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The Role of Email Has Changed. Here Is How to Evolve Your Communication Strategy (DATA)

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The Real Reason Some Nonprofits Stink at “Digital” (And Why It Is Getting Worse)

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Is your Nonprofit Living in the Past? Nine Outdated Ways of Thinking That Are Hurting Your Organization

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Branding

The Role of Email Has Changed. Here Is How to Evolve Your Communication Strategy (DATA)

RIP email

llustration by Sam Manchester/The New York Times

The efficacy and best practices related to email as a marketing channel have changed. Data suggest that email is less effective in reaching large quantities of people than it was even a few short years ago. But, can an organization use email to reach the right quality of people? Maybe.

I recently shared updated data from a Media Consumption and Usage Study conducted by IMPACTS that demonstrated a trending decline in the overall, weighted value of email as a marketing channel.There’s been some additional buzz about the decline of email, and worries about this changing platform seem to be lingering – especially in light of the big data I recently shared at MuseumNext. “I see that there’s a decline in email,” one attendee noted. “Email is working just fine for my organization.”

Indeed, organizations shouldn’t give up on the platform – especially if it is helping their organization achieve its goals – but it’s important to recognize the changes taking place that alter your market’s perceptions and usage of email:

IMPACTS Public sources of information 2011 - 2014

 

1) The overall efficacy of email as a communication channel for reaching mass audiences has dwindled

It used to be all about email lists – buying them, swapping them, getting people on them – and then “spamming” folks with marketing messages. It was about quantity of people more than the quality of people. Not anymore. Thanks to the increasing and massive trend toward personalization in marketing messages (due, in large part, to “touch points” made possible via social media), email is now a less effective method for engaging large quantities of people. The data indicate that mass messaging holds lesser value to audiences…and we observe people “opting-out” and unsubscribing to content that is not particularly relevant to them.

And folks can afford to opt out because – unlike the earlier days of email – there are much more personalized, real-time information channels promising greater connectivity readily available to them.

 

2) Email may now be better utilized for cultivating current audiences that already have an affinity for your organization

Email’s relative stability in terms of trust and amplification potential indicate that while it may not be wise for it to be your organization’s primary engagement or audience acquisition channel, it may still offer value by adapting its application to better serve current constituencies. Email should be approached as an “opt-in” opportunity for those who are budding brand evangelists. In other words, this communication method may be better suited for moving potential stakeholders through an engagement funnel instead of as a means to engender general awareness of programs, events, etc.

 

3) Your organization should not necessarily stop sending emails

Just because a channel’s weighted value is changing doesn’t mean that it’s wise to abandon the platform – especially if it is working for you in terms of helping to meet your financial and mission-related bottom lines. What this does mean is that your email strategy should not be stagnant – when it comes to email, a sound strategy may be to “ride the wave until it crashes.”

Obviously, people still use email; however, they are using it in different ways and expect more personalization than email typically delivered in the past. Know this. Adjust. Watch the market. If something is still working, then, hey, it’s still working! That said, (and as is true with all communication channels) sending email for email’s sake without understanding how or if it is contributing to your goals remains an unwise idea.

 

4) Start exploring other channels that will help achieve your goals

While it’s not a bad idea to keep “riding the wave [that is email] until it crashes,” it would be advisable to concurrently cultivate engagement on other platforms in preparation for the inevitable crash. Heretofore, if your organization has been relying heavily on email, then it may be a good idea to consider building communities and strategies on other platforms so that you aren’t stuck with antiquated outreach tools that the market deems obsolete. Alternative channels and platforms that capitalize on real-time, ongoing, personalized communication generally involve social media or other web-based platforms…now is the time to start developing capabilities and capacities in these arenas before it’s too late.

 

5) Understand that email has changed and will keep changing.

Email has maintained its perception in regard to trust (i.e. how trustworthy it is perceived to be as a communications channel) and amplification values (i.e. how easy it is to share the message). You can see the data broken down by reach, trust and amplification here. It makes sense that amplification has not changed as it’s just as easy to hit “forward” today as it was in 2011. As other platforms evolve, how people view and use email will evolve as well. It is not used for the same purpose as it once was thanks to new information channels. The roles of organizations’ websites have also recently changed due to the presence and capabilities of social media. Know that things are changing and the relative strengths of communication channels are certain to keep changing, too.

 

An exciting aspect of leading an organization in today’s world is the incredible access provided by web-based platforms and how digital assets (and how the market perceives and interacts with them) constantly evolve. Wise organizations realize that the world is moving and it is unwise to maintain the same strategy for communication platforms year after year without considering changes in the market.

In sum, email is not dead…but it has certainly evolved. Many organizations have not caught up. If they don’t then, well, you know what Darwin had to say on such matters…

Darwin on change

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

The Real Reason Some Nonprofits Stink at “Digital” (And Why It Is Getting Worse)

Dilbert vagueness plan

Within some organizations, “going digital” is causing more problems than it’s solving. This isn’t because of the people who work in digital. It’s because of the people who don’t.

I’ve posted briefly on the dangers of separating “digital” and “marketing,” but this topic arose quite explicitly on the very first day of the annual MuseumNext conference last month and was inspired by a presentation from museum pro, Koven J. Smith. (Sidenote to make good on a promise:  the slides from my keynote at MuseumNext are available here.)  Though the seeds of this article blossomed at a museum-oriented conference, the threat is relevant for many nonprofit organizations and businesses in general.

“Are you saying that ideally nobody in museums should have “digital” in their title?” one person asked in regard to a point in Koven’s talk. He paused for barely a moment. “Yes,” he stated simply.

This idea was a small part of his argument (check out more of his rich thought-fuel here), but I think he’s onto something big…something that I observe everyday in my work with well-intentioned nonprofit organizations: We are breeding a culture of misunderstanding around the important role of “digital” in the future of our organizations and, frankly, it imperils the vibrancy of the very future that we are trying to ensure. “Digital” has been allowed to become an “other” (i.e. “not within my scope of work” and/or “something I don’t ‘get’”) for certain individuals in certain organizations, and, like most “others,” digital (as a concept) is misunderstood, abused, and used as a scapegoat for an organization’s cultural and structural shortcomings.

Dramatic? Maybe…but until we solve this issue, how can organizations steeped in these misunderstandings remain relevant and thrive in the future? Here’s why conceptually separating “digital” – as the rest of the organization understands it – is a problem that is making it harder for nonprofits to succeed.

 

1) It constantly reaffirms that “digital” is about platforms or technological skillsets and not about people (and it actually IS all about people)

Digital marketing and marketing are one in the same – they are both about people and behavior. Likewise, digital fundraising and fundraising are synonymous in successful organizations. Again, they are both about people and behavior. Digital touch can be as powerful in inspiring audiences as physical touch.  “Digital” is a way of communicating and connecting, not “knowing java” or “mastering Facebook’s newsfeed algorithm.” Sure, those skills may have value in the digital world, but they aren’t the point of “being digital.” Communication goals on real-time, digital platforms should serve the exact same purpose and mission as the rest of the institution.

An online donor is still a donor. For visitor-serving organizations, a website visitor is still a visitor (a person connecting with your brand and mission). The difference is the platform (“connection point”), and the goal is the same as “in real life.”  Digital – when it is used with audiences – IS “real life” and organizations will benefit from treating it as such.

 

2) Believing “digital” is about technology instead of people and behavior breeds a desire to simply translate real life to the digital realm (and that is generally a bad idea and waste of resources)

This, too, was a very popular topic of conversation amongst the thought leaders at MuseumNext: The very real-time nature of digital platforms necessitates different behaviors online than would take place in similar offline situations. For instance, a businessman may not check out your collections (if you’re a museum, for instance) at 10am in his pajamas “IRL.”  But, he can do so digitally…and that changes how we need to think about collections, engagement, social care, image rights, accessibility, membership retention, donor cultivation, and donor discovery. It’s not a one-way track wherein we simply “copy and paste” what’s onsite onto the web. That’s not engaging and it misses opportunities. If we didn’t deeply believe that “digital” was aligned more closely with technological skillsets than brand strategy, then we probably wouldn’t still be making these mistakes (i.e. posting our collections to the web or starting a simple blog, patting ourselves on the back for it, and wondering why nobody engages with it.)

 

3) It excuses leaders for being out of touch with the market (which is a glaring sign of bad leadership)

To paraphrase another point made at MuseumNext: It’s okay (and maybe even cute) if your grandmother doesn’t know what Twitter is or how exactly it is used. It’s absolutely NOT okay for today’s leaders, fundraisers, curators, and administrators to not be minimally facile with Twitter, Facebook and basic platforms or means of modern day engagement. Ignorance isn’t cute. It makes you less qualified for your job.

A basic facility with engagement platforms doesn’t mean everyone needs to be tweeting up a storm 24/7 – but if someone claiming a position of influence or leadership doesn’t understand what Twitter is, its benefit as a social force, or how people use it, then you’re dealing with a willfully ignorant, disconnected person. Good tip for organizations whose solvency depends on making connections with the market: Don’t hire people who live in holes.

Tough love moment (which I’ll admit may be funny because I’m an energetic, camp counselor type): I’m talking to you, people who say “digital just isn’t my thing” and write it off as something that isn’t worth your time to minimally understand. You sound stupid. Personally, finance isn’t my innate passion – but I’m a professional, functioning adult and, as such, I make an effort to understand the basics of how the world around me works.   There are no excuses for choosing ignorance and disconnection – especially for people in the nonprofit realm who often claim “education” and “engagement” as their raisons d’être.

 

4) It makes digital teams a dumping ground for nebulous projects

Koven Smith MuseumNext It’s difficult to read, but Koven‘s slide references a quote that was made jokingly, but may be indicative of a larger point: “If my co-workers say, ‘I don’t get this,’ it’s automatically in the digital department.”

When the digital department becomes a dumping ground for all things tech-oriented, an opportunity is lost. “Digital” is not necessarily the same as “IT.” Again, it’s about people, strategy, engagement, and utilizing new platforms in creative ways. When “digital” devolves into a language that certain employees cannot speak or a thing that they’re allowed not to understand, they become more removed from the world that we live in. That excuses and further cultivates an out-of-touch team… and that could be deadly for the future of your organization.

Does this mean everyone needs to run out and learn code? Again, no. Not even a little bit. But join the conversation and start thinking more strategically about organizational goals and creative engagement. It’s okay if you don’t know CSS (of course), but understand what the CSS is trying to achieve.

5) It silos marketers from content (which makes it harder to make connections to audiences)

“Digital” often resides somewhere around marketing within organizations – and that’s good! But if “digital” is considered too much of an “other,” then it forces web engagement teams to operate on their own. Social media is an every-department job, and often, creative engagement is as well. Marketers have no connective content without the aid of other departments. Basically, if we conceptually divide “digital” from the strategic functions of the organization, then we lose the very benefit of being “digital” – creating connections to people and creating meaning that will inspire a desired behavior (e.g. donation, visitation, participating in a beach clean-up, etc.).

 

Basically, when people in organizations stubbornly section out “digital” as something associated simply with technological skillsets, they are admitting to being out of touch with the very people that they are trying to serve. (P.S. Museum visitors and most bigger nonprofit donors for other kinds of organizations profile as “super-connected” with broadband access at home, work, and/or on mobile). When it comes to the inevitable pace of innovation, there is no comfort in yesterday.

If you don’t care to “get” digital, then get out of the way. Your organization is trying to effectively serve a social mission and it has important work to do.  

 

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, Community Engagement, Education, Leadership, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Public Service Motivation, Social Change, Social Media, Technology, The Future, Words of Wisdom 4 Comments

Data Update: Efficacy of Various Marketing Channels (Social Media Still Top Spot)

DIlbert Social networks, games, and phones

Data indicate that social media continues to be the fastest growing and most influential marketing channel. Social media is an enormously important component of your overall marketing and communication strategy. In fact, data support it as one of the most efficient and effective channels to engage your users and constituents.

IMPACTS tracks data regarding the reach (i.e. the relative efficacy of each channel in terms of its ability to deliver a message within any defined duration), trust (i.e. the perceived credibility of various sources), and amplification (i.e. the re-distribution potential) of various information channels. I originally posted baseline tracking data in 2012, along with an analysis of the reach, trust, and amplification measurements – all of which collectively contribute to the “overall value” metric.

 IMPACTS Overall Value of Information Sources

Having trouble seeing the data? You can open it here:  IMPACTS Updated Overall Value for Sources of Information – 2014

This data derives from a Media Consumption & Usage Study with a sample size of 13,584 adults from North America and Western Europe, and was most recently updated courtesy of a project with Stanford University.  The grace of time has solidified trends suggesting the ascendancy of certain information channels that are increasingly vital to an effective communications strategy. Below are a few notes on the updated findings. Mostly, the findings echo and reaffirm suggestions indicated from previous years.

1) Social media delivers the greatest overall value as a marketing channel and information source

Thanks in large part to the reach (i.e. the ability to reach audiences during a defined duration) and amplification capabilities (i.e. the re-distribution potential) of this platform, social media continues to grow in terms of its overall value as a marketing and communications channel. Digital “touch points” continue to play bigger and bigger roles in cutting through online noise – especially because of the real-time nature of this platform and the ability to have and view more personalized interactions.

 

2) Data do not currently support a finding that word of mouth is suffering because of technology

While word of mouth (person-to-person interactions) experienced a steep decline in 2012, its value has remained relatively stable since. This indicates that, indeed, people are still communicating beyond of the web (e.g. SMS and phone calls fall within this category of communication). While this may be shocking to… well, no one…it is interesting to monitor this channel – especially as it relates to the weight of peer review sites such as Yelp or TripAdvisor.

 

3) Mobile web and peer review sites remain on the rise

Mobile web continues to represent a growing channel. IMPACTS data contemplate “mobile web” separately from “web” so that we may both follow this trend and also assess if the platform (e.g. smartphone) plays a role in the perception of the channel. (In other words, does the market attribute different levels of trust to the web when accessed via smartphone or another method?) Peer review sites such as Yelp and TripAdvisor remain influential. This finding underscores the importance of third-party endorsements when contemplating potential behaviors. In fact, channels that represent paid endorsements (e.g. direct mail, television, radio) exert relatively little influence on the market when compared to their testimonial-based counterparts.  [According to the model of diffusion, the coefficient of imitation (i.e. what people say about you) is 12.85 times more important to building reputation than the coefficient of innovation (i.e. what you say about yourself).]

 

4) Web is affected by the real-time nature of social media channels

While this is an interesting metric to continue to watch, the decrease in web may be affected by the preference for more real-time, ongoing, “living” communication such as the type of communication provided by social media. The role of your website has changed – and this data underscores that it continues to change. Increasingly, the role of your website may be to facilitate and support communication on social platforms, which data suggest may play a more important role in motivating a desired offline behavior.

 

5) Print media and more traditional channels remain in general decline

This may also relate to the model of diffusion (see #3) and an emerging market preference for “personalized” communications (i.e. the perceptual opposite of “mass” media). Moreover, these traditional channels are more difficult to access in today’s world. A strong caution: These numbers do not intend to suggest marketing fund allocation or an advertising plan. Television or print may play an important role in a campaign and should be contemplated as a component of an integrated strategy.

 

6) Email is losing ground

While email retains its place as a reliable communications tool, its overall value is decreasing (which has been predicted and reported even a few years ago). When it comes to email, it may be a good idea to “ride that wave until it dies”…but be ready to catch a new wave as soon as it does! In other words, it’s a good idea to be thinking about and cultivating other methods for retaining constituents if email is currently your primary method.

 

This data serves as yet another reminder of the recent, rapid evolution in the ways that people communicate, spread information, and find value in marketing messages. This is more than just anecdotal word on the street; it is compelling evidence of the way that our society behaves. It remains true that CEOs and managers slow to “believe” in the power of online platforms and social media may need to lower the printed brochure in their hands, put away the flyers, and move their communications into the present.

 

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, Community Engagement, Generation Y, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media, Technology, The Future Leave a comment

Is your Nonprofit Living in the Past? Nine Outdated Ways of Thinking That Are Hurting Your Organization

Where complacent brands go

If any of these outdated beliefs still linger within your organization, then your nonprofit may be suffering both in terms of finances and mission delivery. It’s time to retire these obsolete practices once and for all:

 

1) You separate marketing and digital marketing because you think they are different

This is generally indicative of an organization that thinks “digital marketing” is more about mastering tools and platforms (e.g. Facebook) than mastering a long-term engagement strategy to strengthen your organization’s brand and mission.

Symptoms may include:

  • Digital initiatives that may appear cutting edge but don’t actually contribute to your organization’s mission or financial bottom line
  • An inability to activate online communities to behave in your organization’s interests despite having numerous fans on multiple platforms

 

Treatment: Certainly, organizations benefit from having a team that excels in online community management and maintains a thorough understanding of social media tools and digital engagement opportunities. That said, it is critical that these team members maintain constant involvement with the broader marketing and public relations leadership so that they may be empowered to integrate a strategy for ongoing engagement that yields returns rather than simply utilizing social media tools for social media’s sake.

 

2) You identify online donors and you treat them differently than offline donors

A donor is a donor. The means of conveying funds to an organization is irrelevant…it’s like treating a donor differently because they used a check for a gift instead of a credit card.  Basic courtesy and “real life” donor cultivation techniques should prevail regardless of how a person chooses to give. A donor who gives online shouldn’t be any less deserving of a personal thank you than a person who gives face-to-face, yet, somehow, the reliance on automated gift acknowledgments remains a practice for many organizations. Similarly, because a donor gives onsite may not mean that the individual does not expect the organization to recognize them when they interact on social media.

Symptoms may include:

  • A general lack of donor retention
  • An even greater lack of donor retention for those identified by the organization as “online donors”
  • Difficulty transitioning donors to the next level of giving

 

Treatment: Gather information and cultivate “online donors” just as your organization would cultivate “offline donors.” Similarly, if a “real life” donor engages with the organization online, acknowledge them and value their digital endorsement and communication. Treat donors online the same way that you would in person – just because something can be automated online doesn’t mean that it should be! Personalized touch points and cultivating the relationship are still critical practices.

 

3) You think marketing and fundraising serve independent functions

Marketing no longer serves as simply the megaphone for an organization. Today, marketing often provides critical touch points that serve to create meaning for audiences and connect them to the organization. This isn’t very different than fundraising.  A failure to recognize the importance of marketing and fundraising working in concert to achieve an organization’s goals may have negative consequences.

Symptoms may include:

  • Inability to identify new, potential donors
  • Few donors actively engaging with your organization online
  • Difficulty transitioning persons with interest in the organization into meaningful donors

 

Treatment: From an org chart perspective, marketing and fundraising departments certainly need not be one entity. However, it is critical that these departments (and the organization as a whole) recognize that the path to success in terms of donor identification, member retention, and donor cultivation lies in an intimate, real-time relationship between marketing and fundraising experts. The fundraising team (next-level meaning-makers) needs the input of the marketing team (and their real-time touch-points with audience members) to identify potential donors and aid their cultivation through an engagement funnel. In fact, social media is the new force empowering giving decisions.

 

4)   You think marketing performs a service function for the organization

If you still think that marketing plays a service role within your organization, then it’s time to catch up.  The role of this team has evolved from being the one-way voice of the organization (i.e. its mouth) to being its eyes and ears as well. More than ever before, it is the job of the marketing department to know, listen, and build relationships with your constituents. By necessity, successful marketing teams are increasingly expert about your audience.

Symptoms may include:

  • Low interest and engagement in initiatives and programs
  • Perceived irrelevance of your organization by the market
  • Difficulty getting attention from audiences
  • General lack of general success of new initiatives

 

Treatment: Consider the input of the marketing team before moving forward with initiatives instead of demanding that they “market this” (maybe not-so-great idea) after its actualization.

 

5)   Your social media managers operate in a silo 

Social media is an every-department job so access to the rest of the organization – especially experts – is critical for creating compelling content. A bad idea: Hiring an outside company to run your social media if you are an organization that builds reputation based upon being “expert” or builds affinity by telling powerful stories that are best communicated with the passion of an insider (which is basically all good stories).

Symptoms may include:

  • Several marketing-related messages on social platforms (which generally do not perform well)
  • Lack of audience engagement on digital platforms
  • Inconsistent social media posting
  • Lack of compelling stories that adequately communicate the passion of your nonprofit
  • Social media posts that demonstrate mission drift

 

Treatment: Make sure that folks working within your organization embrace the importance of sharing stories and are open to aiding social media managers in creating compelling content. Also, do your social media yourself or with a partner that has ongoing access to your entire organization. Your stories are your lifeblood.

 

6) You think the more followers, the better

This one is no surprise by now: The number of social media followers that you have is not necessarily indicative of the strength of your online community. It’s far better to have 1,000 followers with a genuine passion for engaging with your organization and sharing your message, than 100,000 fans that don’t help your organization reach its goals. In fact, having a lot of inactive followers dilutes your community and makes it appear as though you have bad content because not many people are interacting with you, despite your high fan number.

Symptoms may include:

  • An inability to activate fans to act in your organization’s interest despite high fan numbers
  • Distraction from achieving the organization’s true goals due to fixation on unimportant metrics
  • An inability to retain true fans due to superficial content that yields more “likes” than real affinity

 

Treatment: Quit focusing too heavily on fan count (and certainly do not dilute your community by buying fake fans). Pay attention to metrics that matter, and share content that inspires true evangelism. Instead of “the more followers, the better,” think “the more meaningful engagement related to our mission, the better.” If and when those ambitions cross, then that is great.

 

7)   Similarly, you think your number of website views adequately measures online success

It doesn’t. In fact, data suggest that online audiences are more likely to carry out desired behaviors (like making a donation, buying a ticket if you are a visitor-serving organization, etc.) if they are sent to social media platforms or peer review sites (TripAdvisor, etc.).

Symptoms may include:

  • Distraction from actual, meaningful metrics
  • Preoccupation with a metric that is not indicative of success
  • Directing audiences to platforms that are less likely to result in a desired behavior

 

Treatment: The role of your website has changed. Consider website views in the greater context of your overall digital engagement strategy. Understand that this number does not show the folks who are engaging with your brand or researching it on other sites.

 

8) You deny the necessity of brand transparency

This means purposefully leaving your key evangelists out of the loop in regard to big decisions and happenings – it’s always a bad idea. Thanks to the web, we live in a “show and not tell” world and potential constituents make decisions about your brand based upon what you “show.” In sum, transparency is a critical value for successful online communications

Symptoms may include:

  • Negative sentiment or reactions from audiences on social media channels
  • Audience misunderstanding of or disbelief in an organization’s goals or objectives for a given project
  • Lack of trust in organization
  • Constituents “opting-out” of involvement with the organization

 

Treatment: Question someone who tells you to purposefully hide critical information that may aid audiences in understanding your brand or internal thought-processes (whether it is an internal or external person). Times have changed. As is the case in real life, organizations are consistently finding that, indeed, honesty is the best policy.

 

9) You need an industry example before carrying out an initiative that may help you meet your goals

Web engagement best practices are constantly evolving – and so are the platforms upon which engagement often occurs. This means that – from time to time – your organization may come up with an idea for online engagement that may help your organization better reach its goals…but your idea hasn’t been tried before. Far too many organizations prefer not to invest time and resources in a new opportunity unless there is an extant case study available for analysis and consideration. Invariably, it is the laggard organizations – ever fearful of innovation – who are left behind while admiring others’ bold inventions.

Worse yet, some organizations would seemingly move forward with very bad or detrimental ideas simply because they’ve seen other organizations launch a similar initiative.  If your organization is more comfortable copying mediocrity than innovating success, then prepare to soon be irrelevant.

Symptoms may include:

  • Lack of original engagement ideas
  • Lack of superlative perceptions of your organization among audiences
  • Missed opportunities to build affinity and cultivate evangelists
  • Execution of initiatives that do not match the goals of an organization

 

Treatment: Just because an organization carried out an initiative doesn’t mean it was successful or that it is a surefire win for your organization.  View the initiatives of others with due scrutiny or admiration and act accordingly with regard to your own organization’s goals and values. Also, if your organization has an idea for a new initiative that hasn’t been done before, perform a SWOT analysis and if the strengths outweigh the weaknesses, consider giving it a shot. You just might end up being an industry leader.

 

If these old notions still permeate your organization, it’s time to change.

 

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 Branding, Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Technology, The Future, Words of Wisdom Leave a comment

Announcing: Student Sponsorship Opportunities to Attend MuseumNext Conference 2014

MuseumNext3

Know any upcoming museum leaders? IMPACTS wants to help museum-and-innovation-loving students attend MuseumNext’s 2014 conference in NewcastleGateshead, UK by offering sponsorships to ten attendees…and applying is simple!

I almost never utilize Know Your Own Bone as an announcement board, but this opportunity is near and dear to my heart. An important part of “future-proofing” organizations is investing in the people who will someday be leaders.

Now in its sixth year, MuseumNext  is a “must attend” event for anyone interested in museum innovation.
The 2014 conference will take place June 18-20 in NewcastleGateshead, UK and will offer more than 40 presentations, workshops and sessions.
MuseumNext attracts delegates from across the globe and offers a unique chance to network with those shaping the future of museums.

IMPACTS is offering ten students the opportunity to attend the conference with a bursary which will cover conference attendance and two nights accommodation in NewcastleGateshead.

Applying is outrageously simple: To apply for an IMPACTS bursary, please email izzy@sumodesign.co.uk with your name, university, and relevant coursework by May 18th 2014. MuseumNext will then select 10 students at random to receive this support.

As many of my readers know by now, I am thrilled to be a keynote speaker at MuseumNext’s 2014 conference. I’ll be digging deeper into one of my favorite topics: The relationship between digital and physical “touch” and the important role that it plays.

Please pass this information along to any ambitious up-and-comers who may be interested in the possibility of attending the event!  So many amazing people supported me when I was a student, and I am grateful and delighted that IMPACTS will be paying it forward in this way. Please help spread the word!

 

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

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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.

 

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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

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

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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

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.

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

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Why Your Visitors Are Not Buying Tickets Online (And Why It May Be Your Fault)

Ticket sales cartoon

“We added online ticketing to our website…so why aren’t more people buying their tickets online?”

This question seems common among certain leaders in museums and visitor-serving organizations (generally, because it’s true). Unfortunately, it also seems to have found a life as a shortsighted, defensive rationale for not investing in web-based platforms to engage visitors. Perhaps it hasn’t occurred to these leaders that the market is no dummy – simply deploying online ticketing doesn’t necessarily mean that the market will be inclined to actually use it.

Museum high propensity visitors profile as being “super-connected” with access to the web at home, work and on mobile devices. They use social media and online platforms to make visitation decisions. So why aren’t a vast majority of visitors buying tickets online to most organizations?

Because 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. While it’s inarguably “better” and more efficient for an organization to have the market avail itself of online ticketing, until the benefits of buying tickets online outweigh the costs (in terms of both convenience and currency) most people won’t do it. Here are four common conditions that may create needless barriers to your market purchasing a ticket online:

 

1) It is impossible (or exceedingly difficult) to purchase tickets via mobile platforms

Mobile web is among the fastest growing communication channels.  According to Pew Research, 56% of American adults have a smartphone and 29% of cell owners describe their phone as “something they can’t imagine living without.” 34% of mobile users go online mostly using their phones (as opposed to another device such as a desktop or laptop computer). On top of all this, more than 5 billion people will use mobile phones by 2017.  This is all a long way of saying that smartphones play an increasingly critical role in motivating and facilitating museum visitation decisions. If your potential visitors cannot easily purchase tickets on a mobile platform, then you’re missing a critical opportunity to act in your visitors’ interests…and you’re making it hard for them to act in yours.

 

2) Purchasing tickets online is time consuming, and perhaps more cumbersome than applying for a mortgage

I’m exaggerating…kind of.  Have you ever tried to purchase a ticket on your own website? If yours is like the ticket buying interfaces of many visitor-serving organizations, then this is an elaborate, multi-click process that requires digital maneuvering between websites and a seemingly never-ending array of repetitive requests for personal information.

I’ll quote myself from a previous post on the matter: For many organizations, selling admission is a critical component of their financial plans. We live in a world where you can buy an airline ticket from San Francisco to Tokyo on a smartphone in less than 60 seconds, but it frustratingly requires five long minutes to purchase a ticket to some museums on the same device.

Some organizations have entered into long-term agreements with ticketing providers and are apt to shrug their shoulders and excuse their bad practices by saying, “Well, there’s nothing that we can do about online ticketing. We have a contract.” As a reminder: To the market, this is a “you” problem. The market doesn’t know that you’ve signed a contract with a company that doesn’t meet your needs – only that you’re not meeting theirs. (Which is especially strange when you consider that in this situation, their interest is to act in your interest!)

 

3) It costs more to buy tickets online than at the gate

Speaking of entering into long-term agreements with ticketing providers, many of them take a cut of online ticket sales or require a fee that is, in turn, imposed upon your visitors so that they must (quite literally) pay for your organization’s decision to engage with the ticketing provider. To organizations perhaps less concerned with their customer service standards, this may sound like a problem for the visitor (“Hey, this is what happens if you want to buy tickets online”). Smart organizations, however, realize that such fees present a significant barrier to entry.

Many organizations are very deliberately priced so as to maximize revenue without “leaving money on the table.” The market is very sensitive to pricing. The market reacts differently to a price point of $19.95 than it does to $21.95 – and the fees charged by ticket providers may well exceed the threshold at which your market finds value in your admission price. Organizations that charge additional fees for online transactions may unintentionally undermine their otherwise sound, research-based pricing strategies.

 

4) Your museum has likely trained people to buy tickets at the door

Thanks to newly designed (or renovated) facilities, improved wayfinding, and efficient entry procedures, visitor-serving organizations have become quite good at enabling hassle-free onsite access…and this relative ease of access also erodes one of the potential incentives of buying a ticket online (i.e. the convenience of buying online as opposed to waiting in line).

Many visitor-serving organizations have actually trained visitors to simply show up with a reasonable expectation of buying a ticket and gaining access to facilities with a minimum amount of wait time.  Think about it: If you’ve visited a museum time and again and never encountered a significant wait or been denied access due to a sell-out, would you alter your behavior without reason?  Now, add to this learned behavior the various disincentives of higher ticket prices due to online fees and the inconvenience of trying to purchase a ticket on your smartphone, and it is no wonder that some organizations struggle to meet their online sales goals.

The good news? If your organization wants to increase online ticket sales, these conditions are subject to improvement. You absolutely can increase online ticket sales – if you are willing to consider the transaction from the perspective of your audience. The big takeaways: Executing strategic initiatives on online platforms aren’t simple IT functions, and certainly don’t operate on an “if you build it, they will come” basis. Like absolutely everything else related to your organization, if you aim to inspire action online, you must consider overall market perception, behaviors, and incentives. 

 

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Posted on by colleendilen in Branding, Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Technology, Words of Wisdom 2 Comments
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