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

The efficacy and best practices related to email as a marketing channel have changed. Data suggest that email is Read more

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

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

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

Data indicate that social media continues to be the fastest growing and most influential marketing channel. Social media is Read more

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 Nine Outdated Ways of Thinking That Are Hurting Your Organization

If any of these outdated beliefs still linger within your organization, then your nonprofit may be suffering both in Read more

The Evolution of Marketing from a Service Department to a Strategic Collaborator

If your organization still treats the marketing team as a “service” department instead of a critical, strategic resource, then Read more

Announcing: Student Sponsorship Opportunities to Attend MuseumNext Conference 2014

Know any upcoming museum leaders? IMPACTS wants to help museum-and-innovation-loving students attend MuseumNext’s 2014 conference in NewcastleGateshead, UK by Read more

Marketing

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

RIP email

llustration by Sam Manchester/The New York Times

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

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

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

IMPACTS Public sources of information 2011 - 2014

 

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

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

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

 

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

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

 

3) Your organization should not necessarily stop sending emails

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

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

 

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

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

 

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

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

 

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

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

Darwin on change

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

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

Dilbert vagueness plan

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

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

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

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

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

 

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

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

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

 

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

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

 

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

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

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

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

 

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

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

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

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

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

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

 

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

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

 

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

Posted on by colleendilen in Big ideas, Community Engagement, Education, Leadership, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Public Service Motivation, Social Change, Social Media, Technology, The Future, Words of Wisdom 1 Comment

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

DIlbert Social networks, games, and phones

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

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

 IMPACTS Overall Value of Information Sources

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

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

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

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

 

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

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

 

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

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

 

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

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

 

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

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

 

6) Email is losing ground

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

 

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

 

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

Posted on by colleendilen in Big ideas, Community Engagement, Generation Y, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media, Technology, The Future Leave a comment

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

Where complacent brands go

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

 

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

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

Symptoms may include:

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

 

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

 

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

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

Symptoms may include:

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

 

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

 

3) You think marketing and fundraising serve independent functions

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

Symptoms may include:

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

 

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

 

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

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

Symptoms may include:

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

 

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

 

5)   Your social media managers operate in a silo 

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

Symptoms may include:

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

 

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

 

6) You think the more followers, the better

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

Symptoms may include:

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

 

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

 

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

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

Symptoms may include:

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

 

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

 

8) You deny the necessity of brand transparency

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

Symptoms may include:

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

 

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

 

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

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

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

Symptoms may include:

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

 

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

 

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

 

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

 

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

The Evolution of Marketing from a Service Department to a Strategic Collaborator

marketing fairy dust

If your organization still treats the marketing team as a “service” department instead of a critical, strategic resource, then it’s time to catch up.

Audiences now expect organizations to operate from the outside-in (the market determines the relevance of your organization), and no longer from the inside-out (internal experts attempt to declare the market’s preferences). If you’re making major decisions without first contemplating the market, then your organization may be doomed to fail.

Before the social media revolution, marketing often played a “service” role in organizations. That is, it was a department tasked with delivering the messaging that originated from other departments. The exhibits team decided to bring in an obscure exhibit about so-and-so’s this-and-that? The marketing department was at their service to get people to visit the exhibit. The CEO decided that he wants to take up a public-facing initiative of interest to him? The marketing team would have to find a way to deliver the news. This is what I mean by marketing playing a “servicing” role in the organization. In an outdated way of thinking, departments would make decisions and say, “Okay, Marketing – market this.”

It doesn’t work like that anymore. The most successful organizations with which I have the opportunity to interact consider the marketing team before the organization solidifies even minor public-facing plans. Why? Think about it…

 

1) The marketing department is now the ears of your organization and not just its mouth

Gone are the days of the marketing team playing the role of a one-way megaphone for an organization. Thanks to the 24/7 nature of the web, organizations that do not actively listen to their audiences, provide ongoing transparency, or engage in social care (that is, provide real-time responses to online inquiries within the organization’s community) suffer from a decline in reputational equities (and reputation is a driver of visitation and also plays a role in philanthropic decision-making). In short, the marketing department is no longer your organization’s way to talk at your audience, this department provides the opportunity to listen to and connect with your audience.

 

2) Connecting with audiences every day forces your marketing department to become expert in the wants of your constituents

Have you ever really looked at some of the interactions on your organization’s Facebook page that your marketing team nearly always seems to respond to with tact? Those responses are necessarily considered and thoughtful. I very rarely see a marketing person write something that illustrates what they may actually be thinking at times (“Sir, this basic information is all over our website, is extremely findable in a Google search, and is addressed in the comment below… but sure, I’ll respond during my dinnertime to supply this answer to you in a timely fashion and I’ll even thank you for asking!”) In other words, communicating on social platforms often takes time, skill, and consideration. By interacting with your audiences every day and successfully managing online communities, a good marketing team member necessarily becomes expert in your market’s wants, confusions, desires, hold ups, and preferred methods of communication.

 

3) Organizations sometimes determine importance but the market always determines relevance

This is an absolutely critical concept for modern-day nonprofit organizations to grasp in order to achieve financial solvency (and, thus, why I mention it in several posts): If audiences that truly matter don’t consider what your internal experts declare as important to actually be important, then you won’t succeed in garnering support. Your organization may claim that something is important, but that does not make it so to your audiences. The marketing team may be able to tell incredible stories, but if “important” content is not innately relevant, the job is much harder – and may be impossible in some cases.

 

4) Initiatives have an infinitely greater chance of success if marketing has been involved in their development rather than briefed after their finality

Because the marketing department knows your market and because the market determines your success, it’s unwise to treat this team as a “service” department rather than a strategic department. We currently live in a very connected world and we no longer have to “guess” what our audiences want or need in order to support our missions (see point #2). Thus, it makes almost no sense that a department within an organization might arbitrarily pick an initiative or exhibit (determining importance) without considering the market (ensuring relevance).

 

Although the role of marketing is changing and, in turn, the way that organizations think about their marketing departments has changed, that does not mean that this is the single most important department by any means. Marketing is an every-department job that only works with the help of others to bring expert content to potential supporters through the filter of how audience are best engaged.

Digital engagement provides an incredible opportunity to get to know audiences, break down ivory towers, engage in open authority, and build greater personal connections to nonprofit missions. In order to achieve success, organizations must listen to their audiences, relate to them, and provide value to individuals – and community management should be contemplated before an organization makes public-facing decisions.

If an organization is in the woods shouting its own importance and nobody is around to hear it, does it make a sound? Who knows…but, more importantly, who cares? Our organizations have both mouths and ears. It’s time to use them both.

 

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Posted on by colleendilen in Big ideas, Community Engagement, Management, Marketing, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Words of Wisdom 1 Comment

3 Market Changes That Have Completely Altered the Role of Marketing in Nonprofit Organizations

Word of mouth cartoon

 

Gone are the days of marketing from the inside-out…When the exhibits teams would decide on the new attraction and leave it to the marketing team to get folks in the door. Now, in order to remain relevant and solvent, nonprofit organizations must market from the outside-in.

The increasing importance of the role of technology in our lives has brought about several changes in how the market interacts with organizations, raised the stakes in brand communication (with a new emphasis on accessibility and transparency), and even altered how we maintain our own personal relationships. This era of stakeholder (donor and constituent) empowerment has also changed the way that smart, sustainable organizations operate on the whole…not just how they “market.”

The old, inside-out method of marketing: Nonprofit boards of directors, exhibits teams, program executives or other content gatekeepers decide on the next, big feature or program for an organization – often based solely on “experiential intuition” and supported by little or no market data.  In other words, the “Someone Important – a would-be expert – just decides” method of content development.

Once the decision is made, marketing teams are notified of the content and charged with the task of bringing people in the door to see/experience the content that this important person/committee likes. It’s a self-protecting system for higher-ups and other departments: If people didn’t come, it was the marketing department’s fault.

The new, necessary outside-in method of marketing: Organizations actively listen to their audiences and collect market data to determine what kind of content the organization’s visitors and supporters want. Instead of marketing and PR teams responding to executive committees alone, things are increasingly the other way around: Marketing folks are the experts on your audience and they work with decision-makers to determine which programs will engage the maximum audience (and, in turn, attendant revenues). Instead of being informed of what to “sell,” marketing teams within the most successful organizations that IMPACTS works with (nonprofit and for-profit clients alike) are brought on board in the earliest phases of the content development process to lend voice to the market’s preferences.

Here are three, critical evolutionary changes that serve as key reasons why organizations benefit by “marketing” from the outside-in:

 

1. There is an increased emphasis on product and experience (mostly, because you cannot hide it if people do not like your product or service)

How many times have you looked at your on-staff social media pro and asked urgently, “How can we increase our Yelp and TripAdvisor reviews?!” (Some CEOs even ask me this with the assumption that the answer lies in somehow “mastering” social media sites!) Your social media pro can’t increase your peer review ratings on their own because peer reviews are a result of audience experiences with your product or service. Marketers can frame the experience, provide critical clarification, and manage customer service on public platforms after the event, but you cannot sweet-talk your way out of several already-posted negative peer reviews harping on the same product or service downfall. In today’s world of transparency with the increased importance of word of mouth validation, smart organizations increasingly understand that sometimes maintaining support and affinity is dependent upon listening to audiences and then changing the product.

Increasingly, organizations are finding that they should not just have special exhibits – they should aim to have special exhibits and permanent collections that people want. (I’ll put extra emphasis on permanent collections because we can trace “Blockbuster Suicide”  to many of the financial perils currently faced by many museums).

 

2. Welcome to the age of the empowered constituent/supporter (and the increased need for audience interaction and participation)

Thanks in large part to the real-time nature of social media and digital platforms, today’s audiences are armed with vast amounts of real-time information. So much information, in fact, that audiences prefer to make decisions on their own or with the help of peer review sources (the value of which is on the rise). Indeed, if your organization isn’t particularly attune to the market (or chooses to selectively ignore potentially negative feedback as “anomalistic”), then there is an excellent chance that your audience may have more “visitor intelligence” than you do.

The role of the curator is evolving, and people now prefer to experience and interact rather than to be told what to do/think. We are seeing an increase in audience participation and crowdsourced exhibits. With these trends possibly re-defining the staid reputation of museums and other visitor-serving organizations, the “come to this because I told you so” method of thinking about marketing doesn’t work as well. It’s an outdated, inside-out approach to cultivating visitors. Today, organizations build stronger affinity when they articulate the value for the visitor (i.e. “What’s in it for the audience?”) rather than messages wherein the only apparent “gain” is the admission revenue (i.e. “What’s in it for the organization?”).  And, really, the “Because I say it will make you smarter” rationale doesn’t cut it as a major component of the value proposition.

Simply put, in order to articulate value to your visitor, you have to know your visitor now more than ever before.

 

3. Nonprofits sometimes determine importance, but the market always determines relevance (and organizations that misunderstand this now experience expedited financial strife)

I’ve written about this before, but it’s worth repeating: As highly-credible topic-experts and trusted authorities, nonprofits often are able to declare “importance.” However, if the market isn’t interested in your area of expertise or does not find it salient in their lives, they may deem your “importance” to be irrelevant. All too often, nonprofits generally misunderstand the role of the public as the ultimate arbiters of an organization’s relevance…and how much they need supporters and diversified revenue streams simply to stay afloat.

When we forget this, we get caught up and sidetracked by things like Judith Dobrzynski’s recent “High Culture Goes Hands-On” article in the New York Times. We forget that at the end of the day, we need to attract attendees, members, donors, and supporters…and that a museum that is closed cannot serve its social mission.

Due to the speedy share rate of vast amounts of information, we now live in a time when irrelevant messages are easily drowned out by other priorities – and even more-relevant “noise!” This may possibly expedite financial woe for organizations unwilling to consider the wants and needs of their audiences.

We must keep up or get left behind. We must evolve (like every other being, entity, or industry that has ever existed) or risk extinction. Increasingly, a big part of our evolution is discontinuing old habits of marketing from the inside-out, and instead keeping tabs on the market so that we may contemplate the best ways to operate from the outside-in.

 

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

Posted on by colleendilen in Big ideas, Branding, Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media, Words of Wisdom 5 Comments

5 Key Reasons Why Social Media Strategies Are Different Than Traditional Marketing Strategies

Company achievements

Social media and web-based platforms function differently than “traditional” marketing/PR platforms. While this may be obvious to some, I work closely with many experienced executive leaders who have been formally trained (and then formally practiced) more traditional marketing and communication methods. Perhaps the differences between digital and other forms of communication is something that some leaders are hesitant to acknowledge because the dramatic changes hearkened by the digital revolution might suggest that years of experience are somehow suddenly less relevant  – but I know several brave leaders who have spoken up on behalf of their years of experience doing what has historically worked…until now.

Why IS marketing and communications on social media and web-based platforms so different than marketing on NON-web-based platforms? Why don’t the same rules apply as they have for decades? Why are the lessons from the classic MBA canon (like the Harvard Business Review staple of Chester Burger’s How To Meet The Press) so outdated?  And how could key aspects of entire marketing curricula at the prestigious universities that were attended by our best and most accomplished nonprofit leaders be considered increasingly irrelevant? Surely, marketing is still marketing…

Indeed, marketing is still marketing. But times have changed (and are rapidly changing). The importance of social media in an organization’s business strategy is undeniable. We have a new platform that didn’t exist in the past – and it has changed a whole heck of a lot about how organizations “do” Communications…  perhaps because it has so drastically changed how the market views Communications.

1) Social media is not advertising. It is a different, more effective beast.

Social media is more influential than other forms of “traditional” communication when it comes to spreading your message. To explain, reviews from trusted resources (including channels such as social media and word of mouth testimonials) have a value 12.85 times greater than paid media (broadcast, radio, and other types of traditional advertising). Therefore, there’s no amount of paid advertising that can realistically overcome a deficiency of earned media. Thanks to the real-time, public nature of the web, marketing and PR have been supercharged and we are now able to maximize this other half of the messaging model. Though this model has always existed, word of mouth tended to resist scale and relied largely on one-to-one or one-to-many interactions.  The dawning of the digital age has introduced unprecedented scaling capabilities to many of our communications – where once we had Siskel and Ebert (two people speaking to many), we now have Rotten Tomatoes (many people speaking to many). Because of the introduction of scale – borne largely of digital technologies – earned media and reviews from trusted sources have never been so accessible, obtainable, contemporarily relevant, and critical for an organization to succeed.

 

2) Social media disproportionally influences market behavior

Digital platforms like web, mobile, and social media currently have the highest efficacy among marketing channels in terms of overall, weighted value (contemplative of the market’s perceived trust, and reach and amplification capability of various communication channels). This is especially true compared to more “traditional” channels such as radio and printed materials. In fact, the weighted values attributed to these channels have experienced dramatic decreases even in the last year! Instead, folks are looking to social and web-based platforms to acquire the intelligence to inform their decision-making processes – and these platforms play a significant role as the go-to source for information on leisure activities (salient if you are a museum), especially among those most likely to attend a visitor-serving nonprofit.

 

3) Social media involves evolving technologies and platforms

Unlike largely “fixed,” static media such as print and radio, the mechanisms by which digital messages are delivered and the context within which individual members of the market receive these messages is constantly in-flux. Social media and digital communications depend on rapid innovation, changing platforms, and evolving social mentalities that sink or swim in real-time. They require a strategic flexibility to succeed, and often necessitate experimentation in order to understand how to best reach particular audiences through online engagement. The classic marketing texts of the past remained relevant for decades because – arguably until now – organizations could have one spokesperson, they did have the time to prepare responses before meeting the press, and they could leave a lot more behind closed doors.

 

4) Online engagement necessitates perceived accessibility in order for organizations to succeed

The alarmingly condescending-in-hindsight, stilted tone of past marketing and PR campaigns has gone by the wayside in the age of social media. In essence, the world has become more transparent and people want to know more about the brands that they support – nonprofits included! In the past, organizations could often divulge only what they wished, but now organizations must answer straightforward questions posed on public platforms in real-time, or watch their reputation and consumer-base shrink… also in real-time. In short, this change challenges the way that many in the past have been taught to “communicate with the press.” In today’s world, organizations communicate directly with the public. And they need to be likeable and relatable.

 

5) Social media is real-time and 24/7

Though it was historically done more passively, brands have always been building relationships in real-time – even while the CEO or other appointed spokesperson was off the clock. People have spread valuable word of mouth messages at cocktail parties and talked shop on the back nine of a golf course for generations. However, from a broad public perspective, it was generally understood that an organization’s “real people” were not accessible outside of the historic “nine to five” workday. Today, the real-time nature of digital platforms have made organizations accessible at all hours and in all situations. And the public especially utilizes these platforms during moments of crisis – the very times when organizations in the past may have been particularly grateful for the ability to remain silent as they got their PR ducks in a row.  Moreover, organizations are expected to respond to inquiries on social media platforms in real time. 42% of individuals using social media expect answers to questions that they ask online within one hour. Unlike traditional media that runs as per a schedule and a plan, social media requires active management and necessitates the implementation of real-time PR strategies…all day. Every day.

 

Are all of the marketing (and even broad strategy) baseline best practices taught in MBA courses of the past and cultivated for decades becoming completely irrelevant? Of course not. However, societal and technological evolution may find these long-time graduates and folks “with X years of experience in the industry” challenging themselves to re-purpose their experiences to better apply to today’s marketing environment.  In fact, I’d propose that perhaps those seasoned individuals willing to embrace social media and digital engagement may be our greatest industry assets in adapting strategies to best suit evolving technologies. Many of the marketing best practices of the past are directly at-odds with today’s practices, and leaders who can evolve their own thinking may be the most successful in leading their organizations into the future. 

 

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

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

Trust Your Audience: Data Debunks Nonprofit Social Media Fears

the scream

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

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

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

 

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

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

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

IMPACTS- Trust in Marketing Channels

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

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

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

 

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

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

Smithsonian Facebook Comment

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

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

 

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

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

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

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

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

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

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

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

 

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

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

Why Offering Discounts Through Social Media Is Bad Business for Nonprofit Organizations

There’s significant data compiled by multiple sources indicating that “getting discounts” is the top reason why 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 (perhaps less meaningful) metrics. But, before you go crazy with the discount offers on Facebook and Twitter just to get your “likes” up, here’s another thing that’s true: Offering discounts through social media channels cultivates a “market addiction” that will have long-term, negative consequences on the health of your organization.

I recently wrote a post called “Death by Curation” within which I shared data indicating the non-sustainable cycle that museums enter when they must rely on new, progressively more expensive “special” exhibits in the hopes of achieving attendance spikes (what has since been referred to by a reader of this blog as “Blockbuster Suicide”). In many ways, offering discounts creates a similarly vicious cycle whereby a visitor-serving organization finds itself realizing a diminishing return on the value of its visitation.

When an organization provides discounts through social media it trains their online audience to do two not-so-awesome things:

 

1) Your community expects more discounts

Here’s where your organization breeds an online audience of addicts accepting discounts…and, strangely enough, becomes addicted to offering discounts itself. Posting a discount to attract more likes on Facebook (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 for “likes” attracts low-level engagers (they are liking you for your discount, not your mission), and prevailing wisdoms increasingly suggest that your number of social media followers doesn’t matter. It is far better for your brand and bottom line to have 100 fans who share and interact with your content to create a meaningful relationship, than to have 1,000 fans who never share your message and liked you just for the 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). Over time, however, these low-level engagers will stop following you 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, you will post discounts on social media. This is the start of the addiction: In order to keep these likes, you need to offer more discounts.

Try this: Simply stop offering discounts. Over the course of a few months, your number of likes will go down (because these people only liked you for the discount, not your awesome, socially conscious content). They were 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 and will amplify your message (not the “we are offering a discount” message – which is the content that, unfortunately, frequently gets the most shares and perpetuates this cycle).

 

2) Perhaps more importantly, your community waits for discounts

Here’s where becoming an addict takes a toll on the organization’s health. Data indicates 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 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…

Here is the debunking of another popular misnomer that some organization’s use to justify their discount tactics: You are not necessarily capturing new visitation with discounts. In fact, data from the company for which I work suggests that 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.”

To compound matters, instead of hastening the re-visitation cycle, the “waiting for a discount” phenomena may actually increase the interval between visits for many visitors. The average museum-going person visits a zoo, aquarium, or museum once every 19 months. If you offer a discount, while you may not attract a larger volume of visitation to your organization, you may accelerate your audience’s re-visitation cycle on a one-time basis. This sounds great…until you realize the significant downsides to this happening: Your audience just visited your organization without paying the full price that they were actually willing to pay and they likely won’t visit your organization again for (on average) another 19 months. On top of all this, IMPACTS data illustrates that the steeper the discount, the less likely visitors are to value your product and return in a shorter time period.

Think of it this way: A visitor coming to your museum in May 2012 would likely visit again in December 2013 (i.e. in 19 months). Let’s say that you offer them a discount that motivates them to visit in October 2013. 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, 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 a 19-month visitation cycle to a visitation cycle dependent on an ever-increasing discount. Can your organization afford to keep motivating visitation in this way?

So, how do museums get addicted to discounts, too? Well, we 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 museums doing while the market waits for this new discount? Sadly, often times the answer is that they are panicking.

If you run a museum, 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. This 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 – items, 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. But, once the intoxicating high of a crowded gallery has passed, very often all that we’re left with is a nasty hangover. My advice to museums and nonprofit organizations contemplating a broad discount strategy on social media: Just say no!

 

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Posted on by colleendilen in Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media, Technology, Words of Wisdom 6 Comments

Four Critical Reasons Why Nonprofit Organizations Must Not “Go Dark” on Social Media on Weekends

It is important for nonprofit organizations to maintain a presence on social media and manage their communities online. In fact, social media is the most influential and fastest growing marketing channel – with particular benefits in regard to targeting audiences (reach) and spreading messages (amplification). But those benefits only apply if you “do it right.” That is, you build your organization’s reputation by aiming for transparency, touchability, tone and timeliness in your online communications. Let’s talk about timeliness.

While banks and post offices may reliably post narrow hours of operations, most nonprofit organizations depend on the evenings and weekends to maximize their engagement.  For many nonprofits – especially visitor-serving organizations such as museums, zoos and aquariums – the evenings and weekends are times when many constituents may be most likely to engage with your brand. By “going dark” on the weekends and evenings (or only posting and monitoring social media when someone is in the office), an organization risks ignoring its audience at the precise moments when they may be most apt to communicate, and leaves the organization particularly vulnerable to negative brand sentiment or a possible PR crisis. 

Ignoring your online community for any extended period of time is likely to have a detrimental effect on your brand. And, at the very least, it “leaves money on the table” because you are failing to capitalize on an opportunity to engage online evangelists – a critically important constituency with the power to credibly re-communicate your messaging. Viewed in the worst light, it leaves you voiceless, powerless and ignorant of your reputation for 76% of the week (all hours of the week except the traditional eight hours when a social media manager is “in the office”). This is a big miss. In fact, it’s borderline negligent.

Does this mean that all organizations must have somebody sitting and exclusively watching social media channels like a hawk all week and throughout the night? Absolutely not. It simply means that organizations should aim to respond to social media inquiries within an average of 4 hours (to demonstrate accessibility and transparency) regardless of the day of the week, and post content outside of working hours and on weekends so as to remain top-of-mind.

Here are four, important points to consider regarding the value of social media and weekend social media activity:

 

1. No amount of advertising can make up for a lack of social and earned media.

When an organization goes dark on the weekends, that organization is missing an opportunity to engage audiences and secure reviews from trusted sources. Social media is a great creator of these trusted reviews, which carry significant weight with regard to promulgating messages.

The Bass Model below illustrates the bottom-line of the mathematical equation measuring paid media (Coefficient of innovation) and reviews from trusted sources (Coefficient of imitation). The take-away is clear: reviews from trusted resources (word of mouth, social media, peer reviews) are 12.85 times more powerful in the market than paid media. Therefore, there is no practical amount of paid media that can overcome a deficiency of social media interactions, peer reviews, and resulting earned media. Considering buying another billboard on the highway? Instead, why not pay your social media community manager a bit more and make sure you are managing your community throughout the weekend? (As a side, data suggests that buying billboard space may not be the best use of marketing funds anyway.)

 

2) Weekends may be a particularly important time for your audience to connect and engage

There’s a whole host of data from several entities boasting the best and worst times to post on Facebook, Twitter, and other social media platforms. While there has been a bit of debate about the generic “best” time to post across all industries, it has been shown that organizations that post outside of business hours have 20% higher engagement rates on Facebook than organizations that do NOT post outside of traditional business hours.

Saturday has been dubbed the best day of the week to share on Pinterest. Saturday has also been cited as the best day of the week to post on Facebook… But let’s not get carried away. To make matters more confusing than they already are in the always-evolving world of social media, bitly just released data that displays particularly low click through rates on Facebook and Twitter over the weekends. The unfortunate bottom line for organizations looking for a magical, cheat-sheet timeframe to post on social media? It doesn’t exist (yet). That timeframe depends on the industry, and it depends on the behavior of your organization’s demographic on Facebook.

There is no “one size fits all solution.” The best way to determine an individual optimization strategy for your organization is to simply test it yourself. Try out times and content and see what yields the highest amplification, conversation, and applause rates. Your own experience with your organization’s unique content will be most useful in determining this timeframe.

 

3) “Going dark” makes your organization passive on social media and leaves a gaping hole in reputation management

If you’re like most visitor-serving organizations, you have the most visitation on the weekends. “Going dark” is generally never a good idea on social media as it leaves your viral, online community unmanaged. If something happens on Saturday and someone posts an alienating, inappropriate, or untrue comment that is not addressed, the brand could already suffer significant reputation damage by Sunday. But going dark during this particularly critical timeframe for your organization’s business is bad practice. Again, if you’re like most visitor-serving organizations, you get the most pictures and comments over the weekends from visitors. It is important to respond to and thank these guests for both their support and their online engagement. The nature of social media emphasizes real-time reactions and ongoing accessibility.

When writing up Diagnostic Audits for nonprofit, visitor-serving clients concerning their social media practices, I’ve encountered some urgent comments left by potential weekend visitors that were left unanswered and resulted in a decline in the organization’s online sentiment for that month (and a decline in overall reputation). I have seen frantic visitors wondering if the museum is open – which has caused others to ask the similar questions. (“Why wouldn’t you be open? Does this person know something that I don’t know? I’m not coming today.”) Perhaps the most painful examples are those wherein an inappropriate or untrue comment is left unaddressed over the weekend that calls into question the transparency of the organization and diminishes trust in the entity (someone accuses the organization for acting politically or engaging in activity that is at-odds with their mission – and the organization has posted too-little information on the topic for others to weigh-in in the organization’s favor).  If you’re a zoo or aquarium and somebody asks you on Facebook if one of your animals is still alive or if a certain creature is “alright” (even if it’s out of the blue), it’s important to be present to answer the question. Immediately.

Prioritizing a practice to “not go dark” on the weekends is an important risk-management practice, and allows organizations to play an active role in its reputation management.  (Aren’t we all sick and tired of always “putting out fires” on Monday?)

 

4) Posting over the weekend allows you to remain top-of-mind as a weekend destination (if you are a visitor-serving organization)

This is simple. The weekend is a popular time for leisure activities (as is likely mirrored in your visitation trends). Posting something to enter your supporters’ newsfeeds during this leisure time mindset simply keeps your organization top-of- mind. If you’re a visitor-serving organization only posting between 9am and 5pm on weekdays, then you are entering people’s newsfeeds at a time that folks likely couldn’t visit you, even if they wanted to (IMPACTS has uncovered that schedule is a key driver of visitation). Are most of the people who see the clever photo that you posted to your organization’s Facebook page going to shut their laptop, funnel their kids in the car, and visit you immediately? No, probably not. But they might chuckle and think (in their moment of downtime), “Gee, I haven’t been there in a while…” and start planning their next visit.

 

Simply put, going dark is a “you” customer service problem, not a problem that should be borne by your constituents. Allow them to ask questions and communicate with you at the time that works best for them - regardless of the time and date. This will create optimal engagement rates and maintain the greatest chances of capturing evangelists.

It may take a bit of extra time “outside of the office” to post content and remain accessible during the weekends, but it will be well worth the effort. Regardless of when you post, it is critical that you do not “go dark” and leave your online audiences hanging. Also remember: content is still king. What you post (whenever you post) matters and will affect your engagement rates.

 

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Posted on by colleendilen in Branding, Community Engagement, Marketing, Museums, Nonprofit Marketing, Nonprofits, Social Media, Words of Wisdom 7 Comments