Millennials Spend More Than Others On Food and Retail at Cultural Organizations (DATA)

Here’s what your organization needs to know about why this is happening. This week’s Know Your Own Bone Fast Facts Read more

Why Cultural Organizations Are Not Reaching Low-Income Visitors (DATA)

Data suggest that some types of cultural organizations are perceived as more welcoming than others. Here’s how we could Read more

Local Audiences Have Skewed Perceptions of Cultural Organizations (DATA)

Regardless of region or cultural organization type, local audiences are the hardest to please. As cultural organizations, we tend to Read more

Admission Price is NOT a Primary Barrier for Cultural Center Visitation (DATA)

It’s time to get real about why many people aren't visiting cultural organizations. Generally, price is not the biggest Read more

Fads vs Trends: How Organizations Can Tell The Difference (And Why it Matters)

Mixing up fads and trends often leaves executives frustrated, confused, and - worst of all - fearing innovation. Here's Read more

Why Donors Stop Giving Money to Cultural Organizations (DATA)

Why do some people make a donation (or a few) to a cultural organization and then simply stop giving? Read more

How Much Money Should Your Cultural Nonprofit Invest in Getting People in The Door? (DATA)

Here’s how much money museums and cultural organizations should be spending to get people in the door – according to data.  

My post on optimal audience acquisition costs made its way onto the list of the top-ten most popular Know Your Own Bone posts of 2015. And I’m glad it did. It’s an important one. So to really hit it home, I’ve summarized the findings in a KYOB Fast Facts video here.

Let’s revisit the data in order to share some additional information on this audience acquisition equation:

Marketing budgets seem to be an unnecessarily emotional topic for many nonprofit organizations. Optimizing marketing investments – like determining admission price– is increasingly a product of math and science (read: decidedly not “intuition” or “trial and error”). They need not be based on fuzzy-feelings and inappropriate loyalties to failing business models that ignore the realities of the outside world.

We live in a pay-to-play world where organizations have to spend money to make money. When it comes to budgeting for audience acquisition costs, many organizations seem to have fallen into that familiar trap of “last year plus 5%” that lazily assumes the continued efficacy of the same old platforms and strategies. Of course, such a strategy completely ignores shifting advertising cost factors, evolving platforms and channels, and technological innovation. Say it aloud: Nonprofits do not operate in a vacuum and cannot afford to ignore the changed economies and technologies of the world around them.

Several organizations that have made this realization have asked IMPACTS if there is an equation to inform their audience acquisition costs so as to maximize their opportunities for financial success. And, the findings of a three-year study suggest: Yes, there most certainly is!

 

Determining audience acquisition investment

Let’s first establish a few definitions and “same page” this conversation:

Audience acquisition costs are the investments that an organization makes in advertising, public relations, social media, community relations…basically, anything and everything intended to engage your audiences. (It does not include staff costs unless an organization has internalized the media planning and PR functions that would ordinarily be accounted for within the agency fees line item.)

Market potential is a data-based, modeled outcome that indicates an organization’s potential engagement with its audiences. For most organizations, “market potential” primarily concerns onsite visitation. In other words, it answers the question, “If everything goes well, how many people can we reasonably expect to visit us this year? (NOTE: Market potential may not match an organization’s historic attendance – organizations underperform their market potential all the time…for reasons that we’ll soon explore.)

Earned revenues are the product of admissions, memberships, merchandising, food and beverage, facility rentals…basically, all revenues attendant to the onsite experience that are supported by audience acquisition investments. These revenues exclude annual fund, grants, endowment distributions and other sorts of philanthropy.

Here’s the equation to maximize your market potential as suggested by the recently completed three-year study:

IMPACTS audience acquisition equation

Expressed another way: Optimal Audience Acquisition Costs = 12.5% of Earned Revenues. For example, if your organization generates annual earned revenues of $20 million, then this would suggest an annual audience acquisition investment of $2.5 million.

Further, additional analysis would suggest that 75% of the audience acquisition costs should be earmarked to support paid media (i.e. advertising). So, of the $2.5 million suggested above for audience acquisition, nearly $1.9 million should support paid media.  The remaining 25% (or, in this example, approximately $600,000) would support agency fees, public relations expenses, social media, community engagement – all of the programs and initiatives that round out an integrated marketing strategy. Forget to invest that 25% at your own peril. Earned media is critical for success and many social media channels are also becoming pay-to-play.

Why such a large percentage allocated to paid media? Again, ours is an increasingly pay-to-play world. Rising above the noise to engage our audiences frequently means investing to identify and target audience members with the propensity to act in our interest (e.g. visit our organizations, become members, etc.). There is tremendous competition for these same audience members  from the nonprofit and for-profit communities alike.  Think of the most admired and successful campaigns in the world – do Nike and Apple rely on 3am cable TV “bonus” spots that they get for a reduced rate and that don’t hit target audiences? Nope. While earned media plays a major role in driving reputation, paid media plays an important role in a cohesive strategy – and doing it right costs money.

This equation determines how much your marketing budget should be and how to allocate that optimal budget. If you have a marketing budget that is arbitrarily determined or based on “how we’ve always done it,” then you may be working with a budget that doesn’t allow you to maximize any investment.

 

The equation in action

How does the study suggest this equation? Check out the chart below. It indicates the relationship between performance relative to market potential (i.e. how well the organization actually performed when compared to its market potential) and the audience acquisition investments made by 42 visitor-serving organizations (including aquariums, museums, performing arts organizations, and zoos) over a three-year period:

IMPACTS - Audience Acquisition

The data strongly suggests that there is a correlation between an optimized audience acquisition investment and achieving market potential. It also indicates the perils of “underspending the opportunity” – a modest investment intended to achieve cost-savings may forfend exponential revenues. (Though the data never has – and likely never will – support it, many organizations seem to foolishly hold dear to the notion that they might somehow “save their way to prosperity.”)

Additional analysis indicates that the studied organizations invested an average of 7.9% of earned revenues toward audience acquisition…but only achieved 76.0% of their market potential. However, the organizations achieving ≥95.0% of their respective market potentials invested an average of 12.7% of their earned revenues toward audience acquisition.

In no instance did an organization investing less than 5.0% of earned revenues on audience acquisition achieve greater than 60.0% of its market potential.

Overall, the data suggests that the “sweet spot” for audience acquisition investment is in the 10.0-15.0% of earned revenue range. Splitting the difference (and further supported by the findings of organizations achieving ≥95.0% of their market potential in the study) gives us our 12.5%.

NOTE: Before we start parsing the nuances of media planning and creative approaches to advertising, let’s baseline the conversation by acknowledging that each of the studied organizations were led by competent persons operating with the best of intentions. Yes – “great creative” matters – but it doesn’t offset an inadequate marketing investment. Sure, a viral social campaign helps…but it doesn’t negate the importance of other media channels. In other words, there aren’t exemptions from the need to invest in audience acquisition for visitor-serving organizations that rely on earned revenues.

 

If your organization is struggling to meet its market potential, it may have less to do with all of the usual suspects such as parking, staff courtesy, special exhibits, pricing, etc. and more to do with an antiquated view of the necessity of meaningful marketing investments. Can your organization overspend? You bet. However, that doesn’t seem to be the problem confronting most visitor-serving nonprofit organizations. If your organization is struggling to meet its market potential, then it may be that in today’s pay-to-play world, you simply aren’t paying enough to play in the first place.

 

If you have questions, please check out the original posting of this information. Several folks have weighed in with great questions and I have provided answers there. Don’t see what you’re looking for? Please comment below or on the original post!

 

Like this video? You can check out more on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, Financial Solvency, IMPACTS Data, Myth Busting, Nonprofit Marketing Leave a comment

Most Popular Posts of 2015 For Cultural Organizations

Most Popular Posts of 2015 for Cultural Organizations

From data on free admission to donor desires – here are the top ten most popular posts on Know Your Own Bone in 2015.

Happy New Year! I hope that 2015 was a great year for you and your organizations! 2015 brought many new adventures on this front: speaking engagements, lectures, remarkable projects, travel and conversation with amazing clients across the globe, and the launch of Know Your Own Bone Fast Facts videos and my presence on YouTube.

I am grateful for all of the wonderful attention, link-love, thought-fuel, and shop-talking that Know Your Own Bone readers have provided and continue to provide. I write Know Your Own Bone because I (with the support of IMPACTS (the company that patiently puts up with my asking, “Is this information proprietary?!” during every interaction)) believe that information that can be used to help move cultural organizations forward should be shared so that it can best do its duty. I hope that this little corner of the Internet has been helpful to you and your organizations- and I look forward to connecting with even more of my incredible readers and their mission-driven organizations in 2016. There are a lot of great projects in the works for this upcoming year thanks to all of the attention that Know Your Own Bone is receiving and I cannot wait to share them with all of you!

My favorite thing that I’ve noticed about KYOB readers is that they are curious leaders who aren’t afraid to ask hard questions within their organizations.  I love that.

In keeping with my annual new year tradition of posting the year’s most popular posts, here are the (all data-based) articles on Know Your Own Bone that received the most attention in 2015:

 

How Free Admission Really Affects Museum Attendance

Spoiler alert: It doesn’t much. And misunderstanding this may jeopardize industry solvency. Free admission is far from the engagement cure-all that some of its supporters believe it to be. Here’s the data.

.

What Ultra Wealthy Donors Consider Before Supporting a Nonprofit

How can nonprofit organizations engage high net worth board members and donors? To get to the bottom of this million-dollar question, we asked these individuals themselves.

 

Three New Pricing Realities For Visitor-Serving Nonprofits in the Twenty-First Century

It’s hard for cultural organizations to exist (let alone thrive) in the long-term without a sustainable revenue strategy that optimizes pricing. Want to keep moving your mission moving forward and your doors open? It’s time to end the debate on these pricing-related topics.

 

Free Admission Days Do Not Actually Attract Underserved Visitors to Cultural Organizations

In reality, free days often do the very opposite of mission work.  It’s true: Free admission days do not usually engage affordable access audiences. Here’s data that should make organizations think twice about their free days and underserved audience engagement strategies.

 

The Game Has Changed: Nonprofits Now Compete With For-Profits

An organization’s nonprofit status may carry neither the perceptual weight nor the relevance that many leadership teams imagine…and nonprofits may be sabotaging their own opportunities for support because of it.

 

Audience Acquisition: The Cost of Doing Business for Visitor-Serving Organizations

Optimizing marketing investments are increasingly a product of math and science (decidedly not “intuition” or “trial and error”). So here it is: the data-informed equation for how much money organizations should be spending in order to maximize opportunities for financial success.  (Heads up: I’ve got a fast facts video of this information coming to you all during the first week of 2016. Get pumped!)

 

Death By Curation: The Exhibit Strategy That Threatens Visitation and Cultural Center Survival

Blockbuster exhibits sound nice, but they often create a negative cycle that threatens the solvency of the visitor-serving organizations that deploy them. The “bigger, better, more expensive” business model is financially unsustainable and it alienates audiences.  Check out the data.

 

Why Millennials May Be The Most Valuable Generation for Cultural Nonprofits

The sheer size of the millennial generation makes them a critical target audience, but data suggest that millennial visitors may actually be the best visitors. Here’s why.

 

Influencing Leadership: Three Findings to Effectively Communicate with Cultural Executives

Potentially innovative, groundbreaking ideas risk dying on the vine if they aren’t understood and supported by an organization’s – and an industry’s – leadership.  Before you can change the world, you likely need to change some minds. Here’s data that will help.

 

Visitation to Increase If Organizations Evolve Engagement Models

Attendance to cultural centers is on the decline, but data suggest that forward-facing organizations may see improvements by 2020 if they move forward intelligently. Here’s what organizations need to know.

 

Thanks again to each and every one of you for following along with KYOB! Here’s to a great 2016 for all!

 

Interested in getting blog posts, tips, and some silly cultural center/nonprofit geekery on your social media channels? Like my Facebook page,  follow me on Twitter, or subscribe to my YouTube channel. 

Posted on by Colleen Dilenschneider in Community Engagement, IMPACTS Data, Sector Evolution, Trends Leave a comment

The Membership Benefits That Millennials Want From Cultural Organizations (DATA)

Don’t have many millennial members? Maybe you aren’t offering a membership program that millennials actually want.

If millennials (folks born between 1980 and 2000) are the largest generation in human history, why don’t they make up a vast majority of members for cultural organizations? Today’s Know Your Own Bone – Fast Facts video dives into research about the kinds of membership benefits that this generation actually wants.

If you think that millennials just don’t want to be members to cultural organizations, then think again. IMPACTS data reveal that millennials report more interest in joining many cultural organizations as members than do their Generation X and Baby Boomer predecessors. Here’s the data (regarding zoos, aquariums, and museums in this case) courtesy of the National Awareness, Attitudes and Usage Study:

IMPACTS data- Membership interest by age cohort 2015

 

And it’s not just a “this year” thing. Interest in membership among millennials is actually on the rise. Notably, interest in memberships among Baby Boomers is on the decline.

 

IMPACTS generational membership interest multi-year

 

In terms of potentially engaging millennials as members, this is great news! But the findings would be even more promising if more organizations knew what it is that millennials want from a membership to a cultural organization. We looked into this question on behalf of a large (annual visitation >1million people) aquarium client with a conservation mission. We found that what millennials want from a membership is a tad different than what older generations want. Take a look:

 

IMPACTS data- Primary benefits of membership

Notice that, with the exception of free admission, the primary benefits of membership according to millennials are less transaction-based than are the responses from their preceding generations. Millennials care about “belonging,” “supporting,” and “impact.”

This information should inform how cultural organizations go about creating and marketing membership programs to these audience members. If we keep focusing on the benefits that millennials don’t actually value – and miss opportunities to highlight our mission impact – then it may be difficult to create long-term relationships with these young supporters. These responses from millennials may not come as a surprise. After all, in today’s world, your mission matters – and carrying out that mission is critical for an organization’s solvency. 

Want to attract millennial members? Make sure that you have the types of memberships that millennials value.

 

Like this video? You can check out more on my YouTube channel. Here are a few Fast Fact post that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, IMPACTS Data, Millennials, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Leave a comment

What Ultra Wealthy Donors Consider Before Supporting a Nonprofit (DATA)

Know Your Own Bone- What the Wealthiest Potential Donors Consider Before Supporting a Nonprofit (DATA)

How can nonprofit organizations engage high net worth board members and donors? To get to the bottom of this million-dollar question, we asked these individuals themselves.

There’s a good amount of talk out there about how to attract wealthy donors and board members in the philanthropy world – and much of the prevailing wisdom focuses on staff cultivating relationships with these individuals and then making an “ask.” But what are high net worth individuals, in particular,  really evaluating when they consider joining a board or making large donation?

IMPACTS, in partnership with a prominent, national nonprofit organization, recently conducted a study to learn more about the considerations that drive the philanthropic decisions of high net worth individuals.

 

The Study

The intent of the study was to better understand the considerations and motivations of Ultra High Net Worth Individuals (UHNWIs) in the United States as they relate to joining a nonprofit board or making a major gift (i.e. greater than US$1 million) to a nonprofit organization.

The study defined an UHNWI as a person with net assets greater than US$50 million.  38,000 such UHMWIs reside in the United States – the greatest number of UHNWI residents in the world.  The study includes responses from 112 UHNWIs.

For the study, UHNWIs were asked open-ended questions to identify their most important considerations when contemplating if they should accept an invitation to join a nonprofit board or make a gift to a nonprofit organization.  A lexical analysis process organized these responses by general consideration, and these same considerations were presented to the studied UHNWIs who were then asked to rank from 1-10 the considerations in terms of relative importance to their decision-making process.  The Mean Value is the average ranking that the UHNWI respondents assigned to each consideration.

Take a look at the findings.

 

IMPACTS UHNWI Board Considerations

IMPACTS UHNWI Donor Considerations

 

Key Findings

A few, critical thoughts and observations arise from this data that are worth pointing out:

 

1) WHO gives (and who does not give) matters most.

In a way, this is another take on the “with>what” concept. Look at several of the most important considerations: Who’s on the board?  Who has given?  The company that one keeps matters to this audience. Success begets success. Money follows money.  An organization hoping to land an UHNWI as a board member or donor would be well advised to have secured the participation of other similarly statured individuals. And it is increasingly important to leverage the advocacy and support of those valuable few individuals who have already made commitments to an organization.

 

2) The financial commitment of the existing board tells a story.

UHNWI who are potential donors may consider the financial commitments of current board members to be an indicator of the credibility of the organization and its fundraising objectives. Note that that these potential donors rank the relative investment of the board of directors ahead of both the impact of their gift and the mission of the organization. A less committed and under-invested board is essentially a non-starter for a potential large-scale donor. …And that makes sense.  If the people who presumably know the organization best – not to mention who are charged with ensuring the organization’s future success – choose not to prioritize investments in the organization, then why should anyone else?  Board members, take note: The days of spending “other people’s money” to fund your aspirations are over (if they ever existed in the first place).

 

3) Peer actions are more important than staff member actions.

This may be a tough pill to swallow for CEOs and development professionals, but understanding and embracing this aspect of donor cultivation seems to be critical. Securing these types of donors is a peer-to-peer opportunity. Staff are relatively unimportant to donors – donors give money to peers. (It is important that they trust the staff to manage and actualize their investments, but they don’t consider staff as critical in their donor decision-making processes.)  Consider that the “Quality of Executive Leadership” is the fifth most important factor when considering joining a board, but doesn’t show up at all when considering making a major gift. This information may significantly aid some organizations in understanding how to effectively engage these donors.

 

4) Mission impact matters.

It’s a good thing this one made it so high on the list for potential board member considerations (although it comes in behind peer giving considerations for potential donors). Mission matters…and so does demonstrating a history of success at delivering your mission.  Wealthy folks seem to see through hot air.  Remember: These same people are likely pitched daily by money managers, start-ups, entrepreneurs, and others with grand plans for their capital. They have a lot of experience separating grandiose visions from realistic opportunities. Having a hopeful story to tell is great.  Having a “proof of concept” is better.

 

5) Time is more important than money.

Particularly when it comes to serving on a board. Please adjust engagement tactics, requests, and operations accordingly.

 

6) Impact on their own legacy matters less to these donors.

I was surprised by this finding and think there may be something interesting here. For UHNWIs, the mission of the organization exceeds even impacts on their own legacies as a factor when deciding to join a board or make a major gift.  Perhaps this is because they feel that they’ve already secured their legacies in other ways or with previous gifts.  It could be interesting to contrast this relative consideration to the motivation of less wealthy board members – how many of them join a board to leverage some degree of prestige in the hopes that the reputational equities of the organization will inure to their personal benefit? It is interesting to note that naming benefits and other legacy-related considerations may generally matter less to this group than board composition, board giving, mission, and impact. I wonder if UHNWIs may have a little more (to paraphrase JFK) “Ask not what the organization can do for you, ask what you can do for the organization” in them than do other board members who might prioritize legacy and reputational benefits.

 

The first step in engaging these wealthy philanthropists is to identify their biggest considerations and find out what matters most to them. While some of these findings may not surprise CEOs and development professionals, seeing these findings aggregated and prioritized may prove helpful when crafting effective engagement strategies for potential supporters.

The greatest opportunity uncovered by this data may be the imperative of prioritizing conversations with current board members about the importance of their own investments. Another opportunity may include considering the composition of your organization’s existing board, and working with the nominating committee to underscore the need to create the hardest-hitting group of supporters possible.

Let’s update our strategies so that 2016 may be the most impactful and social-good inspiring year of giving to date.

 

Like this post? Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Financial Solvency, Fundraising, IMPACTS Data, Sector Evolution Leave a comment

Nonprofit Leadership Has Evolved: Why Executives Should Be More Like Conductors

Nearly everything has changed in today’s digital world – including the most important duties of executive leaders in successful organizations.

Check out today’s KYOB “Fast Facts” video for three key insights that leaders need to effectively lead in today’s connected, evolving world.

Because I love metaphors and because this post deserves a revival…

Today’s evolved world demands that executives play the role of symphony conductor rather than first chair of an instrument within their organizations. In other words, the days of the executive as expert practitioner have past. It’s more important than ever that executives “conduct the symphony” rather than getting lost in the weeds (a place that – let’s be real – some executives have been known to camp out)!

In this bad metaphor of executives as conductors, the role of the CEO is to make sure that all of these departmental orchestras develop a cohesive symphony that is consistent with the organization’s overall values and objectives.

Today, organizations need conductors because even the most renowned first chair requires a maestro. Indeed, many of the most successful executives have long been playing the role of “conductor” – and this skill has never been more valuable or in-demand. The world moves too quickly for executives to be “expert” at everything in their department or organizations – and successful executives benefit by orchestrating the collective talents of their entire team to achieve success.

Here are three reasons why the need for conducting skills has never been greater (Again, check out the video for an overview):

 1) We are in the midst of a revolution

The Digital Revolution is so named for a reason – nearly everything has changed. To ignore this unassailable fact is to actively refuse to evolve an organization to keep pace with the surrounding world. Further compounding the challenge of the revolution is that fact that it’s still happening. For example, Facebook algorithms change and the very tactic that works best one month can hurt your organization’s success the next. New technologies create new advertising efficiencies.

It’s several full-time jobs just keeping up with the various aspects that go into a department. For instance, at IMPACTS, we are increasingly observing smart, forward-thinking organizations “outsourcing” aspects of their advertising strategy to more expert practitioners. This is not a knock on internal expertise – it is a compliment to the self-awareness of organizations that recognize the functional impossibility of maintaining expertise in an increasingly esoteric, evolving space. The advertising world is incredibly dynamic – it takes true experts who live and breathe it every day – to work with maximum efficacy. Increasingly, it’s simply too much for an individual working for one organization (without a grasp on the broader industry and without devoting significant resources to keeping up with day-to-day changes) to optimize an advertising plan.

Organizations increasingly need real experts. And organizations need executives to hire these experts and trust them. Executives and directors may benefit by realizing that – as awesome as they may be – it is unrealistic to think that they need to be more expert than the experts they’ve hired when it comes to today’s constantly-changing details.

When a leader plays the popular, “Now explain every aspect of this new thing to me while I fire back with actually-irrelevant, pre-digital revolution logic” game, the organization loses. If you’ve hired a good person, the only things a leader needs to consider are: “Will this work?” and “Does this fit with our organizational values?” and “Does this bring us closer to achieving our goals?”

 

2) Someone needs to preach to the choir

Sounds counter-productive, doesn’t it? In today’s world, though, it’s increasingly necessary. One of the most important roles of a good executive is managing successful internal communications.

It’s difficult for conductors to successfully conduct when the sheet music hasn’t been distributed to the musicians. Worse yet, it’s even more difficult to sound like a brilliant symphony without hours of practice. Yet, in a rush to engage external audiences in our fast-paced world, organizations regularly underestimate the critical importance of taking a moment to get everyone on the same page. This is increasingly glossed over, and yet this is arguably more important than ever given our real-time, digital world!

Reputation plays an important role in an organization’s success when it comes to garnering support, and managing reputation is a duty that every department – and the CEO and Board, of course – must work to carry out in concert. A good executive communicates purpose and reinforces the “why” of the organization within their respective department and organization. Without this, nobody plays the same song at the same pace. Without first aligning internal messages – a function of relentless communication – it’s impossible for staff to successfully communicate externally.

 

3) You cannot rule from the mountaintop while stuck in the weeds

And today’s weeds are thicker and taller than ever before. Our world demands that leaders develop a wider view of the institution and how it is perceived in order to develop strategy and confidently maintain an agile organization. If a leader is spending a disproportionate amount of time on one aspect of the organization (or one department), then they may miss the larger, more important, “big picture” aspects of the overall performance that they are supposed to be conducting.

More constantly-evolving areas of expertise (as we have in today’s world) mean more details with which executives may unknowingly distract themselves. Real leaders don’t hide in the weeds – especially when their organizations need them most.

The opportunity here isn’t to simply encourage leaders to stop micromanaging. The opportunity is to clarify structures and roles to meet the opportunity of an evolved world. 

 

Today, successful leaders are conductors – they bring talented musicians together, communicate the song for everyone to play, and work hard to create beautiful music.

 

Like this video? You can check out more on my YouTube channel. Here are a few Fast Fact post that you might also enjoy:

 

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

 

Posted on by Colleen Dilenschneider in Fast Facts Video, Myth Busting, Sector Evolution, Trends Leave a comment

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

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

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

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

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

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

 

If you build it, they will come

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

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

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

 

I'll have what she's having

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

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

 

You had me at hello

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

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

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

 

Love means never having to say you're sorry

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

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

 

You can't handle the truth

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

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

 

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

Remember folks. It’s just a movie.

 

Like this post? Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

 

Photo credit to gobeyondseo.com

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

Cultural Organizations Highlighting Mission Outperform Those Marketing as Attractions (Video)

Being good at your mission matters – both to your community and to your organization’s financial health. Check out today’s “Fast Facts” video to learn more about how organizations that highlight their mission consistently outperform organizations that market themselves primarily as attractions.

This data supports several critical trends regarding cultural organizations right now including our increasing focus on being social spaces and our abilities to reach new and diverse audiences.

IMPACTS has been tracking the relationship between perceptions of mission execution and financial performance for several years, and the findings have remained consistent. We’ve found that the best way to show the data is using two, composite metrics:

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

Reputational equities contemplate visitor perceptions such as reputation, trust, authority, credibility, and satisfaction. Basically, it’s the market’s opinion of how well an organization delivers its mission and experiences.

IMPACTS- Museums revenue and reputation correlation

 

We reliably observe that those organizations that the market perceives as most effectively delivering on their mission are the same organizations who achieve the greatest revenue efficiencies. Since IMPACTS commenced tracking this metric several years ago, the data continue to evidence a strong correlation between reputational equities and revenue efficiency. Though the data shown here represents museums, we observe a similar relationship among nearly all types of visitor-serving organizations – including zoos, aquariums, and performing arts centers.

In the interest of maintaining appropriate confidences, you can see that I’ve anonymized the organizations represented in this chart. Each letter represents one of 13 notable US cultural organizations – the types of organizations that most any observer would recognize. In other words, this data isn’t a “stacked deck” – it’s representative of an overall trend. In fact, of the 48 visitor-serving organizations in the US for which IMPACTS tracks these metrics, 47 of the organizations (98%) indicate this compelling correlation. We have found from our tracking of this metric over time that reputational equities tend to reliably predict revenue efficiency.

Tell everyone that the data is clear: Being good at your mission is good business.

 

Like this video? You can check out more on my YouTube channel. Here are a few Fast Fact post that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, Financial Solvency, Fundraising, IMPACTS Data, Myth Busting, Sector Evolution, Trends Leave a comment

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

Hubs for Human Connection: The Social Role of Cultural Organizations

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

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

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

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

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

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

 

Human connectivity, folks…

 

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

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

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

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

IMPACTS- With over what data

 

2) It is how we want to experience cultural programming

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

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

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

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

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

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

IMPACTS- classical music listening behaviors

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

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

 

3) It is the most effective way to increase satisfaction

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

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

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

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

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

PFE satisfaction by daypart

 

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

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

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

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

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

Diffusion of messaging- IMPACTS

 

5) Is a reliable indicator of successful organizations

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

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

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

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

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

IMPACTS- Museums revenue and reputation correlation

 

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

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

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

 

Like this post? Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

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

Data Reveals the Best Thing About Visiting a Cultural Organization (Fast Fact Video)


Hint: It’s not seeing exhibits or performances. (That is a distant second.)

In our attempt to provide educational and inspiring programs, organizations may be overlooking their role as facilitators of shared experiences. Check out this “Know Your Own Bone Fast Facts” video for the run-down.

As it turns out, with > what.

This doesn’t mean that our exhibits, programs, and performances are unimportant! But it does mean that organizations may be better able to engage audiences by realizing that who people are with is often more important that what they see when they visit a cultural organization such as a museum, performing arts organization, science center, historic site, aquarium, zoo, etc.

Check out this data from IMPACTS. This information comes form the National Awareness, Attitudes and Usage Study, which is an ongoing data set with 98,000 responses and counting.

IMPACTS- With over what data

You’ll notice that “time with friends and family” is more than twice as valued as the best thing about a visit to a cultural organization than is “seeing/interacting with exhibits/programs.” In the data world, that is a huge difference. Heck, in any comparative world, that is a huge difference! And, in fact, “interacting with staff/volunteers/performers” is just behind seeing exhibits and performances…further underscoring the importance of interaction and connection with people.

In today’s world, cultural organizations are especially valuable hubs for connection and interaction – not only with onsite content – but with one another.

Our “stuff” is important. Knowing that we are places of connection may be just as – if not more – important. When armed with this information, cultural organizations may be better able to create programs that harness the power of with > what.

Isn’t it interesting that in our age of glowing screens and new technologies, it is the areas of the visitation experience that underscore “real life connection” that are increasingly the most important?

 

Like this video? You can check out more on my YouTube channel. Here are a few Fast Fact post that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, IMPACTS Data, Myth Busting, Sector Evolution, Trends 2 Comments

Free Admission Days Do Not Actually Attract Underserved Visitors to Cultural Organizations (DATA)

Free Days Do Not Reach Underserved Audiences

In reality, free days often do the very opposite of mission work. Here’s the data.

This post is going to make people angry. And that’s a good thing. Get angry. Being challenged helps us think critically and evolve our strategies to more effectively serve our missions and audiences.

I made some folks angry when I shared data and pointed out the compelling economic research behind why free admission is not a cure-all for getting folks to visit cultural organizations. How much does free admission really affect attendance? Turns out, not all that much. I’ve also pointed out that admission pricing is a science (not an art), and how admission pricing is such an emotional topic for cultural organizations is because we confuse admission with affordable access programming. As a sector, we cultural organizations often really mess that up.

Today I’d like to share another data-based finding that should turn our traditional business strategies upside down: Free admission days do not usually engage affordable access audiences. In fact, data suggest that free days often accomplish the very opposite of their intended purpose for many cultural organizations.

Here are four, data-informed realities regarding free days for cultural organizations. (This includes museums, aquariums, zoos, theaters, symphonies, historic sites, etc.) It’s time to face some realities and put on our collective thinking caps…

 

1) Admission price is not usually the primary barrier to visitation

When contemplating a free program or event, many organizations mistakenly believe that, “If we build it, they will come.” It is a line from a great movie, but it’s an ineffective business practice. Admission price usually isn’t the primary barrier to engagement for non-visiting audiences. It just happens to be our most convenient excuse.

True primary barriers for non-visiting audiences usually revolve around other factors than simply cost. These often include things like reputation (i.e. they just aren’t interested in the content and programs), transportation and parking (“How are we going to get everyone together and get there?”), or schedule (“That’s awesome that you have a free day on Tuesday. I have to work on Tuesday.”) When the primary barrier to visitation is anything other than admission price, then having a free day becomes relatively irrelevant. An admission fee is straightforward, but for many potential visitors, other barriers are the most challenging part of the visitation equation.

When we think that making something free means that everyone will come, then we are assuming that visiting us is the most important thing in every potential visitor’s life after cost savings. We all know that’s not true… and, somehow, we still resist thinking critically about primary barriers to entry. We aren’t taking the time to do the necessary market research that enables us to be more responsive to audience needs. Sometimes admission really is a big barrier to entry. Yes – money is precious. Many organizations seem to know this. But time is precious, too. Too many organizations seem to forget this.

 

2) Free days attract higher earning and higher educated audiences than paid attendance days

This is a hard pill to swallow: For most organizations, data suggest that people who visit on free days actually have higher household incomes and educational attainment than people who visit on non-free days. For many organizations, free days are reaching a relatively small number of true affordable access audiences – and a whole heck of a lot of people who could pay to support your organization through regular admission or membership instead.

Check out this data from IMPACTS that is collected from 48 cultural organizations that offer regular, scheduled free days in an effort to reach affordable access audiences. The sample represents museums, performing arts organizations, and other visitor-serving organizations.

Annual household income on free days- IMPACTS

Educational attainment on free days- IMPACTS

The common, defensive response to this data is to make an excuse and say that this data does not apply to your organization’s free days! Know this: Free days engaging higher earning households instead of affordable access audiences is the rule – not the exception. At IMPACTS, we are asked to supply this kind of information to many grant-making entities. So please, instead of making excuses, do your organization a favor and actually look into this situation. Increasingly, smart grant-making entities are catching onto these things and are aching to see programs that actually engage the targeted audience segments.

 

3) Free days engender less trial from new audiences than paid admission days

Why do folks visiting on free days have higher household income levels? One of the reasons is because data suggest that the folks actually attending free days are more likely to be repeat visitors than on paid attendance days- and repeat visitors often profile as higher-income high propensity visitors. The people who attend free days for cultural organizations have usually visited the organization before, and the free day is simply accelerating their pace of re-visitation.

Repeat visitors on free days- IMPACTS

“Great!” you may say. “We are getting folks to come back!” But now think about this: These people are coming back for free and they are higher earners who could have been converted into members. “Free” actually provides an incentive for your most likely and loyal audiences to visit you again. These are the very same people who – with proper cultivation – likely profile as potential members. Free days directly cannibalize membership opportunities and do not engender increased trial from underserved audiences. 

You may notice a few audience members that you believe to represent your organization’s underserved audiences roaming your halls on a free day. But keep in mind, you’re likely looking for these types of people on these days. (There likely are some affordable access audience members- just fewer than there are on paid admission days.) Instead of offering proof of the efficacy of your initiative, these sightings are more likely a classic case of confirmation bias (i.e. the tendency to search for data that confirms one’s hopes or preconceptions). When considered in the relative context of total attendance, many free days don’t engage a higher percentage of first-time visitors than do non-free days.

 

4) Cultural organizations do not generally target affordable access audiences for free days

This fact is basic, overlooked, and often a driving reason for the last two conditions: A majority of organizations don’t even reach out to affordable access audiences regarding their free days. Instead, we tend to target high-propensity visitors- the people we know how to target.

Underserved audiences are not in your database. These audience members are not likely on your email list (they are underserved!), in direct mailings (you don’t know their names!), or following you on social media (they don’t visit you!). Many of them also may not be subscribers to the local newspaper (depending on the demographic subscribed to that newspaper). When we use our traditional communication channels to spread messages about free days, we are often primarily connecting with high-propensity visitors instead of underserved audiences.

But we don’t make affordable access promotions available primarily to upper middle-class, educated people because we’re stupid. We often use these channels because we don’t want to lose even more money. Reaching real affordable access audiences is a true investment. It often involves buying advertising that specifically targets those audiences who do not generally engage with your earned and social media programming. It occasionally requires creating programs that do not interest traditional audiences. It means spending money so that audiences who are not likely to provide any significant financial support can engage with your organization and not contribute admission revenue on top of it.

Many organizations may be relatively comfortable with the notion of needing to spend money to make money. But affordable access programs often require spending money to better achieve our missions… and lots more money than a loss of a day of revenue.

 

In a way, many organizations unknowingly do free days to feel better about themselves and their missions – not because they work.

This doesn’t mean that free days are always a bad idea. Sometimes the situation is complicated and that’s when having a free day could logically be on the table as a smart move. For instance, a government entity may request access for locals in order to provide significant support.

We will only create effective programs that reach underserved audiences when we realize that many past practices have been largely inadequate at achieving the very outcomes that they are created to achieve. The fact that underserved audiences exist at all means that, well, we haven’t been effectively engaging all of our potential audiences – even when we’re free.

 

Like this post? Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Financial Solvency, IMPACTS Data, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 20 Comments