitors! On that note, let’s look at the channels that folks reported having used onsite while attending a visitor-serving organization (museum, zoo, aquarium, theater, symphony, etc.)

There are a lot of interesting and surprising things to note here. The first of which is this: A smaller percentage of people use mobile applications during their visit (4.1%) than they do prior to their visit (5.5%) – and many applications are designed to be used onsite! In order to use a mobile application onsite, folks need to have already been willing to download it, or to take time out of their visit to get WiFi (depending on the size of the application) and download it on the spot. No joke: There are organizations that have invested in mobile applications but don’t have WiFi easily available to download it onsite in the first place. It’s a thing, folks! (As a note: “Web” is folks who bring laptops and use the web. Tablet web use is included in the “mobile web” category.)

Here’s another important finding: More than half of visitors use social media onsite. That finding alone is worth calling out. Social media is extremely important for cultural organizations for many reasons and plays an important role in increasing visitation.

With 31.5% of folks using mobile web onsite (looking up something on the web while on a mobile device or tablet that is not social media or a peer review site), it’s clear that there’s more of an inclination to use the web rather than a mobile application to gather information or engage onsite. This may underscore the opportunity to invest in website experiences that are mobile optimized instead of investing in a mobile application.

This chart is the arguably the most telling and important. Here’s how to read it: The red bar shows the overall visitor satisfaction level of people who report using a particular information source onsite (e.g. a mobile app). The blue bar shows the overall visitor satisfaction level of people who report not using that same information source (e.g. people who did not use a mobile app during their visit.)

As a reminder: Having high onsite satisfaction levels is critical for the solvency of visitor-serving organizations. Higher overall satisfaction correlates with greater reputation, more financial support, and increased likelihood for positive endorsements. In sum, high satisfaction is a major goal.

People who use mobile applications onsite do not report significantly higher satisfaction rates than those who do not. So, what was the point of that mobile application again? If it was to better engage audiences, the data is in and mobile applications – on the whole – don’t do that in meaningful manner. That finding in itself is significant.

Look at this: People who use social media or mobile web while they visit a cultural organization have a more satisfying overall experience than people who don’t use social media or mobile web during their visit. How interesting is that?! If your organization scoffs at folks on their mobile devices and considers them to be distracted or disengaged, stop it. Social media and mobile web make visitor experiences better (by good measure), not worse.

Regular Know Your Own Bone readers won’t be surprised by the onsite communication source that increases visitor satisfaction most: Talking to other humans. The overlooked superpower of visitor-serving organizations is that we are hubs of human connection. Reliably, interacting with other people is more important than the content that folks visit an organization to see – and interacting with frontline staff can make or break a visitor experience.

“But our mobile application is unique! It can be used to do X and Y and Z!” That’s great! The thing is: The market isn’t generally using mobile applications onsite and when they do, apps aren’t contributing to a significantly more satisfying experience…so your organization is singlehandedly attempting to “re-train” the market. Mobile applications have been used by cultural organizations for years now, and your organization may be looking to try and convert somebody who used one for another organization in the past (or your own first version) and felt it was “eh.” That’s a different starting point than where most organizations believe that they are: Developing a cool, new thing that tons of people will want to use out of the gate! Turns out, that’s not reality. Developing a mobile app comes with some embedded perceptual challenges.

More often than not, organizations that develop mobile applications are carrying out “technology for technology’s sake” when they haven’t tested its viability with the market, evaluated the related investment compared to alternative tools, or considered their goals or expectations. Simply, cultural organizations do it because they think they should or it makes them sound cool – nevermind if nobody uses it or it only makes the organization seem cool to staff or others in the industry. (Note: Others in the industry are not our important audiences).

With mobile applications dramatically underperforming the opportunity compared to other sources of information or avenues of engagement, a responsible organization should ask itself: Is investment in a mobile application the best possible use of funds? If there’s money in the budget, perhaps it ought to go to areas that audiences actually use and that make their experiences better. This includes investments in social media and also in frontline staff. (In fact, modest investments in frontline staff have yielded higher satisfaction rates for some client organizations than new exhibits and building expansions!)

This isn’t to say that no mobile application can be successful. No doubt, a select few gain notable usage – but these are exceptions, not expectations. If your organization is considering an investment in a mobile application because “I think we need one,” then you should probably consider the opportunity from the market’s perspective. Of course, organizations with good ideas should pursue them! Market test new concepts! Thinking caps are the best kind of caps, if you ask me. “Perhaps the kind of mobile app that we need to engage audiences hasn’t made it big or doesn’t largely exist yet!” Maybe you’re right.

It’s important to go into any initiative with an awareness of what visitors to cultural organizations are actually doing in the market and how mobile applications currently affect the visitor experience. (In general, they don’t.) Only then can an organization make an informed decision. That decision probably isn’t “to create a mobile application because everyone has one,” as many organizations may think.  Instead, the decision may be “to fight the existing market perceptions of mobile applications by doing something new.”

Are mobile applications working to best serve our audiences? Do organizations need them? Do data suggest that mobile applications are generally an effective use of funds? The data-informed answer – to all of these questions – is no.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Financial Solvency, IMPACTS Data, Myth Busting, Sector Evolution, Trends 4 Comments

Why Those With Reported Interest Do Not Visit Cultural Organizations (DATA)

Data suggest that a sizable number of people report interest in visiting cultural organizations…and yet over thirty percent of those same people don’t actually attend. What’s going on? That’s the subject of this Know Your Own Bone Fast Fact video. The video summarizes the takeaways, and I encourage you to give it a watch.

Let’s start here: People who report interest in visiting cultural organizations do not always actually attend. This is because interest in visitation and intent to visit are completely different things. Interest is more theoretical and conceptually removes several key barriers to visitation, while intent forces thought about the more logistical reasons why one might not actually attend. Frustrating as it may sound, those logistical reasons are often the primary reason why folks who profile as likely visitors – and who express interest in attending your specific organization – don’t necessarily pay your organization a visit. Interest is important for organizations to uncover, but it doesn’t measure intent to visit. Intent to visit contemplates the barriers attendant to visitation and a person’s willingness to overcome those barriers within a defined duration. Interest is wishful thinking. (For an example of an “intent to visit” metric in action, check out last week’s post on the public’s intent to visit MoMA after rehanging their permanent collection to highlight artists from countries effected by the original travel ban.) This divide between interest and acting on this interest can be seen in the data below from the National Awareness, Attitudes, and Usage Study.

While nearly 85% of survey respondents report interest in attending a visitor-serving organization such as a museum, zoo, aquarium, or performing arts center, only 51.8% had visited within the past year. Just as interestingly, only 54.2% had visited within the last two years, indicating that those who visit cultural organizations are those who…well, visit cultural organizations. There is a large group of people who report interest, but aren’t attending cultural organizations. The question, then, is: Why not?! In a nutshell, it boils down to a particularly important reason…and it’s one that we cultural organizations may not altogether deeply internalize:

Visitors to cultural organizations are competitive audiences.

While it may sound obvious, despite having interest, those who do not visit may prefer to do something else. Of those folks who reported interest in visiting a cultural organization, but who hadn’t done so within the past two years, the top reason is because they prefer an alternative activity. This may include an activity such as seeing a movie or sporting event, going jogging, bowling, or even enjoying trivia at a bar with friends. Simply put, for a good number of people interested in visiting a cultural organization, there are many other things that compete for their precious time. And, it seems, some of these other things take precedent. Yes, they are interested in visiting, but they would still rather do something else. 

This finding is important because it underscores that there is intense competition for the engagement of people who are willing to leave their homes to do anything at all! These are the same folks being targeted by the film industry, rock concerts, and sports teams. This finding also makes it all the more important for cultural organizations to communicate their brand values and market their unique experiences and missions.

Further underscoring this call to action is the fact that folks increasingly want to stay home. It’s not in your head. You really are hearing more and more about people wanting to stay home and marathon watch Stranger Things, This is Us, or Buffy The Vampire Slayer. (Happy 20th Anniversary, Buffy!) In fact, the number of people who have expressed a preference to stay home during a week off from school or work has increased by 17.3% in the past five years. The amount of people who express a preference to stay home over the weekend has increased by 19.4%. I recently wrote a post that shares the trend data on the increasing preference to stay home during one’s precious leisure time, and that post and data are worth revisiting.

These are big numbers – but all is not lost! Though they may be hanging out on the couch, data suggest that these people are still on the web, talking to friends, and connected to the outside world. There is still an opportunity to engage them if we can compellingly articulate the benefits of our experiences. This is where targeted, personalized communications – enabled by technology – are the key. Reputation plays an important role in driving visitation to cultural organizations, and potential visitors can still play an active role in taking in and sharing word of mouth endorsements regarding cultural organizations. These data point toward the importance of targeted messaging that underscores the unique experience offered by your organization. Remember, though, your mission matters when it comes to increasing visitation as well. The growing “couch contingent” is yet another reason why it is important to make sure that your organization is in agreement on its mission, vision, and brand (this may be especially important in today’s politicized environment), and investing adequately in audience acquisition.

 

In addition to movies, sporting events, and a day at the beach, our competition is increasingly the couch and a remote control. The best thing about competition, though? It raises all of our levels of play. Competition brings out the best in us, so long as we work to separate ourselves from the fray. We can do this by reminding would-be visitors that there is no “at-home” substitute for the wonder, awe, and social connectivity uniquely experienced at a cultural organization.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, IMPACTS Data, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Why Those With Reported Interest Do Not Visit Cultural Organizations (DATA)

The Visitor Engagement Cycle for Cultural Organizations

Securing visitation comes down to increasing reputation offsite and satisfaction onsite. Here’s how it works.

If your organization aims to increase onsite visitation (and whose doesn’t?), then it’s important to understand the basics of the visitor engagement cycle. This week’s KYOB Fast Facts video is a brief overview of the cycle. At IMPACTS, we have a lot of data that inform this cycle…and nearly every post on KYOB applies somewhere in the cycle. While I’ve shared aspects of the cycle before, it occurs to me that I have not shared its overview on Know Your Own Bone. With that in mind, here we are!

For those of you who aren’t into videos, I’ve included a brief write up below. That said, I suggest watching the video as it gives an animated overview that I think summarizes the cycle quite nicely.

There are two primary aspects of the engagement cycle: offsite connection and onsite relevance. The cycle is just that – a cycle. Here’s how it goes, folks!

 

1) Offsite connection increases reputation

(which motivates a visit)

We could start anywhere in the cycle, but it seems to make the most sense to start from the point of view of somebody considering a visit to a cultural organization. I’ve written (and even made a video) about this part of the cycle several times before – particularly because it underscores why social media is so dang important for securing visitation.

In order to get someone in the door, then we need to know what motivates the visitation decision-making process. With help from IMPACTS and the discretionary decision-making model informed by the National Awareness, Attitudes, and Usage Study, it’s clear to see that reputation is a top-five motivator for visitation. This is true among the US composite market, but also among high-propensity visitors (i.e. those folks who profile as our target audiences). In fact, for high-propensity visitors, reputation is second only to schedule as a factor in their decision-making process.

As a fun fact: In Western Europe, reputation is the top driver of visitation by a long shot. This implies that folks in Western Europe would be willing (and do) make time to visit organizations that they’d like to attend. Here in the US, we’re more likely to take the day off work and then fill it with an activity or two that is of interest rather than taking a day off specifically to visit a cultural organization.

 

Great! Reputation is a top motivator for visitation. Now you may be wondering, “ What goes into reputation?” It’s a good question. According to the model of diffusion, two things feed into reputation: The first is called the coefficient of innovation (or, things that you pay to say about yourself). The second thing that goes into reputation is called the coefficient of imitation (or, things that others say about you). This includes word of mouth endorsements, social media, earned media, and peer review sites like Yelp and TripAdvisor.

What others say about you is 12.85x more important in driving your reputation than things that you pay to say about yourself. Yes, organizations need to market, but, more than that, they benefit by communicating and facilitating the sharing of other’s positive experience and perceptions.

When we connect with audiences offsite, we increase our reputation, and, as we now know, reputation is a top motivator for visitation.

 

2) Onsite relevance increases visitor satisfaction

(which motivates endorsement)

Now let’s say that we’ve secured a visit. (Woohoo!) Now what? The goal now is to increase visitor satisfaction. It may seem obvious, but high onsite satisfaction values correlate with a greater intent to revisit within a shorter duration, as you can see in this data from IMPACTS:

If you’re wondering what aspects of the visitor experience contribute to higher levels of satisfaction, there’s a breakdown here. (Yes, we “math”-ed it. Because data.) Hint: Education it not unimportant, but entertainment value matters most when it comes to onsite engagement.

We also uncovered the single most reliable way to increase onsite visitor satisfaction – and it has nothing to do with fancy new wings. Within cultural organizations, we often forget our greatest superpower: The power of “with.”  Who people are with is often more important than what they see (with > what). After all, cultural organizations really are all about people. I could keep going on data-informed ways to increase onsite satisfaction, but my point here is that increasing satisfaction is the goal of onsite engagement.

When visitors have an onsite experience that feels relevant to them, it increases satisfaction, and, thus, their likelihood to provide positive endorsements. And we just covered the importance of positive endorsements! They fuel offsite connection, which increases reputation and leads to a visit, which increases satisfaction and leads to endorsement.

 

3) Offsite connection increases reputation again

(which motivates revisitation and/or a visit from a friend)

 

It’s a lovely cycle and it looks like the above image. To get the cycle right, organizations must aim for connective communications that increase their reputations, and relevant onsite experiences that increase satisfaction.

 

Offsite connection is every bit as important as onsite relevance – and we need them both to feed the fire for ongoing visitation. It’s difficult – if not impossible – to discuss getting people in the door without acknowledging the realities of this cycle. This concept is a critical driver of conversations for me and my colleagues at IMPACTS – and I hope that it is helpful to you and your organization as well.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, IMPACTS Data, Nonprofit Marketing, Sector Evolution 4 Comments

Growing Competitor for Visitation to Cultural Organizations: The Couch (DATA)

During their free time, would people rather go out or stay in? Here’s what cultural organizations need to know about the growing “couch contingent” audience.

Organizations tend to believe that other cultural organizations and destinations are their primary forms of competition for visitation. For folks who want to go out in the first place, this is often the case. But what about those folks who would rather not get out of their PJs?

Data suggests that even people who profile as high-propensity visitors are increasingly preferring to stay home as opposed to going out. High-propensity visitors are folks who demonstrate the demographic, psychographic, and behavioral attributes that indicate an increased likelihood of visiting a cultural organization – such as a museum, zoo, aquarium, botanic garden, or performing arts entity, for instance. The first requirement for somebody to visit an organization, however, is that they leave the house. Let’s break down some of what we know about the people who do – and don’t – want to do that.

 

How do people prefer to spend their free time during a week off of work or school?

This data is from IMPACTS and the National Awareness, Attitudes, and Usage Study, which consists of now over 106,000 individuals residing in the United States. “HPV” stands for “high-propensity visitor” and is cut for those who would be likely organization attendees. Depending on where your organization is located and if you tend to attract a majority of local audiences or tourists may influence your immediate reactions to the data.

You’ll notice that about half of the US composite market wants to stay in or around their home (‘staycation’ and ‘stay home’ preferences.), but that ‘stay home’ contingent isn’t going to visit you. Or at least, they would prefer not to. And – remember – just because people are traveling doesn’t necessarily mean that they are going to visit the museum (or symphony, theater, zoo, aquarium, or another type of cultural organization).

For organizations trying to engage locals – a particularly fickle audience for most cultural organizations regardless of city – this “staycation” number is good to see. The “travel and stay overnight with friends and family” number is also important as it relates to local audiences. Word of mouth endorsements and reviews from trusted resources play a big role in visitation. Engaging local supporters means that there may be a higher likelihood that those friends and family members will bring their visitors to your organization.

For those organizations that depend heavily on local audiences, the nearly 50% of folks that prefer to travel out of the area may be of interest. After all, if they are leaving your market, they aren’t visiting.

For all of us, that “stay home” number isn’t great. Simply put, 24.4% of the US composite would simply prefer to stay home than go out. Yikes!

 

How do people prefer to spend a free weekend?

But Americans don’t tend to have (or take) tons of vacation time. What about how people prefer to spend their weekend? There’s a little bit of good news here for cultural organizations when it comes to ‘staycation’ preference, but mostly it’s a point for Netflix…

Almost HALF of the US composite prefers to stay home rather than travel or explore their city. Of course, the ‘staycation’ numbers go up, and this is a good thing for many organizations – but those ‘stay home’ numbers are alarming!

For those wondering, “How are high-propensity visitors a part of the couch contingent?! I thought they profile as likely visitors!” They do profile as folks who would be interesting in visiting. They simply prefer the couch. (To be a likely visitor does not mean that the thing that you want to do most is necessarily visit a museum, for instance. And having propensity to visit doesn’t mean that they even will visit – it means that there’s potential to be motivated to visit. Simply, an organization may not have hit the right chord yet.) High-propensity visitors in the ‘stay home’ category are still potential visitors – but they need to be made aware of the opportunity and better motivated to go out in the first place. These individuals may know, for instance, that they’d like to binge watch Stranger Things. They may NOT yet know of what is going on at your organization. High-propensity visitors in this category are a marketing and communications opportunity. (We’ll talk about this more a bit later when we discuss what folks are actually doing when they stay home.)

 

How has the preference for staying home grown over time?

Has the ‘stay home’ group consistently made up the same percentage of the population in recent years? In other words, how has the percentage of folks who prefer to stay home changed over time? Let’s look at the change for free time preference during a week off of school or work.

It’s increased. In fact, it’s increased quite a bit since 2011! There has been a 17.3% increase in the desire to stay home vs. go out for the US composite! Yes, if given a week of vacation time, there’s been growth in the number of people who don’t want to “go on” vacation! They would rather stay home!

What about the change in people who would rather stay home over the weekend?

Yikes! Those with the preference to stay home over the weekend has grown 19.4% for the US composite since 2011.

There are a couple of reasons for the increased desire to stay home. The first is rather obvious: home is comfortable – and you can be more “connected” to others while staying home than ever before. In the past, it wasn’t as easy to be home and still be social – and chat, text, message, tweet, and snap with others.

The second reason is more compelling: There simply are fewer reasons to change out of your pajamas in the first place. In the past, we had to leave home to do our banking, grocery shopping, visit the pharmacy, go get the movies that we wanted to stay home and watch, and purchase gifts. Today, we can do all of that from home. If the only reason to get out of the house is to go to the science museum, for instance, than the science museum needs to be a more compelling reason to put on pants than it was in the past. People may go out less because there’s less reason to go out – and thus the motivations to leave one’s cozy living room must be more compelling.

 

 

What do people do when they stay home? (The good news)

What are these people doing when they stay home?! We asked the folks who reported preferring to stay home what they actually report doing when they stay home.  Here are the percentages of respondents who reported doing each of these activities when they last stayed home.

How is this good news, you ask? People who stay home are still connected to the world and thus, visitor-serving organizations can (and should) aim to reach them. Those who prefer to stay home browse the web, watch TV and sporting events, have friends over, host parties… There are still opportunities to reach these audiences via social media, advertisements, and word of mouth endorsements. (Social media and word of mouth endorsements are particularly powerful in motivating visitation).

There’s an opportunity to “reach this market where they are,” as 33.4% of high-propensity visitors profile as having visitation potential over the weekend, but need stronger motivation. While organizations that highlight their missions outperform those marketing primarily as attractions, there’s a critical opportunity to use ad servers to make sure that targeted audience members get compelling place-based messages. Ads to these audience members still need a “so what?” take-away, but entertainment value is the biggest driver of overall satisfaction, and the goal of reaching this, particular behavioral demographic is to let folks know that they need to have this fun, unique experience in person.

 

The “couch contingent” is growing more and more powerful, and that may strengthen the superpower of cultural organizations as facilitators of shared experiences. We live in a connected world. It may be easy to look at this data and think, “Stay home to watch TV and browse the web?! What is the world coming to?!” However, it’s also important to realize the power of the in-person that exists within this same world. The path forward is not in scoffing at change, but in realizing that it may give our experiences new meaning. Smart organizations can use this information to better target and determine messaging and adapt to our changing world.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Financial Solvency, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Growing Competitor for Visitation to Cultural Organizations: The Couch (DATA)

The Power of Different Social Media Platforms for Organizations (DATA)

You’ll want to update your online engagement strategy accordingly.

Be active on social media.

It took a lot of work and the encouragement of numerous thought leaders, and I’m glad to say that this is becoming a no-brainer among cultural executives. Social media plays a major role in securing visitors to cultural organizations. Online engagement is critical for the success of nearly all organizations and companies, but we cultural organizations often come down with some pretty serious cases of “that doesn’t apply to me,” so it always helps to see the data cut for attendees to visitor-serving organizations. (Amiright? You guys can count on me.)

This post explores the data-informed “power” of specific social media channels today, as determined by the market.

As I mentioned in a recent post, IMPACTS is working on a social media metric that goes beyond thinking about vanity metrics such as likes, comments, and shares – numbers that are good to have at high levels, but have variable impacts on our bottom lines of financial solvency or mission execution. We are working to create a metric that really digs into the power of social media to inspire true engagement – or, to increase interest in an organization or inspire someone to act in the interest of the organization (visit, donate, recommend, sign up, etc.). IMPACTS has developed such a metric and we are currently testing it with a client. (I am excited about this and I cannot wait to share more!). Essentially, it aligns social media posts with increased favorability of organizations, increased intent to visit, etc. – real engagement and real changes in perception. This will surprise exactly no one who works in social media, but social media truly plays a role in motivating folks to act in the interests of our organizations. Today, I want to share one, small-but-mighty aspect of the information that we worked through and monitor for the metric.

Before we get to the “new” data, I want to take a moment to discuss why thinking about specific social media channels is important – and that means reminding you that social media is the leading information source for high-propensity visitors and the US composite market alike. I’ve written and spoken about this before, but to keep things simple, I’ll insert this reminder from the National Awareness, Attitudes, and Usage Study:

 

Moreover, high-propensity visitors are “super-connected” with connection to the web at home, at work, and on a mobile device.

Social media is a big deal for organizations and companies. And I think that organizations are finally “getting it.” That’s an important first step in a “relevance requirement” battle that seems to be slowly coming to resolution. To move forward, though, we need to understand that not all social media channels are equally influential at any given time.

Let’s dive in…

First, let us take a look at relative social media timeshare.

This data considers the comparative context of time spent on specific social media platforms. It comes from the media consumption and usage data collected as part of the ongoing National Awareness, Attitude & Usage Study (with a sample size of over 104,000…and counting!) It has been quantified using index values as a means of indicating relative proportionality – which is perfect means of contemplating timeshare.

Most social media time is spent on Facebook – by a long shot. As you can see, the US composite spends 9.74x more time on Facebook than LinkedIn or Pinterest, 4.53x more time on Facebook than Twitter, 3.53x more time on Facebook than Instagram, and 2.87x more time on Facebook than Snapchat. And yes, folks, Snapchat is the runner up to Facebook in terms of timeshare. And yes, it’s a platform that consists of sharing seconds worth of bite-sized content.

 

Next, let us look at how many people are using these platforms.

This data considers simply how many users are on each platform worldwide each month. This is straightforward! The data comes from the platforms themselves and their self-reported number of users.

Facebook takes the lead again. This likely surprises exactly no one. While Tumblr does not make up a competitive portion of social media timeshare, it has the second highest number of monthly users. The number of monthly Twitter users compared to other platforms may be surprising to some.

 

Finally, let us put these two pieces of information together to determine the relative “power” of each of these channels.

These data are drawn from the two charts above to create a kind of composite index value chart to help compare the “power” of these channels. When we consider how many people are using each platform alongside the amount of time spent on each platform, we are better able to develop optimal online engagement strategies and best allocate our resources. Take a look…

“WHOA! Holy Facebook!” would be an appropriate reaction to this chart. Facebook is a nearly 11x more “powerful” platform than Instagram – the runner-up social media platform when it comes to quantifying relative power. From a broad market perspective, Facebook is a whopping 139x more powerful than LinkedIn. Instagram is 2.68x more powerful than Tumblr, and Snapchat is 1.54x more powerful than Twitter. Is your organization considering this when executing its digital engagement plan? Here are some important notes and best practices that relate to these data:

 

1) We must meet audiences where they are

If we ignore this information and try to promulgate our content on platforms that aren’t being used by audiences, we only hurt ourselves. It doesn’t matter how great your content is if you’re screaming it into an empty room. Remember, your organization may determine importance, but the market determines relevance. The market decides what platforms to use for what reasons – we can simply choose to be there or not.

This information is critical for devising an effective social media strategy and allocating limited resources. These data help us let go of what is ineffective and and make better use of our time. Are you spending more time on Twitter than Facebook because you’ve always spent more time on Twitter, or because that’s the best use of your time? These data inform how we can potentially expand engagement and better “meet the market where it is.” These data inform us of the comparative number of attendees at each platform’s house party and how long they are there so that we aren’t that person at the party hanging out in the corner talking to themselves. Nonprofits tend to have limited time and resources. This information can help organizations get the most bang for their buck.

 

2) It is not simply SOCIAL MEDIA. Platforms matter

Facebook is really, really important. Every once and a while on a cycle, there will be buzz that tons of people are suddenly leaving Facebook and Facebook just isn’t the thing anymore. That’s not a thing. Use of social media platforms ebb and flow sometimes but Facebook is still over 15x more powerful than Snapchat – a platform that is gaining momentum and that has been dramaticized as a threat to Facebook’s relevance. There’s no excuse not to prioritize Facebook. Period. Social media is important, and when we talk about social media, Facebook is a large portion of that definition in itself.

That said, different audiences use different platforms for different reasons. These platforms have different functions, benefits, strengths, and weaknesses. It’s important to consider your organization’s goals with this information. Don’t get me wrong: This isn’t intended as a convenient “out” for thinking critically about what platforms your organizations is currently engaging audiences upon and why. It’s the opposite: We must take this information into account in order to develop effective strategies – but we must not treat every social media channel as if it is that same. They are not the same.

 

3) This is not a social media plan in itself

This information should inform your overall strategy, but your overall strategy must consider more than this information. Are you on the right platforms for sharing your message? How much time will it require to effectively take up a new platform? What is your organization trying to achieve through social media? You don’t need to be on all of these platforms. Which platforms you should be on depend on your goals and what you can successfully maintain. This said, the data are rather clear that it’s not the wisest move to, say, invest significant time in Snapchat at the expense of Facebook – at least without having a clear rationale for favoring Snapchat and choosing to compromise engagement on Facebook.

When in doubt: Figure out how much time you need to do Facebook well and then work from there. Often, content created for Facebook can be repurposed to fit in well on other platforms. Are you on the right platforms for your audiences, your content, and what you hope to accomplish? These are the critical questions to ask yourself before your organization decides how to invest it’s time and resources.

The data are not necessarily the underpinning of a social media plan. Instead, they are information to help inform an effective social media engagement strategy mindful of the allocation of resources necessary to achieve your goals.

 

4) People do not generally log on to a platform for your content alone

Oof. You guys are going to love this about as much as you love it when I remind you that not all people want to visit cultural organizations  – even if (especially if) they have free admission. Here goes: Yes, we take a lot of time and care in determining our online content – as we should. That said, unless folks are higher in the engagement continuum (i.e. they are already actively planning a visit or considering a donation because your organization became top-of-mind in that moment by some other method), mass audiences likely aren’t logging onto Facebook everyday only to see your content. Instead, your organization’s content becomes one of the many, many messages that a person receives on that social media platform.

This underscores the importance of telling compelling stories, working to maintain relevance, and understanding that connection – not content – is king. It’s not enough to simply “be on” Facebook. Your organization needs to put passion in it. Social media channels can be important places to show how your organization walks its talk. Another big part of this is understanding that, in order to create a social media strategy that helps your organization actually meet any goals at all, you need to know your brand.

 

 

Yes, social media is important. It’s so important, in fact, that we do our organizations a disservice when we leave it at that. It’s important for cultural executives to know how and why social media is so important for the solvency of their organizations – and it’s important to hire and value talent who can build relationships via online platforms and who understand who your organization is and what it is aiming to accomplish. These connectors help make your organization come to life every bit as much as onsite educators, docents, and curators. In fact, without good community managers, it would be difficult for your organization to secure optimal visitation and support. Having talented people who work in engagement – both onsite and offsite/online – is increasingly critical for an organization’s success. It’s a good idea to give these people working in your organization some cupcakes.

Online engagement is real engagement. Let’s make sure that we don’t lose sight of that – and that we do our best to expand our audiences so that we may best fulfill our missions.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, IMPACTS Data, Millennials, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 1 Comment

The Power of Social Media vs. Your Organization’s Website (DATA)

Think that your website is your organization’s most important online communications asset? Think again.

This week’s Know Your Own Bone Fast Facts video busts a myth that seems to be slow to shake for some leaders. As it turns out, your organization’s own website is NOT your organization’s most important online communications asset.

Organizations tend to understand that websites are important – because they are. Social media, though? Many are still struggling with the role that these platforms play and how potential visitors are using them. Data suggest that social media is both a more important source of information AND a more effective landing environment than an organizations own website.

 Let’s take a look at some data, shall we?

 

1) Social media is the primary information source for visitors

Take a look at the following data from the National Awareness, Attitudes, and Usage Study of over 98,000 adults. It shows where high-propensity visitors gather information about cultural organizations. As you can see, social media is the most used source of information… by a long shot. We separated mobile web and web and those are the second and third most important sources of information for audiences. This includes not only your website, but information gathered from any online source that is not a social media channel or peer review site like Yelp or TripAdvisor. The difference between “mobile web” and “web” is simply that mobile web platforms are accessed on a mobile device. For organizations that still don’t have mobile-friendly websites, this is a bit of a wake-up call to prioritize this. For clarification, the numbers are in index value (not number of responses, as the sample size is contemplative of those who profile as high-propensity visitors among the 98,000 people in the study). In other words, “web” and “mobile web” are essentially in the same pool because they encompass “the web,” we simply cut them out to see if the medium/channel played a role. (It does – mobile web plays a bigger role in the “web” overall value.) When we combine mobile web and web, the index value is between the two values (i.e. 471-503) – not additive.

Word of mouth (recommendations on the phone or over dinner, conferences, etc.) is the fourth most used source of information, followed by peer review sites (again, that’s Yelp and TripAdvisor).

IMPACTS - sources of information for HPVs

 

Communication channels that talk WITH audiences significantly outperform those that talk AT audiences. With index values over 100 for all “talk WITH” channels and below 100 for all “talk AT” channels, the divide is amazingly clear. We’ll discuss this more in a KYOB post going up on August 17th, but this evolution is not worth glossing over. It is critical for organizations to understand as the new reality of the world in which we live. The fact that many seasoned leaders know more about traditional, talk AT channels does not make them effective compared to our newer and primary methods of communication. This does not mean that traditional channels are unimportant. Rather, it underscores the new realities of our connected world.

While social media is the primary source of information for the composite market, this data is specifically cut for high-propensity visitors – or, people have the demographic, psychographic, and behavioral attributes that indicate an increased likelihood of visiting a cultural organization (museum, aquarium, historic site, zoo, symphony, theater, etc.). The lean toward social media isn’t just for younger likely visitors. Data suggest that all-aged likely visitors profile as being “supper-connected” to the web.

 

2) Social media is the most effective online landing environment to inspire action

The chart above indicates the distribution of more than 65 million referrals from the online advertising campaigns of six cultural organizations in 2015. It is organized by the category of landing environment where folks were most likely to be engaged by the organization – or, to become a member, donor, or visitor.

 

IMPACTS - VSO online referrals

These landing technologies were not subjectively determined. Instead, we used algorithms to match users with the content that would best foster engagement with the organization based on their behaviors. As you can see, users were routed to an organization’s social media platforms 39% more frequently than they were routed to an organization’s own website. Nearly half of the referrals were routed through social media or peer review sites. Social media channels allow folks to see your organization in action: what it stands for, what it posts everyday, how it interacts with and values its communities.

This finding reaffirms the value of third-party endorsements: What others say about you is more important than what you say about yourself. In fact, what other’s say about you is 12.85 times more important than things that you say about yourself. In sum, data indicate that social media channels are the most effective sites to land potential visitors in order to motivate action.

 

Of course, organizations certainly benefit by having their own websites, but social media is our audiences’ primary source of information and key online influencer. Many organizations may be accustomed to having web designers in the decision-making room and those folks – especially when they deal with engagement strategy, which these folks today should all be doing  – are important. But many leaders still seem to be confused about the importance of social media community managers. They shouldn’t be. These folks are more than just “those people who do social media.” Data suggest that they are an organization’s most important connectors.

Social media motivates visitation, inspires donations, and secures new members. It is a channel that champions connection in our connected world. Websites are important. Social media and social media community managers are absolutely critical as well. We need them both, but most of all – we need to stop treating social media as a communication add-on. It is the most important avenue for connection.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 4 Comments

On Museum Layoffs: The Data-Informed Importance of Marketing and Engagement Departments

The data-informed importance of marketing and engagement staff

Need to increase support for your cultural organization during tough times? It is counterproductive to instinctively cut marketing and engagement experts.

I write about market data-informed tips for financial solvency for museums and cultural centers. That’s what I do. My job is to help keep cultural organizations alive and thriving. Considering this, it’s difficult to see some important museums buckling their belts and laying off staff members right now. It’s also a prime moment to provide an important reminder for the industry in general: Sometimes laying off staff members is an unfortunate reality, but cutting marketing and engagement professionals first is more likely to lead to suicide than it is to salvation.

When times are tight for operations budgets we often keep going back to the never-successful plan of trying to “save our way to prosperity.” This often involves cutting budgets or staff – and that can help to balance finances, provided that you have a plan to also increase revenues in the long-term. If you don’t have a plan to increase your revenues (regardless of why you are laying off staff), then your organization is sacrificing hard-working people in vain. The layoffs won’t better the organization. The layoffs are human payment for bad choices that probably weren’t made by the people who are being sacrificed. Again, though, sometimes organizations really do need to balance finances and do this – but it’s shortsighted to sacrifice jobs without also having a plan to increase revenues. And we know from research that the most effective and realistic ways to do this involve marketing and/or engagement professionals. It hinders the growth of our entire industry when we cut marketing and engagement professionals first.

When we go through rough times, it’s our AUDIENCES that are most important to our survival. After all, they pay admission, become members, spread word-of-mouth endorsements, and make donations. Thus, it can be counterproductive to immediately cut marketing (the people who hold that relationship and keep you relevant) and keep esoteric specialists who work in functions that audiences might consider irrelevant. (A museum philosopher question for the ages: If a specialized curator leads an educating and inspiring program but nobody is there to take part in it, did it educate and inspire?)

My purpose is not to point fingers at organizations that have chosen to lay off these – or any – staff members. Rather, I’m taking this timely opportunity to encourage a re-thinking of who we cut first when we make staff cuts. I talk about marketing a lot in this article because that tends to be the area where thoughtless cuts are made first, and have been made first in the past. But when I say “engagement,” I’m not only referring to marketing. It includes fundraising, floor staff, education leaders, program directors, and people who manage the connection between a cultural organization and living human beings.

While understanding that any layoffs stink and that organizations often do everything in their power to avoid them, here are four reasons why we need to think twice about cutting marketing and engagement professionals – and especially knock it off with our instinct to cut them first. These are arguably the folks who can play the biggest role in preventing further layoffs.

 

1) Marketing is the way to INCREASE revenues

This very obvious fact alone should make our industry kick – or simply rethink – the “cut marketing first” habit. Data suggest that over 70% of cultural organizations aren’t investing the necessary funds to optimize visitation – and this doesn’t even include salaries. Let me rephrase: Over 70% of cultural organizations are not securing as much visitation and support as data suggest that they could. Data suggest that many cultural organizations could earn more revenues, but they choose not to. (This is usually due to outdated and bad business practices that view marketing as an expense as opposed to an investment.) The investment equation for optimizing audience acquisition is shared below. It’s not guessing – it’s math.

Marketing is the only department that involves a tested, data-informed equation for actually MAKING MONEY for cultural organizations. (Though fundraising has rough best practice guidelines and obviously also helps raise funds.) Certainly, an organization can overspend on marketing, and that’s something that should rightfully be cut back if it is out of line with optimal spending. Also, it’s important to make sure that organizations are focusing on engagement strategies rather than gimmicks or carrying out social media for social media’s sake. Marketing funds need to be well spent in order to be effective… but if they aren’t spent, they cannot be effective. For cultural organizations, it costs (some) money to make (more) money. Heck, that’s generally true for all industries!

Marketing also plays an extremely important role in fundraising and building affinities for an organization that lead to memberships and donations. In a way, cutting marketing is also cutting fundraising capabilities in today’s world. And that’s a problem because for most organizations, that is the only other department that can be directly relied upon to help get them out of a financial funk.

 

2) Knowing your audience and community is critical for success

Marketing and engagement professionals are masters of kick-starting relationships with audiences and also –thanks to the connected world in which we now live – maintaining them! Personalization trends are affecting absolutely everything within organizations right now and marketing and engagement professionals are on the front lines. In order to create meaningful connection, today’s marketing and engagement folks need to be listeners first. They see what their online audiences are responding to and, at higher levels in the chain, they can see the entirety of the tapestry of engagement. No other department leader is positioned to do this – not even fundraising. A good marketing department considers its strategy and knows the relevance behind every ad it places or post that it promulgates. Our entire existence is dependent upon effectively connecting with people externally, but it is difficult to attract audiences to our brains (exhibits, programs, etc.) if we are missing a mouth, ears, and eyes. That’s what we do when we cut the marketing department first. I’m not saying that the brain is unimportant. It’s critical! But without professional listeners and strategic communicators, it’s difficult to get folks to CARE about what is happening in the brain. And we need to communicate to audiences on their terms, not ours.

We may be cutting marketing first because we still think of this department as a service department rather that what it is today: a strategic collaborator. Marketing is not a service department. Of the 224 cultural organizations that IMPACTS monitors, the ones that are the most financially solvent very clearly prioritize marketing and audience engagement. They include those experts in the room when initiatives are being formed rather than “tasking” them to market something once it has already been set in stone.

 

3) Reputation drives visitation and support

I write about this a lot because it’s a big deal: What people say about your organization is 12.85 times more important in driving your reputation than things that you pay to say about yourself. When people think of “marketing” they often only think of marketing of the past – or, advertising. Today, marketing is much more dynamic and real-time. It can be more accurately called “engagement” rather than “marketing” for many roles that are currently in that department. Today, marketing teams run not only the messages that the organization puts out, but they also manage the organization’s community. This plays a huge role in driving an organization’s reputation.

Reputation decision-making utility- IMPACTS

Reputation is a top motivator for visitation, and organizations that are cutting back budgets and laying off workers generally need more visitation and support. And, again, your reputation is made up of what people say about you and what you say about yourself – both of which are regularly managed and monitored by marketing departments. Organizations tend to underestimate the role that social media and digital engagement play in driving the gate. Again, yes, sometimes layoffs happen. But is it best to immediately cut people from a department with very direct ties to visitation?

 

4) Millennials are underserved and they are the most connected audiences

Of all of the points, this one may be the most important. Cultural organizations have a big millennial problem. These folks make up the majority of our visitors, but they are still our most underserved demographic. And they are underserved in a very big way. Millennials are the single most important demographic for our industry to engage in order to have a future. (I know, I know. I’m sick of talking about millennials, too, and I’m one of them! But we talk about them so much for a good, important reason. We are in a unique situation with this audience.)

Moreover, millennials are our most connected visitors. In fact, all high-propensity visitors to cultural organizations are “super-connected” with access to the web at home, at work, and on a mobile device. These numbers are not going down. In a world where a bunch of numbers are going down for museums (or not keeping pace with population growth), the number of people who qualify as “super-connected” is going up. When we consider this, cutting marketing teams first manages to be even more of a bad move.

 

Layoffs stink. There are no two-ways about it. I’m not arguing that ANY particular department should be cut in hard times. Indeed, other departments also fall under “engagement.” Fundraising helps summon support and education departments help organizations walk their talk – a thing that also pays off financially. Floor staff are particularly important for increasing visitor satisfaction.  And again, not all marketing professionals are super great by virtue of the simple fact that they work in engagement. This topic is a messy one, but my point is this: We need to stop instinctively cutting people who work in engagement (in any capacity) first. It’s a bad practice. It’s outdated. It’s holding us back and it’s making our organizations weaker.

We need more engagement with audiences when things get tight, not less.

 

And this indeed takes expertise. If we know that it is only our audiences that can reliably help us when we hit hard times, why do we immediately cut off our connections to them and the people who manage our precious communities? Marketing and engagement are not “extra” – they are particularly necessary for support and visitation. Let’s evolve and realize that our financial futures are dependent upon people and connections to our missions. 

 

Like this post? Please check out Fast Fact videos on my YouTube channel for more insights. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

Interested in getting blog posts, tips, and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Financial Solvency, Fundraising, Millennials, Myth Busting, Nonprofit Marketing, Sector Evolution Comments Off on On Museum Layoffs: The Data-Informed Importance of Marketing and Engagement Departments
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