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Community Engagement

Sharing is Caring: 4 Reasons To Focus on Facebook Shares (Instead of Likes)

facebook meaningful communication

Forget the number of “likes” on your Facebook posts for a moment and look at “shares” instead. Shares are more indicative of an effective Facebook community and will result in greater ROI from your social media efforts.

Facebook is decreasing organic reach for organizations in an effort to become more “pay to play.”  As organizations scramble to adjust to this change, it is essential to remember that the quality of your fans is more important than the quantity of your fans – especially when it comes to utilizing social media to drive visitation or secure donations.

Speaker and author Sam Davidson reminds folks that “what matters is not the amount of people in your community, but the amount of community in your people.” Sure, that sentiment makes us feel good as organizations trying to foster connectivity with our many constituencies, but Sam’s words hit the nail on the head for the very practical matters of engaging visitors and raising funds as well. Organizations will likely struggle with issues of vitality and solvency if they aren’t relevant…and relevance is a beneficial outcome of focusing on “the community in your people.”

Likes on Facebook are seductive but represent a relatively meaningless “vanity metric” when taken out of context (as they often are). Boasting about your number of fans is also a common (and dangerously misleading) practice among those organizations that have difficulty quantifying the efficacy of their respective social media efforts. Now, organizations are rightfully worried about decreasing reach…but organizations should actually be worried about Facebook decreasing reach to the right people.

Let’s take a very simplified look at how Facebook decides what to show in someone’s newsfeed (with a hat tip to Techcrunch):

Techcrunch

While this tactical information is certainly relevant, I challenge smart organizations to take this one step further by focusing on their strategyor, rather, focusing on “news feed visibility and engagement with the right people” instead of simply “news feed visibility.” After all, what good is thousands of people seeing a post that does not serve to actually elevate your reputation or build affinity for your organization?  (And P.S.- Reputation helps drive donor support and visitation.)

As your organization plays with boosting posts and other promotional opportunities on social platforms, be particularly mindful of the “shares” on posts that you promote. While “likes” indeed increase reach in Facebook’s algorithm, a “share” suggests four terrific things that other metrics do not:

 

1) A share is generally more indicative of quality content than a like

Take a look at your likes and your shares. I’ll bet that you have a lot more “likes” and that makes sense: a share is often harder to achieve than a like because it is much less passive. It takes a higher level of perceived interest for an individual fan to share your content with his/her broader network – an explicit act of endorsement – than to simply click the “like” button. In short, a share is significantly more indicative of active engagement with your community (potential patrons) than a like – and should be weighted appropriately in your assessment of your social media engagement efforts.

 

2) A share is indicative of a quality fan

The person who shared your post cared enough about your content to promulgate it on their own page as part of their virtual identity, and this can be used as a diagnostic metric to help measure how well you are cultivating affinity. Check out these findings from a recent The New York Times Customer Insight Group study:

  • 73% of people process information more deeply, thoroughly, and thoughtfully when they share it
  • 68% of people share to give others a better sense of who they are and what they care about
  • 84% share because it is a way to support causes or issues they care about

 

If your content sparked a share, then that individual is more deeply processing your content, making that content a part of their individual brand identity to others, and more actively supporting your brand. In other words, the people who feel this way may be exactly the people that you want to further engage. Arguably, this is why you are on Facebook.

 

3) Shares have a higher word of mouth value than likes

When people see your content shared in their newsfeed from somebody else, this counts as a credible endorsement. What people say about you is 12.85x more important than what you say about yourself when it comes to driving reputation, and reviews from trusted sources make a big difference in the market’s decision-making processes when it comes to visiting a museum, zoo, aquarium, arts performance, etc. In other words, when you secure a share, you generally amplify your message. However, there is a catch: Just as there are folks with high imitative values, there are some people with low imitative values. We all have a friend or two whose recommendations we truly value…but most of us generally know (and let’s be honest) a person who, if they recommend a brand, you’re just NOT going to touch that brand with a ten-foot pole.  A way around this issue of word of mouth backfiring? Target market makers and early adopters to help make your message stick. These are the people we want to share our organization’s message.

 

4) Shares increase reach directly to potential fans that may have similar values with the high-quality sharer

Sharers help do some intelligent targeting for you as they increase reach. Let’s go back to that The New York Times study on the psychology of sharing: 73% of people share information because it helps them connect with others who share their interests. Let this work to your advantage. Also, 94% of people carefully consider how the information that they share will be useful to others, and 49% say that sharing allows them to inform others of products they care about and potentially change opinions or encourage action. In the end, people share with thought to the actions and perceptions of folks with whom they are sharing. Yes, Facebook offers targeting for posts, but social connectivity may be more valuable than a demographic-informed algorithm. For as much as things are digitized, there’s still something to be said for real-life relationships and loyalties.

In my observation and experience, organizations focus disproportionate attention on “likes” because shares are often harder to achieve…and nobody wants to look bad. But when utilizing social media, it is important to consider why you are using these platforms. My guess is that your organization isn’t simply investing in social media for social media’s sake. You want donors, a strong community, and to generally increase your impact, relevance and, in turn, overall sustainability.

Facebook is trying to get smarter about making money. Let’s get smarter about how we use ours by remembering that in the end, social media is less about raw numbers and more about people, identity, and connectivity.

 

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

Posted on by colleendilen in Community Engagement, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Technology, The Small Stuff, Words of Wisdom Leave a comment

The Relevance Test: Three Key Concepts to Future-Proof Nonprofit Organizations

Ivory tower

Ivory towers are proving fragile.

Many visitor-serving organizations benefit from “outside-in” thinking and have ceased depending solely on experiential intuition and other “inside-out” ways of thinking that have previously – and perhaps alarmingly – allowed a kind of Ivory Tower mentality to infiltrate many museums.

The dawning of the Age of the Internet has brought about many necessary changes in the way that people think and behave, and, thus, what people have come to expect from the organizations that they support. Digital, real-time tools now allow for transparency, the ability to communicate ongoing impact, and the ability to personally connect with organizations 24/7. Indeed, the market now expects – demands, really – transparent insights from organizations.

These changes shape the way that we interact and connect within our communities, create meaningful experiences, manage new demands for open authority, and inform our overall expectations of visitor-serving organizations.

While recognizing the progress that has been made, here are three new conflicting perceptions that visitor-serving organizations must internally resolve in order to remain relevant in our ever-evolving era:

 

 1. Prescription vs. Participation

What does your organization offer? Stale, outdated organizations offer a form of prescription. Today, however, if your organization believes that it is offering a form of treatment (i.e. to “teach” something, or to get people to believe something), then your organization is prescribing its experiences to folks who haven’t asked for a diagnosis. In short, if you haven’t first proven your relevance to people (let alone your unique relevance) then it’s hard to be relevant.

Offering participation and exploration encourages visitors to be active and uncover their own “truths”…for themselves. Thanks in large part to the amount of information available on the web, people expect to explore and make decisions for themselves. This is a big reason why open authority (basically, organizations finding ways to “open” their authority to the public) is increasingly important for visitor-serving organizations – and all other organizations for that matter.

This may trace back to the mission statements of visitor-serving organizations. Organizations aiming to “inspire” or “cultivate” may manifest themselves more dynamically than organizations aiming to “educate,” “demonstrate,” or “present” (exhibits, for instance). The former examples empower visitors; the latter examples remove this power. Many of our nation’s most prominent visitor-serving organizations’ mission statements are still self-oriented (and innately less relevant and impactful) rather than people or community-oriented. This may deeply affect how your organization functions…and, more critically, how your constituencies relate to your organization.

 

2. Tuition vs. Admission

Why are visitors paying to visit you? Most organizations call it “admission” – but is that how your organization internally considers the transaction?

When it comes to the overall satisfaction of a visitor’s experience, entertainment plays a leading role, and education is often used as a secondary or post-visit justification for visitation. Organizations that prioritize providing an educational experience may benefit by ensuring that it does not come at the cost of an entertaining experience.

Believing conceptually that your organization offers a form of “two-hour tuition” also demonstrates a misinformed viewpoint as to what makes a visit meaningful to your audiences. Namely, data demonstrate that who you are with and the memories folks make are more important that what they see at a visitor-serving organization. If you think that the thing that truly matters is the nuance of your unique collection of Monets, then you’re missing a bigger, data-supported benefit of what you offer your visitors: memories, experiences and opportunities for personal interaction.

 

 3. Institution vs. Community

What do you work to strengthen? Imagine how it would affect internal perceptions of your organization if you replaced every mention of the “institution” with the word “community.” Board members would sit at meetings and question, “How does this support our community?” and “What do we need to do to help our community prosper and grow?”

Because the market is the actual arbiter of your organization’s success (And, yes, I have been reminding you of that in nearly every single post), you need your followers infinitely more than they need you. Though it’s difficult to remember at times, your visitors could survive without your organization (though, yes, the world would be a little more drab and your mission more underserved)…but you cannot survive without your stakeholders. You need donors, visitors, supporters, evangelists…if you’re not cultivating them, then you aren’t serving your institution at all.

Ignore your community (both onsite locally and the potential national communities that you may serve digitally), and you risk ignoring the lifeblood of your institution. In other words: If you misunderstand or underestimate the deep connection between your institution and the socially-motivated community that you’re cultivating, then you risk rapid irrelevance.

 

Visitor-serving and other types of organizations must evolve – but this need for change extends beyond the obvious technology-enabled issues related to digital engagement. Perhaps the most important ways that organizations are evolving are more fundamental, more systemically pervasive than tactical: Ivory towers are proving fragile.  Instead of protecting and insulating an organization, they imperil and isolate its advancement.  Our opportunity comes not from on high (read: “in the tower”). It is born on the frontlines and lives at eye-level.  The organizations that thrive will connect and merge with the outside world.  “Inside-out” is yesterday.  “Outside-in” is tomorrow.  You choose where you want to be.

 

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

Posted on by colleendilen in Big ideas, Branding, Community Engagement, Education, Exhibits, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Words of Wisdom 2 Comments

Audiences Are Changing on Social Networks. Is Your Nonprofit Ready?

social media party

Here’s help to make sure that your social strategy can hold up to inevitable change.

This article is part of a four-part series intended to help visitor-serving organizations understand and respond to emerging trends that will impact their financial and mission-related goals. Learn more about the series here. 

While many professionals conceptually understand that audiences and behaviors on specific social media platforms shift over time, there seems to be a disproportionate concern among organizations about how to react to these types of changes. This concern may indicate a need for a broader, more integrated online strategy to best communicate your unique brand attributes to your audiences.

There seems to be a general sense of worry among organizations about Facebook’s evolving demographics in particular (younger audiences may be spending less time on Facebook in favor of other networks) and what this means for an organization’s engagement strategy. Facebook, with over 1.23 billion active monthly users as of January 2014, remains the most utilized social media platform – and, yet, somewhat shockingly, I’ve overheard leaders at multiple organizations frustratingly say things along the lines of, “This whole shift means we need to really reassess our strategy and reconsider if we should be on Facebook.”

Really?!  Did organizations think that all audience segments were only on one platform and would forever only be on one platform? Organizations should be prepared for both changes in the number of platforms that audiences use, and shifts in the ways that audiences actually use them.

Here’s how smart organizations approach these (and other inevitable) demographic shifts and social media evolution that we are sure to see in the very near future:

 

1) Make change a constant in your digital communications strategy and adjust accordingly (and accept that this approach may contrast a more traditional, slow-moving nonprofit mentality)

 

Shifts in platform usage are entirely expected, and if your organization finds itself surprised by evolving usage patterns, then that surprise – in and of itself – is cause for concern. Organizations should anticipate changes in who is using specific social media sites and how they are using them.

Social media platforms are constantly changing (which are utilized and how). This understanding is a cornerstone of an effective social strategy. The rapidity of social media evolution is the genesis of many organizational tensions, including: difficulties in measuring true key performance indicators related to social media; ever-increasing staff needs related to digital engagement; and the perils of “writing in stone” an engagement plan that becomes functionally irrelevant weeks after its publication. Digital engagement simply doesn’t work this way. To be effective, tactics must evolve to best meet audience needs while serving your organization’s broader strategies.

If your organization is paralyzed by the concept of shifting demographics and the evolving uses of specific social media networks, then it may indicate that your organization’s social media strategy is too focused on tactics and not sufficiently thoughtful of overarching marketing goals and strategies. For instance, a strategy may be to utilize content to improve your reputational equities as an expert on mission-related topics with a goal of increasing financial support. Posting a specific status on Facebook that is related to your mission (but also relevant to your audience on that platform) is a tactic. If you need to change that specific status to best serve a different audience than that which may have been on Facebook a year ago, then that specific tactic has evolved. When considered this way, can you see how extreme preoccupation (rather than acceptance) of the need to evolve tactics may be indicative of a lacking or unclear overarching strategy?

In short, updating your strategy may be difficult but updating your tactics should be expected. If it’s too hard to update your tactics, then you may have tactics standing in for your strategy…and that’s no strategy at all.

 

2) Keep tabs on where your market and supporters are/are going as social media networks evolve (and they will). Be present at those parties.


Remember: you need your community of supporters more than they need you. Act accordingly by making it easy and by providing compelling reasons for your audiences to connect and engage with you…or they won’t.

Stick with me here (because I love bad metaphors): Let’s say that your potential supporters hang out at a reoccurring, weekly party. Things are going great! You totally hit it off with the early adopters drinking a microbrew on the lawn, you spend time talking long-term goals with the preppy, high-achievers on the porch, and you also make time to bond with folks who are already your good friends in the kitchen. You’re building and maintaining relationships. This party seriously rocks!

…Until the early adopters decide to start spending time at another party…and the preppy folks from the porch attend a different party yet. You’re torn (and, because you’re a nonprofit, your resources are limited, which makes this even more frustrating).  Suddenly, your potential reach has lessend because you are no longer building relationships with key market segments who may profile as important influencers and supporters.

Because the market is the arbiter of your organization’s success, it’s generally best for you to keep on top of where your audience is and what they are doing and go to them.  As we head into the madness of March, at IMPACTS we offer a quick tip familiar to any basketball junkie: “Beat the market to the spot.”  In basketball and business alike, it’s the difference between shooting free throws and fouling out of the game.

Go with your key stakeholder or target audiences to the new parties and, once you’ve determined which parties are worth your energy (more on this to follow), then be ready to greet “old friends” as they arrive.

 

3) Understand that digital platforms are not mutually exclusive and multiple (thoughtful) presences often allow for more effective influence as platforms evolve


If your organization can only be in one place at one time, then consider expanding your resources because you may be missing or mishandling too many “touch points” to be effective. There may not be a single “magic pill” social media site that allows for the most efficient or effective influence on all of your audiences.

Let’s go back to my earlier party metaphor: Thanks to the web, it’s possible for an organization to have a presence at more than one party (or, on more than one platform). That said, we still need to make a decision: Knowing that having a presence on additional platforms takes resources, being on which platforms will be the most efficient use of our resources?  Nonprofits don’t need to be on every social media platform – especially if they cannot put proper energy into that platform. (If you go talk to those hip folks on the lawn, but you come off as a true outsider or barely make an effort to communicate, then you’ve done yourself more of a reputational disservice in being there then you would have been simply staying away.)

Decide which platforms are worth your time and energy based on where your market is most heavily influenced and you will have the most effective “touch-points.” But know that – increasingly – this is likely more than one platform (though 73% of adults focus on five social networks, sometimes certain platforms may be ripe for more targeted audiences). When demographics and uses change, respect the communities that you’ve already formed online. The quality of your fans is more important than simply pursuing reach, and be very cautious about abandoning one platform for another without careful consideration of how this will affect your current community. (Preempting the assumption: No! Many current users will not immediately follow you to another platform.)

The increasing fragmentation and micro-segmentation of audiences – such as young users spending less time on Facebook and more time on other platforms – may indicate that your organization should be prepared to be in more than one place at one time.  In turn, this may necessitate re-allocating resources to maintain connections and foster engagement with your online audiences.

In sum: Yes – millennials (or others market segments) may leave Facebook or other platforms, but, NO – it shouldn’t be something that strategic marketers necessarily need to worry about. Right now, Facebook remains a primary engagement tool for a majority of the market that is active on social media. That could (and likely at some point will) change. If your organization 1) has a solid strategy and identified goals, 2) thoughtfully continues to consider the value of each platform while making execution decisions, and 3) understands the possible need to cultivate extra resources to engage audiences on multiple platforms, and then your organization will not only easily adapt to changes without a hitch, but it will thrive.

 

*Photo credit: ed Social Media

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

Posted on by colleendilen in Big ideas, Branding, Community Engagement, Generation Y, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Technology, The Future, Words of Wisdom 2 Comments

How to Utilize Social Media to Actually Cultivate Donors (And Why You Need To Do It Right Now)

marketoonist community management

This article is part of a four-part series intended to help visitor-serving organizations understand and respond to emerging trends that will impact their financial and mission-related goals. Learn more about the series here. 

Conversations involving social media with many fundraisers often result in eye-rolling and a terse, “That’s not my job!” as those tasked with securing an organization’s contributed revenues deflect responsibility to the marketing/PR team. Here’s the thing though: Online engagement has evolved to the point where it is nearly impossible to optimize fundraising efforts and maximize donor retention without utilizing digital communications – and that includes social media.

All signs (consumer motivation data and social media behavioral trends) are pointing toward the need for organizations to look beyond “vanity metrics” like fan and follower count and focus on the quality and strength of varied relationships formed on social media platforms – particularly ones that drive the gate (if you’re a visitor-serving organization) or cultivate monetary support. Simply put: A fundamental shift is occurring in terms of how successful organizations view online fundraising and donor cultivation.

Here are three critical items for organizations to come to terms with that affect how your organization may optimize social media and online donor cultivation:

 

1) Once and for all: Realize that the quality of your fans and your ability to activate them in your interest is significantly more important than the quantity of your fans

Would you rather have 100,000 Facebook fans or 1,000 active donors and supporters? Chances are that your organization is hoping to utilize social media to get something done rather than utilizing social media for social media’s sake. It’s time that we call vanity metrics exactly what they are and break through the noise of social media metrics that misleadingly influences too many organizations. In many situations, it’s an organization’s very desire to utilize social media metrics and data that lead strategy execution astray. Let’s start actually thinking about what these metrics mean.

The problem with metrics like fan and follower count is that they actually mean very little for your organization – especially if the increased reach is falling on ambivalent ears. What matters is not how many people ‘like’ you online but who you are able to activate through engagement online.

The days of “one size fits all” outbound social media communications are officially over. Your organization’s fans and followers are not all of equal value to your nonprofit’s relevance and long-term solvency – and treating every “like” the same way means purposely sabotaging your ability to achieve organizational goals through social media. (1) Members/donors, (2) Influencers, and (3) Evangelists are three categories of fans that have particular payoff to your nonprofit. Intelligent, strategic organizations benefit by creating content that stimulates these particular stakeholders.

A mission-related post may get less general engagement, but your reputation increasingly has a direct correlation to the level of support your organization secures. Securing a content share from a member (thus allowing for personal promulgation of your brand from someone to whom your mission has meaning) is more important than a content share from somebody who just thinks you posted a pretty picture (but doesn’t feel a connection to your organization). The market is the arbiter of your organization’s success, and knowing what makes your high-value supporters and evangelists (not just your overall target market) tick is critical for building the most helpful community for your organization.

 

2) Make online personalization part of your engagement and donor cultivation strategy

Personalization is one of the biggest and most discussed (and arguably one of the smartest) conversations taking place for all organizations and businesses right now. Case-in-point: I’m honored to be a keynote speaker at MuseumNext, Europe’s conference on innovation in museums, in June of this year and personalization is so increasingly critical to organizational success that it is identified as one of the four, key themes of the whole conference. I think they hit the nail on the head: “Our audiences increasingly expect experiences which are tailored to them. How are museums moving beyond one size fits all to accommodate the different needs of individuals?”

Opportunities for personalization (which increases relevance, garnering attention and aiding in building affinity for brands) are being explored for onsite experiences – but this mindset also must be applied to online engagement. Specifically, potential donors/members, influencers, and evangelists increasingly require personalized communications in order to optimize chances for activation (i.e. behaving in your organization’s interest).

How can you utilize personalization to cultivate donors online? A key to online personalization is actively engaging select audience members instead of being passive – or just waiting for them to tweet you or write on your wall. For starters, know who your stakeholders actually are and how they behave online (this often starts with compiling a list of key stakeholders and their social media platforms). This isn’t rocket science: Make a private Twitter list and pay special attention to your key influencers’ tweets, be active, and wish them a happy birthday (for example)! Other ways to create these individual touch-points is through diligent social care, or “social CRM” (responding to individual comments and questions on social media platforms in a timely and thoughtful fashion) – a community management necessity that is too often overlooked.

“Yikes!” you’re thinking if you’re a leader in your organization, “this is going to require a lot more manpower!” Yes. Yes, it is…but the importance of digital touch-points will not disappear any time soon.

 

3) Most importantly: Stop treating online donor cultivation as a separate beast and understand that it is a cornerstone of a broader cultivation and retention strategy

I often get the feeling that executive leaders somehow believe that supporters who give or may be cultivated online must be aliens who exist only online …or that online donor cultivation may be somehow different than offline donor cultivation. Here’s news that should be refreshing and empowering to organizations that are a bit intimidated by digital platforms: It’s not.

As a reminder: A donor online is still a donor “in real life.” Their money is still money, and their support is still support. They have the same motivations as offline donors, expect the same treatment, and expect the same personalization and attention as those who choose to give via a different method. Simply put, they are human.

Cultivation should happen for individual donors both online and offline. Instead of conceptually carrying out varying initiatives online for “online donors” and offline for “offline donors,” organizations should realize that online donor cultivation is not separate but, instead, an integral aspect of a broader cultivation strategy.

In sum, instead of viewing “online giving” and cultivation as a donation conveyance channel, smart organizations are realizing that it is an increasingly important (and expected) component of a broader donor cultivation and retention strategy, and that it – like all other fundraising communication methods – is more about the people than the platform or giving method.

At the end of the day, fundraising and donor engagement initiatives will continue to evolve in the online space – just as more traditional engagement methods evolve. This evolution will necessitate more informed, personalized donor cultivation leveraging real-time platforms.

 

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

Posted on by colleendilen in Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, The Future, Words of Wisdom 3 Comments

Finding: Museums That Highlight Mission Financially Outperform Museums That Market Primarily as Attractions (DATA)

seafood watch

This article kicks off a four-part series intended to help visitor-serving organizations understand and respond to emerging trends that will impact their ability to achieve their financial and mission-related goals. Learn more about the series here. 

Data suggest a “new” draw to your organization that is now key to engaging both visitation and donor support. Well, actually, it’s not “new” – it’s the reason why your organization exists: Your mission. How credibly the market perceives your organization in terms of your ability to effectively deliver on your mission has a very strong positive correlation with your organization’s financial performance.

An analysis of the recent financial performance of a large and representative number of visitor-serving organizations coupled with the public perceptions of these same organizations reveals an outcome that may not be surprising for those who keep tabs on consumer behaviors: Organizations perceived as “best-in-class” in terms of mission delivery reliably outperform organizations that rely more on their reputations as “attractions” when it comes to their financial bottom lines.  In other words, mission and business are not in conflict – being superlative at your mission is good business!

There are three overall findings relating to the “mission is good business” trend:

1) Organizations perceived as more credible actors in terms of fulfilling their mission financially outperform peer organizations whose reputational equities relate primarily to their roles as attractions

IMPACTS collects and analyzes attitudinal and awareness data for 224 visitor-serving organizations in the US (and that may even include your own). This data and analysis informs the development of key performance indicators that reveal trends and correlations affecting visitor-serving enterprise.  The charts below indicate the relationship between 35 visitor-serving organizations’ financial performance in terms of “revenue efficiency” coupled with the market’s perception of these same organizations’ “reputational equities.”  (In the interest of maintaining appropriate confidences, I’ve “anonymized” the findings)

First, a few quick definitions (with advance apologies for the analytical jargon):

Revenue Efficiency: A composite metric contemplative of onsite-related earned and contributed revenues (e.g. admission, contributions, grants, membership, programs) contemplated relative to the cost to deliver onsite services (i.e. operating expenses) and the number of persons served onsite.  Generally, a more “revenue efficient” organization exhibits more favorable financial key performance indicators (e.g. greater revenues, greater net operating surplus) and reduced financial volatility than does a less revenue efficient organization.  Data informing the IMPACTS revenue efficiency calculation are commonly available in an organization’s financial statements, annual reports, and Form 990 filings.

Reputational Equities: A composite metric contemplative of numerous visitor perceptions such as reputation, trust, authority, credibility, and satisfaction that collectively indicate the market’s opinion of an organization’s relative efficacy in delivering its mission.  As mentioned previously, IMPACTS collects perceptual data from 224 visitor-serving organizations in the US to inform its reputational equities calculation.

KYOB aquariums reputation and revenue

Aquariums are a good place to start because (a) in addition to tackling the mission of inspiring audiences, they are also increasingly engaging audiences on broader conservation issues; and (b) aquariums tend to be more reliant on earned revenues than their museum and zoo brethren who may have greater public funding and/or endowment support. In short, absent the safety net of large endowments and government appropriations, aquariums are among the most market-driven businesses in the nonprofit sector, and translating positive reputational equities has an enormous financial benefit for these organizations (and, in inverse, lessened reputational perceptions bear tremendous risk to an organization’s bottom line).

Generally, revenue efficiency follows reputational equities (so working to increase reputational equities tends to positively affect revenue efficiency). Thus, we can reasonably surmise that year 2014 may bring continued challenges for Aquariums H, I, K and L should they choose not to prioritize remedy for their lacking perceptions as credible actors when it comes to delivering on their missions.

KYOB zoos reputation and revenues

Much like aquariums, the zoos that are perceived as credible actors in regard to their mission achieve the greatest revenue efficiency. Again, in the example indicated by the assessed zoos, the relationship between reputational equities as a predictor of financial success is clear and compelling.

KYOB museums reputation and revenues

Again, when segmented by museums (in the above example, all of the assessed organizations would be rightfully classified as either “art” or “natural history” museums), the trend holds true: Those museums perceived by the market as the most esteemed in terms of fulfilling the promise of their missions achieve the greatest financial performance.

You’ll notice that out of the 35 organizations represented in this assessment, Museum H is the only organization that does not indicate the relationship between reputational equities and financial performance – and, even in this exception to the trend, the difference is very slight.

 

2) Your organization must increasingly be MORE THAN an attraction but it still must be an entertaining attraction.

The reputational equity metric is contemplative of overall satisfaction and data indicate that providing an entertaining experience is an extremely important component of visitor satisfaction. To be clear: The data do not support abandoning efforts to deliver an entertaining experience in the hopes of enhancing your organization’s reputation as a credible, mission-related authority. Instead, data support efforts to underscore your social mission and demonstrate topic expertise alongside location-based content to help drive visitation and provide insight into the entertaining and inspiring experiences that you provide.

Simply put, people want to visit organizations that are more than just attractions.

 

3) The importance of underscoring reputational equities is likely to grow as millennials increasingly comprise a greater percentage of museum audiences

The analysis indicating the relationship between favorable reputational equities and financial performance for visitor-serving organizations aligns with multiple findings concerning the influence of social missions (in business-speak, think “corporate social responsibility”) on consumer purchasing behaviors. Namely, people – and especially millennials – are more likely to purchase products that support a mission.

The data has long suggested that millennials are particularly public-service motivated, and as Gen Y has become a more powerful market segment (indeed, millennials are the largest generation in human history), organizations have experienced a “market shift” in support of organizations that support “social good.”

That sounds great for educational, conservation, and cultural organizations such as museums, aquariums, and zoos, right? Well…maybe not…especially because millennials are generally sector agnostic. Millennials tend to support organizations and businesses that appeal to them regardless of whether or not there is 501(c)3 designation involved. (In other words, while the IRS may care about your tax-exempt status, the market increasingly does not!) This means that in terms of securing support, many nonprofits are “competing” directly with for-profits for the market’s time, attention, and resources.

Organizations that have marketed themselves too heavily as attractions without underscoring their mission and social impact have lost a valuable opportunity to differentiate themselves as superlative to a critical demographic. Potentially worse yet, they may have built their reputations based on motivations that millennials don’t care about. Case-in-point: Take a look at what millennials want out of a zoo, aquarium, or museum membership compared to older generations.

Organizations that the market favorably perceives as more than “just an attraction” tend to financially outperform organizations perceived primarily as attractions.  Money follows reputational equities. Zoos, aquariums, and museums that have been trying to “sell” the wrong brand attributes may find themselves struggling even more in the future as emerging audiences emphasize mission and social impact as vital attributes of the relationship that they seek with the organizations that they support.  Year 2013 was only the tip of the iceberg. Perceptions are changing and the data affirms a strong, encouraging trend:

Finally, it’s cool to be kind.  More than that, it’s plain good business.

National Aquarium cleaning debris

National Aquarium

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Posted on by colleendilen in Big ideas, Generation Y, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Public Service Motivation, Social Change, The Future, Words of Wisdom Leave a comment

Trends Report: Four Trends That Will Affect Visitor-Serving Organizations in 2014

Big Data

2014 is off to a speedy start – and it is already clear that there are some big, data-informed trends that are likely to hit organizations this year.  I will be posting weekly for four weeks (in what I’m calling a “Trends Report” series) regarding key trends that may help your organization make sense of some big data so that you can be best prepared this year. In short, I’ll help make four predictive, data-informed 2014 trends accessible and explain what they mean in a way that’s (hopefully!) easy to understand. 

But before I do that, I want to put on my “business cap” and give you a quick summary of the four trends I’ll be covering. Want the below information as a .pdf white paper? It’s right here:  IMPACTS Trends Report Summary on Know Your Own Bone.

Data and analysis indicate four trends that promise to influence market perceptions and, in turn, audience engagement strategies for visitor-serving organizations in year 2014. In an effort to share this intelligence and spawn impactful industry discussion, I will be I will be posting articles here to Know Your Own Bone offering both in-depth analysis of these key trends and their respective implications for visitor-serving enterprise.  This series of articles will debut on Wednesday, 5 February, and continue thereafter on a weekly basis as a four-part series.

Summarized below is a preview of the trends that I will explore in the upcoming Trends Report series on Know Your Own Bone:

1) The increasing importance of social mission in driving attendance

To be posted on 5 February: Data support the increasing importance of highlighting an organization’s social mission in order to maximize contributed and earned revenues alike. An analysis of financial performance for many visitor-serving organizations reveals an interesting empirical observation: Generally, organizations perceived by the market as the most credible, authoritative “social good” actors also achieved better financial performance indicators (e.g. higher earned revenues, more contributed income) than would-be peer organizations that promote themselves primarily as “attractions.” The observation of this perceptual and performance delta attests to data concerning the evolving purchase/giving motivations of the US population…and especially millennials (a “sector agnostic” and “super-connected” generation heavily influenced by social mission). 

 

2) Utilizing social media to cultivate donors and promote giving

To be posted on 12 February: In 2014, successful organizations will understand the need to look beyond “vanity metrics” (i.e. fan and follower count), and focus on the quality and strength of the varied relationships formed on social platforms.  The days of “one size fits all” social media practices are officially over. Fundraising and donor engagement initiatives will continue to evolve in the online space (in addition to in-person and other, more traditional engagement methods), and this evolution will necessitate more informed, personalized donor cultivation leveraging real-time digital platforms. Instead of viewing “online giving” as a donation conveyance channel, organizations will realize that it is an increasingly important (and expected) component of a broader donor cultivation and retention strategy, and that it – like all other fundraising communication methods – is more about the people than the platform.

 

3) Adjusting strategy for changing audiences on social platforms

To be posted on 19 February: Many professionals understand that audiences and behaviors on specific social media platforms shift over time; however, IMPACTS has identified a disproportionate concern among visitor-serving organizations about which platforms are “in” and “out” in terms of efficiently engaging their respective audiences. Specifically, there is concern about Facebook’s evolving demography and the correlative impact of this shift on organizational engagement strategies and tactics. This article will propose a framework for contemplating ongoing social media platform evolution that underscores the need for a broader, more integrated online strategy based on reputational equities and how to best communicate these brand attributes and differentiators to your audiences.

 

4) The need for more informed, data-driven pricing practices

To be posted on 26 February: Austerity measures and the loss of heretofore “reliable” funding mechanisms pitched many European cultural organizations into a tenuous financial state and catalyzed a conversation concerning the sustained solvency of visitor-serving enterprise worldwide. In an increasingly competitive market where volume-based increases are less likely remedies to the new economic reality that emphasizes earned revenues, 2014 will mark the year when organizations will need to “get smart” about leveraging data to develop intelligent, efficient price indices. In turn, analysis of an organization’s pricing structure will likely – and necessarily – foster additional discussion concerning the creation of more effective affordable access programming.

I hope that you will find the analysis of these trends and topics helpful to both you and your organization! If you want to follow along with the weekly series without fuss, please subscribe to Know Your Own Bone on the right hand column of this site to have them delivered to your email inbox.

 

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Posted on by colleendilen in Big ideas, Branding, Community Engagement, Leadership, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Technology, The Future, Words of Wisdom Leave a comment

New Data Reveals How Your Organization Can Improve Its Online Advertising

Marketoonist rather be earned media

Data suggest that landing your online audiences on peer review and social media content rather than the e-commerce (e.g. ticket sales) portion of your website is now one of the most effective ways to maximize online conversions.

Because how the market uses websites has changed with the widespread use of social media and other word-of-mouth inspired outlets, the way to optimally utilize websites to inspire desired behaviors has changed as well. Namely, the frequent and oft-cited “rule” that the best online ads lead only to direct conversion sites (or your own website for that matter) is now… well, irrelevant.

In the not-too-distant past, the prevailing wisdom was to “land” your online customer on the web page where they could transact business with you with the least number of clicks (i.e. land them on the “buy tickets” page).  Today, the data suggest that a more informed customer – one who has availed him/herself of the information and reviews of third-parties such as those found on many social and peer review platforms – are more likely to complete a transaction than a customer whose primary online experience with your organization was an ad.

Consider the chart below – chosen as it is generally representative of customer behaviors for many visitor-serving organizations (e.g. museums, aquariums, zoos, performing arts centers, etc.) with online ticketing capabilities –  quantifying the “abandon rate” (i.e. the percentage of persons who initiated but did not complete an online behavior) segmented by the representative organization’s landing page (i.e. the web page where the customer was routed after clicking on an ad): 

IMPACTS ad abandon rates data

 

Immediately, you notice that the abandon rate for customers who land on a “buy tickets now” type landing page is 19.6% higher than the abandon rate for customers who are first routed to a web page featuring third-party reviews.  Similarly, the abandon rate is 15.8% higher for a customer landing on a “buy now” page when compared to customers first routed to a social media channel.  In fact, the data indicate that in terms of actually translating a click to a conversion, that the absolute worst thing that an organization can do is route its online advertising to a “buy now” type of landing environment.

In today’s world of heightened connectivity and increased empowerment of potential customers to make informed decisions based upon perceptions of reputation and brand transparency, your customers expect access to product information, reviews from trusted resources, and reliable customer support.  (Is it any wonder that the most admired and successful visitor-serving organizations – and, for that matter, the most rapidly growing brands from most any sector –  invariably have the most robust reviews and social care/social CRM functionalities?)

For those who do not have many dealings in abandon rates and may be shocked that abandon rates may be high at all, here’s some background: Abandon rates for all types of e-commerce hover around 74% – in other words, on average, three out of four persons who click on an item to buy online don’t actually end up completing the transaction.  Consider more broadly: It’s often only after proceeding to the “checkout” page that a customer can learn the shipping costs, the delivery timeframes, or even if their preferred method of payment is accepted  In the case of many visitor-serving organizations, compound these factors with cumbersome website navigation and outdated e-commerce functions, and it’s no wonder that abandon rates for some organizations approach 90%.  The point is: Overcoming abandonment issues is a very real part of an organization’s online strategy, and any finding that moves the needle even slightly on this front has potentially huge implications in terms of visitor engagement and earned revenues.

At IMPACTS, we leverage “big data” and sophisticated technologies to deliver highly-customized, micro-targeting online advertising…and we have a LOT of intelligence on what works and what doesn’t. (For my regular readers thinking, “But Colleen, I thought you worked in active, digital engagement?” I do. I specialize in the Coefficient of Imitation realm of brand perception (reviews from trusted sources) while IMPACTS, more broadly, takes on the Coefficient of Innovation (paid media)). These two functions (paid advertising and earned media) serve as a relay team handing the baton (i.e. the customer) from one runner to the next – the advertising function can be a “conversation starter” that attracts the attention and interest of a wide audience; the social media and other digital communication tools are the functions that manage the relationship with the customer across the finish line (i.e. the conversion). This may be a helpful way for organizations to think about the often necessary interactions between word-of-mouth and paid media-related methods of cultivating desired affinities and behaviors.

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Posted on by colleendilen in Community Engagement, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Technology, Words of Wisdom Leave a comment

Most Popular Posts of 2013 for Nonprofits and Museums

KYOB best wishes for 20142014 is very quickly approaching and the Internet is overflowing with “Best of 2013” lists. There’s a good reason for that: the market generally likes them (and not to mention, they are easy to create). Because I write Know Your Own Bone in order to provide nonprofits and visitor-serving organizations with intelligence regarding market behaviors and perceptions, I thought it only fitting to share your (a rather focused tribe of industry leaders) favorite KYOB posts of 2013.

It was a great year on this end! I became a part-time expat living in London (here’s the (perhaps surprising) reason why), the need for organizations to engage with audiences on digital platforms heightened, and the call for organizations to utilize the type of “big data” that I have access to at IMPACTS increased, resulting in a big, busy year of incredibly rewarding work! I hope that 2013 was a great year for each of you as well – both personally and professionally.

Thank you for reading, engaging with, and passing along Know Your Own Bone among your organizations and circles of industry professionals. I am constantly amazed by your passion – and I am honored to aim to provide market insight for such a thoughtful and hard-working bunch of nonprofiteers! I’m thrilled by the prospect that these posts may be providing value for your friends, colleagues, fellow board members and executives, and even college and graduate students. I hope that my work being a nonprofit/for-profit double-agent has been of value!

I’ll stop gushing and get to the good stuff. Here are KYOB’s most viewed and passed-along posts of 2013. These are the posts that my analytics suggest you emailed around the most, shared with your friends and colleagues, and got the most attention within graduate programs and professional development curriculums:

 

1. Six Sad Truths that I Have Learned as a Millennial Donor

“Hi nonprofit executives and board members. My name is Colleen Dilenschneider. I’m a millennial donor and I exist.”

 

2. Entertainment Vs. Education: How Your Audience Really Rates the Museum Experience (DATA)

“In terms of maximizing visitor satisfaction, VSOs may not truly understand “where their bread is buttered,” and this misunderstanding may result in serious financial repercussions.”

 

3. Three Ways The Role of Your Website Has Changed. Is Your Nonprofit Keeping Up?

“There seems to be a misconception that nonprofit websites are immune to the evolution attendant to all other digital platforms…Here are three, outdated ways that some organizations still view the role of their respective websites – and how that old role has long since evolved.

 

4. Why Your Audience Is Not Buying Tickets Online (And Why it May Be Your Fault)

“While you may think that you’re making life easier for your potential visitors by selling tickets online, many organizations actually make the act of purchasing a ticket a more expensive and/or more cumbersome process for their would-be visitors… Here are four common conditions that may create needless barriers to your market purchasing a ticket online.”

 

5. Leisure Activity Motivation: How People Decide to Attend Your Museum or Visitor-Serving Organization (DATA)

“Data indicate that an organization’s own, internal offerings generally matter less to visitors than does the market’s perceptions of the surrounding macro-environment when it comes to motivating leisure visitation.”

 

6. Information Overload: How Case Study Envy Stifles Nonprofit Success

“Too many nonprofits seem to distract themselves from opportunities by making inappropriate comparisons between other organizations and their own… When considering case studies and the operations of other nonprofit organizations, it may help to keep in mind the following four items.”

 

7. Does Your Nonprofit Believe This Myth? The Best Indicator That an Organization is Bad at Social Media

“The easiest way to spot an organization that completely misunderstands the role of social media is to look for those boasting that it’s cheap or free. It’s not. And it hasn’t been for a while now.” Here’s why.

 

8. Marketing Your Nonprofit to Audiences That ACTUALLY Matter

“Many nonprofit executives are collecting information and doing everything in their power to keep up with nonprofit-dubbed best practices….and, perhaps that’s why a lot of them are still flailing…and why many will ultimately fail.”

 

9. Five Key Reasons Why Social Media Strategies Are Different Than Traditional Marketing Strategies

“We have a new platform that didn’t exist in the past – and it has changed a whole heck of a lot about how organizations “do” Communications…  perhaps because it has so drastically changed how the market views Communications.”

 

10. Social Media Degrees: The New Fool’s Gold for Nonprofits

“Here are the five attributes that organizations should try to avoid like the plague and that, quite remarkably, seem inherent to the type of person who may choose to pursue a degree or ‘certificate’ in social media.”

 

Cheers to an incredible 2014 for all of your nonprofits, museums, zoos, aquariums, theaters, symphonies, and other visitor-serving organizations aiming to inspire audiences! May this next year bring you and your organizations much success.

Thanks again for following along!

 

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Posted on by colleendilen in Big ideas, Blogging, Lessons Learned, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Change, Social Media, The Future, Words of Wisdom 2 Comments

What Museums Can Learn From Online Dating (Hint: Touch Really Matters) (VIDEO)

*Accessing this post via email and having problems viewing the video? You can watch it here

Is social media hurting the onsite visitor experience? Data suggest that in today’s world, museums need to be masters of both offsite communication (social/earned media) and onsite, face-to-face communication in order to be successful. Increasingly, a museum’s business strategy cannot thrive without one or the other.

Here’s a handy (pun intended) concept that I recently presented for thinking about the relationship that “digital touch” and “physical touch” play in driving museum visitation and maximizing visitor satisfaction.

Westmusings

I was honored to have had the opportunity to take part in the Western Museum Association’s first-ever WestMusings: Ten Minute Museum Talks in October in Salt Lake City.  What Museums Can Learn From Online Dating briefly traces a museum visitor from the visitation decision-making process through a museum visit and demonstrates how “digital touch” and “physical touch” work together to “seal the deal” of getting folks in the door to experience sparks of informal learning.

Here are those slides about reputation up close (what motivates the visitation decision and the diffusion of messaging).

While I spoke about museums in connection to online dating, I had the opportunity to take part in the WestMusings initiative with three, fabulous museos who imparted their own wisdom regarding museums and their connection to similarly creative topics: Scott Stulen of the Walker Art Center spoke about cat videos, James Pepper Henry of the Heard Museum spoke about culture clashes, and Carrie Snow of the Church History Museum spoke about roller derby (in full roller derby attire, no less)! Intrigued? Check out their WestMusings here.

 

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Posted on by colleendilen in Big ideas, Community Engagement, Education, Exhibits, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media 2 Comments

Does Your Nonprofit Believe This Myth? The Best Indicator That An Organization Is Bad At Social Media

Wheel ROI

The easiest way to spot an organization that completely misunderstands the role of social media is to look for those boasting that it’s cheap or free. It’s not. And it hasn’t been for a while now.

Social media arguably represents your single most impactful marketing channel. Believing social media is free is especially dangerous for nonprofit organizations. Carrying out an effective content strategy and monitoring online platforms takes time…a lot of it – not to mention talent, buy-in, strategy, cooperation, and integration. While social media may have initially boomed among nonprofit organizations due to the ability to set up free profiles on various platforms, that certainly doesn’t mean that maintaining an effective online presence is “cheap” – let alone free.

If you still think social media is cheap or free, then you are doing it wrong. Here’s why:

 

1) Time is money

And executing effective digital engagement strategies takes a lot of it. This point, however, is especially exacerbated for nonprofit organizations that frequently stretch employee responsibilities.  

What executives often refer to as “social media responsibilities” encompasses much more than simply “posting stuff on Facebook.” It involves the development and ongoing evolution of content strategy, constant content creation, real-time and ongoing “listening,” social care (e.g. Did you know that 42% of folks who post a question on your Facebook wall expect a response within one hour?), and keeping abreast of engagement strategies and evolving platforms in the digital media realm – which move at a breakneck pace. Cut corners on these and you may not reap the benefits of social and earned media, negating any investment in this powerful method of communication.

Think one person can do all this well while they are stretched thin with other responsibilities and expected to manage social media “on the side?”  Organizations that treat employee time and energy like bottomless renewable resources risk resource depletion, burnout, and speedy staff turnover. In terms of social media, turnover without a clearly defined social media strategy often results in inconsistent tone, sporadic postings, unclear calls to action, and alienating or inappropriate content (such as “selling” too hard or promulgating marketing messages that appear “spammy” and result in negative feedback).

 

2) Talent is money

Successful online engagement necessitates an understanding of how the market communicates and makes decisions – as well as a keen ability to align aspects of social media communications (like the Four T’s of Online Engagement) to optimize initiatives and individual posts. It takes an understanding of public relations and a knack for communicating with an open authority mindset.

What all this means is that it’s not likely that, say, Jack Smith – who suddenly has free time on his hands after serving as an A/V tech at last month’s donor event – taking over your online engagement efforts is a good idea. In fact, it’s probably a very, very bad one. Social media (and earned media and word of mouth resulting from social media efforts) are incredibly potent communication tools and they are easy to mess up…and the consequences can be colossal in terms of trust in your brand.

 

3) Hiring more people is money

Don’t have the time and talent on staff? You’ll have to hire someone. And as social care needs increase (i.e. as more and more people turn to social media for real-time conversation, information, and question-answering – a need which is already rather aggressive) you may need to hire more people.

 

4) Good content is money

Facebook’s algorithms generally aim to deliver more effective content to more people, while suppressing content that is unlikely to merit significant engagement. This means that your content needs to be engaging in order to reach the most people – or even to be delivered into your fans’ newsfeeds. Content is still king on social media, and as other organizations improve their content and initiatives, your organization will need to keep up or it will be drowned out by content that is deemed more effective.   Time required to create quality content aside (where much of this cost resides), creating this content costs money in terms of cameras and like technologies, staging, design, etc. This doesn’t mean that all videos or content must be “expensive” to produce in order to be successful – but it does mean that if you don’t have the tools to make content that will aid in engagement rates then…well, you just cannot create or maximize that strategy.

 

5) Effectively utilizing platforms is money

Social media monitoring tools often cost money – and monitoring (or “listening”) is critical for even social media mediocrity, let alone success. It’s possible to find “free” tools, but some require an investment to get to the information that may actually be helpful to your organization.

Also, social media platforms are increasingly becoming “pay-to-play” in regard to promoted or sponsored posts. If you want to stay in the “game,” it is wise to consider these options at least from time to time as they may help your organization rise above social media “noise.”

Finally, learning tools for your staff like conferences and webinars cost money. Unfortunately, this kind of development often gets cut within some organizations, but social media platforms and best practices are constantly evolving. Your organization may benefit to know what is going on so that it may adapt and most effectively utilize digital tools.

 

6) Buy-in and integration is money

Marketing is the wingman for your mission-based departments so that they may score some action with donors and constituents. In order for PR and Marketing departments to be most effective in delivering engaging messages, they need support (both content and ongoing communication) from multiple other departments within the organization. This means that – for effective organizations – there is a portion of nearly everyone’s time that is ultimately dedicated to social media initiatives. Social media requires time above and beyond “the usual suspects” within marketing and PR departments.

Within a museum, for instance, social media managers need aid from curators and collections staff in creating accurate, expert content. They need to coordinate with guest relations to uncover methods of communicating important dates and museum information. They need to be in constant communication with operations folks to answer questions about logistics and customer service – and in dialogue with education departments to answer content-related questions in real-time. Moreover, they need to work with development to make sure that members and donors are recognized and “courted” on social media platforms. In short, social media is an “every department” job and organizations that deny this are “leaving money on the table.”

 

Not only is social media NOT cheap, it is a very real investment. And it’s one that your organization would be unwise not to make. At broader, industry conferences, it always looks the same: an organization steps up to discuss their social media practices (presumably, because they think they are good at it) and start with a slide that says, “Why are we on social media?! BECAUSE IT’S FREE!”  It leaves me baffled and, indeed, wondering how they do it.

How can you execute social media strategies that bring about monetary support without spending any time on strategy (or anything else related to social media), without creating any kind of content, without any talent, with ignorance of all changing platforms, and without time or support from anyone? Increasingly, you can’t.  And if you think you can with a minor investment, then you probably aren’t seeing any of the real strategic, monetary benefits of having an online presence at all.

 

*Image photo credit goes to Rob Cottingham

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 colleendilen in Big ideas, Branding, Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media, Words of Wisdom 3 Comments