People Trust Museums More Than Newspapers. Here Is Why That Matters Right Now (DATA)

Actually, it always matters. But data lend particular insight into an important role that audiences want museums to play Read more

The Top Seven Macro Trends Impacting Cultural Organizations

These seven macro trends are driving the market for visitor-serving organizations. Big data helps spot market trends. The data that Read more

The Three Most Overlooked Marketing Realities For Cultural Organizations

These three marketing realities for cultural organizations may be the most urgent – and also the most overlooked. This Read more

Are Mobile Apps Worth It For Cultural Organizations? (DATA)

The short answer: No. Mobile applications have been a hot topic for a long while within the visitor-serving industry. Read more

Breaking Down Data-Informed Barriers to Visitation for Cultural Organizations (DATA)

Here’s a round-up of the primary reasons why people with an interest in visiting cultural organizations do not actually Read more

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

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

fast facts video

The Visitor Engagement Cycle for Cultural Organizations

Securing visitation comes down to increasing reputation offsite and satisfaction onsite. Here’s how it works.

If your organization aims to increase onsite visitation (and whose doesn’t?), then it’s important to understand the basics of the visitor engagement cycle. This week’s KYOB Fast Facts video is a brief overview of the cycle. At IMPACTS, we have a lot of data that inform this cycle…and nearly every post on KYOB applies somewhere in the cycle. While I’ve shared aspects of the cycle before, it occurs to me that I have not shared its overview on Know Your Own Bone. With that in mind, here we are!

For those of you who aren’t into videos, I’ve included a brief write up below. That said, I suggest watching the video as it gives an animated overview that I think summarizes the cycle quite nicely.

There are two primary aspects of the engagement cycle: offsite connection and onsite relevance. The cycle is just that – a cycle. Here’s how it goes, folks!

 

1) Offsite connection increases reputation

(which motivates a visit)

We could start anywhere in the cycle, but it seems to make the most sense to start from the point of view of somebody considering a visit to a cultural organization. I’ve written (and even made a video) about this part of the cycle several times before – particularly because it underscores why social media is so dang important for securing visitation.

In order to get someone in the door, then we need to know what motivates the visitation decision-making process. With help from IMPACTS and the discretionary decision-making model informed by the National Awareness, Attitudes, and Usage Study, it’s clear to see that reputation is a top-five motivator for visitation. This is true among the US composite market, but also among high-propensity visitors (i.e. those folks who profile as our target audiences). In fact, for high-propensity visitors, reputation is second only to schedule as a factor in their decision-making process.

As a fun fact: In Western Europe, reputation is the top driver of visitation by a long shot. This implies that folks in Western Europe would be willing (and do) make time to visit organizations that they’d like to attend. Here in the US, we’re more likely to take the day off work and then fill it with an activity or two that is of interest rather than taking a day off specifically to visit a cultural organization.

 

Great! Reputation is a top motivator for visitation. Now you may be wondering, “ What goes into reputation?” It’s a good question. According to the model of diffusion, two things feed into reputation: The first is called the coefficient of innovation (or, things that you pay to say about yourself). The second thing that goes into reputation is called the coefficient of imitation (or, things that others say about you). This includes word of mouth endorsements, social media, earned media, and peer review sites like Yelp and TripAdvisor.

What others say about you is 12.85x more important in driving your reputation than things that you pay to say about yourself. Yes, organizations need to market, but, more than that, they benefit by communicating and facilitating the sharing of other’s positive experience and perceptions.

When we connect with audiences offsite, we increase our reputation, and, as we now know, reputation is a top motivator for visitation.

 

2) Onsite relevance increases visitor satisfaction

(which motivates endorsement)

Now let’s say that we’ve secured a visit. (Woohoo!) Now what? The goal now is to increase visitor satisfaction. It may seem obvious, but high onsite satisfaction values correlate with a greater intent to revisit within a shorter duration, as you can see in this data from IMPACTS:

If you’re wondering what aspects of the visitor experience contribute to higher levels of satisfaction, there’s a breakdown here. (Yes, we “math”-ed it. Because data.) Hint: Education it not unimportant, but entertainment value matters most when it comes to onsite engagement.

We also uncovered the single most reliable way to increase onsite visitor satisfaction – and it has nothing to do with fancy new wings. Within cultural organizations, we often forget our greatest superpower: The power of “with.”  Who people are with is often more important than what they see (with > what). After all, cultural organizations really are all about people. I could keep going on data-informed ways to increase onsite satisfaction, but my point here is that increasing satisfaction is the goal of onsite engagement.

When visitors have an onsite experience that feels relevant to them, it increases satisfaction, and, thus, their likelihood to provide positive endorsements. And we just covered the importance of positive endorsements! They fuel offsite connection, which increases reputation and leads to a visit, which increases satisfaction and leads to endorsement.

 

3) Offsite connection increases reputation again

(which motivates revisitation and/or a visit from a friend)

 

It’s a lovely cycle and it looks like the above image. To get the cycle right, organizations must aim for connective communications that increase their reputations, and relevant onsite experiences that increase satisfaction.

 

Offsite connection is every bit as important as onsite relevance – and we need them both to feed the fire for ongoing visitation. It’s difficult – if not impossible – to discuss getting people in the door without acknowledging the realities of this cycle. This concept is a critical driver of conversations for me and my colleagues at IMPACTS – and I hope that it is helpful to you and your organization as well.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, IMPACTS Data, Nonprofit Marketing, Sector Evolution 4 Comments

Two Ways Organizations Adapt to Change (And Which Brings Long-Term Success)

Organizations tend to approach trends in one of two ways – but only one makes for greater odds of long-term success.

Many organizations are doing their best to create new programs for emerging audiences. But, while many try, some organizations just do a better job attracting and retaining new audiences than others. So, what gives? The key may be in in how organizations update their strategies.

When it comes to adapting to trends and organizational evolution, most entities fall into one of two camps. Today’s Know Your Own Bone Fast Facts video takes a look at these two “strategy approaches.” While organizations need to both “add on” programs and also “integrate” cultural changes – the organizations that prioritize and do one of these first seem to have the greatest opportunities for success, in my experience and those of my colleagues at IMPACTS.

Generally, organizations tend to adapt to market changes in one of two ways: They “add on” to incorporate changes, or they “integrate” them. Let’s take a look at each approach with the context of the need for organizations to better engage millennials, for instance. (Oof! Millennials! I picked an example that you’re probably sick of – but it’s precisely for that reason that it is a great example for underscoring the differences between “add on” and “integrate” strategy approaches. Moreover – and just to be a broken record while I have your attention- lack of millennial engagement truly is a huge problem for the visitor-serving industry.)

Identifying trends is critical for organization. Trends are not fads. Here’s an overview of the important differences between fads and trends.  Trends are data-backed behaviors that “solve a problem” or make life easier for the market – and trends grow stronger over time. In order for organizations to become sustainable in the long-term, it’s critical that they adapt to trends. Web-based engagement, evidence-based medicine, and the use of mobile devices are examples of trends. In order to reach millennials, an organization must be aware of trends in the market and the need to evolve.

 

Which type of strategy approach does your organization take?

 

STRATEGY APPROACH 1:

THE ADD-ON ORGANIZATION

An “add on” organization jumps in and “adds on” to current operations with things that they think might be on-trend (or, in our example, that might engage millennials). This type of organization may develop an evening program that allows for cocktails after-hours. They might increase investments in spiffy online engagement tactics, build mobile applications, and hire more social media community managers as an “add on” to the marketing department. From a content perspective, they might make a reference to trigger 90s nostalgia, or put up signs to use a hashtag on Instagram. In the right circumstances, each of these can be a smart idea!

An “add on” organization can often move more swiftly than an “integrate” organization (We’ll dive into “integrate” organizations more in a moment). After all, this type of organization isn’t necessarily embracing a cultural shift to reach this audience. These organizations are taking swift inventory, seeing where they can get funding, and creating one-off programs and positions to fill the trend-based need. Because “add on” organizations add on programs, positions, and tactics without generally considering the whole of the organization (after all, we need to reach millennials and we need to do it now), there isn’t often much strategic contemplation that goes into these programs beyond the department deploying the program or hiring the position. Unfortunately, these “add ons” are at particular risk of being the result of Case Study Envy. The success of “add on” programs is hard to realistically assess, as these types of programs seem to have the highest likelihood of being the visitor-serving industry’s fools gold.

All types of organizations can fall in the “add on” category! Generally, “add-on” organizations tend to be those that have larger endowments and more government funding within the world of visitor-serving organizations – such as art museums (which have both the largest endowments and the greatest government support among cultural organization types). While there’s certainly an incentive to “get it right” with programs, mistakes and bad investments resulting from one-off programs or “add on” initiatives aren’t as immediately felt within the organization as in, say, an aquarium – the type of organization that is generally more reliant on the market for success. (That said, certainly not all art museums are “add on” organizations! This is an “industry average” example.)

 

STRATEGY APPROACH 2:

THE INTEGRATE ORGANIZATION

An “integrate” organization, on the other hand, doesn’t necessarily add – they edit first. To reach millennials, an “integrate” organization might look at its content according to trends and make transparency, personalization, and connectivity embedded cornerstones within the organization. This is the type of organization that looks at trends and realizes that “millennial talk” is code for “the way the entire market is increasingly moving and thinking” talk. An “integrate” organization thinks in terms of overall strategy and organizational culture first – and tactics and one-off programs second.

This type of organization might “edit” by taking a deeper look at engagement and maybe moving some social media experts to development instead of marketing. These are the types of organizations that have audience engagement-dedicated leaders that may have a connection to the marketing department, but they know that they must exist outside of departmental silos in order to be effective.

Integrate organizations often appear slower moving than “add on” organizations from the outside. After all, an “integrate” organization may still be getting its programming ducks in a row while an “add on” organization is hosting a themed cocktail event for young professionals wherein it is proud to be launching its newest mobile application. Movement matters – and that often takes a bit longer for “integrate” organizations.

 

WHICH APPROACH TENDS TO YIELD GREATER LONG-TERM SUCCESS?

At IMPACTS, we have the opportunity to work with a broad range of cultural organizations – and we’ve noticed the difference in these approaches. We’ve had enough of both types of clients to know which approach sticks. (Also, a glimpse at the 990s of specific organizations or even loosely following museum and cultural organization-related news regarding those organizations falling on hard times can serve as a spoiler.)

Both the “add on” and the “integrate” strategies can work for reaching new audiences and organizations generally need to do both, but the organizations that “integrate” first have the greatest opportunities for long-term success. Simply, if organizations don’t integrate changes into their culture, then they may face difficulties effectively “adding on” because there isn’t a foundation for these changes. When the mobile application is out of style and the cocktail event is over, there is no “so what?” for engagement because long-term strategies and cultural shifts haven’t caught up yet for the organization on the whole. (Here’s an example: Many organizations have cocktail events to get millennials in the door, but few have created the types of membership programs that millennials actually want, so this demographic comes in the door, but may not have a desired “next level” of engagement available to them.) Organizations are not likely to “one-off program” themselves to success. It’s not a sustainable strategy – it’s an onslaught of disjointed, “sounds like a good idea in this silo” tactics.

This is NOT to say that targeted programs aren’t critical and strategic – they can be, for sure! In fact, they are  necessary for cultivating new audiences and increasing engagement! The key is to thoughtfully integrate, and then add on as appropriate.

If you suspect that you are an “add on” organization and you’re wondering how to more strategically incorporate change, read this post on a simple framework for cultivating new audiences. We need to integrate changing values into our operations and then add on initiatives and programs that have more sticking power. For an organization to ultimately succeed long-term, there must be a strategic foundation upon which we build our programs.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

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

A Simple Framework For Cultivating New Audiences For Cultural Organizations

Because it is difficult to “one-off program” ourselves into long-term solvency.

This week’s fast fact video (A Simple, Guiding Framework for Cultivating New Audiences) aims to cover a big, important topic in a simple, straightforward way. It provides a data-informed framework for how to approach the task of reaching new audiences and cultivating them into regular attendees.

Cultural organizations need to turn new and emerging audiences into regular attendees – and fast. Negative substitution of the historic visitor has created a situation wherein we are losing visitors faster than we are cultivating new ones. Specifically, we have a rather serious millennial engagement problem and – on a related note  – we need to get better at welcoming folks of different racial and ethnic backgrounds than the historic visitor. These problems are urgent and, if we haven’t started cultivating these audiences yet, it’s already going to be difficult to catch up.

So, how can we best approach this important task of engaging new audiences and cultivating them as regular attendees? Well, it’s certainly going to take more effort than slowly chipping away at the issue with one-off engagement programs. It will involve a hard look at what we do and a culture shift  – and looking into some real answers in order to be effective.

At IMPACTS, we use a data-informed framework that we call MAPS. There’s a good amount of data and analysis that fills in this framework, but sharing its outline can help any organization think more strategically about the proper steps for cultivating new audiences. The framework is equally applicable to all organizations regardless of size, city, or operating budget.

This week’s video summarizes the concept nicely, and in a way that can easily be shared in classrooms and meetings for contemplation. That said, I know that some of you “just want the goods,” so I’ve briefly outlined the framework below, which I’ve written about here and spoken about it more in-depth here. That said, this framework is really worth thinking about rather than breezing through.

“Yeah, yeah! Figure out access barriers… blah blah.” NOPE. Pause, please. I’m writing and speaking about this framework because cultural organizations are not carrying out these important steps. Cultural organizations are trying to tackle our industry’s biggest challenge by minimally investing in blind, “we think this might be right” one-off programs – and it’s not working.

Here’s a framework that can be used to help reach young professionals, teens, people of different racial and ethnic backgrounds, or any other key demographic in the market today.

 

MAPS FRAMEWORK

 

M = MISSION

The first action item is to underscore your MISSION. That’s the “M” that starts us off. Data suggest that cultural organizations highlighting their missions outperform those marketing primarily as attractions. Here’s the data. Underscoring your mission also usually involves creating compelling stories and differentiating your organization from others.

Highlighting your mission underscores that your organization “walks its talk” and helps build your organization’s reputation – and reputation is a top-five motivator of visitation among high-propensity visitors and the composite market alike. The market is increasingly sector agnostic, meaning folks care more about what you do than they care about your tax status. In sum, your organization’s “so what?” matters. Your mission can help push past some of the noise in today’s world, and draw some positive attention to what you are trying to do and accomplish.

 

A= ACCESS

“A” stands for understanding ACCESS opportunities and barriers. Often, leaders will assume that they have identified – without data- why a certain demographic is or is not visiting an organization. In order to reach new audiences, research and second-guessing assumptions are in order. It’s difficult to reach people when we don’t know with certainty why they aren’t coming and what they want. To figure this out, we need to look at market research – not audience research. Asking about current and historic audiences helps us learn about current audiences and what they like – but that’s not the primary problem for our industry. Successful programs that reach new, not-attending audiences are necessarily dependent upon knowing the true logistical and perceptual barriers of people who are NOT already visiting your organization. They are not members of your audience yet. 

There are a lot of myths to bust about how cultural organizations approach “access.” Simply, here’s how access works. And, critically, admission is not an affordable access program. Also, admission price is not a primary barrier to visitation.  The following data is from IMPACTS and the National Awareness, Attitudes, and Usage Study of 104,000 adults and counting (i.e. it is currently and constantly in-market). We asked folks who reported interest in visiting a cultural organization, but who hadn’t visited in the last two years, “Why not?” Here’s the data from the U.S. composite market. Check it out:

Take a look at how low “cost” is as a barrier – specifically for high-propensity visitors! Moreover, schedule is the top driver of visitation that our industry somehow never talks about. Don’t use this data as a cheat. This is big data. In order to create effective programs, we need to conduct market research on the target audience that you are trying to engage and obtain the real, data-informed reasons why they aren’t visiting our organization so that we can aid in removing true barriers. (Hint: Don’t overlook the role of attitude affinities.)

 

P = PERSONALIZED PROGRAMS

Once you’ve understood your access opportunities, creating PERSONALIZED PROGRAMS helps put them into play. That’s the “P” in the MAPS framework. This means understanding that one-size fits all experiences don’t always work – and, likely, your organization is trying to reach several different audiences. Lumping “underserved audiences” together and trying to create catchall programs is not an effective move.

Personalization is increasingly important for cultural organizations. Think about it: Every time you log onto social media or browse the web, ads and statuses that show up are based on an algorithm that is specifically designed to match your interest. That said, though the world is spending more time on screens, personal interactions on site between visitors and staff members are the most reliable way to increase a visitor’s overall satisfaction. When trying to target audiences, it’s important to make sure that we have programs that fit their needs and wants. For example, here’s how millennials are changing up membership structures.

 

S= SHARED EXPERIENCES

Finally, the “S” of the framework stands for facilitating SHARED EXPERIENCES. Data suggest that who visitors are with is more important than what they see when it comes to the best thing about a visit to a cultural organization. It’s important to provide opportunities for connection so that these engaged, new audiences are inspired to share their positive experiences. Remember, cultural organizations are about people, not things. At our best, we are hubs of human connection – and the organizations that thrive are the ones that embrace this superpower.

 

SHARED EXPERIENCES increase overall satisfaction and reputation-related metrics, feeding back into the MISSION category – and this continues the framework on a cycle. Considering mission, access, programs, and sharing creates a cycle that helps cultural organizations help others – and also help themselves. It’s time that we make the large-scale shifts necessary for engaging new audiences an important part of our culture, rather than a thing that we invest in “if we can get the grant.” The fact of the matter is that the market is decreasing in historic visitors and increasing in younger and more diverse audiences, who we are not engaging with cultural organizations at representative rates. We wait to “get the grant” at our own risk. We’re not going to “one-off program” our way out of this big problem. It’s time that we embrace it.

 

I hope that you’ll allow this data-informed framework to help you carry out the important work of cultivating new audiences for your organization.

 

Like this post? Don’t forget to check out my Fast Fact videos on my YouTube channel. Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Fast Facts Video, Financial Solvency, IMPACTS Data, Millennials, Nonprofit Marketing, Sector Evolution, Trends 4 Comments

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

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

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

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

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

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

 

1) Old habits and expectations die hard

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

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

 

2) Digital connectivity increases the need to be relevant

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

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

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

 

3) Integrating market preferences is a no-brainer

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

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

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

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

 

Like this post? Please check out my YouTube channel for more fast facts! Here are a few related posts from Know Your Own Bone that you might also enjoy:

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Fundraising, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Comments Off on The Simple Reminder that Significantly Increases the Likelihood of a Successful Nonprofit Initiative

Five Data-Informed Fun Facts About Visitors to Cultural Organizations

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

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

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

 

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

 

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

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

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

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

 

2) Visitors are extremely connected to the Internet

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

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

 

3) Likely visitors are not necessarily rich

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

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

 

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

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

 

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

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, IMPACTS Data, Millennials, Myth Busting, Nonprofit Marketing 1 Comment

Nonprofit Recognition: What Matters More To Visitors Than Your Tax Status (DATA)

Do visitors know that museums  and other cultural organizations are nonprofits? Data says: Nope. Here’s what really matters to audiences about your organization.

This week’s Fast Facts video covers a big misconception that folks working within cultural organizations (often unknowingly) promulgate: That being a nonprofit is a key differentiating factor to their audiences. As it turns out, data suggest that your organization’s tax status is relatively unknown among visitors and non-visitors alike.

This video explores the data. Not a video person? (That’s cool. You do you.) Here’s what you need to know:

 

1) The majority of people in the US do NOT think cultural organizations are nonprofits

Check out this data from IMPACTS that uncovers the percentage of the US adult population that believes that cultural organizations such as museums (e.g. art, science, history), zoos, performing arts centers, botanic gardens, and aquariums are nonprofit organizations. Like much of the non-proprietary data that I am able to share on Know Your Own Bone, the findings informing this analysis come from the ongoing National Awareness, Attitudes, and Usage Study of 98,000 adults (and counting).

KYOB- Nonprofit recognition data

The findings may be a tad alarming to some. I’ve personally heard the “but we’re a nonprofit” excuse for not keeping up with financial realities (among other things) more times that I can count. This data flips the popular excuse for lack of evolution on its head. Not only are most non-visitors to these institutions not aware that cultural organizations are nonprofit organizations, but over half of the people who do visit these types of organizations are unaware that they are nonprofit organizations.

Take a look at history museums, for instance. Only 47.2% of visitors to history museums know that they are nonprofit organizations. The other 52.8% of visitors (over half) are unaware that they are reliant on philanthropic support: They believe that the organizations are for-profit entities, or government-funded operations that are otherwise provided for by their taxes.

Regardless of the reason for the misperceptions, more than half of visitors to ALL cultural organizations do not believe that they play any role in keeping these organizations healthy or alive after walking in the door. Beyond paying admission (to what they consider a business) or paying their taxes (to an organization with free admission because their taxes fund a government-operated entity), the majority of visitors risk believing that there is no further need for their support.

 

2) The market is sector agnostic

The misconception that these types of cultural organizations do not need support as nonprofit organizations is a problem – but how big of a problem? We’ve created a situation wherein people think admission to cultural organizations is largely either a pre-paid entitlement (thanks to taxes), or a fee paid to a for-profit company. Admission to most cultural organizations are neither of these things.

Tied to the misconceptions regarding the need to support cultural organizations is another market-based truth: Today’s audiences are generally sector agnostic. This means that they don’t much care about an organization’s tax status. They care about how well your company or organization does what it claims to be expert at doing. Loyal Know Your Own Bone readers (you guys rock) know that I’ve shared this nonprofit recognition data before in a post about how, today, for-profit and nonprofit organizations compete against one another. At IMPACTS, we continue to find evidence supporting this fact nearly every day.

Let’s be honest: Market confusion makes sense in the case of many nonprofit, visitor-serving organizations. We’re nonprofit, but our operations often follow a traditional economic utility curve. In other words, unlike giving to a charity that supports the homeless, people are “paying” for the personal experience of visiting our organizations. But unlike SeaWorld (for instance), those revenues cycle exclusively back into our social missions to educate and inspire…because that’s what 501(c)3 organizations do. And that brings up another potential point of confusion: Disney World, SeaWorld, and Universal Studios are for-profit companies – and SeaWorld hits the “we’re mission-driven” button hard (or rather, it tries to). It makes sense that the market might give up on differentiating visitor-serving nonprofits from for-profits! And until recently, most nonprofit, visitor-serving organizations were marketing themselves primarily as attractions – NOT mission driven organizations. Some laggard nonprofit visitor-serving organizations still do…

 

3) The tax status of cultural organizations is not their differentiating factor

So far this is looking bad. Our audiences largely don’t know that we rely on their support in order to stay alive and they are sector agnostic so they, in a sense, don’t even care that we are nonprofit. So what do our audiences care about? How well we carry out our missions.

But nonprofits don’t “own” social good, and that’s a big reason for evidence of the market’s sector agnosticism. Corporate social responsibility is a necessity for companies today. There are countless articles on the importance of for-profit companies “doing good.” It is a key tactic for gaining more customers. And that’s interesting because there are still some cultural organizations that do this weird, outdated thing where they try to overlook their social advantage and exclusively promulgate “visit us today!” messages (and even offer discounts that devalue their brand and cause even more sector confusion for cultural organizations). It’s like some of them are trying to be like Disney World…

Being good at your mission is good business. Data demonstrate that organizations highlighting their missions outperform organizations marketing primarily as attractions. Perhaps, in all of our “But we are a nonprofit” excuse making, we missed the true differentiator that has provided us that tax status in the first place: Our bottom line of making a difference.

Our key differentiator is not our tax status, but that our dedication to making a difference is embedded in the very structure of how we operate. There’s a thought that we need to run “more like for-profit companies” (and in some ways we do, but the blanket directive is an ignorant miss). But look around. For-profit companies are actually trying to be more like us in the sense that they want audiences to know that they stand for something that makes the world a better place.

 

4) Communicating nonprofit status is critical in order to make the case for support (but it is a secondary communications goal)

When people don’t know that we are nonprofit organizations, it is a lot more difficult to secure members and donors. For that reason, we do need to better communicate our need for support. But perhaps before we ask for support, we need to do a better job showing the world what supporting us means. In other words, the lack of knowledge about our need for support may be indicative of a long-term communication and programmatic failure.

We educate. We inspire. We connect. We conserve. We teach. We change the world, one mind at a time. But perhaps the misconception about the need for support stems from our own communications focused not around how we change the world, but how we don’t change the world: “Visit!” “Discount!” “New exhibit!” Those messages are important, but are they most important? After all, can we blame the market for not knowing that we are nonprofit organizations if we bury the missions and ideals that are the foundation for our existence in more commercial messages and programs?

 

Fewer than half of U.S. audiences are aware of the nonprofit status of cultural organizations. That’s a big deal, because it makes it harder to secure support. But it’s also a good reminder that audiences are increasingly sector-agnostic, and our competitive advantage may not be our tax status, but what our tax status means: That we are here to change the world.

 

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, Fast Facts Video, Financial Solvency, Fundraising, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 1 Comment

How To Build Brand Credibility for Cultural Organizations (Fast Fact Video)

When it comes to building credibility, here are four things for every leader to always have on their radar.

I am often asked, “What makes us [our institution] seen as a credible actor by the market?” Check out this week’s fast fact video for the low down. 

It’s an excellent question – and information from several KYOB posts came flooding to me all at once. Fortunately, there’s sufficient analysis about what informs positive brand perceptions and relationships to pull out four, key factors that contribute to sustained, meaningful engagement in the digital age. Combine these factors with the more tactical four Ts of digital engagement, and you’ve got a good basis for a successful organization’s public-perception strategy.

Considering how your organization approaches its audiences within these four realms is likely critical for the successful achievement of your mission and financial goals alike:

 

1) Relevance

Being relevant isn’t just about being active on Facebook and (although that can help). Being relevant means connecting with audiences though mission-based content. In today’s world, content is no longer king. Connectivity is king. Connectivity happens when an organization presents a passion or platform that resonates with a potential constituent. Therefore, connectivity is about your organization and its relationship with other people, while content is only about your organization. Connectivity is necessarily relevant, while content risks operating in isolation if it fails to engage its hopeful audiences. Connectivity – or sharing an implicitly understood “So what?” with a potential supporter – is prerequisite to action. Simply put: Without connectivity, nobody cares about your organization. Don’t just aim to be “important,” aim to be relevant.

Ask: Are we connecting with audiences in a meaningful way?

 

2) Resonance

Resonance occurs when an organization “walks its talk” and actually shows the values that it tells. Resonance is about creating meaningful impact – and successfully communicating that impact – so that the shared passion that makes an organization relevant (see #1) can be justified and solidified by supporters. We live in a world in which the market – and especially potential donors and supporters – make decisions based on their own perceptions of how an organization achieves its mission. Studies reveal that demonstrating impact is a key driver of giving decisions. Right now, it’s cool to be kind and many organizations are sinking or swimming based on their perceived abilities to actually carry out their missions. Visitor-serving organizations that highlight their mission outperform organizations marketing themselves primarily as attractions for a reason: They do what they say they are going to do and people can see it, thus, reaffirming their decisions to support the organization. It all boils down to this: An organization must be continually delivering on its promise of relevance in order to resonate with supporters. As mission-driven organizations, this is our sweet spot. Nonprofits are increasingly competing with for-profits and we may risk irrelevance as an entire industry if we fail to deliver on resonance.

Ask: Is this organization walking its talk?

 

3) Reputation

Certainly, all of these points may play a role in providing the foundation for an organization’s overall reputation. However, reputation – or, what other people say about you (in marketing parlance think, “third-party endorsements”) – plays a particularly important role in driving success. In fact, data suggest that an organization’s “reputation” is a primary motivator for engaging high-propensity visitors (i.e. those who demonstrate the demographic, psychographic, and behavioral characteristics that indicate a heightened likelihood to visit a museum, symphony, historic site, or other visitor-serving organization).

So, what comprises an organization’s reputation? Good question. Regular KYOB readers know that I talk about this…a lot. The answer is a little bit of paid media (e.g. promotions and advertising) and a lot bit of reviews from trusted sources (particularly word of mouth and earned media – both of which are often facilitated by social media). In fact, reviews from trusted resources are 12.85 times more influential in terms of your organization’s reputation than is the advertising and promotions that likely make up the lion’s share of your media budget. If you’re really good, other people will talk about you…and the things that other people say about you (i.e. reviews from trusted sources) play a bigger role in enhancing reputation than does anything that an organization pays to say about itself. In order to achieve favorable reviews, an organization will benefit by first aiming to be relevant and resonate with audiences.

Ask: How is my department contributing to the organizational goal of building a positive reputation?

 

4) Responsiveness

“Social care” is a term for carrying out relationship building and customer service practices on communication platforms (digital and otherwise). Social care is expected by audiences in today’s world. Social media isn’t a one-way communication channel like a television ad or print ad or direct mail brochure – which data suggest are decreasing in overall marketing value when compared to the web and social media. In order to successfully execute engagement strategies, organizations must be “real-time” responsive to their online audiences. While social care and nurturing audience relationships composes one of the three key elements of social media success, it’s only the tip of the iceberg. Responsiveness means being active listener and displaying transparency in order to elevate levels of trust in the organization. Being responsive demonstrates that the organization cares about its community of fans and supporters. Most importantly, it demonstrates trust in audiences – and that trust has the potential to be returned to the organization.

Responsiveness also moves beyond social care and indicates an organization’s ability to be agile and responsive to opportunities in today’s fast-paced world.  Things are rapidly changing from a business perspective and things that were set in stone five years ago are increasingly becoming useless. Today, leaders need to be able to evolve tactics as needed while sticking to their organization’s goals, values, and mission.

Ask: Are we showing our audiences the value that they lend to our community and responding to feedback? Also, are we evolving our tactics over time to be sure that we are executing the best possible strategies?

 

How an organization is perceived in this digital world of heightened noise – wherein every type of organization seems to have a social mission – is neither the cause of success nor the outcome of an organization’s success. It’s both.

The four “R”s of brand credibility move in a cycle. It’s important that organizations realize that they play an important role in making their own cycle ascend upward instead of spiraling downward. It’s time to step in and maximize our opportunity for success – and that means understanding the important role that we all play in driving it.

 

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, Fast Facts Video, Nonprofit Marketing, Sector Evolution, Trends Comments Off on How To Build Brand Credibility for Cultural Organizations (Fast Fact Video)

Why Discounting Hurts Your Cultural Organization And What To Do Instead (Fast Fact Video)

Discounts don’t do what organizations think that they do…

Check out this week’s KYOB Fast Facts video to get the two-minute low-down on discounts verse promotions (Hint: promotions are a much better idea – and, yes, they are extremely different). 

Discounting Is Bad Business For Cultural Organizations

It’s true: “Getting discounts” is often cited as the top reason why many people engage with an organization’s social media channels. So it seems logical that if you want to bump your number of fans and followers, offering discounts is a surefire way to go. And it works – if your sole measure of success is chasing these types of meaningless metrics. But, before you go crazy with discount offers on social networks just to get your “likes” up, here’s another thing that’s true: Offering discounts – especially via public social media channels – cultivates a “market addiction” that often has long-term, negative consequences on the health of your organization. In many ways, offering discounts creates a vicious cycle whereby a visitor-serving organization realizes and ever-diminishing return on the value visitation.

A discount is when an organization offers free or reduced admission to broad, undefined audiences for no clearly identifiable reason. Offering discounts devalues your brand and often makes it look like your organization’s admission isn’t priced correctly in the first place. This is generally true for discounts delivered via all channels, but discounts breed a special type of pervasive problem when they are offered on the digital platforms. When an organization provides discounts, it often results in five not-so-awesome outcomes:

 

1) You verify that your communication channels are sources for discounts and, thus, encourage your community to expect these discounts

Posting a discount to attract more followers on a social media channel (or to get people to engage with a social media competition, etc.) will very likely result in a bump in likes and engagement. But know that in doing this, you are verifying that your social media channel is a source for discounts.

Discounting attracts low-level engagers who are more likely to be following your channels for a discount than they are for any reason related to your mission. It is far better for your brand and bottom line to have 100 fans who share and interact with your content to create meaningful relationships than it is to have 1,000 fans who simply like you for a discount.

I can hear the rumbling now: Some of you are thinking, “But we’ve used discounts to attract more likes and it worked” (i.e. it generated more likes on social media). That’s not surprising at all. Over time, however, these low-level engagers may stop following you or simply disengage if you do not continue to offer discounts. That is, after all, the reason why they followed you in the first place…and you have shown them that, yes, indeed, you will post discounts on social media.

Generally, these people are not actual evangelists – and cultivating real evangelists to build a strong online community is the whole point of social media. You want folks who actually care about what you’re doing.

 

2) Your community will wait for discounts before deciding to visit, thereby altering visitation cycles

Data indicate that offering coupons on social media channels – even once – causes people to postpone their visits or wait until you offer another discount before visiting you again. Worse yet, the new discount generally needs to be perceived as a “better” offer (i.e. an even greater discount) to motivate a new visit. This observation is consistent with many aspects of discount pricing psychology, whereby a stable discount is perceptually worth “less” over time. In other words, the same 20% discount that motivated your market to visit last month will likely have a diminishing impact when re-deployed. Next time, to achieve the same outcome, your organization may have to offer a 35% discount…and then a 50% discount, etc. You see where I’m going with this…

 

3) You are not necessarily capturing new visitation with discounts

In fact, data from IMPACTS suggests that many of the folks using your discount were likely to visit anyway…and pay full price! This is a classic example of an ill-advised discounting strategy “leaving money on the table.”

“But visitation increased when we offered a discount!” you say. But did it really? The average person in the United States visits a cultural center once every 19 months. When an organization offers a discount, it is rarely actually attracting larger volume of visitation to the organization. Instead, the organization is often simply accelerating its audience’s re-visitation cycle on a one-time basis. This sounds great…until the organization realizes the significant downside to this happening: Your audience just visited your organization without paying the full price that they were actually willing to pay and  likely won’t visit your organization again for (on average) another 19 months. 

Think of it this way: A visitor coming to your organization in May may be (on average) likely visit to again the following December (i.e. in 19 months). Let’s say that you offer them a discount that motivates them to visit in October instead of December. Now, you’ve linked their intentions to visit to a discount offer and decoupled it from what should be their primary motivation – your content and mission! And, by doing so, you’ve created an environment where content as a motivator has become secondary to “the deal.” In other words, you will have moved your market from their regular visitation cycle to a visitation cycle dependent on an ever-increasing discount. Can your organization afford to keep motivating visitation in this way?

A note: Different organizations generally have different visitation cycles. 19 months is a US average. Regardless of how many months make up your organization’s visitation cycle, discounting disrupts that cycle and partners it with a perceived “deal.”

 

4) Discounts actually decrease the likelihood of re-vistation

What of the idea that discounts get people to try your organization and become regular attendees? It’s largely a myth. In fact, the steeper discount, the less likely folks are to re-visit within one year. This is classic pricing psychology at play: People value what they pay for. If your organization’s admission price is set at an optimal point, then your organization has largely removed price as a barrier to engagement, and discounting actually does the exact opposite of what many organizations think that it’s doing. That “discounted trial” that some organizations believe that they are offering falls flat because the folks who profile as being likely attendees are able and willing to pay the full price. Your organization is demonstrating that it devalues its brand and, in turn, audiences devalue your brand.

Hey. You started it.

IMPACTS-Revisitation and discounts

 

5) Your organization becomes addicted to discounting

Organizations sometimes confuse the response (i.e. a visit) to the stimuli (i.e. a discount) with efficacy. Once a discount has been offered to motivate a visit, we regularly witness the market “holding out” for another discount before visiting again. And what are organizations doing while the market waits for this new discount? Often times the answer is that they are panicking.

If you run an organization that offers discounts, you’ve probably spent some time in this uncomfortable space – we observe the market’s behavior (or, in this case, their lack of behavior), and begin to get anxious because attendance numbers are down. What’s a quick fix to ease the pain of low visitation? Another discount! So we offer this discount…and, in the process, reward the market for holding out for the discount to begin with. That is the insidious thing about many discounting strategies: They actually train your audience to withhold their regular engagement, and then reward them for their constraint. We feed their addiction and, in turn, we become addicted ourselves to the short-term remedy that is “an offer they can’t refuse.”

Like most addictive – but ultimately deleterious – activities, there is no denying that discounts “work” – provided that your sole measure of the effectiveness of a discount is its ability to generate a short-term spike in visitation or increase low-level social media “likes.” But, once the intoxicating high of a crowded gallery or filled theater has passed, very often all that we’re left with is a nasty hangover.

 

Promotions are a better strategy

“But aren’t promotions pretty much the same thing as discounts?” No. They aren’t. Many organizations fail to stop and consider the differences between discounts and promotions and, specifically, the different effects that each has on the perceptions of the cultural organization offering the opportunity. If your organization confuses the two, then you’ll likely end up paying the price. Literally.

Promotions offer a targeted benefit for certain audiences for an identifiable reason. The biggest difference between promotions and discounts may be how they are each perceived. As previously mentioned, discounts offer free or reduced admission to a broad, undefined audience for no apparent reason. Promotions celebrate your community. Examples of promotions may include reduced admission for mothers on Mother’s Day, a pricing special to celebrate a new program, or a reduced admission day for local audiences. Promotions demonstrate why an organization is offering free or reduced pricing in the communication of the promotion. That reason is usually something that celebrates an organization’s mission or an organization’s audience, and it is made clear that it is something special.

While some may learn the differentiation between these two approaches and consider it to be a framing of communication, it’s actually a reflection of an organization’s culture. Whether an organization’s go-to strategy includes either promotions or discounts demonstrates a great deal about the organization and the thoughtfulness of its engagement approach, as well as the value that it places on its reputation. In the end, one approach is more about your organization’s flailing attempts to hit specific attendance numbers at the expense of its brand and mission, and the other is more about your organization’s relationship with target audiences and communities.

Promotions make people say, “Wow, I feel valued by this organization!” Discounts make people say, “Hey, I got in cheap.” The approach that respects both the organization and its community beats out the short-sighted discount strategy when it comes to increasing long-term visitation.

 

Want to see more Fast Fact videos? Subscribe to my YouTube channel, or check them out here:

 

 Please subscribe over on the right hand column to get KYOB posts delivered right into your email inbox. Interested in getting tips and some silly social media geekery periodically delivered in your Facebook newsfeed? Like my Facebook page. Or for more regular sharing of nonprofit marketing information, follow me on Twitter

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, Financial Solvency, IMPACTS Data, Myth Busting, Nonprofit Marketing Comments Off on Why Discounting Hurts Your Cultural Organization And What To Do Instead (Fast Fact Video)

The Most Reliable Way To Increase Visitor Satisfaction To Cultural Organizations (Fast Fact Video)

It’s probably not what you think.

It isn’t a brand new wing or fancy new exhibit. Today’s KYOB Fast Facts video explains why providing a certain kind of interaction with frontline staff may well be a visitor-serving organization’s most impactful and reliable investment.

 

Words to know to be in-the-know:

 

Personal facilitated experience (PFE):

A one-to-one or one-to few-interaction between a staff member and visitors. This may include wayfinding aid, a cart experience, or any kind of personal attention paid to an individual, couple, or small family onsite. This does not include shows or group tours. Instead, PFEs are more personalized experiences. The thing that sets PFEs apart from other interactions between visitors and frontline staff (shows, tours, etc.) is that personal facilitated experiences provide personalization by way of personal attention. 

 

A look at the data

Here’s a closer look at the data from the video. Though this particular data is from one IMPACTS client that serves as an example, we are finding these types of interactions to be successful in increasing admission value, entertainment value, education value, and employee courtesy perceptions across the board.

IMPACTS- PFE admission value

IMPACTS- PFE entertainment experience

PFE educational experience

IMPACTS- PFE employee courtesy

In fact, PFEs are so successful in increasing visitor satisfaction that they can be used to elevate satisfaction perceptions by daypart. This may be particularly helpful if your organization is undergoing construction, setting up an event before closing, has an exhibit or program down, or has something else taking place that may otherwise negatively impact visitor perceptions.

PFE satisfaction by daypart

No matter how you cut it, deploying engaging frontline staff is a smart investment for increasing satisfaction and other visitor perception metrics. Let’s start the conversation here before we talk about blockbuster exhibits, expensive programs/exhibits, and draw out a plan for a new wing of the building.

 

Want to see more Fast Fact videos? Subscribe to my YouTube channel, or check them out here:

 

 Please subscribe over on the right hand column to get KYOB posts delivered right into your email inbox. Interested in getting 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, IMPACTS Data, Nonprofit Marketing, Trends 2 Comments

How Social Media Drives Visitation to Cultural Organizations (FAST FACT VIDEO)

Today marks the publication of the third-ever Know Your Own Bone Fast Facts video. You can check out the first two videos here

How does social media play an important role in driving visitation to cultural organizations? It’s rather straightforward. The answer is in how these social platforms influence an organizations’ reputation. Take a closer look at the data introduced in today’s video below.

Here is how social media drives visitation in a big way:

 

1) Reputation plays a major role in motivating visitation.

This is especially true regarding high-propensity visitors.

What influences the visitation decision-making process- IMPACTS

 

2) Social media plays a major role in driving reputation.

What others say about an organization is more important in influencing an organization’s reputation than what the organization says about itself -12.85 TIMES more important! Makes sense if you think about it, right? Well, there’s actually math around it.

The value is an outcome of a diffusion model developed by IMPACTS to quantify the relative influence of imitation when compared to innovation on the adoption or trial of a product. Frank Bass pioneered this work in 1969 with the publication of his paper “A New Product Growth for Model Consumer Durables” and many persons and organizations – IMPACTS included – have iterated and expanded on this original work for various applications. Reliably, the average value of “q” has approximated 13x that of the average value “p.” The IMPACTS application of this method averages a “q” value that is 12.85x that of “p,” and, thus, I reference this specific value in instances informed by IMPACTS data.

Diffusion of messaging- IMPACTS

3) Thus, social media plays an important role in driving visitation.

There’s no functional amount of paid media that can overcome negative reviews – or a lack of reviews from trusted sources, for that matter. Effective social media strategy is critical for organizations aiming to maximize engagement.

It’s not an anecdote or a wish upon a star…it’s math.

 

Words to know to be in-the-know:

 

High-propensity visitors:

These are the folks who demonstrate the demographic, psychographic, and behavioral attributes that indicate an increased likelihood to visit a cultural organization. These are the people who actually go to museums, zoos, aquariums, botanic gardens, performing arts events, etc. In short, they are the market segment keeping your organization’s doors open.

Coefficient of innovation:

The “P” value in the diffusion model. The coefficient of innovation includes messages that your organization pays to say about itself. Examples include radio spots, television, and nearly all forms of traditional advertising.

Coefficient of imitation:

The “Q” value in the diffusion model. The coefficient of imitation includes reviews from trusted resources. Examples include earned media, peer-review sites (think Yelp and TripAdvisor), word of mouth and, of course, social media. Reputation is a driver of visitation,

 

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

 

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Fast Facts Video, IMPACTS Data, Nonprofit Marketing, Sector Evolution, Trends 2 Comments