Audience Insights: Organizations Overlook the Most Important Clues

Clues for increased satisfaction and visitation are often right under the noses of cultural organizations. I frequently hear executive leaders Read more

Do Expansions Increase Long-Term Attendance? (DATA)

Sometimes it feels like nearly every cultural organization is taking on a major expansion project. But do these projects Read more

Over 60% of Recent Visitors Attended Cultural Organizations As Children (DATA)

You may have guessed it was true – but here’s why this statistic matters. The idea that those who visit Read more

Cultural Organizations: It Is Time To Get Real About Failures

Hey cultural organizations! Do you know what we don’t do often enough? Talk about our failures. It’s a huge, Read more

How Annual Timeframes Hurt Cultural Organizations

Some cultural executives still aim for short-term attendance spikes at the expense of long-term financial solvency – and they Read more

Special Exhibits vs. Permanent Collections (DATA)

Special exhibits don’t do what many cultural organizations think that they do. If fact, they often do the opposite. Read more

Community Engagement

Think Twice Before Saying These Three Things to the Marketing Department

Think Twice Before Saying These Three Things to the Marketing Department

These three sentences may indicate that your organization is having a hard time coming to grips with 21st century realities.

I specialize in market trends affecting the cultural, visitor-serving sector. The topics that I write about range from admission pricing to onsite experiences to fundraising. That said, I am most frequently asked about millennials (that huge generation symbolically forcing sector evolution) and marketing (the department that is seemingly most affected by this evolution). Interestingly, it often seems like the entire concept of sector evolution is inappropriately isolated as relating mostly to matters of millennials and marketing.

First, millennial changes are increasingly market changes. For instance, millennials may be the most connected of the generations, but all high-propensity visitors to cultural organizations are super-connected to the web, and all generations are increasingly social conscious consumers. I often wonder if we put “millennial talk” in a corner because it feels safer to place necessary change into a subset category than to call “millennial talk” what it actually is: Discussion about our urgent need to become more business-savvy, social-good serving, relevant, and agile right now.Millennial talk” may be our way of diminishing urgency and compartmentalizing necessary changes regarding external audiences and supporters.

Second, what we think are primarily changes in how the marketing department operates may actually be hints for changes that need to infiltrate our organizations on the whole. Similarly, “marketing talk” may be our way of diminishing urgency and compartmentalizing necessary changes regarding broader internal strategies and operations. It is astounding how much “marketing talk” these days has less to do with marketing, and more to do with shifting cultures, embracing changes, and developing a deeper need to understand and respond to our constituencies.

Here are three, common phrases that I often hear said to leaders of marketing departments by other executives that may be indicative of a misunderstanding of the changed environment in which visitor-serving organizations operate:

 

Here is what we need you to market

This is the biggest change and the best place to start. In today’s world, marketing is primarily a strategic department – not primarily a service department. Folks within institutions may be used to thinking of this department as the one that simply goes forth and communicates messages to the public. This is no longer true – if it ever was in the first place. The most successful organizations with whom IMPACTS works (particularly in terms of financial solvency) involve the marketing department in top-down strategic decision-making rather than the tail-end of the program or product development process.

The marketing department manages your relationship with your audiences, not the volume of your one-way communications. Because the marketing department spends a good amount of time listening to audiences, it also tends to be more attune to audience wants and needs than less outwardly engaged departments. Initiatives have a much greater chance of success if marketing is involved in their development rather than briefed after their finality. Unfortunately, many organizations are still accustomed to thinking of marketing solely as a service department…and they risk doing so at their own slow descent into lessened relevance.

 

You need to increase our yelp and tripadvisor ratings

Alrighty folks. Yes, peer review sites live in the online world and it makes sense that the “task” of increasing ratings on these social websites may fall to the marketing department. Indeed, your organization should sometimes respond to both negative and positive reviews on these sites! But peer review sites rate your organization’s onsite experience (and combined brand perception, mission execution, programs, initiatives, and the like) – not how well your organization “manages” TripAdvisor.

There’s no amount of typing “Thank you for your review, Jessica. We’re sorry to hear that our admission staff was rude to you…” on a computer keyboard that actually makes the onsite admission staff less rude to visitors. Peer review sites generally shine a light on OPERATIONAL issues and those run much deeper than the marketing department. The problem isn’t that you haven’t written a sufficient number of “We’re sorry to hear about your experience” comments – it’s that people may be having a less-than-awesome experience in the first place. The best way to increase ratings on peer review sites is to collectively perform better at our jobs as an entire organization. (And, even then, you are still bound to get a few strange reviews.)

Folks say things like, “Raise our TripAdvisor ratings” to marketing departments when they think that social media is about technology and web platforms, and they forget that it is actually about the experiences of living, breathing, visiting human beings. Like much online feedback in our world today, it may take place on a social media channel, but the messages are important and they are usually messages for the organization at-large and not simply the marketing department. Would feedback about programs and experiences given onsite be directed solely toward the marketing department? No. (Unless the complaint was truly a branding or marketing issue.) So why do we think that feedback that comes from social can be “fixed” solely through responses on social media?

If you want people to report that they are having better experiences, then listen to their feedback and start creating better experiences! Here’s a much better way to increase visitor satisfaction than getting frustrated with the marketing department.

 

Why isn't social media fixing this problem for us

We’ve all heard it, haven’t we? And yet it still happens in the most important of conversations. It might be said during a conversation with staff, executive leaders, or even among board members. An organization will finally be in the midst of having a serious, “We need to get real about fundraising and look at our strategies” talk and someone (usually someone high up on the ladder and who is generally unfamiliar with social media…which is a problem in and of itself) will totally pull this move in real life and say, “Why isn’t social media fixing this problem for us?”

This is usually code for, “I would like to blame my lack of time strategically thinking about this huge issue until this very moment on something that I totally don’t understand and yet fiercely believe should have magical powers that shall overcome my own inability to handle this topic.”

Social media is absolutely critical for organizations in terms of building an organization’s reputation – which meaningfully contributes to attendance and support. The problem here’s isn’t about using social media for fundraising purposes (or anything else – smart social media can help an organization do great things), but that social media is often used as a scapegoat for thinking critically about more integrated strategies. This sentence can be used to avoid ‘fessing up that board contributions need to increase, that staff need to take a time out and rethink their overall strategy, or that departments need to stop “not my job-ing” connective communications.

It’s like needing to build a house and saying, “Why isn’t the hammer fixing everything for us?!” Perhaps it’s because the hammer is a tool, not a strategy. You can use social media to help your organization do a whole host of things, but only if you have the blueprint for the role it should play. Also, building a house usually requires more than a hammer. You might need a wrench and a screwdriver, too. Like all other tools, social media can stand on its own for specific tasks. If you’re talking big things, though, it’s best to put on your thinking cap and create an integrated game plan and decide the size of the role that you need social media to play and what can realistically be achieved.

 

A lot of big changes are taking place in the world today – and, for better or worse, much of that change management is being tasked to marketing departments. Visitor-serving organizations tend to have hierarchical structures that lend themselves more easily to “tacking on” responsibilities to single departments than integrating deeper cultural changes throughout organizations. Perhaps by holding onto these old ways of doing things, we’re letting the tail wag the dog.

Sometimes, when organizations think they are talking about marketing, they are actually talking about sector evolution that needs to be fully embraced throughout the organization. This may mean that our organizational structures will need to evolve to lend themselves more easily to the real-time, dynamic world in which we now live. Our hierarchical houses are not performing very well anymore, and we don’t always get to decide how we live in this world. Our ability or inability to meet market needs will decide for us, so perhaps it’s best that we pick up our tools and get to work building structures that work better for the 21st century.

 

Like this post? Please check out my YouTube channel for video fast facts! 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 3 Comments

Why Donors Stop Giving Money to Cultural Organizations (DATA)

Why Donors Stop Giving to Cultural Organizations

Why do some people make a donation (or a few) to a cultural organization and then simply stop giving? The top three reasons stem from the same issue.

Cultural organizations exist to carry out their missions (which often relate to educating and inspiring visitors) – but they cannot achieve these missions if they are unable keep their doors open and their lights on. Simply put, we need our visitors and donors in order to thrive.

It would be wonderful to think of annual donors as fish that we can keep as trophies and mount on our walls. (As in, we catch them and then they are forever ours!) But donors are actually like fish that we catch and then throw back into the sea – hoping that we can use evolving tactics to catch that same fish year after after. This is especially the case if the fish is a $250-$2,500 donor. (That’s a fancy fish!)

While it’s great when we can “catch” and cultivate a $250-$2,500 donor, we all have observed that not every donor renews their gift on an annual basis. So, what gives? Why do some donors fail to renew their contributions?

Take a look at this chart, provided by IMPACTS Research and informed by the 98,000 person sample that comprises the National Attitudes, Awareness, and Usage Study. This chart represents the responses of previous $250-$2,500 annual donors who did not make another gift to the same visitor-serving organization within the past 24 months.

IMPACTS - Why donors stop making contributions

The reason that we segment by the $250-$2,500 range is because we noticed that the repeat giving rate was much, much, much higher for annual donors at the >$2,500 level.  We posit that this because (a) larger donors don’t have the same financial constraints in terms of affordability factors; (b) they are likely very committed to the organization/cause (as evidenced by their higher level of giving); and (c) higher level donors often receive a higher level of attention from an organization. In other words, they are less likely to slip through the development “cracks.” Of course, this still happens all too often…

Notice anything interesting about the top three responses? 

 

1) The top three reasons why donors drop out of giving are due to relationship management issues

Not being thanked for a previous gift, not being asked to donate again, and lack of communication about the impact of one’s donation all represent massive communication fails. Advances in relationship management technologies are supposed to make communication fails increasingly rare – but, the data suggest that many of us remain our own worst enemies when it comes to retaining donors.

CRM stands for “customer relationship management.” CRM is an organization’s approach to managing interactions with current and future customers (or – in the case of cultural organizations – constituents, visitors, and supporters). It’s a bit of a jargon term for “How your organization connects with people and manages relationships.” And it’s important – especially because giving money can feel very personal and, today, audiences want to support something meaningful. If your organization fails to reassure supporters of the impact of their gift – heck, if your organization fails to thank folks for their gift – than there’s definitely an opportunity to re-evaulate your organization’s CRM strategies and tactics.

The fact that not being thanked for previous gift holds the spot as the leading reason why folks stop giving to an organization feels a bit incongruous with the values of the types of organizations that we are supposed to be. We are doing good. And we want people to do good with us. Do we have an excuse for not even acknowledging precious folks who do exactly what we want them to do? I’m not sure that, “I’m too busy to write every $250 donor or member an email” counts in today’s world…

 

2) Expectations of personalization today are unforgiving toward forgetful organizations

This is a good segue to the next point: Personalization trends are affecting everything. We now live in a 24-hour world of constant connection. Most folks expect responses within one hour on social media, and all of our ads and even our newsfeeds are tailored specifically according to our interests. Personalization trends are altering long-held CRM and even programmatic beliefs within cultural organizations. Indeed, change can come slowly for nonprofits, and if there were only a single urgent (and perhaps obvious) need to adapt personalization into cultural organizations, thanking and communicating with donors may just be it.

Also, keep in mind that “not being asked to donate again” isn’t about collateral and messaging so much as it’s about personalized communication. Reaching out to folks to ask them to give again is an opportunity for connection and personalized interactions. If an organization sees “not asked to donate again” in this data and thinks, “Let’s send that form letter out 10 more times,” then that organization is missing the point.

A donor online is a donor off-line  – and lack of a personal touch just doesn’t cut it anymore.

 

3) Connectivity is king (and losing donors for CRM failures indicates lack of awareness of this reality)

Essentially, the top three reasons why people discontinue giving are because organizations are forgetting that today, connectivity is king. Content is no longer king for many reasons – but one of them is because many staff members “not my job” the word “content.” Similarly, CRM sounds like marketing jargon (because it is), but other departments – and especially fundraising and membership – “not my job” customer and community management today at their own expense. In fact, community and customer management may be just as – if not even more – important for development and membership teams as it is for marketing teams because big donors lead to big donors and word of mouth from customers drives all other avenues of engagement and revenue – including the gate.

 

The good news about these top three responses is that organizations can change them. These challenges to sustained giving may only be issues because they represent “growing pains” as organizations evolve to meet the needs of our super-connected audiences. But realizing the need to evolve and update our outdated systems is critical for change.

While this data may be a tad embarrassing, it’s something that we can control – and that’s great news! Let’s fix our development and membership communication issues and remove the top three barriers to our $250-$2,500 donors continued giving. After all, our donors want the same thing as we do: To make the world a better place.

Our donors are supporting us. Let’s support them back.

 

Like this post? Please check out my YouTube channel for video fast facts! 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, IMPACTS Data, Myth Busting, Sector Evolution, Trends 6 Comments

The Simple Reminder that Significantly Increases the Likelihood of a Successful Nonprofit Initiative

Want to increase the chances that your organization’s initiative will inspire action on behalf of your mission? Don’t forget this simple, guiding equation.

As nonprofit cultural organizations, we are constantly asking audiences to act in the interests of our missions. We ask them to do all sorts of things such as pay us a visit, make donations, become members, volunteer, or even take a political stance. Today’s Know Your Own Bone Fast Facts video includes a simple – yet all too often forgotten – tip that significantly increases the chances of success for your organization’s initiatives.

Think about the most successful programs and initiatives that your organization and others have carried out. Chances are, no matter what the goal, the initiatives followed this simple equation: An organization’s goals + market preferences = action.

equation for successful initiiativeIt sounds so simple, right? But too many organizations act as if it’s not an equation at all. Most organizations act as if it is possible to effectively inspire action simply by communicating an organization’s goals. What do we think we are…mind controllers? (Although – hey, ethics and morality aside – a bunch of mission-driven folks with the power to get people to make the world a better place simply by saying so might not be so bad…)

Here are some reminders when considering a new initiative and its likely success:

 

1) Old habits and expectations die hard

Organizations often forget that there’s more to inspiring action beyond simply communicating goals because we are used to simply communicating our own goals! Think about it: In the past, organizations (and the world in general) relied on one-way communication channels such as print media and radio in order to transmit their messages. Traditional media channels allow organizations to talk at audiences, but they do not allow organizations to talk with audiences. Basically, they are big mouths – with no ears or actual way of communicating via the messaging medium at all!

Today’s digital communication channels are more dynamic and they require a shift in leadership mindsets in order to effectively be deployed. These channels now allow organizations to talk with their audiences. Like traditional media, they can have mouths that allow them to “speak” messages outward – but they also have ears to let audiences speak back to organizations on the same channel. Depending on the initiative, communication channels today can even be considered to have arms in that they allow organizations to actively integrate audience engagement into the initiative in real time!

 

2) Digital connectivity increases the need to be relevant

Because we can talk with audiences, we need to be even more relevant in our messaging with regard to considering market preferences. We have no excuse for not knowing our audiences and their preferences today. After all, we are constantly connected to them!

In fact, these dynamic communication channels necessitate that we do consider market preferences. There’s no more excuse for simply “telling” audience members that something is important without considering that the interaction may be more like a conversation than ever before.

On this website, I often write: An organization can declare importance, but the market determines relevance. In other words, sometimes it doesn’t matter how loudly an organization uses its mouth to shout that something is important. If people don’t care about it and if it doesn’t match what they want, then that message is irrelevant.

 

3) Integrating market preferences is a no-brainer

Generally speaking, being aware of your audiences and their wants, needs, and interests – as well as how they prefer to communicate and create connections – is a no-brainer.

Trend data can help your organization spot emerging market preferences – but your organization may spot some of these same trends on its own simply by listening to your audiences. And when these preferences are detected, it’s important (and perfectly sensible) to utilize them in order to inspire connection and engagement. Current market preferences include things like personalization, participation, transparency, and social responsibility. If your organization is thinking about carrying out a new initiative, it will help to consider these items within your organization’s engagement strategy.

Initiatives that are contemplative of what the market wants or needs are more likely to inspire action. It may not sound like rocket science, but it’s a reminder that the world is changing, and that our operations and concepts of “business as usual” must continue to evolve as well.

In many ways, we need our audiences – and the behaviors that we aim to inspire within them – more than they need us. We live in a new world of communication and connectivity – and organizations that consider themselves conversationalists instead of lecturers will stand to benefit from this perspective.

 

Like this post? Please check out my YouTube channel for more fast facts! 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, Fundraising, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Comments Off on The Simple Reminder that Significantly Increases the Likelihood of a Successful Nonprofit Initiative

Five Data-Informed Fun Facts About Visitors to Cultural Organizations

Visitors to cultural organizations often have certain telltale behaviors.  Here are five of them.

This week’s Fast Facts video is a fun one that shares a few data-informed findings about the kind of people who visit cultural organizations. Thanks to IMPACTS, I’ve got my hands on a whole bunch of trend data and sometimes little fun facts are just…well, fun!

Here are five, data-informed fun facts about high-propensity visitors to cultural organizations. 

 

The introduction, conclusion, and one of the fun facts merit a deeper, written dive. There a few important, extra takeaways worth noting from this video (that are not the five fun facts themselves):

 

1) Not everyone wakes up wanting to visit a cultural organization

Yes, I think that this is a bummer just like you do. If everyone wanted to visit cultural centers, we wouldn’t be having so much trouble engaging more diverse audiences or even attracting millennials at representative rates. Cultural organizations often have a hard time admitting to themselves that their likely audiences aren’t “everyone.” This certainly does not mean that we shouldn’t try to get “unlikely” visitors in the door. We really, really should – and in fact, we need to evolve our business models and better engage these audiences in order to survive. But the reality is that some people are more likely to visit cultural organizations than others.

As much as our industry may appreciate a scapegoat, data and economists alike have been proving to us for years that free admission is not the cure to engagement that many imagine it to be. The sooner that we move on from this, the sooner we can create affordable access programs that actually work (here – read this, too), and the sooner that we can create business models that are more sustainable.  We are so busy fighting to maintain our belief in the myth of free admission curing engagement, attendance, and participation issues that we aren’t moving forward, or even thinking creatively or strategically about how to stay alive and relevant long-term. But I digress…

A high-propensity visitor is a person who demonstrates the demographic, psychographic, and behavioral attributes that indicate an increased likelihood of visiting a cultural organization (e.g. museum, aquarium, botanic garden, historic site, symphony, theater, etc). High-propensity visitors are the folks who keep our bread buttered – they are the folks who visit, donate, and reliably engage with our organizations. This video covers five, random fun facts about these people.

 

2) Visitors are extremely connected to the Internet

High-propensity visitors are 2.5x more likely than the average person to qualify as being “super-connected.” This means that they have access to the web at home, at work, and on a mobile device. In fact, these folks acquire information regarding leisure activities almost exclusively via the web, social media, and peer review sites like Yelp and TripAdvisor. Visitors to cultural organizations have constant connection to the Internet – meaning that what cultural organizations do online is really, really important.

Interestingly (though unsurprisingly), millennial high-propensity visitors are crazy super-connected. That said, the folks that are going to attend a cultural organization are all looking things up online and using the web and social media, regardless of age.

 

3) Likely visitors are not necessarily rich

“No kidding,” you’re probably thinking if you’re reading this before watching the video. After seeing the five fun facts about high-propensity visitors, though, you may be thinking that high-propensity visitors must be very rich. Being a high-propensity visitor has nothing to do with being “rich.” Plenty of not-super-rich people have a cat or dog, like to hike or ski, enjoy a nice meal with a great glass of wine, and occasionally travel overseas for vacation. This person doesn’t have to be a multi-millionaire. (I mean, they could be, but they don’t have to be to possess these behaviors.)

Being a high-propensity visitor is indicated by how someone chooses to spend the money that they have – not that they have tons of it. How someone chooses to spend thier money is a choice. So is how someone chooses to spend their time. Being a high-propensity visitor isn’t innately about being rich or poor. It’s about how someone chooses to invest his or her leisure time and money.

 

These three items may seem obvious to some, but they are worth extra attention because they tackle a few myths: 1) That likely visitors to museums include everyone (especially when admission is removed); 2) That the web and social media play “supporting” roles in reaching, attracting, and retaining audiences; and 3) That the most likely visitors to cultural organizations are rich. These popular beliefs are false. We know they are false. And yet they permeate too many, critical conversations.

Once we better know our audiences, then we’ll be best able to serve them.

 

Like this post? You can check out more 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, IMPACTS Data, Millennials, Myth Busting, Nonprofit Marketing 1 Comment

Three New Trends For Cultural Organizations That Are Not New At All

News ideas for cultural organizations that are actually old ideas

Those “new” trends that need to be embraced within cultural organizations? They aren’t new at all…so let’s stop being scared of them. 

If you work within a cultural organization, then you are probably aware of some of the new, big trends and ideas confronting organizations right now: Making organizations more participatory and social, embracing innovation, securing word-of-mouth engagement in our connected world, and framing collections so that they are right-now relevant. Sometimes it feels like organizations may never be able to successfully welcome and adopt these new changes…

Here’s the thing, though – none of those are new concepts.

The very first museums were founded on many of these ideas. In reality, solitary experiences, primarily showcasing the past, and relying on traditional marketing channels to get the word out are the new concepts. What organizations are trying to do today may simply be examples of returning to their roots. 

Here are three of the oldest, “new” trends with which organizations are currently wrestling:

 

1) Solitary experiences are new (Social experiences are old)

Let’s start with arguably the best example of a type of cultural organization that underscores “existing in silence and appreciating the art” – classical music organizations. I’ve told this story once, but it is worth repeating: I was with the IMPACTS team in a meeting with Stanford University discussing the engagement of students and community members alike in classical music. The group began discussing opportunities around “shaking up” the way that audiences experience classical music, and the merits of making the concert-going experience more “social.” One of the University’s leaders suddenly exclaimed, “It’s getting back to performing Handel in the same, social way that the music was experienced in Handel’s time!”

We all stopped in our tracks. We thought being social in this environment was more of a new idea. Lifting the demand for silence at certain programs? Serving food (chewing while listening)? World-class musicians performing important, inspiring, and moving pieces while listeners mingle? Many might consider that sacrilegious!

In reality, the concept of orchestrating isolated cultural experiences in shared spaces is the relatively new idea. In Handel’s time, music was enjoyed socially – audiences ate, drank, and generally partook in all sorts of merriment while musicians filled the concert hall with beautiful melodies. Why is being social in shared spaces considered “new” when it was the very way that many types of art were originally intended to be enjoyed, discussed, and explored?

After all, dedicated listening to classical music only accounts for 20.9% of all classical music listening activity – and the behavior doesn’t vary as dramatically between students (i.e. “young people”) and non-students as some might suspect. Some organizations may choose to focus their programmatic offerings to try to fit into that 20.9% of their audiences’ dedicated listening time…but why not create programs to include the other 79.1%?

The data below represent the classical music listening behaviors of 915 undergraduate students, and 2,115 non-student adults living in the San Francisco Bay Designated Market Area. The commonality of behavior is particularly interesting as students and non-students alike spend approximately 80% of their time listening to classical music while also doing something else.

IMPACTS - dedicated listening behaviors

These data are particularly interesting because they indicate self-selected cultural behaviors. Classical music listeners – arguably among the most “traditional” of contemporary cultural participants – report that only about 1/3 of their time spent engaging with content is experienced in a state of solitude (e.g. dedicated listening or while reading). The balance of their engagement invites connection and a public context – while traveling, while dining, while cooking, while exercising. For the vast majority of time for its listeners, classical music accompanies another activity or supports a social context…it is not a dedicated activity.

Yet, too many organizations that present classical music create environments focused solely on dedicated listening, and, indeed, actively dissuade a social context. And these organizations are not alone – there seems to exist a false dogma in some organizations that dedicated, solitary experiences are the preferred way to engage with a cultural experience. The data suggest otherwise. The fact that the earliest art museums may have started as private collections viewable only to those close to the collector further highlights the importance of social connection. Viewing these collections required a connection to another person. Perhaps the audiences of Handel’s time had it right – culture may be a component of a greater, social experience.

Not convinced of the power of social interactions in cultural organizations? Consider: Data suggest that who people are with is more important than what they see at an organization, and social interactions significantly increase visitor satisfaction.

 

2) Traditional media for marketing purposes is new (Securing earned endorsement from visitors is old)

The concept of embracing digital engagement feels like a big change…so much so that non-marketing staff members seem to be “not my job-ing” it in many institutions. But let’s look past the relatively new creations of Facebook and Twitter and Instagram and consider what these digital platforms actually do and why they are so influential: They allow for the increased potential to connect people and share messages.

The advent of digital engagement platforms did not create a new phenomenon – it provided a way to more effectively tap into the motivators of human behavior that have always been there. Earned media and reviews from trusted resources (like those that take place on digital platforms) drive visitation to cultural organizations. Again, this model of diffusion isn’t new – it’s how reputations have always been earned and promulgated. After all, how else could museums secure attendance before the development of radio and television advertising? (That’s a trick question. Access to collections of artwork in particular was often a matter of connections to the people running the collections, which again leads us to the importance of word of mouth endorsement. There likely wouldn’t have been ads for these particular types of institutions before they were more broadly accessible.)

IMPACTS model of diffusion

Regular readers know that I love this data. Note that what people say about your organization (the coefficient of imitation (Q)) is 12.85 times more important in determining reputation than what you pay to say about yourself (the coefficient of innovation (P)) – And reputation is a driver of visitation to cultural organizations.

Spinach is to Popeye as social media is to word of mouth endorsement. Here. Allow me to take this metaphor too far:

Popeye earned media

Social media is about engaging people. It is not about computers or cells phones. In the cartoon above, think of computers (or “technology”) as the can. It’s not the can that makes Popeye strong. It’s the connectivity potential of what is in it. In a 1800s version of this cartoon, the can would be a marketplace and the spinach would be a friend communicating a face-to-face recommendation to attend a cultural event. Indeed, that same spinach is still just as good today, but that spinach has never been “traditional media.” Comparatively, “traditional media” as a motivator is a new concept – and it plays a different role in motivating visitation.

 

3) Focusing on the past is new (Innovation and informing future discoveries is old)

Being innovative often gets a bad rep as being risky more than being necessary for cultural organizations, and the task of being relevant may be beginning to sound like jargon. But cultural organizations have always been equally about the future as they are about the past. The goals of inspiring wonder and curiosity are equally beholden to history as they are to a hopeful future. Thinking that cultural organizations are more about the past than the future or the present is a new idea…and maybe that’s why we can’t seem to shake that “boring” stereotype.

Many of the world’s early museums were cabinets of curiosities. These cabinets of curiosities were collections that often consisted of artifacts and also new discoveries – or curious objects with histories yet to be uncovered and stories yet to be told. There was an element of these collections that was current and thus real-time relevant. Instead of simply “teaching” folks about things that we already knew, they were often collections focused on what we were finding out. Think of it as perhaps collecting puzzle pieces to inform the world in which we live. I think that cultural organizations might struggle less with relevance if we thought of ourselves as providers of clues and summoners of curiosity…and less like archaic teachers.

Even today, what seems to be picked up and discussed most regarding museums is how they impact our future knowledge. When we can bridge the gap and demonstrate how the past may inform the future (or the present), that’s when we are most relevant. That’s common sense and it’s not new. It’s not an “innovative” concept. We were once encyclopedic collections of things that made folks feel like discoverers and knowledge collectors…not places that made folks feel like they were being “informed.”

I think focusing on the past (as opposed to how the past connects to the present) is dangerous. I think that’s what is holding us back and may be providing an excuse for some institutions to be lazy, and to even complain about the need to be relevant. Why would any cultural organization complain about the need to be relevant?!

Relevance, connective experiences, and operating based upon earned endorsements are among the oldest attributes of cultural organizations – and that’s great news! It means that we can give them a little bit less strength as overwhelming forces.

It means we’ve totally got this.

 

Like this post? 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, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Three New Trends For Cultural Organizations That Are Not New At All

The Hidden Value of Millennial Visitors to Cultural Organizations (DATA)

Data suggest that millennial visitors possess three behavioral characteristics that make them cultural organizations’ most valuable audiences.

Okay, okay. You’re sick of talking about the importance of reaching millennial audiences…even though industry data suggest that cultural organizations are not attracting these audiences at the rate that we should be AND millennials are not “growing into” caring about arts and culture. But let’s put all that aside for a moment…

This week’s KYOB Fast Facts video covers three behavioral characteristics that data suggest make millennials particularly important audiences. I’ve written about them before with the data cut a bit differently.

Take a look at these findings from IMPACTS that compares three behavioral characteristics of Baby Boomers (born 1946-1964), Generation X (born 1965- 1979) and millennials (born 1980-2000) who profile as high-propensity visitors to cultural organizations (i.e. museums, performing arts organizations, aquariums, historic sites, etc.). That is, they demonstrate the demographic, psychographic, and behavioral characteristics that indicate an increased likelihood of visiting a cultural organization. Like much of the data that I am able to share here on KYOB, it comes from the ongoing National Attitudes, Awareness, and Usage Study.

High Propensity Visitor Indicators -Millennials

Let’s briefly go over these findings one-by-one:

1) Millennial visitors are most likely to come back within the year

Millennials are revisiting more often than other generations. In fact, millennials make up the majority of visits to cultural organizations because they are revisiting these types of organizations. And this is awesome! It means that attracting millennial audiences gives us bang for our audience acquisition buck. In fact, with index values under 100 for both Baby Boomers and members of Generation X, non-millennials are actually unlikely to revisit a cultural organization within one year.

Coming back is important because it helps these audiences grow potentially longer-lasting relationships with these institutions. Why focus on attracting cultural center-loving individuals who are likely to pay a single visit to a cultural organization when there’s a whole host of cultural center-loving millennials that are likely to visit more than once?

 

2) Millennial visitors are most likely to recommend a visit to a friend

Sometimes our reputation for having big mouths pay off! Millennial visitors are more likely than Baby Boomers or members of Generation X to recommend a visit to a friend when they have a good experience. This means that not only are millennial audiences most likely to revisit a cultural organization within a one-year duration, but they are also most likely to tell others to do the same. Talk about payoff!

 

3) Millennial visitors are the most connected visitors

This is important: All high-propensity visitors to cultural organizations profile as being “super-connected.” That is, they have access to the web at home, at work, and on mobile devices. Though the web plays a big role in the connectivity of millennials, it is undeniably critical for Baby Boomers and members of Generation X as well (as evidenced by index values coming in at over 100 for all three groups). If you work for a cultural organization and you are trying to get people in the door, data suggest that the web is insanely important in order to effectively attract any demographic. Got it? Good. I’ll move on…

It’s great that millennials are most likely to come back and also to tell their friends to pay a cultural organization a visit…but they are also the most connected audiences among the three generational cohorts – by a long shot. The constant connectivity of millennials means that this audience shares messages with their friends and family (likely also high-propensity visitors) with a reach that’s a bit like traditional media on steroids.

 

When you put all of this together, the case for prioritizing millennial engagement is rather compelling. While a Baby Boomer may visit once per year and not necessarily recommend their experience to a friend, millennial visitors are more likely to come back and tell LOTS of their friends to do the same. Millennials may be the best connectors to other millennials – and perhaps simply to other people in general.

When data are considered, the task of reaching millennials may even seem less like a burden and more like an opportunity. (Too much? Okay. I won’t push you. I’ll just encourage you to scroll back up to the chart and let the data do the talking.)

 

Like this post? You can check out more 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, Millennials, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Comments Off on The Hidden Value of Millennial Visitors to Cultural Organizations (DATA)

The Surprising Reason Why Organizations Underestimate Attendance Loss During Closures (DATA)

Know Your Own Bone - Underestimate Attendance During Closures for Cultural Organizations

When cultural organizations experience unforeseen facility closures, they lose more visitors than simply those who were planning to visit that day. Here’s why.

While the following data may be particularly timely after Winter Storm Jonas, cultural organizations (museums, zoos, historic sites, performing arts organizations, etc.) are consistently way off when adjusting annual attendance projections due to closures. This includes closures due to weather, irregular operations, storm damage, fire, utility failure, criminal activity, or anything else.

No matter the reason for the closure, we dramatically underestimate the overall impact on annual attendance. It’s generally a huge bummer when we have to close for unforeseen circumstances and take the attendance (and, for many organizations, revenue) hit. But knowing why we are so frequently wrong in quantifying the total impact of these closures may help us better understand visitors and develop more realistic contingency plans for lost revenue and attendance.

We are often wrong about the impacts of an unforeseen closure for two, big reasons that are important to understand beyond the framework of attendance and revenue projections. When an organization is closed at a time that it might otherwise be open, visitation generally is NOT displaced to other times of the year. And, to top it off, we lose more people than simply those who had planned to attend the organization that day. The reasons for this happening are important for organizations to understand.

Take a look at the math and see just how much we underestimate the lost annual attendance due to unplanned, short-term facility closings. This chart illustrates data from 13 organizations over a three-year analysis and includes a range of cultural, visitor-serving organizations – each represented by letter.

IMPACTS- Immitative value applied analysis

The “Expected Decline” value indicates the number of visitors as a percentage of annual market potential that were expected to be lost by an unforeseen facility closure. If an organization’s market potential analysis suggested attendance of 1,000 visitors on a given Tuesday, and the organization was instead closed that day, then the expected decline in annual market potential would be 1,000. Pretty logical, right?

The “Actual Decline” value indicates the actual, observed percentage decline relative to an organization’s annual market potential.

Every organization quantified in the study indicated an actual decline greater than the expected decline. There are two, important reasons why expected and actual decline do not align in commensurate measure.

 

1) Lost attendance is not usually displaced to another date

“They’ll come back later,” some staff say. Well, most likely they won’t. Not this year, at least. Data suggests that it is incorrect to assume that lost attendance due to an unforeseen closure is somehow magically reallocated to other periods during the calendar year.

IMPACTS- Discretionary decision making utility model

Extant data indicates that schedule has the single greatest influence on a would-be visitor’s decision-making process. This analysis reaffirms that if a scheduled visit is interrupted by an unforeseen closure, then these affected visitors are unlikely to visit the organization in a proximate chronology. In other words, if a snowstorm in February forces a closure that results in a loss of attendance, then these would-be February visitors are unlikely to visit come April or July.

It is a miscalculation for an organization to simply distribute attendance lost due to a closure to the remainder of the year. Those 4,000 visitors who stayed home these past few days while the snowflakes fell during Winter Storm Jonas? They’re likely gone…and annual budgets should be adjusted accordingly.

That’s a bummer, but it makes sense. It accounts for lost annual attendance that at least matches the expected decline. But why do organizations lose more visitors than those who were planning to visit on the date of the closure during the remaining course of the year? It’s a good question with a very important answer.

 

2) Recommendations and social sharing from those who would have visited are lost (and that is a much bigger deal than we realize)

This lost visitation has a sort of “double-whammy” effect for many cultural organizations as they are reliant on word of mouth and other testimonial factors to help engage audience and motivate attendance. (This is particularly true for organizations in those regions where visiting friends and family is a primary driver of tourism and travel. If your plan was to take a visiting friend or family member to a local museum, but a water main break forced the cancellation of that visit, well, that museum lost out on both the organizing party’s visit and also the guest.) When we close for any reason, we don’t just lose the people who were going to visit. We lose the recommendations, social media posts, and shared stories of all of the people who were going to visit that day.

And many organizations do not factor this into their adjustments. Fortunately, thanks to data, today we can. For every one visit lost due to an unplanned closure, the net annual impact on market potential averages a decline of 1.25 visitors. Thus, if a sustained interruption to your operation results in 20,000 fewer visits, then the annual impact of this business disruption is likely to be lost attendance of 25,000 when compared to your organization’s market potential.

Wait! We lose real people because of lost word of mouth endorsement? Yes. It’s not just hot air: Word of mouth endorsements are a BIG factor driving the attendance numbers for cultural organizations – and every year, the attendance to cultural organizations with unforeseen closures prove it. Consider the analysis: Of the 13 organizations quantified in the study, the average attendance decline due to unplanned closures was -4.45% compared to market potential. However, the actual decline in annual market potential was observed to be -5.56%. Again, due to word of mouth and other “imitative behaviors,” the loss of every one visitor equates to a total annual decline of 1.25 visitors. 

It’s important to remember that recommendations and social media posts that would have resulted had the organization not closed that day are no more impactful than recommendations based on experiences that take place on any other day. Word of mouth recommendations and social sharing are always playing a role in a cultural organization’s actual, onsite visitation numbers. This fact right here, folks, is a dang good reason to go hug your social media community manager who facilitates the sharing of experiences and word of mouth endorsements. This is also a good time to remember that millennials – who are most likely to recommend a visit to friends – are largely underserved by cultural organizations.

 

Unforseen closures stink. We’re never excited to learn that our organizations have lost the financial support that would have been gained from onsite visitation. We rely on that support to carry out our missions. And, considered in that light, this data really kicks us when we’re down. (It stinks when data does that.) But this information stands to make us much smarter. Embracing these realities allows us to more properly adjust attendance and revenue numbers so we aren’t down in the dumps later due to unrealistic expectations.

Perhaps most importantly, these findings underscore the importance – and the numbers of real, flesh-and-blood visitors – affected by the important role that word of mouth endorsements and shared stories have in helping us to share our experiences with more people. And in the end, that’s kind of cool, right?

When we educate and inspire people, it really does bring in more people to educate and inspire.

 

Like this post? 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 3 Comments

Five Famous Movie Quotes on How NOT To Run a Nonprofit Organization

Five Famous Movie Quotes on How NOT To Run a Nonprofit Organization

These quotes are not intended as maxims about running cultural organizations – though too many institutions act as if they are.

It’s December! This month is crazy. Organizations are pushing out their final charitable giving requests and I’m scrambling between clients giving annual wrap-up reports. And despite the work craziness right now, many of us will also be doing what we can to spend the last few weeks of the year with our friends and loved ones. That’s the time for excellent company, good books, hot chocolate, warm blankets, and good movies (if you ask me)!

In the spirit of celebrating the upcoming holidays and some much deserved time to relax, let’s do something fun: Here are five, famous movie quotes that summarize how some organizations mistakenly approach their operations.

(My runner up title: How NOT to Run A Nonprofit Organization – With Thanks to Hollywood.)

 

If you build it, they will come

Technically, the quote is “If you build it, he will come,” for you finicky quote folks – and it’s untrue. It’s especially untrue for visitor-serving organizations. If it were true, no newly constructed buildings would remain massively underused. Having free admission would be a cure-all for engagement (it’s not), and every new program or performance would be filled wall-to-wall with audience members and participants. Cultural organizations from museums to symphonies wouldn’t be experiencing declining attendance contrasted against burgeoning population growth…but they are.

Organizations often assume that anything they “build” is something that the market wants or needs – and that’s simply not the case. In fact, that’s the basis for a lot of the work that IMPACTS does and was summarized quite nicely in an article in The New Yorker, “[IMPACTS Research and Development] helps museums and similar institutions draw more visitors and assess whether a proposed new building or attraction will find enough audience to justify its expense. Usually, the answer is no.” Want a – more often than not – reliable way to increase visitor satisfaction and ultimately attract and retain more visitors? Get smarter about 21st century marketing and communications and invest in frontline staff.

(While admitting this movie has nearly nothing at all to do with the realities of running a visitor-serving organization, this (different) scene really does get me every dang time.)

 

I'll have what she's having

It is hard work running a nonprofit organization – so much so that a big part of my job is sharing nonprofit engagement techniques that actually inform for-profit companies! It’s such hard work that sometimes organizations get a wee bit tired and look to broad industry practices to validate their efforts. You might have a problem if someone in your organization has ever held up nonprofit industry benchmark numbers and said, “Look! We’re right in the middle for communication spending compared to other nonprofits!” or “Look! We’re slightly above average when it comes to attracting more diverse audience members!” To be in the middle among a set of organizations that are collectively not doing so great is worse than mediocrity – it’s a prelude to a downward spiral!

Organizations often forget to think critically when it comes to comparing themselves to other organizations and initiatives – and this oversight can lead them to copy bad practices. It leads to case study envy and continuous cycles of re-emerging industry failures highlighted as successes. It helps to be aware of the difference between a good model and a good example, and think twice about what other organizations are doing before copying something or even comparing their efforts to those of your own.

 

You had me at hello

Updated for 2015 and put through the lens of nonprofit audience engagement, this line would read, “You had me at your first targeted ad followed by your three engaging social media posts, your timely response to my question on your Facebook wall, that email that made me feel inspired, and then your timely Kickstarter campaign for your good cause!” Okay, maybe that’s a lot. The point is: We live in a world in which simply announcing presence without establishing a connection makes it difficult to develop true evangelists for your organization and its cause. Connectivity is king.

Creating – and then actively and intelligently fostering – relationships is critical in today’s noisy world. It’s not only about the content and what your organization says in a communication that grabs someone’s attention. It’s also about being worthy of that connection long-term.

(Okay, yes, movie folks. I understand that this context is completely different than the context of the movie. However, the line itself illustrates a key concept that may be helpful for organizations…because it is largely untrue in this context)

 

Love means never having to say you're sorry

Just…No. You are not Oliver Barrett and your audience is not Jennifer Cavilleri spurting sweet and understanding tears at your mistakes. Transparency and fostering connection is critical for building a strong reputation and attracting supporters. Some people probably would say that they love your brand/organization – especially if you are delivering on your mission – but when you mess up, you need to say sorry.

Look, sometimes organizations make mistakes…but if your organization does something that jeopardizes the trust that your supporters have in you, then you need to make it right. Often, when supporters get upset, it is because an organization is doing something that people perceive as running counterintuitive to its values or stated mission. If you’re doing honest, good work and something just goes wrong, tell the story. Social media is now a major force empowering giving decisions. Now, more than ever, it’s critical to communicate with your audiences when things don’t go as planned, and explain how your going to make it right (and then do the thing that makes it right).

 

You can't handle the truth

You can totally handle the truth! Not only that, in our industry, the truth really stinks sometimes. (I believe that the more the truth stinks, the more important it is that we handle it.) If we don’t embrace hard truths, how can mission-driven organizations succeed and build new, sustainable best practices?

A big part of what I do here on KYOB is bust industry myths, and I’ve noticed that my readers are the kind of people who think that the myths that hold our organizations back should be busted. Why put anything in the way of accomplishing great social missions? We can handle the truth because we have to handle the truth.

 

As the new year approaches, let’s try to keep these famous words on the screen and out of our nonprofit organizations. (Although I acknowledge that select movie lines may be relevant to certain cultural organizations – I know some curators who really do see dead people on a daily basis.)

Remember folks. It’s just a movie.

 

Like this post? 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

 

Photo credit to gobeyondseo.com

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Five Famous Movie Quotes on How NOT To Run a Nonprofit Organization

Hubs for Human Connection: The Social Role of Cultural Organizations (DATA)

Hubs for Human Connection: The Social Role of Cultural Organizations

Heartbreaking tragedy has dominated the recent news. Monuments around the world shine brightly with the colors of the French flag, and conversations about the roles of cultural organizations to create common ground in diverse societies are in full swing.

Sometimes several data sets come together to highlight an overwhelming trend – like how personalization is affecting everything about the market’s experiences with cultural organizations. Another data-supported reality that resonates as all the more profound in light of the recent tragedy is this one: Successful cultural organizations today are actually all about connections to and between people.

Data suggest that at our best, cultural organizations are social and facilitate human connection. 

I’m not (only) talking about social media, or re-considering reverential silence policies in galleries or at concerts. I’m also talking about what people consider to be the best thing about a visit to a cultural organization (i.e. who they are with), and the most effective way to increase visitor satisfaction (i.e. more human connection).

Our collections, programs, and performances are important, but they are only important insofar as they inspire, educate and connect people. Here are five, data-informed reasons for cultural organizations (museums, aquariums, performing arts organizations, historic sites, botanic gardens, etc.) to take going social seriously and consider integrating it into everything that they do.

Side: I love it when data reveals positive things about human beings and human nature, so I share these types of data a lot. For those of you who are regular KYOB readers, you might consider this post a sort of “KYOB’s Greatest Hits.”

 

Human connectivity, folks…

 

1) It is the best thing about visiting a cultural organization

Data suggest that who visitors are with is often more important than what people see when they visit a cultural organization. Check out my Fast Facts video from last week for the quick run-down.

When it comes to visiting a cultural organization, with > what.

What is so compelling isn’t so much that visitors believe that spending time with friends and family is the best thing about a visit to a cultural organization. Indeed, what is so striking is the fact that who people are with is more than twice as important as what people see. That’s a whole heck of a difference. This data underscores the role of cultural organizations as facilitators of shared experience – a role that many organizations may overlook in favor of more object-centric programming that overvalue the isolated experience of a visitor. (You can read more about this data here).

IMPACTS- With over what data

 

2) It is how we want to experience cultural programming

I was with the IMPACTS team in a meeting with Stanford University discussing the engagement of students and community members alike in classical music. The group began discussing opportunities around “shaking up” the way that audiences experience classical music, and the merits of making the concert-going experience more “social.” One of the University’s leaders suddenly exclaimed, “It’s getting back to performing Handel in the same, social way that the music was experienced in Handel’s time!”

We all stopped in our tracks. We thought being social in this environment was more of a new idea. Lifting the demand for silence at certain programs? Serving food (chewing while listening)? World-class musicians performing important, inspiring, and moving pieces while mingling with listeners? Many might consider that sacrilegious! One can well imagine avowed classicists muttering under their breaths, “These uncultured young people are destroying classical music!”

In reality, the concept of orchestrating isolated cultural experiences in shared spaces is the relatively new idea. In Handel’s time, music was enjoyed socially – audiences ate, drank, and generally partook in all sorts of merriment while musicians filled the concert hall with beautiful melodies. Why is being social in shared spaces considered “new” when it is the very way that many types of art were intended to be enjoyed, discussed, and explored?

Perhaps it’s a classic case of “the more things change, the more that they stay the same.” Why would the idea of going social (at least in some contexts) be perceived as an attack on the arts?

After all (and for example), dedicated listening to classical music only accounts for 20.9% of all classical music listening activity – and the behavior doesn’t vary as dramatically between students (i.e. “young people”) and non-students as some might suspect. Some organizations may choose to focus their programmatic offerings to try to fit into that 20.9% of their audiences’ dedicated listening time…but why not create programs to include the other 79.1%?

The data below represents the classical music listening behaviors of 915 undergraduate students, and 2,115 non-student adults living in the San Francisco Designated Market Area. The commonality of behavior is particularly interesting as students and non-students spend 79.1% and 82.8% of their time (respectively) listening to classical music while also doing something else.

IMPACTS- classical music listening behaviors

These data are particularly interesting because they indicate self-selected cultural behaviors – classical music listeners (arguably among the most “traditional” of contemporary cultural participants) report that only about 1/3 of their time spent engaging with content is experienced in a state of solitude (e.g. dedicated listening or while reading). The balance of their engagement invites connection and a public context – while traveling, while dining, while cooking, while exercising. For the vast majority of time for its listeners, classical music accompanies another activity or supports a social context…it is not a dedicated activity.

Yet, too many organizations that present classical music create environments focused solely on dedicated listening, and, indeed, actively dissuade a social context. And these organizations are not alone – there seems to exist a false dogma in some organizations that dedicated, solitary experiences are the preferred way to engage with a cultural experience. The data suggest otherwise. Perhaps the audiences of Handel’s time had it right – culture may be a component of a greater, social experience.

 

3) It is the most effective way to increase satisfaction

This data is a KYOB classic and I have made a Fast Facts video on the related findings that you may find of interest. Don’t have two minutes and thirty-five seconds? Here’s a brief summary:

Supporting interactions between a staff and a visitors significantly increases visitor satisfaction. These interactions (we call them personal facilitated experiences (PFEs)) also increase perceived admission value, employee courtesy, entertainment value, and education value.

A PFE is a one-to-one or one-to-few experience and a prime example of personalization. It is a staff member or volunteer essentially saying, “I see you. I would like to share my knowledge and passion with you.”

PFEs are so successful at increasing visitor satisfaction because they involve humans connecting with other humans. Check out the first chart in this article about the best thing about a visit to a cultural organization. Interacting with staff is just behind seeing/interacting with exhibits or performances. This further underscores the incredible importance of with>what.

Personal facilitated experiences are so effective at increasing visitor satisfaction that they can be used to increase visitor satisfaction by daypart. (Again, for more on this data, click here.) Human connection is where it’s at, folks.

PFE satisfaction by daypart

 

4) It is how we determine reputation and make visitation decisions

This is probably the tidbit of information that I go through or reference most in my work at IMPACTS. I find myself referring to it several times a week in meetings and it’s the driving reason behind the need for many organizations to evolve. See my Fast Facts video – How Social Media Drives Reputation – for more information.

Reputation is absolutely critical for driving visitation. Reputation is the second most important decision making utility when it comes to driving high-propensity visitors to cultural organizations. In today’s world, reputation creation and management (and sometimes demise) is overwhelmingly a social function.

What people say to one another about your organization is 12.85 times more important in driving your organization’s reputation than things that your organization says about itself. In our connected world, reputations are determined by what you put out and what folks say about you on social media, earned media, peer review sites like Yelp and TripAdvisor, and what people say to their friends and family.

“Social” (and not just social media) represents how we make visitation decisions.

Diffusion of messaging- IMPACTS

 

5) Is a reliable indicator of successful organizations

Here’s another set of data that I’ve presented and written about recently – and that IMPACTS continues to monitor over time. (Stay tuned! I have a video summary of this data hitting my YouTube channel next week.)

Being good at your social mission is good business. Organizations that highlight their mission consistently outperform organizations that market themselves primarily as attractions. The best way to show this data is using two, composite metrics:

Revenue efficiency contemplates revenue streams (including admission, membership contributions, and program revenues) relative to operating expenses and the number of people that an organization serves.  A more “revenue efficient” organization is generally more financially stable.

Reputational equities contemplate visitor perceptions such as reputation, trust, authority, credibility, and satisfaction. Basically, it is the market’s opinion of how well an organization delivers its mission and experiences. In the interest of maintaining appropriate confidences, I’ve anonymized the organizations represented. You’ll still get a good sense of the trend. Each letter represents one of 13 notable US museums.

We reliably observe that those organizations that the market perceives as most effectively delivering on their mission are the same organizations that achieve the greatest revenue efficiencies. Since IMPACTS commenced tracking this metric several years ago, the data continue to evidence a strong correlation between reputational equities and revenue efficiency.

IMPACTS- Museums revenue and reputation correlation

 

“Going social” isn’t new. It’s one of the oldest natural behaviors that we know as human beings. Especially during this difficult time, let’s be places where people can come to connect to one another – and to the past and the future.

Yes, it’s a smart business move. I have put all of these “greatest hits” together so that folks interested in putting social connectivity at the heart of their organizations have the data that they need to support the important conversations taking place right now. The math is there. Let’s get our hearts on board.

We are connected. We long to be connected. And we reward places that connect us.

 

Like this post? 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 1 Comment