How Nonprofits Use Language as a Barrier to Progress

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Signs of Trouble For The Museum Industry (DATA)

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Museums

How Nonprofits Use Language as a Barrier to Progress

Inigo Montoya - You keep using that word

Want to be a relevant, digitally engaging, and future-facing organization? You may be starting out on the wrong track. While it seems like a no-brainer, the first step is to actually understand what those words mean…because it seems that many executive leaders and staff members may not.

Before you skim ahead and chalk up these issues to “semantics,” consider that when a term is used incorrectly by leadership within an institution, other members of the organization begin to use it in the same way. When these important – and, definitionally, misunderstood – terms become “cheat” words for industry evolution, problems emerge. At the very least, the organization (if not the industry) is destined to be laggard until we either get the meanings right or someone creates a NEW word to represent the thing that the original word should have meant in the first place.  These matters of “semantics” are misguiding our industry.

Misusing (or perhaps unintentionally “redefining”) important concepts for strategic evolution happens constantly. I see it in my work every day – not to mention in public communications from nonprofit CEOs. Perhaps it’s because I’m a digital native myself, or because I work primarily with Baby Boomers to whom these words may seem relatively new in a contemporary context, or because I’m constantly in the thick of conversations regarding strategic change with my clients…but I find myself consistently feeling like Inigo Montoya (without the cool ‘stache) when words like “relevant,” “digital,” “engagement,” and the “future” come up. Interestingly, it seems that the meanings of these four important words have been jumbled together.

Cheating ourselves by not truly considering the meanings of these words may be playing a role in declining attendance to visitor-serving organizations and their increasingly grim business models. It’s certainly not helping us correct the effects of negative substitution facing the industry.

Let’s dive into these examples. Here are those four words that nonprofits often “cheat” themselves out of by (knowingly or unknowingly) redefining their meanings. In no particular order, ladies and gentleman…

 

1) Relevant (vs. current)

It seems that when someone asks, “How can we make our organization more relevant?” the proposed solutions involve tactics that are current (e.g. utilizing social media, providing analysis of a current event on a blog, or adding a widget to a website). But what if the question was phrased, “How can we make our organization more meaningful to our constituents?” (That, folks, is the true opportunity embedded within the word “relevant.”) When we use or interpret “relevant” to mean “current,” we miss the boat on more important conversations with greater potential to elevate individual organizations and the industry at large.

Being relevant is about connectivity, not content. Connectivity is king. Being current can certainly go a long way in making your organization more relevant to individuals, but promulgating the use of “relevance” to instead imply “current” shortcuts important conversations about how to actually connect with constituents and inspire them to act in the interest of your organization’s mission.

 

2) Engagement (vs. social media interaction)

Without a doubt, fostering engagement is critical for securing support in the information age. The more folks feel a connection with your organization by whatever means, the more relevant (yes, the real meaning of the word) an organization may become. Like being “relevant,” “engagement” is about connectivity. It heightens an organization’s ability to foster feelings of affinity that motivate a desired behavior.

Engagement actually means “to become involved in.” Engagement does not mean, “create a moment of semi-detached, low-level maybe-interest on a trackable social media platform”…so let’s stop using it that way. We miss out on important discussions about impact and strategy (and confuse ourselves by further  contributing to the social media data dilemma) when we reduce “engagement” to simply mean something like “Facebook likes.”

 

3) Digital strategy (vs. technological skillset)

I’ve saved the two most important for last. Industry misuse of the word “digital” may be the entire reason why many organizations aren’t very good at translating it into visits, membership, financial support, or even lasting engagement. Here’s a truth bomb: “Digital strategies” are actually real-life, human-being engagement strategies. As much as many folks working in organizations want to write “all things digital” off to the IT guys (or even the marketing department alone), humans do not think in HTML. Technological skillsets come in handy when deploying tactical, isolated aspects of these strategies. In other words, “digital strategies” are not necessarily about platforms, but about people. So executives should really stop saying, “I don’t understand that” as an excuse for digital illiteracy. This actually translates into, “I know nothing about how to engage our audiences – particularly on their preferred platforms – and I probably should not continue to hold my current position given how remarkably unqualified I am relative to the moment.” The data is pretty unassailable on this front.

Want to dig deeper into this dilemma? Here are five reasons why conceptually separating out “digital” is a problem that is making it harder for nonprofits to succeed.

 

4) Future (vs. present)

Talking about the “future” of organizations may be holding them back. Many industry resources supposedly focusing on “the future” are actually communicating about emerging trends that are happening right now…and when we call them “the future” we do ourselves a grave disservice for several reasons. (For a full run-down, check out this article.) Among those is the fact that calling things that are happening in the present “the future” excuses putting off critical issues, implies uncertainty (even though the data is anything but uncertain), and this misuse of the word also fosters a false and undeserved sense of “innovation” when many organizations are not even keeping up with the day-to-day realities of the world that we live in.

 

These “matters of semantics” are playing big roles in the progress (or lack thereof) of nonprofits and visitor-serving organizations. My hope is that by identifying these “cheats” we may open our minds (and our mouths) to having bigger, more meaningful conversations about the future of our own organizations and nonprofits at large.

 

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

Signs of Trouble For The Museum Industry (DATA)

Main Hall and Stairs Mational Museum Warsaw

As the US population grows, the number of people attending visitor-serving organizations is (still) in general decline. And this is a very big problem for sustainability without a digital-age shift in our business model.  It’s not just museums. Many visitor-serving organizations – science centers, historical sites, aquariums, zoos, symphonies, etc. – are failing to keep pace with population growth.

Consider: In the five-year duration spanning 2009-2013, the US population increased by 3.5% from 305.5 million to 316.1 million. The majority of this growth occurred in major metropolitan areas – the very population dense regions where many visitor-serving organizations are located. Indeed, nearly one in seven Americans live in the metropolitan areas of the country’s three largest cities – New York, Los Angeles and Chicago.

However, during the same duration, data indicate that attendance at many nonprofit, visitor-serving organizations has declined. In fact, of the 224 visitor-serving organizations contemplated in the 2014 National Awareness, Attitudes & Usage Study of Visitor-Serving Organizations (NAAU), 186 organizations (83.0%) reported flat or declining attendance. And this is neither a regional nor curatorial content-specific finding – the study representatively contemplates visitor-serving organizations of every size, type, and area.

Many organizations are hesitant to acknowledge attendance challenges…especially when they have historically cited being the “most visited” as an indicator of their expertise and effectiveness. I sense that pressure from governing boards also plays a role – particularly as many organizations have been tasked to maximize earned revenues (often inevitably linked to visitation). Perhaps most concerning of all are attempts to blunt the challenge by proposing half-measures as remedy – you’ll no doubt recognize the “don’t worry, we’re going digital!” excuse and the related practice of sending mid-level staff to innovation conferences as attempted evidence of progress. (This last excuse may be especially worrisome as it seems that many staff members tasked to “innovate” may not actually be empowered to carryout their plans for advancement.)

But, regardless of the excuse, the numbers suggest that our industry risks becoming less relevant to future audiences. What does this mean to visitor-serving organizations? Let’s look at a few examples. (Note: To keep this from being a huge, overwhelming chart, I pulled out major metro markets and a few areas cited as “up and coming.”)

KYOB VSO attendance - IMPACTS

To illustrate, the population of the Atlanta, GA Metropolitan Statistical Area (MSA) has increased in the past five years by 9.4%. During the same duration, visitation to the Atlanta-area organizations contemplated in the NAAU study indicates an attendance decline of 4.6%. Think about that – if engagement were keeping pace with population growth, an organization with an annual attendance of 1,000,000 in year 2009 would reasonably expect to welcome 1,094,000 visitors in year 2013. Instead, on average, the studied organizations saw attendance decline from the theoretical 1,000,000 visitor level in year 2009 to 954,000 visitors in year 2013. Measured against the expectations of population growth, visitor engagement underperformed by 140,000 visitors!

The expectation would be for attendance to increase alongside population growth – otherwise, it is indicative of underperforming the opportunity.  Again, the findings are stark and concerning for organizations in the engagement business:

KYOB VSO Performance against expectations - IMPACTS

In most any other business, if you saw the market steadily increasing in size and your product’s usage in steady retreat alongside it, you’d likely think, “This business model sucks.”

Well, our business model sucks.

Confronted with this evidence, I’ve heard leaders recycle tired strategies of securing larger donations from an aging donor base, and plans to gain more grant funding from governments and foundations. Generally, they aim to “pivot” from a reliance on earned revenues to (hopefully…fingers crossed!) additional contributed revenues. Except no. The visitor-serving industry doesn’t need to pivot. It needs to reset.

Here are three behaviors we need to adapt to reset our current condition:

 

1) Stop citing poor previous efforts as evidence that something will not work

Some visitor-serving organizations will declare that they “already tried” something after investing only the most minimal of resources necessary to claim effort. This is a surefire recipe for failure …yet, it happens all of the time. Here’s a quick example: Many organizations will offer options to buy tickets online and simply invest enough to create a webpage for it. Then when nobody uses that method to buy tickets they say, “Look! We tried that and nobody bought tickets that way!” Actually, nobody bought tickets that way because your site wasn’t mobile friendly, it takes 10 different screens to buy a ticket, it requires several pages of personal information, it’s confusing and time consuming, and it costs more. Often it’s an organization’s own fault when data-informed things don’t work, but organizations frequently take a half (or maybe a one-tenth) approach to something and basically (knowingly or unknowingly) set it up for certain failure. This is just one, basic example.

“Our crummy product failed, ergo everything related to this project won’t work” justifies stagnancy by masking it with false wisdom. Organizations think that they are cutting-edge for trying something without any conviction, and that the wisdom they received from their inevitable failure justifies closing the book on really big things like digital engagement. How does this even make sense? This type of excuse-making is a shortcut to irrelevance. Just stop doing it.

 

2) Stop defending past decisions

This seems to be a particularly hard one for many leaders to embrace. After all, it may be human nature to defend one’s past decisions as “right” and “good.” And, at the time when they were made, they probably were. But times change. Today, we are witnessing incredible changes – many borne of technological advancement – accelerating progress at a revolutionary pace. By what rightful reason do we think that we’re exempted from the prevailing changes affecting the rest of the world?

Just because you spent thousands and thousands of dollars on print material doesn’t spare you from the necessity of hiring an online community manager. On a more substantial investment scale, those millions of dollars that you invested in a new entrance to facilitate faster put-through times doesn’t exempt you from developing a mobile ticketing platform that may make ticket counters increasingly obsolete. This is a lesson to learn in real-time (as opposed to retrospectively): Repairing and updating past decisions is often more time-consuming and, ultimately, more expensive in the long run than starting anew. It’s OK – heck, even encouraged – to approach the current condition untethered to the past. That was then, this is now.

 

3) Embrace the inevitable path of progress

Max Anderson, CEO of the Dallas Museum of Art, gave a short ignite talk at the most recent Museum Computer Network conference. The topic of his talk was how to “persuade your museum director to help you” (i.e. how to get him/her to invest in “innovation”). From the beginning of the video it’s easy to see one of the biggest, most glaring problems in our industry: He begins his talk by asking how many museum directors are at the conference. Very short awkward silence ensues…followed by laughter. Really?! Are even our conferences about innovation and new ideas attended primarily by middle managers?!

The reason for the lack of executive decision-makers at many conferences is not necessarily the fault of museum CEOs (as the conferences aren’t always adequately geared toward Directors). But it’s not wholly the task of middle managers to communicate and justify the imperative to remain relevant to CEOs either. There’s a messed up barrier to betterment here, and it has more to do with a flawed structure than simple lexicon within an antiquated museum hierarchy. His talk is absolutely true, probably staggeringly helpful, and thus amazingly messed up at the same time.

We’ve developed this detrimental idea that “digital” has to do with “tech” (not people), and “innovation” isn’t necessary for survival. Max Anderson’s “primer on the psychology of museum directors” underscores that the status quo (and, of course, legacy!) is what museum directors are primarily interested in…but the status quo isn’t working to bring in more people by creating crowds OR buzz. Efforts to abide the current condition fundamentally ignore the challenges imposed by a broken model. Changing lexicon is a pivot. Pivots sound pretty. Pivots sound agile. After pivoting, however, you may be facing in a different direction but you’re still standing in the same place.

Millennials – the largest generation in human history – may necessitate an update to the visitor-serving model in the information age. These “kids” will soon have kids, who will eventually have more kids, and if we continue to ignore the reality of negative substitution in our attendance, then we may soon have no museums, aquariums, or symphonies for those “kids” to go to at all. (OK – perhaps some hyperbole. We likely won’t have zero museums. Just more empty ones.)

 

The forces of change that propel the world forward are not going away. If we don’t change our model to one that is more sustainable, then we risk going away. This is a moment when our biggest barrier to engaging emerging audiences is holding dear to our increasingly irrelevant plans and practices. We need a reset. And it’s up to all of us to put our heads together and make it happen.

 

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 Community Engagement, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, The Future, Words of Wisdom 3 Comments

6 Strategic Reasons For Membership Teams to be Involved with Social Media

Geoff Cartoon - Keeping old customers

An organization’s social media initiatives are every bit as important for the membership department as they are for the marketing team when it comes to the long-term solvency of your organization.

It’s not news that social media is an every-department job, but changes in Facebook algorithms seem to have increased the desire to develop social media postings that go “wide” with reach instead of “deep” with constituents. This distraction of focusing on the quantity of those engaged instead of the quality of engagement is hurting organizations – and may be particularly challenging for membership and development teams trying to integrate their functions.

I was recently asked by Blackbaud to conduct a webinar that addressed the role of social media in engaging key constituencies.  I developed “Get Strategic: How to Engage With Members in a Digital Age” to help Blackbaud share my thinking on this popular topic.  (Click on the link to hear a recording of the webinar – It’s free!) Here’s a link to the slides.

I also thought that it might prove helpful to summarize a few takeaways from the webinar that may be particularly urgent for membership and development departments to consider as they plan their organizational futures. The importance of various departments beyond marketing and communications strategically contemplating how they best engage their current and emerging audiences can be a difficult topic for many organizations to tackle for two, unfortunate reasons:

  •  Many professionals (especially in the nonprofit sector) still ignorantly invoke “not my job” on many matters concerning digital communications to the detriment of both their professional functionality and the efficacy of the entire organization.
  • The “siloed” and increasingly outdated structure of more traditional organizations (including many visitor-serving organizations) is challenged by the need to work collaboratively among departments to create the kind of cohesive strategy that is prerequisite for successful digital communications.

 

In my estimation, development teams generally aren’t any more guilty of these organization-hurting offenses than any other department. However, a lack of collaboration between development/fundraising and marketing/communications comes at perhaps one of the most extreme expenses for a nonprofit organization.

Here’s why:

 

1) A member online is a member offline (and vice versa)

Too often, organizations create membership or donor cultivation strategies (or even marketing strategies) and then develop completely independent digital membership and donor cultivation strategies (if they have them at all). A member online is a member offline. You wouldn’t get to know somebody at a party and then completely ignore them and all of the things that you learned when you see them again at a different party. That would be rude and particularly confusing for your new acquaintance (or old friend) – and yet organizations act like this all the time when it comes to melding online and offline experiences. This miss seems to stem from one, basic misunderstanding: that digital strategies are somehow about technology or skillsets and not about a means of engaging people.

Hint: Communication on digital platforms operates a lot like communication in real-life. Membership retention is about PEOPLE – not technology. In real life, we expect people to be transparent, express human sentiment, listen, and be responsive. Those same communication expectations exist on social media.

 

2) Social media is not only valuable at the start of an engagement funnel. It is arguably even more important in the middle where members reside

When folks talk about social media and digital platforms – perhaps especially the marketing department – it’s often discussed as a starting point in an engagement funnel that hopefully leads to visitation (and, then, perhaps membership or donor cultivation). And, social media does aid in reaching new people and support relationship-building at the beginning of that funnel.  But it’s also critical that an organization utilizes social media to deepen connections with your mission because people on social media operate at all levels of an engagement hierarchy – not just at the beginning. If your organization is only putting out content that goes “wide” (or helps to increase reach), and not “deep” (or, content that deepens affinity with your cause), then it’s going to be difficult to turn folks from visitors into more consistent supporters.

Members are in the middle of the funnel – which is a particularly interesting place for a group to reside. They are supporters beyond a basic visitor, but who also hold the promise and potential of becoming donors. In a lot of ways, this is a make-or-break group to engage! They could go either way – and often (in fact, more often than we admit) their decision to renew or not to renew is based upon our own strategies for membership retention and how successfully we engage with this key audience.

 

3) Not all social media followers are equal

In fact, social media inequality is a best practice among successful organizations.  Simply put, your organization’s fans and followers are not all of equal value to your nonprofit’s relevance and long-term solvency – and treating every “like” or opportunity for social care the same way means purposefully sabotaging your ability to achieve organizational goals through social media.

Social care (or social CRM, which is responding to inquiries and taking steps toward active community management) is one of the most important and overlooked aspects of social media communications and brand engagement – and it is increasingly expected by your audiences. It’s a good idea to prioritize social care across the board, but active engagement may be particularly important when it comes to keeping stakeholders like members and donors satisfied online.

 

4) Those likely to be members (of cultural organizations) profile as being particularly connected to the web

High-propensity visitors (HPVs, as we perhaps unfortunately refer to them at IMPACTS) are folks who display the demographic, psychographic, and behavioral attributes that indicate an increased likelihood to visit a visitor-serving organization (museum, aquarium, zoo, historic site, symphony, theater, botanic garden, science center, etc.) These are the people who profile as likely to visit your organization – and also to become members. We have some fun facts about HPVs, but perhaps one of the most critical of all is this: High propensity visitors (and thus likely members) are 2.5x more likely than the composite market to profile as “super-connected.” This means that they have access to the web at home, at work, and on a mobile devise..

No matter how you cut it, your members are a connected bunch (Even more so than the composite market, which also places a great deal of value in digital communications.) Ignore this unassailable fact at your own peril.

 

5) The desired membership product is changing

I saved the most important thought for last. Data suggest that (aside from the free admission perk) the desired membership product may be changing from the more “attraction-oriented” benefits of the past (access to member-only events, other discounts), to more “mission-oriented” benefits (a feeling of belonging, supporting the organization). This is especially pronounced among Millennials – or members of Generation Y. (You can find more information on this in my slides from the webinar)

If your membership is struggling among younger audiences, it may be because you (a) don’t offer the desired membership product; or (b) you offer it, but continue to be communicating it in an incongruent “sales-y” way. In sum, know what matters to your potential constituents – and make sure you are not only offering a membership product based upon the correct motivating benefits, but that you are communicating them in befitting manner.

To the folks thinking, “Nope. Nope. Nope. Millennials don’t want to become members.” I say, “Data suggests that you’re wrong. And your defensive way of thinking indicates that you may be ineffectively communicating the motivating benefits of membership.” It’s time organizations get on this. There are young members to be cultivated!

 IMPACTS data - Millennials and Membership

 

6) Make sure social media posts often aim for depth of engagement instead of breadth (because Facebook changes are distracting organizations from doing this)

In the midst of the frenzy associated with Facebook decreasing its organic reach for organization pages, folks seem to be very preoccupied with their ability to utilize content to go “wide” (get a lot of engagement) instead of going “deep” (get the right kind of engagement from the right kind of people).  A healthy social strategy includes both content created to get new folks in the engagement funnel AND strengthen the “passion-connection” that ties an individual to your organization online. (In marketing jargon terms, we call this “strengthening affinity.”) While there are many things that may be done to cultivate members online, making sure that you’re posting the right kind of content is perhaps the most critical.

Next Wednesday (August 27th) I’ll post about immediate opportunities to more deeply engage members that will include ideas from the webinar and some other near-term opportunities to better connect with your digital audiences. If you want to make sure that you don’t miss it, you can subscribe to Know Your Own Bone and receive emails when there are new posts. (Already get these emails? Keep your eyes peeled next Wednesday…and thanks for being a consistent reader! I deeply hope that KYOB provides helpful thought-fuel for you and your organization!)

The web has changed our organizations more than simply “adding a social media arm.” It affects every department within an organization – and because digital engagement strategies are about PEOPLE, it arguably most affects those departments that work directly with audiences. It’s time for organizations to work together to ensure that their digital endeavors are doing more than getting people in the door.  We must also be aware of how digital engagement impacts the experiences that members and higher-level constituents have with our organizations. There’s work to be done!

 

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, Lessons Learned, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Media, Technology, Words of Wisdom Leave a comment

Why Talking About The Future of Museums May Be Holding Museums Back

Marketoonist- Risks

What if we took some of the time that we spend patting ourselves on the back for thinking about “the future” and use it to better adapt to the world we are living in right now?

Before I jump in, I need to come clean and admit that I’m not innocent here. I’ve been (proudly) called a futurist for visitor-serving organizations and I even say that, for a living, I help “future-proof” nonprofit organizations. Some of my favorite resources and those that I believe to be the most thoughtful focus on “the future” (like the Center for The Future of Museum’s blog – which is worth checking out for its valuable thought-fuel). But here’s the thing:

While those ideas shared by our industry’s most engaging thought leaders and go-to resources may be “future-facing” (as in, they are sure to increase in relevance in the future) they are not actually about the future. Yes, it is a matter of language that is confusing things. Using the word “future” when we are talking about the “present” may be harmful to organizations because of what the word “future” means. Many resources focusing on “the future” are actually communicating about emerging trends that are happening right now…and when we call them “the future” we do our organizations a grave disservice.

Here’s why:

1) Things that get characterized as “the future” within the museum industry generally are not about the future at all

Check this out: Embracing millennials, mastering community management on social media, opening authority, heightening engagement with onsite technologies, breaking down ivory towers with shifts from prescription to participation, engaging more diverse audiences, utilizing mobile platforms, understanding the role of “digital,” breaking down organizational silos…These are things that we frequently discuss as if they are part of the future. But they aren’t. In fact, if your organization hasn’t already had deep discussions about these issues and begun evolving and deploying new strategies at this point, then you may arguably be too late in responding to forces challenging our sector today.

 

2) Calling it “the future” excuses putting off issues which are actually immediate needs for organizational survival

What if we called these things “The Right Now?” Would it be easier to get leadership to allocate resources to social media endeavors or deploy creative ways to grow stakeholder affinity by highlighting participation and personalization?  Are we excusing the poor transition from planning to action by deferring most investments to “The Future?”

Basically, we’ve created a beat-around-the-bush way of talking about hard things that separates successful and unsuccessful organizations. For many less successful organizations struggling to find their footing in our rapidly evolving times, their go-to euphemistic solution for “immediate and difficult” seems to be “worth thinking about in the future.” When we call it “the future,” we excuse ourselves from thinking about these issues right now (which is exactly when we should be considering if not fully deploying them).

Contrast this deferment strategy with those of more successful organizations who invariably and reliably “beat the market to the spot.”  It isn’t pure chance and serendipity that underpins successful engagement strategies – these are the product of ample foresight, planning, investment and action…all of it done many yesterdays ago!

 

3) The future implies uncertainty but trend data is not uncertain

Moreover, common wisdom supports that “the future” is uncertain.  “We cannot tell the future.” Admittedly, some sources that aim to talk about the future truly attempt to open folks’ brains to a distant time period. However, much of what is shared by those we call “futurists” is not necessarily uncertain. In fact (and especially when it comes to trends in data), we’re not guessing.  I’ve sat in on a few meetings within organizations in which trends and actual data are taken and then presented as “the future” or within the conversation of “things to discuss in the future.” Wait. What?

Certainly, new opportunities evolve and trends may ebb with shifting market sentiments…but why would an organization choose uncertainty over something that is known right now?

 

4) We may not be paying enough time and attention to right now

I don’t think that referring to “right now trends” as “the future” would be as potentially damaging to organizations if we spent enough time being more strategic and thoughtful about “right now trends” in general.  Many organizations seem to be always playing catch-up with the present.  If organizations are struggling to keep up with the present, how will they ever be adequately prepared for the future?

 

5) Talking about “the future” sometimes provides a false sense of innovation that may simply be vanity

To be certain, we all need “wins” – especially in nonprofit organizations where burnout is frequent and market perceptions are quickly changing. The need for evolution is constant and the want for a moment’s rest may be justified. That said, it seems as though talking about “the future” (which, as we’ve covered, is actually upon us) is often simply providing the opportunity for organizations to pat themselves on the back for “considering” movement instead of actually moving. To have the perceived luxury of being able to think about the future may give some leaders a false sense of security that they aren’t, in fact, constantly trying to keep up with the present.

 

Talking about “the future” seems to mean that you are talking about something that is – yes – perhaps cutting edge, but also uncertain, not urgent, not immediate, and somehow a type of creative brainstorming endeavor. While certainly brainstorming about the actual future may be beneficial (there are some great minds in the museum industry that do this!), it may be wise for organizations to realize that most of what we call “the future” is a too-nice way of reminding organizations that the world is turning as we speak and you may already be a laggard organization.

Think about your favorite museum or nonprofit thinker. My guess is that you consider that person to be a kind of futurist, but really, you may find that they are interesting to you because they are actually a “right-now-ist.” They provide ideas, thoughts, and innovative solutions about challenges that are currently facing your organization.

This is all a long way of saying something incredibly simple, but astoundingly true: The future is now.  Let’s start treating it that way.

 

A quick aside: Speaking of “the future is now,” I’ll be conducting a free webinar with Blackbaud tomorrow (August 14) at 1pm Eastern entitled “Get Strategic: How to Connect With Members in a Digital Age.” You can sign up here!

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, Museums, Nonprofit Marketing, Nonprofits, Public Management, Social Change, Social Media, Technology, The Future 5 Comments

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.  

 

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Posted on by colleendilen in Big ideas, Community Engagement, Education, Leadership, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Public Management, Public Service Motivation, Social Change, Social Media, Technology, The Future, Words of Wisdom 4 Comments

Announcing: Student Sponsorship Opportunities to Attend MuseumNext Conference 2014

MuseumNext3

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

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

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

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

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

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

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

 

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Personalizing the Onsite Experience Increases Satisfaction in Visitor-Serving Organizations (DATA)

volunteer harvard museums Data suggest that personal interactions between staff and visitors significantly increase overall satisfaction, improve value perceptions, and contribute to a more meaningful overall experience. Here’s how.  As many of my regular readers already know, I’m captivated by the relationship between “physical touch” (old fashion, face-to-face communication) and “digital touch” (digital communication) in visitor-serving organizations – and how these forces work together to make these organizations more relevant and financially stable.  The data regarding how these forces work together is rather compelling…and I’ve even spoken about it before. Digital touch increases reputation and aids in driving attendance – but physical touch provides the “there-there” in a way that technology has yet to supplant. We monitor both reputation and visitor satisfaction for numerous visitor-serving enterprise at IMPACTS, and we’ve found one type of “physical touch” to be extremely potent in increasing visitor satisfaction: When attendees have a personal facilitated experience (or, as we affectionately call them, a PFE) remarkable things reliably occur.

What is a personal facilitated experience?

A PFE is a one-to-one or one-to few interaction that occurs between an onsite representative of the organization and a visitor. This representative could be a docent, volunteer, or any other organization-associated individual who has a direct interaction with an individual visitor, family or couple. A traditional museum cart experience provides a PFE. A volunteer showing you your seat at the theater provides a PFE. An entryway greeter provides a PFE. So does a stationed volunteer, a wayfinder, or even a particularly attentive clerk at a museum store. Shows, talks, or tours – while certainly providing value to one’s overall experience – do not constitute a PFE, as the market considers PFEs powerful due to the personalized attention and one-on-one nature of the interaction. While we’ve found that these other types of encounters provide an efficient density of interaction, they do not always provide the kind of personalized experience often prerequisite for a steep increase in overall satisfaction.

PFEs increase metrics that are critical to overall experience

Take a look at the data below from a representative organization with which we partner at IMPACTS. The column on the left quantifies visitor perceptions of an organization based on specific evaluation metrics (e.g. admission value, education experience, entertainment experience, and employee courtesy), while the right side indicates the same values for visitors reporting at least one personal touch-point. Visitors who had similar experiences onsite – with the exception of a PFE – report very different perceptual outcomes. 

PFEs generally increase the perceived value of admission.

In other words, those who have a PFE believe that they got a better bang for their buck after paying admission to visit an organization.

 IMPACTS Admission PFE

PFEs also increase perceptions of entertainment experience, educational experience, and employee courtesy.

However, these metrics don’t all contribute to overall satisfaction equally. Here’s  the data on the breakdown.

 IMPACTS Entertainment PFE

Educational

IMAPCTS employee courtesy PFE

 

PFEs can be utilized to increase visitor satisfaction by daypart

If your organization is in the midst of a construction project or simply gets crowded during certain peak times of day, an organization may deploy PFEs as a mitigation strategy to minimize the impact of crowding perceptions on overall satisfaction.

 IMPACTS satisfaction by daypart PFE

Digital and “physical” touch work together to secure the financial futures of visitor serving organizations and keep folks coming in the door so that organizations may march steadily toward accomplishing their missions. I write about the increasingly critical importance of personalization on digital media for visitor-serving organizations, but we must remember that people online and people offline are still people – in fact, we want them to be the same person! Personalization – a trend that is getting a lot of buzz in the online space – is just as important onsite. Facebook and other social media sites are getting smarter about personalization –  ads are more intelligent, and millennials expect personalized experiences. Gone are the days of one-size-fits-all communications and “touch” points… online and offline.   Want to hear more about the data-supported relationship between digital and physical touch as they relate to satisfaction in visitor-serving organizations? Check out my WestMusings: Ten Minute Museum Talk or join me at MuseumNext in the UK where I’m thrilled to dive deeper in a keynote in June.  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 *Photo credit: Harvard Museums of Science and Culture

Posted on by colleendilen in Community Engagement, Education, Exhibits, Management, Museums, Nonprofits, Words of Wisdom 5 Comments

The Relevance Test: Three Key Concepts to Future-Proof Nonprofit Organizations

Ivory tower

Ivory towers are proving fragile.

Many visitor-serving organizations benefit from “outside-in” thinking and have ceased depending solely on experiential intuition and other “inside-out” ways of thinking that have previously – and perhaps alarmingly – allowed a kind of Ivory Tower mentality to infiltrate many museums.

The dawning of the Age of the Internet has brought about many necessary changes in the way that people think and behave, and, thus, what people have come to expect from the organizations that they support. Digital, real-time tools now allow for transparency, the ability to communicate ongoing impact, and the ability to personally connect with organizations 24/7. Indeed, the market now expects – demands, really – transparent insights from organizations.

These changes shape the way that we interact and connect within our communities, create meaningful experiences, manage new demands for open authority, and inform our overall expectations of visitor-serving organizations.

While recognizing the progress that has been made, here are three new conflicting perceptions that visitor-serving organizations must internally resolve in order to remain relevant in our ever-evolving era:

 

 1. Prescription vs. Participation

What does your organization offer? Stale, outdated organizations offer a form of prescription. Today, however, if your organization believes that it is offering a form of treatment (i.e. to “teach” something, or to get people to believe something), then your organization is prescribing its experiences to folks who haven’t asked for a diagnosis. In short, if you haven’t first proven your relevance to people (let alone your unique relevance) then it’s hard to be relevant.

Offering participation and exploration encourages visitors to be active and uncover their own “truths”…for themselves. Thanks in large part to the amount of information available on the web, people expect to explore and make decisions for themselves. This is a big reason why open authority (basically, organizations finding ways to “open” their authority to the public) is increasingly important for visitor-serving organizations – and all other organizations for that matter.

This may trace back to the mission statements of visitor-serving organizations. Organizations aiming to “inspire” or “cultivate” may manifest themselves more dynamically than organizations aiming to “educate,” “demonstrate,” or “present” (exhibits, for instance). The former examples empower visitors; the latter examples remove this power. Many of our nation’s most prominent visitor-serving organizations’ mission statements are still self-oriented (and innately less relevant and impactful) rather than people or community-oriented. This may deeply affect how your organization functions…and, more critically, how your constituencies relate to your organization.

 

2. Tuition vs. Admission

Why are visitors paying to visit you? Most organizations call it “admission” – but is that how your organization internally considers the transaction?

When it comes to the overall satisfaction of a visitor’s experience, entertainment plays a leading role, and education is often used as a secondary or post-visit justification for visitation. Organizations that prioritize providing an educational experience may benefit by ensuring that it does not come at the cost of an entertaining experience.

Believing conceptually that your organization offers a form of “two-hour tuition” also demonstrates a misinformed viewpoint as to what makes a visit meaningful to your audiences. Namely, data demonstrate that who you are with and the memories folks make are more important that what they see at a visitor-serving organization. If you think that the thing that truly matters is the nuance of your unique collection of Monets, then you’re missing a bigger, data-supported benefit of what you offer your visitors: memories, experiences and opportunities for personal interaction.

 

 3. Institution vs. Community

What do you work to strengthen? Imagine how it would affect internal perceptions of your organization if you replaced every mention of the “institution” with the word “community.” Board members would sit at meetings and question, “How does this support our community?” and “What do we need to do to help our community prosper and grow?”

Because the market is the actual arbiter of your organization’s success (And, yes, I have been reminding you of that in nearly every single post), you need your followers infinitely more than they need you. Though it’s difficult to remember at times, your visitors could survive without your organization (though, yes, the world would be a little more drab and your mission more underserved)…but you cannot survive without your stakeholders. You need donors, visitors, supporters, evangelists…if you’re not cultivating them, then you aren’t serving your institution at all.

Ignore your community (both onsite locally and the potential national communities that you may serve digitally), and you risk ignoring the lifeblood of your institution. In other words: If you misunderstand or underestimate the deep connection between your institution and the socially-motivated community that you’re cultivating, then you risk rapid irrelevance.

 

Visitor-serving and other types of organizations must evolve – but this need for change extends beyond the obvious technology-enabled issues related to digital engagement. Perhaps the most important ways that organizations are evolving are more fundamental, more systemically pervasive than tactical: Ivory towers are proving fragile.  Instead of protecting and insulating an organization, they imperil and isolate its advancement.  Our opportunity comes not from on high (read: “in the tower”). It is born on the frontlines and lives at eye-level.  The organizations that thrive will connect and merge with the outside world.  “Inside-out” is yesterday.  “Outside-in” is tomorrow.  You choose where you want to be.

 

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Posted on by colleendilen in Big ideas, Branding, Community Engagement, Education, Exhibits, Management, Marketing, Museums, Nonprofit Marketing, Nonprofits, Words of Wisdom 2 Comments

Finding: Museums That Highlight Mission Financially Outperform Museums That Market Primarily as Attractions (DATA)

seafood watch

This article kicks off a four-part series intended to help visitor-serving organizations understand and respond to emerging trends that will impact their ability to achieve their financial and mission-related goals. Learn more about the series here. 

Data suggest a “new” draw to your organization that is now key to engaging both visitation and donor support. Well, actually, it’s not “new” – it’s the reason why your organization exists: Your mission. How credibly the market perceives your organization in terms of your ability to effectively deliver on your mission has a very strong positive correlation with your organization’s financial performance.

An analysis of the recent financial performance of a large and representative number of visitor-serving organizations coupled with the public perceptions of these same organizations reveals an outcome that may not be surprising for those who keep tabs on consumer behaviors: Organizations perceived as “best-in-class” in terms of mission delivery reliably outperform organizations that rely more on their reputations as “attractions” when it comes to their financial bottom lines.  In other words, mission and business are not in conflict – being superlative at your mission is good business!

There are three overall findings relating to the “mission is good business” trend:

1) Organizations perceived as more credible actors in terms of fulfilling their mission financially outperform peer organizations whose reputational equities relate primarily to their roles as attractions

IMPACTS collects and analyzes attitudinal and awareness data for 224 visitor-serving organizations in the US (and that may even include your own). This data and analysis informs the development of key performance indicators that reveal trends and correlations affecting visitor-serving enterprise.  The charts below indicate the relationship between 35 visitor-serving organizations’ financial performance in terms of “revenue efficiency” coupled with the market’s perception of these same organizations’ “reputational equities.”  (In the interest of maintaining appropriate confidences, I’ve “anonymized” the findings)

First, a few quick definitions (with advance apologies for the analytical jargon):

Revenue Efficiency: A composite metric contemplative of onsite-related earned and contributed revenues (e.g. admission, contributions, grants, membership, programs) contemplated relative to the cost to deliver onsite services (i.e. operating expenses) and the number of persons served onsite.  Generally, a more “revenue efficient” organization exhibits more favorable financial key performance indicators (e.g. greater revenues, greater net operating surplus) and reduced financial volatility than does a less revenue efficient organization.  Data informing the IMPACTS revenue efficiency calculation are commonly available in an organization’s financial statements, annual reports, and Form 990 filings.

Reputational Equities: A composite metric contemplative of numerous visitor perceptions such as reputation, trust, authority, credibility, and satisfaction that collectively indicate the market’s opinion of an organization’s relative efficacy in delivering its mission.  As mentioned previously, IMPACTS collects perceptual data from 224 visitor-serving organizations in the US to inform its reputational equities calculation.

KYOB aquariums reputation and revenue

Aquariums are a good place to start because (a) in addition to tackling the mission of inspiring audiences, they are also increasingly engaging audiences on broader conservation issues; and (b) aquariums tend to be more reliant on earned revenues than their museum and zoo brethren who may have greater public funding and/or endowment support. In short, absent the safety net of large endowments and government appropriations, aquariums are among the most market-driven businesses in the nonprofit sector, and translating positive reputational equities has an enormous financial benefit for these organizations (and, in inverse, lessened reputational perceptions bear tremendous risk to an organization’s bottom line).

Generally, revenue efficiency follows reputational equities (so working to increase reputational equities tends to positively affect revenue efficiency). Thus, we can reasonably surmise that year 2014 may bring continued challenges for Aquariums H, I, K and L should they choose not to prioritize remedy for their lacking perceptions as credible actors when it comes to delivering on their missions.

KYOB zoos reputation and revenues

Much like aquariums, the zoos that are perceived as credible actors in regard to their mission achieve the greatest revenue efficiency. Again, in the example indicated by the assessed zoos, the relationship between reputational equities as a predictor of financial success is clear and compelling.

KYOB museums reputation and revenues

Again, when segmented by museums (in the above example, all of the assessed organizations would be rightfully classified as either “art” or “natural history” museums), the trend holds true: Those museums perceived by the market as the most esteemed in terms of fulfilling the promise of their missions achieve the greatest financial performance.

You’ll notice that out of the 35 organizations represented in this assessment, Museum H is the only organization that does not indicate the relationship between reputational equities and financial performance – and, even in this exception to the trend, the difference is very slight.

 

2) Your organization must increasingly be MORE THAN an attraction but it still must be an entertaining attraction.

The reputational equity metric is contemplative of overall satisfaction and data indicate that providing an entertaining experience is an extremely important component of visitor satisfaction. To be clear: The data do not support abandoning efforts to deliver an entertaining experience in the hopes of enhancing your organization’s reputation as a credible, mission-related authority. Instead, data support efforts to underscore your social mission and demonstrate topic expertise alongside location-based content to help drive visitation and provide insight into the entertaining and inspiring experiences that you provide.

Simply put, people want to visit organizations that are more than just attractions.

 

3) The importance of underscoring reputational equities is likely to grow as millennials increasingly comprise a greater percentage of museum audiences

The analysis indicating the relationship between favorable reputational equities and financial performance for visitor-serving organizations aligns with multiple findings concerning the influence of social missions (in business-speak, think “corporate social responsibility”) on consumer purchasing behaviors. Namely, people – and especially millennials – are more likely to purchase products that support a mission.

The data has long suggested that millennials are particularly public-service motivated, and as Gen Y has become a more powerful market segment (indeed, millennials are the largest generation in human history), organizations have experienced a “market shift” in support of organizations that support “social good.”

That sounds great for educational, conservation, and cultural organizations such as museums, aquariums, and zoos, right? Well…maybe not…especially because millennials are generally sector agnostic. Millennials tend to support organizations and businesses that appeal to them regardless of whether or not there is 501(c)3 designation involved. (In other words, while the IRS may care about your tax-exempt status, the market increasingly does not!) This means that in terms of securing support, many nonprofits are “competing” directly with for-profits for the market’s time, attention, and resources.

Organizations that have marketed themselves too heavily as attractions without underscoring their mission and social impact have lost a valuable opportunity to differentiate themselves as superlative to a critical demographic. Potentially worse yet, they may have built their reputations based on motivations that millennials don’t care about. Case-in-point: Take a look at what millennials want out of a zoo, aquarium, or museum membership compared to older generations.

Organizations that the market favorably perceives as more than “just an attraction” tend to financially outperform organizations perceived primarily as attractions.  Money follows reputational equities. Zoos, aquariums, and museums that have been trying to “sell” the wrong brand attributes may find themselves struggling even more in the future as emerging audiences emphasize mission and social impact as vital attributes of the relationship that they seek with the organizations that they support.  Year 2013 was only the tip of the iceberg. Perceptions are changing and the data affirms a strong, encouraging trend:

Finally, it’s cool to be kind.  More than that, it’s plain good business.

National Aquarium cleaning debris

National Aquarium

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

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