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

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

Why Donors Stop Giving Money to Cultural Organizations (DATA)

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

The Phrase That Effective Leaders Never Say

Hint: It’s not “This is how we’ve always done it!” But it is another poor excuse for avoiding necessary Read more

Schedule Drives Visitation to Cultural Organizations And Nobody Is Talking About It (DATA)

 Organizations often overlook the single biggest factor influencing attendance. Here's the data that nobody's talking about.  The schedule of a Read more

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 Read more

Three Tips To Help Nonprofits Increase Success When Pursuing For-Profit Partnerships

Let's stop telling companies that it’s their privilege to work with us for free – and, instead, show them Read more

Marketing

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 Leave a comment

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

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

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

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

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

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

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

 

Determining audience acquisition investment

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

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

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

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

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

IMPACTS audience acquisition equation

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

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

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

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

 

The equation in action

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

IMPACTS - Audience Acquisition

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

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

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

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

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

 

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

 

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

 

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

 

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

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

The New Realities of Advertising Costs (Hint: You Are Getting Less Than You Think)

Budget expenses

Many nonprofit organizations misunderstand the increasing costs of advertising – and it’s costing them dearly.

It’s that season when organizations are preparing their budgets for the upcoming year. For many of us in the communications space, tis the season of spreading tough-love  in the hope that nonprofit organizations don’t hamstring themselves with a flawed “save one’s way to prosperity” approach to budgeting for marketing expenses – especially social media and advertising. Increasingly, advertising is not an optional expenditure – it is a basic cost of doing business for any organization that relies on the time, engagement, or concern of audiences (…which happens to be most organizations).

When it comes to budgeting for a necessary advertising investment, a tremendous challenge confronting many nonprofit organizations is a reliance on precedent behaviors to inform our future planning efforts. The advent of digital technologies amplified by an increasingly platform agnosticism market have rendered many of the traditional “rules” of advertising obsolete. The communications world – and, in turn, the advertising world – is in a period of significant revolution and reinvention. A dogmatic beholdenness to the past is likely to leave an organization forever behind.

Here are two important points that your organization should keep in mind when it comes to the basic cost of advertising:

 

1) The cost of advertising has increased dramatically in recent years and many organizations are not keeping pace with inflation

Though you may be spending more, you are probably getting less return on your advertising investment than you were a few short years ago. The few percentage points that organizations add to their advertising budgets each year is simply insufficient when contemplated in the context of the escalating costs of advertising.

For instance, in my experience, even forward-thinking organizations keep their annual ad budgets relatively stable (“Hey, this is how we’ve always done it!”) and will sometimes add 5-10% if there’s a special program or campaign taking place that they’re trying to promote. The thing is, while organizations think that they are spending more (because they are actually spending more), they are increasingly getting less.

Take a look at the chart below. The chart indicates examples of observed advertising costs during the last five years.  For relativity purposes, the escalating cost factors have been standardized and charted as index values.

 IMPACTS cost of advertising

“Blended CPM” indicates the growth in costs “blended” across all media types (i.e. broadcast, radio, print, digital, outdoor, etc.) as observed by the actual media plans of twelve IMPACTS clients.  CPM is an acronym representing the Cost per One Thousand impressions.  Thus, the average observed costs to advertise have increased by 41% in the five-year duration ranging from years 2010-2014.

As additional examples of advertising costs, within the same five-year duration, the chart indicates that the costs of a 0:30 second advertisement during the Super Bowl and Grammy Awards broadcasts have respectively increased by 60% and 105%.

We are living in an increasingly personalized world that emphasizes speed and convenience. We can simply TiVo, Apple TV or On-Demand our way out of most ads on our favorite television shows because we watch these shows at our convenience. Because of this, programs that folks watch live (e.g. sports, news, award shows, etc.) command premiums when compared to the costs of similar programming a relatively few short years ago.

In the simplest terms: Yes, on average, your organization will need to have increased its advertising budget by at least 40% in order to match your advertising efforts of five years ago. If you’ve added less than 40% to your budget, then your organization may actually be achieving less advertising impact than you were in 2010.

In the end, it’s a lesson in business and economics: You cannot just throw a bit more money at something year over year and get mad when you don’t get correspondingly “more” in return. If you’re not increasing the budget at the rate of what things cost, then you’re actually getting less. This lesson seems particularly challenging for nonprofit boards to understand when they are confronted with a proposed increase in the advertising budget. “So, if we spend more money on advertising, how much more support will we get?” is a perfectly reasonable question posed by many a board member. However, the question from board members probably ought to be, “If we don’t sustain significant investments in our audience acquisition strategies, how many visitors will we lose…and what will be the costs of trying to re-acquire them in the future?”

 

2) The first thing that organizations often cut is marketing (despite the increasing importance of funding in this area)

Compounding matters is the fact that – despite an abundance of the well-publicized reasons why it is a terrible idea – many organizations trying to balance budgets still seem to cut the marketing budget first.

This may be particularly relevant for visitor-serving organizations (museums, theaters, symphonies, gardens, aquariums, zoos, etc.) as these types of organizations are having a rough time meeting attendance goals. The anxiety associated with this causes organizations to deny data and do a lot of dumb things (and maybe some more dumb things) that will hurt them even more in the long run, and cutting marketing budgets in the Information Age is another one of them.

It’s a tough pill to swallow for traditionalists and specialists within organizations, but marketing is increasingly important for the survival of your organization. For many of the most successful organizations, marketing is at the center of strategic conversations. It’s a big change for many entities! And, organizations aren’t solely deciding that this should be the case…the market is deciding for them. As I say in nearly every post: Organizations can sometimes determine importance, but the market determines relevance.

Mix one part “not keeping up with the cost of advertising” with one part “cutting your marketing budget” and watch your audience awareness dwindle to record lows. For those persons in the nonprofit sector who may continue to balk at the idea that they need to spend more to acquire, engage, and communicate with their audience than they did five years ago, I ask you: What makes advertising exempt from the most basic laws of inflation? Again, these cost increases are the most basic costs of doing business.

 

For marketers, it is a tough road ahead: The “This is how we’ve always done things” and “Last year plus five percent” approach to budgeting and media planning that permeates many organizations is an increasingly doomed strategy. In a way, this post isn’t exclusively about marketing or advertising. It’s about a new way to think about the constantly evolving world that we live in. The world waits for no one. We need to keep pace or risk being left behind.

 

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 Digital Connectivity, Financial Solvency, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends Leave a comment

Six Reasons Why Content Is No Longer King (And What Now Holds the Throne)

Know Your Own Bone - Connectivity is King

“Content is king” is confusing people and the reign is over. There’s a different ruler in town that is driving successful organizations: connectivity.

“Content is king,” said Bill Gates famously as the chief executive of Microsoft in 1996.  And for a while, there was little reason to disagree with Mr. Gates’s assessment – so much so that this mantra has been used by marketers the world over.  It makes sense: You need content to inspire folks to act in your organization’s best interest (i.e. become a member, purchase a ticket, make a donation, etc.).  But the reign of content has ended and – while still important – the saying is becoming quickly outdated in today’s increasingly digital world. In fact, the repetition of this saying is causing, cultivating, and excusing misunderstandings among organizations’ staff members. 

Let’s clear the air and work together to update the saying so that it can be more effectively applied to the purpose of inspiring action in today’s world. There’s a new king in town. Today, connectivity is king.

 

1) The concept of content as king is causing some problems

Let’s get one thing straight: Content is not unimportant. Compelling content creates the bridge that often inspires connectivity. However, our misbelief that content remains supreme is causing certain organizational problems that risk growing more deeply-rooted each day. Here are some symptoms of the outdated notion that content remains king that may actually jeopardize an organization’s solvency. Each of these conditions are symptomatic of a content-centric organization that deeply believes that what it outputs is more valuable than its outreach.

 

2) Connectivity is about your organization and its relationship with other people (Content is just about your organization)

The marketing channels about which the “content is king” saying may have originated were one-way communication channels. In other words, they were channels that generally gave your organization a “mouth” (e.g. television, radio, billboards, etc.). However, today’s most effective and efficient marketing channels have mouths and ears. That is, they provide a means of supplying feedback for the organization in addition to being soapboxes (e.g. social media, peer review sites, email, etc.).  Thus, it makes sense that the driving force in cultivating a desired behavior may have evolved to be more about linking up with an individual by way of a shared passion or situation than about an organization itself.

In other words, content is not necessarily about your audience. Cultivating connectivity, however, breeds and helps to strengthen a relationship with your brand and organization. Connectivity happens when an organization presents a passion or platform that resonates with a potential constituent. It’s about both the organization and the potential constituent. It’s the passion/subject/topic/mission/sentiment that bonds (or interests) the constituent to what your organization stands for.

 

3) Connectivity is necessarily relevant (Content can be irrelevant)

Connectivity is definitionally personal in that it is depends on something being of personal interest to an individual.  That  means that connectivity is necessarily relevant. Content, on the other hand, risks self-orientation that may not answer one of the most important questions that communicators should ask themselves from the perspective of potential constituents when they put out content: “So what?”

 

4) Connectivity is prerequisite for action (Content can operate in isolation)

Remember (because I mention it in nearly every post): Your organization can sometimes determine importance, but the market always determines relevance. In other words, you can talk…but unless people are connected to what you’re saying, nobody may be listening. Simply put: Without connectivity, nobody cares about your organization.

Connectivity is a prerequisite to action (e.g. signing a petition, securing a donor, summoning support, selling a ticket). Content, however, can easily operate in isolation if it isn’t thoughtful and/or doesn’t inspire connectivity.

 

5) Content can be the bridge that provides a pathway for connectivity (but if connectivity is not present then your content is pointless)

This is where connectivity emerges as the true “king” in today’s environment. Certainly, content is critical. Arguably, there could be no connectivity without content. However (and this is where folks are getting confused), there can be a great deal of content without connectivity.  Not all content is connective.

Connectivity that’s created through a shared interest in a topic, idea, mission, purpose, or sentiment aligned with your organization’s brand and values is powerful.  Otherwise, your content will likely fall on deaf ears…and certainly not inspire engagement and supportive behaviors

 

6) Connectivity is about your whole organization and its mission (Content is viewed as marketing jargon)

Because “content” tends to fall under the conceptual categorization of one-way communication, the idea of “creating content” often falls to the marketing or public relations department. This isn’t necessarily a bad thing.

But what IS a bad thing is when people “not my job” content creation. Today, communication and content creation is an every-department job.  Worse yet, the problem of silo-ing the important work of creating connectivity is often exacerbated within organizations due to some staff members’ ridiculous associations with the word “digital.”

 

Connectivity can be sparked when the content being communicated communicated is deeply-rooted within your organization and mission. It may seem strange to some leaders, but the ins and outs of your day and your passions matter to your audiences. Often, to audiences, the transparent, unvarnished insights of how and why you do what you do in pursuit of your mission is every bit as important as what you are doing.

There’s a reason why marketing messages increasingly perform poorly in terms of engagement: People want to know what’s really going on…not simply receive your sales pitch (which, frequently, is the charge of the marketing department).  The most connective content often comes from other departments who represent the core of what you do. The marketing team’s best role is strategically making the balance of your organization’s content accessible (i.e. inspiring connections).

 

Let’s stop aiming “to content” and instead aim to connect.

If you supply content, they will come? Nope. Not necessarily.

If you supply connectivity, they will come? It’s much more likely.

At our best, our organizations do more than provide education…even more than provide memorable experiences in the case of visitor-serving organizations.  We provide and facilitate meaningful interaction – connectivity.  By connecting people to people, people to places, and people to ideas, we transcend mere content and provide pathways to engagement.  People – not artifacts – change the world.

Content isn’t dead, but connectivity assuredly is king. 

Long live the king.

 

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, Digital Connectivity, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 4 Comments

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

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, Digital Connectivity, IMPACTS Data, Myth Busting, Nonprofit Marketing, Trends 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 engagement and engagement 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 Colleen Dilenschneider in Community Engagement, Digital Connectivity, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 7 Comments

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

DIlbert Social networks, games, and phones

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

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

 IMPACTS Overall Value of Information Sources

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

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

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

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

 

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

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

 

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

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

 

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

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

 

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

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

 

6) Email is losing ground

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

 

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

 

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

Posted on by Colleen Dilenschneider in Community Engagement, Digital Connectivity, Financial Solvency, Nonprofit Marketing, Sector Evolution, Trends 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 Colleen Dilenschneider in Community Engagement, Digital Connectivity, Financial Solvency, Fundraising, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 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.

 

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, Digital Connectivity, Myth Busting, Nonprofit Marketing, Sector Evolution, Trends 1 Comment