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

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

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

Data suggest that a sizable number of people report interest in visiting cultural organizations…and yet over thirty percent of those Read more

MoMA Sees Reputation Boost After Displaying Muslim Artists (DATA)

Here’s what market research reveals about MoMA’s decision to display artwork from artists hailing from the Muslim-majority nations affected Read more

Five Videos That Will Make You Proud To Work With A Cultural Organization

Let’s pause and celebrate the hard and important work of working with cultural organizations. Talk of defunding the National Endowment Read more

Data Reveals The Worst Thing About Visiting Cultural Organizations

The primary dissatisfier among visitors to both exhibit AND performance-based cultural organizations is something we can fix. What is the Read more

People, Planet, Profit: Checks and Balances for Cultural Organizations

It’s a time of change and evaluation for cultural organizations – and that’s a good thing. The societal current Read more

Digital Connectivity

The Viral Oreo: A Social Media Lesson for Nonprofit Organizations

Let’s be honest: Some people watch the Super Bowl for the game, others for the commercials, and others still – though this may be a new phenomena – for the social media buzz. (Enter: Me…glued to the Super Fish Bowl and refreshing the #MuseumSuperBowl, only looking up to watch commercials and all the while totally unaware of my beautiful real-life surroundings.) In the aftermath of Super Bowl XLVII, one particular happening (aside from the Ravens win) keeps coming up as a reliable conversation starter in my circles – the timely image that Oreo posted during the blackout that received over 15,000 retweets and 20,000 likes on Facebook:

Oreo

Buzzfeed quickly posted about how Oreo was able to get this ad up in a timely manner, but why this image has received so much attention is arguably more important. Moreover, there seem to be two, broad misunderstandings regarding the success of the tweet: that it was all about timing, and that this is an exemplary, stand-alone social media win. There’s a bit more to it…

Here is why Oreo scored a touchdown with this image and what nonprofits and businesses can learn from this marketing/PR play:

(…both puns intended).

1) It was a carpet bombing

We were carpet bombed, folks. Oreo grabbed us through multiple media outlets with a string of advertisements and the timely image sealed the deal, crossing marketing outlets in a way that seems to have blown our minds. We had all just seen the $4 million Oreo Super Bowl commercial on our television screens. This ad alone crossed the realm from television (generally low overall weighted value as a marketing channel) to social media (generally high overall value) because it enticed audiences with a brand participation opportunity on Instagram (“chose a side”). Oreo gained tens of thousands of new Instagram followers from its Super Bowl commercial alone.

This is a key factor in the consequent virality of the Tweet Heard ‘Round the World.  Oreo had already prepped the market for consequent communications and engagement. They were top of mind to all of us and primed for a win. Oreo knew this, as they were extremely prepared to create a timely ad at some point during the Super Bowl. The virality associated with the Oreo image isn’t just about social media. This is about marketing strategy and understanding the benefits of respective marketing channels and how they can work together to achieve a goal.

The Take-Away: Consider how social media plays into your own goals and overall marketing strategy so that it may be used most efficiently. Social media efforts are generally stronger with support from efforts on other marketing/PR channels and should not operate independently.

 

2) It was an ad on the one day when we are excited about ads

Audiences generally do what they can to avoid excessive advertising in day-to-day life. However, the Super Bowl may arguably be the single day of the year when we actually look forward to commercials. The fact that our tolerance may have been higher for advertisements on Sunday may have contributed to the Oreo image’s virality. It was clever. It played the game. It gave us exactly what we expected from one of the businesses promoting themselves during the Super Bowl – a smart advertisement. And, critically, it retained the genre classification…it just changed the marketing channel. Would this kind of ad have gone as viral on any other day (provided it was just as timely)? Maybe…but probably not.

The Take-Away: Be aware of what your audience is doing and thinking, and what they expect from you. Not all social media general best practices apply all the time (“Beware of posting blatant marketing messages”). In fact, success may come in finding the appropriate exceptions.

 

3) It was an all-in-one image

According to Pew Research, we increasingly suffer from A.O.A.D.D (Always-On-Attention Deficit Disorder). This may contribute to the trends we are observing of a movement toward a more visual web.  Images are quick and easy. They generally don’t require any additional clicks or even very much time to digest. Most importantly, however, images are easy to share.  The sandwich cookie’s PR and marketing team were smart not to divorce the image from the message as this allowed for easy amplification. In other words, they made sharing fool-proof for us.

The Take-Away: Make it easy for online audiences to promulgate and amplify your message.

 

4) It had perceived effort

It’s one thing to take what is in our digital back-pocket and repurpose it for a timely initiative. This has been wildly successful in garnering online attention before (even when it’s only passive). It’s another thing to think of a quick message and create a professional, branded image in the midst of a “hot moment” on social media. Perhaps that’s what is most impressive: not only did Oreo post something timely – they posted something new and clever. Like the most memorable lines of an improv comedy show, it was quick and it was created for the occasion.

The Take-Away: You want folks’ attention? Show them that you are working for it. Just because you are operating on social media doesn’t mean that it is necessarily low-cost or low-energy to do it right. Sometimes it takes good old hard work and preparedness.

 

5) It was relevant and posted quickly

This is undeniable. It was an image posted at the right time, and it was relevant to audiences (i.e. we all saw the blackout and we all experienced the stalling of the game). While being quick and timely may have be the most discussed takeaway of the initiative, “timeliness” was hardly the sole factor in the ad’s virality. In fact, organizations like the Getty and the National Museum of American History tweeted timely social media gemstones regarding the blackout whole minutes before the Oreo tweet was posted. While they certainly garnered attention, they did not achieve the level of recognition that the Oreo blackout ad realized. What arguably impressed us most is that all of the elements mentioned above were incorporated in a witty ad that came out quickly.

The Take-Away: Find a way to make your brand relevant when it counts. Aim to promulgate messages at times when they may hit a shared understanding with audiences. Timing matters.

 

No doubt, the Oreo ad was a big success with regard to online engagement and amplification. This kind of virality is helpful in making brands top-of-mind and (hopefully) sparking affinity for a product or business. While the story and virality of this ad offers significant lessons for nonprofit organizations on social media, the true outcomes of Oreo’s collective Super Bowl efforts will not be truly realized until we know if the ads were successful in strengthening the company’s bottom line and increasing sales.

At the end of the day, social media success pays off in elevating reputation and aiding in achieving organizational goals. If a “like” does not inspire a desired behavior, then – really – it’s just a “like.”

 

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 Digital Connectivity, Nonprofit Marketing, Trends Comments Off on The Viral Oreo: A Social Media Lesson for Nonprofit Organizations

Trust Your Audience: Data Debunks Nonprofit Social Media Fears

the scream

Despite the myriad good reasons to be using social media (including data indicating social media’s leading role in motivating visitation and donor support), some nonprofit organizations and museums have been hesitant to open content-related communications to online audiences. They wonder: What if someone posts something bad about us? What if they use our Facebook page to promulgate viewpoints that are contrary to our mission or practices? What if they say something inaccurate on our expert page?

Data suggests that fears regarding radical trust may be largely unfounded and/or dramatically over-emphasized. Why? Because there is proof that people do not believe everything that they read online. Though this may sound axiomatic or silly to some (“Of course people don’t believe everything that they read online!”), organizations that don’t trust their online audiences to make informed, intelligent assessments often cite this doubt as a justification to not embrace open authority. Simply put, many organizations are frightened by social media and the means by which it empowers online audiences to express their respective points of view – which may be negative about the nonprofit, factually incorrect, or even “irrational.”

The data concerning this reticence to trust is quite clear: Organizations that instinctively move to limit communications – or react to a crisis only when standing on the sidelines is simply no longer an option – are failing their constituents. Here are three things to consider regarding reticence to engage on social media due to fears of opening authority to others:

 

1. Data suggests that social media is used by the public to gather information to form opinions… and not as a tool to dictate facts

Online audiences visit your social media sites to assess how you react and engage with the public in order to determine their level of personal affinity with your organization. They want to make their own decisions about what they think about your posts…and, similarly, they consider comments from others (and your responses to these comments) as key components of their information-gathering process.

Consider data from IMPACTS regarding the general public’s trust of various marketing channels and note the level of trust that the public ascribes to social media:

IMPACTS- Trust in Marketing Channels

I’ve posted this data before highlighting the reach, amplification, trust and overall weighted-values of various information channels. It may well be the single most “expensive to acquire” data freely available to nonprofit organizations on Know Your Own Bone. (Read: I hope that you’ll please take advantage of this free-to-you information that was originally funded by for-profit clients. After all, that’s why I write!)

This data indicates the public’s relatively low trust in social media when compared to other information channels with higher publication thresholds (e.g. newspapers) and “traceable,” credible endorsers (e.g. word of mouth). While the findings suggest that social media is, overall, the most powerful channel as a source for information, it additionally indicates that the public understands that there are some crazy people on social media.

Online audiences do not believe that other fans typing on Facebook walls are writing truisms in stone. While these comments may exist for the world to see, what is more important is how organizations react to these comments…

 

2. Online interactions establish relevance and transparency… and may clarify negative comments that organizations fear

As described previously, online audiences referencing your website and social media platforms are making decisions about how to feel about your organization. It is important that you are transparent, trustworthy, and authentically engage with these potential online evangelists. Some may even test you like this little lady did in her post on the Smithsonian National Museum of Natural History’s Facebook page…

Smithsonian Facebook Comment

This interaction demonstrates the importance of responding to comments and interactions on your social sites – even, at times, when “negative” comments strike. If the museum hadn’t responded, the public may have perceived that the museum does not pay attention to online audiences, so why bother engaging? Worse yet, such perceived indifference may have actually inspired additional negative sentiment. At the very least, not-yet visitors to the Smithsonian National Museum of Natural History may consider that perhaps the museum is indeed “really boring” without having uncovered that feedback from this user was not sincere.

Nonprofit leaders need not fear comments such as the one above because being an “online organization” allows for both social media users and the nonprofit to uncover information that may aid other users in determining their level of trust in these communications.

 

3. Online interactions provide constructive feedback that, if acted upon, may position your nonprofit to evolve and thrive

While some executive leaders may claim to fear comments from less educated audiences than their own employed “experts” posting on social platforms, many may actually be concerned about receiving plain old negative feedback that stakeholders might observe on these same sites. They may fear that these critiques might then resurface in board rooms or donor conversations.

Avoiding feedback by denying a platform for conversation is rejecting low-hanging fruit to aid in the improvement of the organization. For executive leaders or marketing managers for which this is the case, well, you may have bigger issues within your organization than not being active on social media.

As the world changes (new technologies arise, new generations take the lead…), organizations confront numerous challenges. Often, the severity of these changes is correlated with how quickly the organization can evolve and adapt in alignment with changing constituent and stakeholder needs. Organizations that fear feedback may already know that they are behind the times. The solution to this is not to back away, but, rather, to consider embracing the insight that social media interactions may provide for your organization.

Leaders may be surprised how positively a simple, “Thank you for your feedback. We hear you and we’re getting started on fixing that by…!” resonates with online audience members with thoughtful, informative gripes (provided, of course, that you indeed start to address issues that arise and further complaints do not surface that may indicate insincerity). Also, executives and managers may breathe a little more easily knowing that – if a comment is legitimate – your organization probably (hopefully?) has the knowledge required to respond to thoughtful, negative feedback in a considered and helpful manner.

All this is not intended to suggest that negative comments do not have the ability to impact your brand. Instead, it suggests that organizations who fail to actively engage their audiences, do not respond to interactions, and adopt a “hear no evil” position when confronted by a challenging comment are doing themselves a grave disservice by not treating these moments as important customer service (and audience engagement) opportunities. In the end, if an organization rightfully considers thoughtful, negative comments as opportunities to listen, obtain feedback, and improve, and if the public is already considering the veracity of fan comments, what plausible excuse remains for an organization to fear social media?

You can’t argue with crazy. And, you can’t argue with facts. The public has figured this out. Isn’t it time that nonprofit organizations catch-up with the public when it comes to the ways and means by which we communicate with our constituents?

Barely a few weeks removed from our nation’s most recent Inauguration, please excuse me as I play off of arguably the most famous inaugural address in our history to drive an important point home for nonprofit executive leaders: When it comes to social media, perhaps the only thing that we have to fear is fear itself.

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 3 Comments

Adapt or Die. New Rulings on Social Media in the Workplace and What They Mean for Nonprofit Organizations.

Dilbert Social Media Fear

It’s no secret that some nonprofit organizations have been defensive about allowing folks to interact or “contribute” to the organization’s reputation or area of expertise online. (This terror is the basis of recent discussions regarding radical trust, for instance.) And, in a way, the terror makes sense from more traditionally minded members of the workplace – nonprofit organizations are heavily scrutinized and already have many stakeholders as it is (board members, constituents, donors). Understandably, (though perhaps inexcusably) social media and online engagement may be scary-to-the-point-of-suppression for those who don’t fully understand how it has changed the way that we communicate, connect with one another, and access information.

Some organizations have tried to exert control by putting forth aggressive social media policies. In fact, a nonprofit organization is the opening case study in this week’s The New York Time’s article summarizing recent court rulings concerning social media policies.

These recent rulings do not indicate that social media policies are a bad idea; rather, they suggest that social media policies that aim too strongly or aggressively to limit freedom of speech (and then use these policies to take away jobs) are a bad idea.  But, in reality, organizations too ignorant to understand the role of social media in society may be doomed to confront significantly larger problems than disgruntled, chatty staff members. Assuredly bad though that may be, developing a reputation for a lack of transparency and suffering from the negative word of mouth that inevitably results from stifled and contrived social media communications is likely to jeopardize an organization’s relevance in the competitive market much more quickly than a Negative Nancy with a Twitter account.

Here are some key take-aways from the article regarding rulings:

  • Recent rulings by the National Labor Relations Board “generally tell companies that it is illegal to adopt broad social media policies — like bans on “disrespectful” comments or posts that criticize the employer — if those policies discourage workers from exercising their right to communicate with one another with the aim of improving wages, benefits or working conditions.”
  • “But the agency has also found that it is permissible for employers to act against a lone worker ranting on the Internet.”
  • The agency has pushed companies such as General Motors, Target and Costco to rewrite their social media rules.
  • National Labor Relations Board officials “say they are merely adapting the provisions of the National Labor Relations Act, enacted in 1935, to the 21st century workplace.”

 

The critical take-aways for nonprofit organizations from these recent ruling are less tactical and more strategic and conceptual – and absolutely necessary. Here are four guiding principles that nonprofit organizations may benefit by adopting:
 

1) Stop being scared of social media

Web and social media are the public’s number one method of accessing information – and social media plays a leading role in driving the decision to visit a museum or other visitor-serving organization. Social media is critical to increasing online reputation, which directly aids in long-term financial solvency. An organization that runs from social media, or tries too hard to control it rather than contemplating how the organization may benefit from digital communications, may risk speedy irrelevance. For quote-lovers, a harsh reality of being a leader may be summarized here: “You have to be comfortable being uncomfortable.” The world moves. Times change. Social media is here and it’s important.  Embrace it. Or, if you prefer photo quotes, this one may be more inspiring…

 seth godin quote

2) Consider what your social media policy is supposed to do

Not all social media policies are stifling. In fact, having a smart social media policy is wise for nonprofit organizations. Effective social media policies should:

  • Provide staff members with the tools and information required for them to optimally communicate with/about the organization. Chances are your employees actually want to help your organization succeed online. Show them how they can do that.
  • Outline expectations for social media interactions, etc. Have an organizational Code of Conduct? This is a good time to remind folks that these rules apply offline and online.
  • State that leaders are open to feedback…and encourage team members to channel thoughts that may reflect negatively on the organization to higher-ups who intend to listen and work to find viable solutions instead of broadcasting their critiques to the less specifically-concerned web.
  • Remind staff members that negative posts about the organization indeed reflect poorly on the organization. Again, chances are that your employees are actually out to elevate the organization and its mission.
  • Underscore items that staff members truly should not communicate. For example, if members of your organization have security clearances or work with sensitive or confidential information, restrictions concerning the disclosure of this information should be clearly articulated. In other words, be detailed about what is okay to share and what is off-limits.
  • Encourage social sharing. Let staff members know that positive word of mouth marketing has an impact on promulgating your mission. If staff members believe in your cause, encourage them to share it personally.

 

3) Understand that staff member satisfaction (now more than ever) strongly affects the reputation of your organization and, ultimately, your success.

It may require a bit of a change in the minds of executive leaders, but thanks to the increased use of social media, staff members are also critical stakeholders in much the same way as are donors, board members and other constituents. It’s been vogue for some time now for leaders to issue generic platitudes along the lines of “Our most important resource is our people,” but this sentiment, while arguably always true, is now on display to the world.  Smart organizations know how to leverage these most valuable resources.  Staff members are your behind-the-scenes evangelists – the people whom the world looks to for the “inside scoop” about how your organization functions. What is best for them is – increasingly often – also best for you and your organization. Understanding this is critical for creating a successful social media strategy. As recent rulings indicate, dealing with lone perpetrators who conduct real offenses on social media may be actionable by punishment…but don’t assume that all staff members are “out to get you,” or cannot be relied upon to promulgate positive, personal messages. If you don’t trust your online audience, online audiences will not trust you. The same rule applies in this day and age for employees. More to the point, if you lack sincerity in declaring the importance of your people, then be prepared for your people and constituents alike to rightfully judge you harshly.

 

4) Know and accept that your “internal” culture is external

Like the merging of personal and professional realms that increasingly seems to be occurring in society today, the line has also dissolved between what happens inside of your organization and what happens outside of it.  Recent rulings indicate that there isn’t “protection” for organizations on this front. In fact, nonprofits and businesses alike may do themselves a grave disservice by ignoring the connection between internal culture and how that culture is perceived externally. Anything your organization says or does to upset staff members may indeed be held against you. And – in the age of social media and the desire for transparent organizations – perhaps it should be. This is not a reason to be scared of staff members. Instead, it is a reason to empower them and pay attention to them. Organizations may benefit by paying extra attention to their internal cultures because if the culture or morale is negative, chances are that connected staff members may have communicated this fact on social media. Perhaps it wasn’t meant to be hurtful to the organization. Perhaps the employee felt that they had nowhere else to go.  Regardless of the rationale, their communications regarding their grievances have been deemed a reasonable exercise of their First Amendment rights. The best way to prevent an unfortunate airing of an organization’s dirty laundry is to prevent it happening in the first place. Maintain a positive, supportive culture internally and give staff a safe forum to discuss key workplace issues. If “lone workers” promulgate unfair, inaccurate, or inappropriate messages, deal with those situations individually. And, chances are, if you are truly cultivating a positive culture, those “lone workers” will indeed be “lone workers.”

 

These recent rulings are indicative of the fact that society at large is still adjusting to how to adapt to social media and the changes in communication that it brings. Down the road, other rulings may be inevitable as society tests the limits of social media and online behavior. As new legal regulations develop, intelligent organizations will continue to adapt.

If your nonprofit has a social media policy with “blanket” rules for behavior on social media, you haven’t done anything wrong. But it is your responsibility to evolve and stay legally ahead-of-the-game. If your organization’s policy is too broad, now may be the time to open it back up and write in more details or discuss appropriate repercussions for violating the policy. And when you close the policy and roll out the changes, understand that you may not be closing it for good. And understand that that is okay.

 

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 credits to mediabistro.com and Venspired.com

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Nonprofit Marketing, Sector Evolution, Trends 4 Comments

Social Media: The Every-Department Job in Nonprofit Organizations


So, this “Internet” thing? It’s here to stay. It’s perhaps a hefty statement, but in this age of increased transparency and digital communication, your marketing team may well be the single most valuable department in your organization. (I’ll explain…)

Marketers aren’t increasingly important because they are necessarily smarter or have more talent than do the valuable resources in your organization’s other departments. It’s because the job of the communications, marketing and public relations professional has evolved from being a single funnel to media outlets streamlining promotional messages on behalf of an organization, to serving as several funnels to different, targeted demographics based on content from several different departments in a manner that achieves an organization’s long-term goals. Today, great marketers in visitor-serving organizations show the world how every other department shines. (And when they do it well, they shine, too)

It’s no secret: As I’ve said before, social media does not belong to the marketing department. It’s critical to open up communications between your marketing department and other departments. Your organization will need all of these connections in order to succeed in attracting visitors, building affinity for your brand, connecting people to your cause, and securing donors. Consider this. Here are six critical keys to social media success, and all six rely on cooperation with other departments:

 

1. Killer content (Marketing needs Education)

Engaging content is the key to success in social media. Content is currency. Engaging content keeps organizations top-of-mind and increases reputation – a key driver of visitation. It keeps your nonprofit in folks’ Facebook newsfeeds and gets you re-tweeted, shared and liked. It increases your reach and online audience. Content drives interaction, which drives affinity, which drives support. Arguably the best place to find this engaging mission-related content is from your organization’s scientists, educators, and interpreters. They are natural suppliers of fun-facts – they can uniquely tell you when behind-the-scenes activities take place, and they generally provide the “wow factor” for education-based content.  Moreover, because many members of this department are public-facing, they already know what visitors consider interesting. Without the Education Department, marketers would have nothing to share except updates on their morning meeting about media ad buys… and, fortunately, they know better than to tweet about that!

 

2. Community management (Marketing needs Visitor Services)

Did you know that 42% of individuals using social media expect answers to the questions that they ask online within one hour? This is often made difficult because many nonprofit organizations (and shockingly, several museums) still “go dark” on the weekends (typically, the busiest times for museums)! Social media is increasingly a platform for customer service – and timeliness counts. Marketers must rely on an organization’s Visitor Service team in order to provide important information regarding pressing customer service questions.  We call this “social care” and it is critical online. Nielsen has released their 2012 Social Media Report . Take a look at some of their findings:

 

3. Cultivation of evangelists and supporters (Marketing needs Fundraising)

I just lied for consistency purposes. In reality, Fundraising needs Marketing. Online giving continues to grow by 13.1% year over year, and online giving currently accounts for 6.3% of total giving. BUT organizations do a disservice when they assume that online giving is the only type of giving strongly connected to marketing. Web platforms and social media are the single most powerful marketing channels used for obtaining information – including gaining information for making visitation or giving decisions. Even if someone gives in-person, over the phone, or by mail, chances are that the connection was strengthened by digital communications. Marketing and Fundraising Departments can (and should!) work together to make lists of potential evangelists who are likely to spread the organization’s message, and social media can help identify folks with an existing affinity for the organization with the inclination and/or propensity to become members or donors. I’ll be so bold as to highlight an increasingly-relevant truism: Marketers don’t need fundraisers to be successful at marketing, but fundraisers need marketers to be successful at fundraising. In my experience, “old-fashioned” fundraisers hate this…but, generally, when you take stock of the current condition, “old-fashioned” fundraisers aren’t succeeding right now.

 

4. Unique initiatives (Marketing needs Exhibits)

This ties back to killer content. Exhibits teams have access to important, exclusive information that can pique online interest. They know when there’s a big, wrapped mystery being delivered on the loading dock, which animals are giving birth, why exhibits are placed where they are, and (like their colleagues in the Education Department) they know a nice bit about how people learn. Most importantly, they can facilitate unique initiatives like online animal-baby naming contests and help arrange special programs/experiences that can be value-adds as prizes for online engagement (Related note: Please don’t offer discounts over social media. The short-term, “subsidized” bump in engagement has significant, long-term, negative consequences for nonprofit organizations.) Exhibits teams can help allow for open authority opportunities that increase reputation, open conversation and “make everyone a curator.”

 

5. Ability to experiment (Marketing needs Executive Leadership)

Social media and online engagement best practices and measurements evolve, so goals need to evolve, too. For instance, most of the museums that I work with don’t have a real budget for Facebook aside from human capital or full-time equivalents (read: someone’s time). However, Facebook’s recent changes to Edgerank (Facebook’s status-delivering algorithm) have made the platform more pay-to-play with promoted posts and sponsored stories. Now, organizations would be wise to consider that maximizing engagement on Facebook may require a sustained monetary investment. It also makes compelling content from various departments even more important.  In sum, social media isn’t about evolution…it’s about revolution.  Changes are nonstop, big and fast. Leaders need to embrace the inevitability of change.

 

Also – and much more importantly – executive leadership buy-in is a key element to creative engagement. The best, most-famous examples of online engagement in museums (think Museum of Science and Industry’s Month at the Museum, or Indianapolis Museum of Art’s Online Dashboard, or museum directors betting artwork on the superbowl) required not only permission, but a willingness on leadership’s part to take on these initiatives.  To take engagement to the next level, marketers need to understand that yesterday’s “how-to” manual is already obsolete. To have permission to innovate better practices in this rapidly evolving space, marketers need to be talking to leadership.

 

6. Human Tone (Marketing needs Human Resources)

Social media policies are best practices in organizations. In the digital era, folks want to know the people behind the computer screens. This also means that audiences can be drawn to staff members with their own online brands. These brands and real-life experts can be very helpful for organizations seeking to increase their respective reputations. Here are some famous ones in the museum world.  However, organizations also risk having folks say inappropriate things online, share private information about an organization, and occasionally display less-than-awesome online behavior. The Human Resources Department plays a critical role in managing staff members’ online behaviors – they are a marketer’s “safe harbor.”

 

We do our organizations a grave disservice when we shrug and call communications – and especially social media – “Marketing’s job.” Increasingly, social media is everyone’s job (at least parts of it).  Successful organizations understand the need for everyone to participate in the overall communications effort. Marketers don’t merely communicate, they collaborate.  We aren’t solely about content, we’re about connection.  And, the best amongst us understand that we can’t do it alone.  Our success – indeed, the success of our organization – is a product of giving EVERYONE in the organization doing the most important job.  We’re all marketers.

 

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 edit based on meme by KSB

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Social Media: The Every-Department Job in Nonprofit Organizations

Two Critical Reasons To Target Your Fundraising & Nonprofit PR Strategy Toward Millennials (DATA)

It seems as if everyday I’m seeing another “best-in-class” organization announce a smart, new nonprofit PR strategy designed to better engage millennials. Millennials are the largest generation in human history, and represent the second-largest demographic in terms of buying power. Millennials also think and communicate very differently than their generational predecessors – and, accordingly, require different marketing and communication strategies.

There has never been a better time to have a public service mission because millennials are (relatively speaking) optimistic about their financial futures, and they consider themselves to be particularly generous. Data concerning millennial perceptions point toward two, informative reasons to target Gen Y with marketing and fundraising efforts:

 

1) Millennials are less worried about their families’ financial futures than are older generations, making them beneficial comparative targets for fundraising and marketing efforts.

Chalk it up to unique characteristics of Gen Y or the general optimism of youth, but millennials are not only less worried about the financial futures of their families than older individuals, but they are less worried than they were in 2008. Older individuals, however, are more worried. This suggests that there’s an opportunity to cultivate affinity with this demographic, as they may perceive themselves as being able to support your nonprofit in the future if they cannot support you right now.

While millennials certainly are feeling the effects of being the “screwed generation,” data suggests that we remain optimistic about our long-term futures…even more so than folks who could be considered “less screwed.” And, while millennials are spending more than they earn, they are still spending (and, thus, could be supporting nonprofit charitable causes if engaged adequately).

Regardless of whether members of this demographic have the money right now to make up your major donors (some do!), they believe that they will – and they are rather confident about it. Engage this demographic now so that the payoff will be there later. When they get the money (if they don’t have it already), make sure that your organization is top-of-mind and a quality relationship is already intact.

 

 2) Millennials consider themselves to be particularly generous compared to the self-perception of older individuals, presenting a potential opportunity for organizations to tap into Gen Y’s sense of self.

When IMPACTS pulled this data, the company CEO called me and asked, “On a scale of one-to-ten, how generous do you consider yourself to be?” I said eight. He burst out laughing and said, “and so do all of your buddies!”

Perhaps I should be embarrassed, but I’ll own up to the truth behind that finding! The self-perceived generosity of “my buddies” has been stable over the last few years – and it’s rather high! It is especially high compared to the dip in self-perceived generosity that older individuals have experienced.

This is good news for museums and nonprofit organizations because this data suggests that generosity is built into our own self-perception. We think of ourselves as “giving” people.  Conceptually, giving to nonprofit organizations fits nicely with our own personal brands. It’s our job as nonprofiteers to match up the desire to be generous with social missions. Marketing your nonprofit and targeting engagement initiatives toward members of Gen Y will pay off in the future (if it hasn’t already) – but engagement needs to start now. Increasingly, nonprofit organizations’ “bread is buttered” by this new, enormous demographic.

 

Given this (and other compelling) data, doesn’t it seem silly that any organization would continue to exclusively target their efforts toward individuals who are more financially “worried” and consider themselves to be less generous than those who make up a significantly larger, more optimistic generation?

 

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Posted on by Colleen Dilenschneider in Community Engagement, Fundraising, IMPACTS Data, Millennials, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Two Critical Reasons To Target Your Fundraising & Nonprofit PR Strategy Toward Millennials (DATA)

The Millennials Are Here: 5 Facts Nonprofits and Businesses Need to Know

Ever since it became irrefutably clear that Generation Y (or Millennials, commonly defined as those born between roughly 1980 and late 1990s) would outnumber the vaunted baby boomer generation, nonprofits and for-profit businesses alike have been talking about the need to prepare their respective organizations for this massive population bubble. When data emerged that members of Gen Y might think and communicate differently than the generations that preceded them, organizations kept talking. “The millennials will be coming soon,” they said. Indeed, many less-prepared organizations are still saying it…

The fact is: The millennials aren’t coming.  They’re here now.  And the time has finally come when organizations will start to sink or swim based on how effectively they engage this demographic.

I am a Millennial. For better or worse, my colleagues at IMPACTS will quickly confess that I embody nearly all of the general characteristics that define my generation (I’m an over-educated, hierarchy-denying, collaborative, public service motivated, “super special,” connected, social media addicted, perhaps-a-bit-professionally-high-maintenance, optimistic, parent-loving, digital native). Despite all this, I seem to have slipped into a rare space: I’m a member of Gen Y who works almost exclusively with the baby boomer leadership of multiple organizations. In this way, I like to think of myself as an ambassador for my species.

And I think it’s a strange place to be. Though it’s in me as well, I cringe when I see members of Gen Y break the chain of command and grab the CEO of a large organization in the hallway just to bowl him over with handfuls of underdeveloped ideas. By the same token, I feel uneasy when boomer leaders dismiss those same Gen Y “idea nuggets.” Or worse, when they imply that millennials “are just like my kids. And my kids don’t run my organization.”

Take it from a millennial: Gen Y can be insufferable at times. But, yes, they do and will run your organization.  It’s not necessarily because they are smarter, faster, better or wiser than other generations. It’s simply because they are bigger. Much bigger.

Here are five fast facts that nonprofit and business leaders must embrace in order to effectively manage, market and operate their organizations:

 

1) Millennials represent the single largest generation in human history.

Until Gen Y came along, baby boomers represented the largest generational demographic in the United States. However, millennials aren’t nicknamed the “Echo Boomers” for nothing. At nearly 90 million strong, millennials have baby boomers outnumbered by an estimated 20 million people. As boomers age, the divide will continue to grow. This statistic alone should be more than enough to make executive leaders pause to consider the future of their organizations, but there’s more to this quick fact that should inform organizational development and a marketing or PR strategy: Millennials are not only the largest, but also the most educated, underemployed, optimistic, plugged-in, nonreligious, and democratic generation in human history. These characteristics will meld to affect how your organization engages constituents, donors, and customers.

 

2) Millennials are the first-ever generation that will run America for at least 40 years straight.

Millennials who have children are not having as many of them as their baby boomer parents. Moreover, Gen X (which is only roughly half the size of Gen Y) has neither the volume nor is actively having enough children to indicate the coming of another large generation. Simply put, America’s birth-over-death rate is not increasing. What this means is that – unlike the position of the baby boomers who had more children and at a younger age – millennials will remain the largest generational demographic in the United States for a much longer period of time than the baby boomers. Due to their size and the current birth-over-death rate, IMPACTS data indicates that Gen Y will remain the largest generation in existence for the next 40 years (at minimum).

This is significant information from the standpoint of an executive leader. Nonprofit organizations and businesses may be tempted to invest resources in cultivating members of other generations (or even in learning the values of Generation Z as they come of age) – and this may be a good idea at times – but no generation within the next four decades will have the size and potential buying power to influence your organization more than Gen Y.

 

3) There are more millennials in the U.S. than any other age group.

Though many organizations still prefer to consider millennials to be a demographic that will “someday” affect them, millennials already make up the largest living population cohort in the United States. If you want to generally aim marketing efforts to engage only one demographic, Gen Y has the most targets. Moreover, the youngest of this age group are forming personal consumer habits as individuals. The oldest of this generation are having children and shaping the consumer behaviors of their families. In other words, right now is a good time to pay attention to these folks.

 

4) Millennials will have the largest buying power in the U.S. by 2017.

Millennials are predicted to surpass baby boomers in buying power by 2017. If your organization is not already strong in the habit of marketing to millennials, you may be operating at a loss until this new way of thinking becomes ingrained in your strategy.

While knowing that Gen Y will reign supreme in buying power by 2017 is critical, organizations may also benefit to pause and consider that, right now, millennials are a very close second to baby boomers in current buying power. Organizations often get misled and mistakenly focus their engagement efforts on the “next generation” of buying power in purely chronological terms (i.e. Generation X). But because Gen Y is twice the size of Gen X, its sheer numbers dwarf the market potential of its nearest elders. When considering your organization’s programs and audiences with regard to resource allocation, this may be important to keep in mind right now.

 

5) After the 2012 election, millennials will largely determine the outcomes of the following six presidential elections and the public policy priorities that will affect your organization.

If you’re not a millennial, the 2012 presidential election will be an important one for you – whether you realize it or not.  Again, due to Gen Y’s size and the ever-dwindling numbers of traditionalists and boomers, millennials will largely determine the outcomes of the following six presidential elections. Will all other generations still have an equal vote? Of course. But because they make up the largest generational demographic within the population by such a large measure, the outcomes will be determined by millennials. Or rather, it will become impossible for a candidate to win an election without appealing to millennial values.

Think about that for a moment: If you’re operating an aquarium or a zoo, might evolving generational sentiments concerning captive animals pose an existential threat to your current business should new legislation restrict the capture and/or breeding of certain species?  How would a significant overhaul of the tax code – one that dramatically limits or eliminates the tax-related benefits of charitable contributions – impact your organization’s business model?  For an already platform agnostic generation used to consuming content on their iPads, how would the deregulation of broadcast airwaves and bandwidth affect the viability of a live audience-supported performing arts venue?  Yes – Millennials will elect Presidents…but, perhaps more importantly, they will set the legislative agendas and public policies for the next many decades.

 

Many folks – millennials included – may find these facts terrifying, but they are true and inevitable. Though how we react to them is up to us, one thing is for sure: organizations that do not work to appeal to and engage with millennials may have a difficult time not only remaining relevant, but, indeed, surviving. Your more traditional consumers just won’t be calling all the shots anymore.

In fact, they already aren’t.

 

Like these posts? Get more information about millennials and nonprofit marketing by liking my Facebook page or follwoing me on Twitter.

Posted on by Colleen Dilenschneider in Community Engagement, Millennials, Nonprofit Marketing, Sector Evolution, Trends 3 Comments

The Top 5 Mistakes Nonprofits Make When Attempting to Engage Celebrities

Michael Phelps has started his own nonprofit focused on growing the sport of swimming and promoting healthy and active lives.

The Olympics have long come to an end and America has a whole new set of heroes and celebrities with newfound fame and glory. As a marketer, it was almost impossible to watch the Olympics without contemplating the celebrity, ubiquitous sponsorships, and nonstop social media involved in this worldwide event. Perhaps it is because of all this marketing and public relations excitement that celebrity sponsorship seems to be top-of-mind for many of the organizations that I am working with right now.

Though I focus the bulk of my efforts serving the nonprofit realm, my colleagues at IMPACTS do a significant amount of work with the entertainment industry. Operating in both the entertainment and nonprofit sectors comes in handy when these worlds collide. And, when it comes to nonprofits asking for celebrity endorsement or spokespeople, the two worlds often crash! We see a lot of nonprofits going about things all wrong…

Want to know how to increase your chances of getting noticed? Here are five mistakes that nonprofits often make when reaching out to celebrities and what you need to understand when considering your ask:

 

1) Understand that being a nonprofit is not unique.

When asked why they think celebrities will consider taking part in an event, many nonprofit folks seem to respond, “because it’s a good deed. We are a nonprofit!” I hate to be the bearer of bad news, but your organization is probably not the only one asking for a celebrity’s time and energy in the name of social good.

Many big celebrities receive several requests for services each day. This includes requests for pro bono work from nonprofit organizations, asks for appearances at reduced rates, requests for time and even for donations. Nonprofits generally over-estimate the uniqueness of the opportunity for a celebrity to align him/herself with a social mission. Celebrities can do this without your nonprofit (many simply start their own foundations or nonprofits). This needs to be understood in order for your nonprofit to make a compelling ask.

 

2) Immediately articulate the return on investment in terms that matter most to the celebrity (not to you).

When reaching out, come knowing the details and exactly why your mission fits with the celebrity’s mission and overall brand persona. Don’t lead with the “charity” card, lead with the “fit” card (though charity might be an element of that). Ask yourself, “how can we help the celebrity do what they care about?”

One of the biggest mistakes that nonprofits make is assuming that A and B are the same circle. (“How could this celebrity not care about youth homelessness?!”) Even if a celebrity – or any person, for that matter – cares deeply about your cause, they are not your nonprofit. They have their own story, connections, and attitudes toward the cause. Successful organizations will do diligent research, find out where passions cross, and make an ask or create an event that caters to that unique focus. They make sure there’s a good fit so they can make the right ask.

 

3) Do not overestimate locality.

In the connected world that we live in today, celebrities don’t “belong” to any single place. In fact, they often strive to be a global brand. Understand that when asking a celebrity to do a hometown event, you should do your research to be sure that the celebrity actually is actively involved with or maintains connections to that town. While having the “hometown” card (or a similar location-based affinity card) in your hand may be helpful, don’t overestimate it as a driving indicator of fit.

 

4) Know that your nonprofit lends credibility, not reach.

Many (mostly larger) nonprofits misunderstand what they bring to the table by trying to bait celebrities with statistics on reach. If you try to encourage engagement by saying, “our museum has 1.5 million visitors annually,” to a celebrity who had 4.5 million people see their movie last weekend alone, then something is wrong. Already, Olympic swimmer Ryan Lochte has sponsorship deals with Speedo, Gatorade, Gillette and Nissan that place him at the center of their respective global marketing campaigns…not to mention 1.1 million eager Twitter followers of his own!  Celebrities have reach. That’s likely a large part of the reason why you are contacting them in the first place.   Moreover, they often are “handled” by their own Dream Team (of sorts) of A-List PR and marketing experts.

However, many nonprofits do have something that can be extremely valuable to a celebrity that isn’t always capitalized on by the organization when making an ask – credibility. Celebrities that align themselves with authoritative nonprofits choose to align their respective brands with reputable, trusted endorsers. For celebrities with causes that they greatly care about, this can be a big driver of engagement. In sum, understand that reach is what your brand is getting and authority and credibility can be a powerful thing that your brand is giving.

 

5) Make it easy to say “yes” and understand that if you are requesting their skill set, you should offer to pay them.

While time is indeed money, asking a celebrity to work for free is still different than requesting an appearance. For instance, if you want to hold a concert with a well-known musician and sell tickets as a fundraiser, you should generally expect to pay the talent. In a few instances that I’ve witnessed, the celebrity has declined the fee and/or donated back the fee. However, even if they don’t demonstrate such largesse, nonprofits must understand that it is not their right to a celebrity’s free talent.

Also, it is critical to understand that big celebrities get many, many requests (paid, unpaid, nonprofit, for-profit) every day. In order to be considered, you must have your ask well articulated. A celebrity’s publicist is not your nonprofit’s party-planning committee and they don’t want to be. Make it easy for the celebrity to say “yes.” If you come in having done your research and knowing exactly what you want and what you can offer in return, you’re saving time and increasing the likelihood of engagement.

 

In sum, do your research, be thoughtful in your ask and approach, and don’t overestimate the power of any potential surface fit (your status as a nonprofit or your location, for example). Like attracting donors, you need to know what drives the person and not just want their brand is, but what the celebrity wants their brand to be. Have an idea of how you can help the person get there.

Posted on by Colleen Dilenschneider in Community Engagement, Fundraising, Myth Busting, Nonprofit Marketing, Trends 2 Comments

Open Authority: 3 Reasons Why You Need To Incorporate it Into Your Nonprofit PR Strategy

Incorporating an “open authority mindset” into your nonprofit’s PR strategy may be increasingly critical for remaining relevant, cultivating evangelists, and achieving your social mission. Here’s why. 

The Smithsonian New Learning Model is based upon open authority

For museums and information-based nonprofits, giving up control of authority can be a challenge in this day and age…but we already know this. Museum and nonprofit communities have focused energy on discussing radical trust, or the confidence (or lack thereof) that any structured organization has in empowering online communities.  Best practice evolution dictates that a successful PR strategy must no longer dwell on self-focused radical trust. Instead, we must look outward to mirror organizational best practices and incorporate open authority.

Radical trust is an “us problem” and thus, it is irrelevant to our constituents and potential donors.  It deals with the confidence that organization leaders have had (or haven’t had) in opening up their brands to contributions from online communities. Yes, it’s an issue to be named, but it’s not a solution.  Open authority is the goal – and it focuses on neither organization nor constituent, but both as one. And achieving this goal may be critical to organizational success.

What is Open Authority?

Open authority is a new model in museum authority proposed by Lori Byrd Phillips in which a museum’s authority is (as it sounds) opened up to broader audiences and created with help from the public on open platforms.

Open authority is what’s happening with the merging of museums (places of authority) and the open web, which allows for the location-independent contribution of information and “outside authority.” In a nutshell (in my own words): museums and information-based nonprofits may be forced to embrace the spread of authority. Organizations that embrace this model may reap the benefits of remaining top of mind, maintaining long-term relevance, and may better pursue their social missions.

Examples of Open Authority in Action

  • Wikipedia: At the time she proposed this model, Lori Byrd Phillips was the Wikipedian in Residence at the Children’s Museum of Indianapolis and was therefore specializing in an open platform that is perhaps the easiest example of open authority. On Wikipedia, folks from the open web weigh-in, make changes, and lend their own knowledge to topics. But open authority is not just about engaging off-site. In October of 2010, the Brooklyn Museum included Wikipedia into their exhibition on women and pop art, Seductive Subversion. The museum offered iPads throughout the gallery, and encouraged visitors to check out Wikipedia pages on artists featured in the exhibition. This was a collaborative effort between the museum and the open web, as museum employees joined the Wikipedia community to edit and fill out pages prior to the exhibition. This melding of information displayed the Brooklyn Museum’s willingness to “open authority” to the public and integrate that knowledge into their brand. Here’s the cool thing: within the exhibit, Wikipedia was actively consulted. Of the 32,000 visitors to the exhibition, there were roughly 12,000 sessions of one or more visitors consulting Wikipedia pages on the iPads. They were used for an average of 10 minutes at a time with an average viewing of 11.18 articles.

 

  • Crowd-curation: But open authority doesn’t exist solely on Wikipedia, either.  Now, Lori Byrd Phillips and the Children’s Museum of Indianapolis are conducting an interactive program called 100 Toys (And Their Stories) That Define Our Childhood in which online audiences can vote for their favorite childhood toys in order to unveil a ranking of popular winners. In other words, the public is creating an authoritative list – and the museum is facilitating its creation.

 

Here are 3 important reasons to immediately integrate open authority into Your PR strategy mindset:

 

1. It helps you achieve your social mission while heightening credibility and increasing reputation, which is a key driver for visitation.

Eric S. Raymond summarized his “the Cathedral and the Bazaar” theory on open source software with this quote: “given enough eyeballs, all bugs are shallow.” Getting more eyes on problems helped solve them more effectively and efficiently. This is the entire premise behind the celebrated open wiki for web and new media strategy by the Smithsonian Institution. On the site, the SI explains, “we have really smart people here, but compared to the community of external experts we’re a tiny, tiny group.” Opening up authority is likely to make your organization more – not less – authoritative because you are channeling all experts, not only those on staff. This may serve to increase credibility and reputation – a driver of attendance to visitor serving organizations.

2. It allows your organization to connect with Millennials by personally engaging them with your brand… while showing the importance of your mission.

Open authority plays on many of the best practices for marketing to Millennials – your next generation of stakeholders, visitors, donors, and constituents. Open authority creates buy-in and allows audiences to participate. And while contributing, audiences become better acquainted with your mission. For instance, if you are an aquarium promoting conservation and allowing others to contribute tips for living a green lifestyle, then you are allowing participants to be evangelists for your cause and personally align themselves with your mission. And we Millennials like that. Consider the following statistics:

  • 66% of millennials will recommend products/services if the company is socially responsible
  • 83% of millennials will trust a company if it is more socially/environmentally responsible
  • 74% of millennials are more likely to pay attention to a company’s message if the company has a deep commitment to a cause

An open authority mindset is critical for connecting with millennials. Start building those connections now.

3. It leverages online participation in order to raise awareness of and amplify your social mission.

Anyone can contribute in the era of the open web. It’s not a matter of “if,” but a matter of “how” people will use this opportunity to connect with other individuals and spread messages virally. Everyone can have his or her 15 minutes of fame in this day and age. ZAMs and other nonprofits will benefit by leveraging these 15 minutes of fame by offering folks opportunities to contribute to the museum’s authority. Let people share your message – especially since word of mouth and social media are particularly effective marketing tools. Give them a productive way to lend knowledge online and they just might take you up on it. If they do, your own organization stands to benefit in the long run.

Issues regarding radical trust will not evaporate – nor should they. However, focusing on open authority instead of the self-oriented issue of radical trust is likely to take us farther as a sector. Open authority looks outward and focuses on how to, indeed, “open authority” to the public.

A good leader knows that he cannot do it all, and must receive help from his team to reach his goals. So, too, must museums and nonprofits increasingly work with their team of the broader community in order to best remain relevant, maintain financial support, and pursue their social missions.

Posted on by Colleen Dilenschneider in Community Engagement, Nonprofit Marketing, Sector Evolution, Trends Comments Off on Open Authority: 3 Reasons Why You Need To Incorporate it Into Your Nonprofit PR Strategy

The Importance of Social Media in Driving People to Your Museum or Visitor-Serving Nonprofit (DATA)

There’s a lot of conversation about the ROI of social media and confusion about how to explain its importance to executive leaders. Need help? Here’s some data behind how social media drives attendance to visitor-serving organizations (zoos, aquariums, museums, botanic gardens, theaters, etc). The research provided here is courtesy of IMPACTS.

It’s as easy as 1-2-3 (or, rather, the transitive property in mathematics):

1. Reputation is a major motivator of intent to visit

The above data indicates the index value (i.e. the relative importance) of select factors (“utilities”) that influence the market’s decision to visit a visitor-serving organization (VSO).  The way to consider this data is that utilities with index values greater than 100.0 bear a proportionally greater “weight” in terms of how the market makes its visitation decisions.  In other words, a factor such as “schedule” with an index value of 203.5 is roughly 2x more influential in the decision-making process for a high-propensity visitor than is a factor such as cost with an index value of 100.4.

The US Composite data represents the overall US population. The High-Propensity Visitor (HPV) data shows the index value for folks who possess the demographic, psychographic and behavioral attributes that make them most likely to visit a VSO.  In other words, by collecting data about actual visitors to VSOs, it is possible to develop a “profile” of the types of people who are most likely to visit a zoo, aquarium, or museum.  In the end, every individual organization will have its own, specific list of weighted utilities that indicate the attributes of its visitors – but for the purpose of this example, the HPV utilities and index values indicated here are an average for all likely US visitors to visitor-serving organizations.

It is clear to see that for the overall US population and high-propensity visitors alike how important “reputation” is to your market’s overall decision-making process.  In fact, only “schedule” rates higher in terms of influence on your market.  (“Schedule” summarizes not just factors such as your hours of operation, but also factors such as how your offerings align with considerations such as school and work schedules.  It may sound obvious, but if your organization isn’t conveniently accessible for your audience during its preferred days and hours, then you are risking your visitation potential.) And, while special events are an important driver for the US composite market, they are less influential to the HPVs (which represent the market segment where VSOs may benefit by targeting the majority of their marketing efforts).

2. Social media drives reputation

So we know that reputation is a major driver of visitation. But, what, mathematically, comprises your reputation? The answer is a little bit paid media (e.g. advertising) and a lot bit of reviews from trusted sources (particularly word of mouth and earned media – both of which are often facilitated or made entirely possible by social media). In fact, reviews from trusted resources are 12.85 times more influential in terms of your organization’s reputation than is the advertising that comes out of your budget.

3. Thus, social media is a driver of visitation

Social media and online engagement positively contribute to your bottom line by enhancing your reputation, which is a significant driver of visitation.  Critically, it is almost impossible for an organization to quickly and efficiently overcome negative reputation perceptions.  So, not only do social media and other forms of online engagement help boost your bottom line, they are also wonderful risk mitigation tools that keep you connected to your audience.

Interested in updates regarding nonprofit marketing and best practices for online engagement? Check out my Facebook page!

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

5 Critical Nonprofit PR Strategy Tips for Marketing to Millennials (DATA)

Last week I had the honor of speaking about how to market to millennials at the 30th Annual California Travel Summit in Sacramento, California.

There is a lot of information out there on millennials: how we behave and communicate, what we value, what motivates us, and countless articles with tips about how to interact with this generation in the workplace. One thing is for sure: at about 90 million strong, this generation is the largest in human history and will someday – extremely soon – make up the very vast majority of our institutions’ stakeholders, constituents, customers, staff members and supporters.

Millennials are often defined as folks born between around 1980 and 1995. “True Millennials” – those born between 1981 and 1989 who are included in every millennial definitional timeframe and make up a majority of existing millennial data – are at a critical age for the economy. They are between 23 and 31 years old with the youngest of them graduating college and developing the habits that will carry them through adulthood, and the oldest taking up leadership positions in organizations around the globe. These “kids” are not kids anymore; they are emerging as your primary audience, and understanding this demographic no longer means “preparing for the future.” The future is already upon us.

Qualitatively, I’m beginning to find that when I write an article or present a speaking engagement with the words “millennial” or “generation Y” in the title, the audience, attendees, and evangelists for these forums tend to be millennials themselves. Yes, we have a reputation of entitlement and believing we are important, but will organizations really wait for millennials to infiltrate the highest leadership positions before prioritizing engagement with this enormous audience? In other words, will generational turnover need to fully occur before certain nonprofit organizations pay attention to this demographic? If this is the case, than these organizations – and thus their worthy, social causes – will arrive too late to the “business solvency” game and risk becoming quickly irrelevant.

Here are five critical insights into the millennial mindset (and increasingly, the general public’s mindset) that should be integrated into an organization’s public relations strategy:

 

Millennials are public service motivated so right now it is cool to be kind. Nonprofits often have social missions, and now is the time to play that up and differentiate yourself from for-profit competition.

Members of Generation Y are increasingly sector agnostic; just being a nonprofit doesn’t necessarily give your organization a competitive boost in the “do good” category. With the rise of corporate social responsibility, and trust, transparency and communication reigning as general best business practices, for-profit companies are increasingly adopting “values” that have traditionally been associated (or hoped to be associated with) the nonprofit sector. If you’ve got a mission, flaunt it. Data suggests that it will help you maintain organizational solvency in the long run – both with millennials and with the evolving public at large.

 

The Experience Economy is an article written in 1998 by Joseph Pine and James Gilmore that describes the evolution of business economies. In it, Pine and Gilmore predict that the upcoming economy after the current service economy will be the experience economy: an economy wherein businesses must create memorable events for customers and the memory itself becomes the product.  There are arguments and data to support that if this truly is the next economy, them the millennial mindset is spearheading it.

But the customer experience does not start and stop when a visitor walks through the door and into a visitor-serving organization. It starts long before (on social media, TripAdvisor, when they call your organization for directions or try to reach you on Twitter) and doesn’t end unless the visitor wants it to end at some point (you must be continually accessible on platforms to facilitate engagement even after the visit is over). For organizations that are successful in engaging millennials, these things will not be considered an “added bonus,” but a continual best practice. Consistent, personal interactionsare key to engaging this crowd.

 

There’s so much information out there and we only have so many hours in the day. A.O.A.D.D. was coined by Pew Research in regard to millennials, but this “disorder” is thought to be age defying. Millennials have been called “multi-tasking machines.” Keep this in mind when constructing your marketing message or even composing your Facebook statuses.

As we move to a more visual web, pictures may be key. The analytics firm, Simply Measured, found a 65% aggregate increase in engagement for pictures and videos posted on Facebook Pages. Why? Pictures don’t require a click or quick skim of dense content in order to be accessed.

 

Millennials came of age with social technology. The oldest of us had email in junior high school. Millennials don’t know very much of a world without computers, and data shows that we don’t have that “social media is making us all less connected” mentality that some members of older generations occasionally espouse. In fact, Millennials think technology offers them a way to actually grow closer to friends and family. In addition to the facts above, it’s been uncovered that:

  • 33% of Millennials are more likely to buy a product if it has a Facebook Page compared to 17% of non-millennials.
  • 43% of 18-24 year olds say texting is just as meaningful as an actual conversation with someone over the phone.
  • 47% of Millennials (versus 28% of members of other generations) say that their lives feel richer when they are connected to people through social media.

In other words, the connections that Millennials are making to brands and to one another online are real. Organizations will benefit by understanding this and taking it seriously.

 

Warholism is a term associated with millennials thanks to Tina Wells, CEO of Buzz Marketing.  Warholism is “the unending quest for fame and the desire to attract attention by any means.” According to Wells, millennials are using social media platforms such as YouTube and Facebook to achieve stardom. The lesson for organizations looking to inspire engagement with millennials? Help them be famous. Let them participate. Allow them to have input. Let them be an active part of your marketing and PR plan.

In terms of current trends, a big part of this is knowing how to say thank you. Recently, Kraft Macaroni and Cheese individually thanked 4,800 fans who liked a Facebook status by listing each of them in a 6:42 minute song. Or take a lesson from AT&T who created 500 custom YouTube videos to thank its 2 million fans. Does your organization need to do something like this? Probably not. But allowing your evangelists to be a part of your presence is a good best practice for engaging millennials – and getting creative online usually helps.

 

I have posted my presentation with more information from the California Travel Summit on Slideshare, which includes data from IMPACTS regarding the reach, trust, and amplification current marketing channels. Have questions, comments, suggestions, or items to add? Please leave your thoughts in the comments section below.

Posted on by Colleen Dilenschneider in Community Engagement, Millennials, Nonprofit Marketing, Trends 3 Comments